strategy & policy committee meetings are open to the ... 09 2… · executive officer stephen...

Executive Officer Stephen Chown

SANDHURST TOWN COUNCIL COUNCIL OFFICES

SANDHURST MEMORIAL PARK YORKTOWN ROAD

SANDHURST, BERKSHIRE GU47 9BJ

Tel: 01252 879060 (24hr answer phone)

Fax: 01252 860070

Email: [email protected]

1. Apologies for absence To receive and approve apologies for absence. 2. Members’ interests To receive any declaration of interests from Members on the business to be transacted. 3. Minutes of Strategy & Policy Committee To receive and confirm the Minutes of the proceeding of the Strategy & Policy Committee held on 23 July 2015, as a true and correct record (pages 0307-0309). 4. Internal Audit – Risk Assessment To approve financial risk assessment and actions to date. (Decision item) (Annexe 1) 5. External audit To receive clean external audit report for information. (Information item) (Annexe 2) 6. Neighbourhood Development Plan To review progress and determine next actions if required, including defining boundary of plan as coterminous with parish boundary. (Decision item)

Dear Councillors N. Allen (Chairman), Mrs J. Bettison (Vice Chairman), A. Blatchford, Mrs H. Hill, P. Hodge, P. King, Mrs P. McKenzie, D. Perera, J. Porter, P Wallington

You are hereby summoned to attend a meeting of the Strategy & Policy Committee to be held in the Kitty Dancy Room, Sandhurst Community Hall Complex, Sandhurst, on Thursday 24 September 2015 at 7.45pm for the purpose of considering and resolving upon the subjects and matters set out in the agenda below.

Stephen Chown (Executive Officer)

Strategy & Policy Committee Meetings are open to the Public and Press.

mailto:[email protected]

http://www.sandhurst.gov.uk/

7. Bad Debts Policy To receive draft bad debts policy for review / approval. (Decision item) (Annexe 3) 8. Budget To receive budget expenditure to date for information and to receive reminder that the next meeting will start to consider and receive input regarding budget setting for 2016/17. (Information item) (Annexe 4) 9. Neighbourhood Action Group Standing item to receive documents relating to work of the sub-committee where available. (Information item) 10. Health and Safety To receive a verbal update confirming of an incident in the period (non-injury), and any other Health and Safety related items. (Information item) 11. Sandhurst Youth To review draft Sandhurst Youth Business Plan and provide feedback if required. (Decision item) (Annexe 5) 12. Training Policy To review draft training policy ahead of application for Local Council Award Scheme and approve if appropriate. (Decision item) (Annexe 6) 13. Action plan To review draft action plan ahead of application for Local Council Award Scheme and approve if appropriate. (Decision item) (Annexe 7) 14. Community Engagement Policy To review draft Community Engagement Policy ahead of application for Local Council Award Scheme and approve if appropriate. (Decision item) (Annexe 8) 15. Equality Policy To review draft equality policy ahead of application for Local Council Award Scheme and approve if appropriate. (Decision item) (Annexe 9) 16. Officers’ Report To receive any significant updates regarding the ongoing work on behalf of the committee. (Information item) (Annexe 10) 17. Press and Publicity To plan press and publicity messages for the forthcoming period if required. (Decision item) 18. Date of next meeting The date of the next meeting to be confirmed as 26 November 2015. (Procedural item)

Audit report & Risk Assessment of financial systems’ internal controls for Sandhurst Town Council 2014/15 prepared by the Internal Auditor, Executive Officer/RFO on 3 March, 22 April and 18 June 2015.

No. Internal Control Tests Findings

1 Proper Bookkeeping 1.1 Is the cashbook maintained and up to date?

Format used? The cashbook is maintained on the RBS Omega system and was prepared up to 31 March 2015. It was up to date and accurate.

1.2 Is the cashbook arithmetically correct? The cashbook is analysed into Budget head codes for both receipts and payments and these were arithmetically correct.

1.3 Is the cashbook regularly balanced? The Cashbook is balanced monthly for both the Current and Deposits accounts. Daily transactions are input by the Deputy Executive Officer and the Accountant will support monthly closedown of the accounts shown in the cashbook. The Accountant will sign the bank statements to confirm that a full Bank Reconciliation has been carried out and agreed to the cashbook. Recommendation: We recommend that the Executive Officer should sign and date the cash book reconciliation sheet to confirm that the totals agree to the monthly bank reconciliations for both the current and deposit accounts. We also recommend that the Chairman of Strategy and Policy Committee should sign and date these Reconciliations on at least a quarterly basis to confirm they are accurate as part of the governance and monitoring role.

2a Standing Orders and Financial Regulations 2.1 Has the Council formally adopted Standing orders and

Financial regulations, & dates approved? Standing orders were approved and adopted by the Town Council on the 5 March 2015. Minute ref 0471 and Financial Regulations were adopted in July 2012 and updated by the Town Council at the meeting on 5 March 2015 Minute Ref 0471. Audit Note: Financial Regulations and Standing Orders should be reviewed by the Executive Officer every year and should be submitted for approval by Town Council. The approval should be detailed in the Town Council minutes.

2.2 Has an RFO been appointed with specific duties noted in both contract & Fin./Regs?

The Executive Officer is the Responsible Finance Officer (RFO) and the duties are detailed in the Financial Regulations.

2.3 Have items or services above a de minimis amount been competitively purchased?

The Executive Officer has as delegated power for emergency needs. In the reviewed Financial Regulations the Executive Officer is required to obtain value for money quotations at all times, usually by obtaining 3 quotations or estimates. Where the value is above £5000 the Executive Officer shall obtain 3 quotations.

ANNEXE 1


A £60k level applies for obtaining three tenders for project work shown in the new Financial Regulations. Audit note: Any Town Council project should be confirmed in the minutes of the Town Council and the funds used during the agreed financial years. (Projects and spending/allocation of funds are approved at the time.)

2b Payments Controls 2.4 Are payments in the cashbook supported by invoices,

authorised and minuted? Any full time member of staff can be responsible for raising purchase orders. Purchase orders are completed and held at the Town Council Offices and matched with invoices but no records are kept of goods received notes being checked. Recommendation: We recommend that all goods received information should be held, checked and the delivery information recorded and agreed to the original order before invoices are approved for payment. Where part deliveries are received then this should be noted on the original order to ensure that subsequent deliver information is correct. All contracts with Suppliers/Contractors are held, and are signed off as accurate by the Executive Officer or Deputy Executive Officer if required. Payments for Utilities: All invoices are passed to the Deputy Executive Officer for checking and confirmation of contract information before payment is made. If required consultation will take place with the Utility Company and the Caretaker re the consumption totals, before they are passed for payment. Proper invoices support all payments, which are cross-referenced by cheque number and date paid. Monthly payment schedules are prepared by the Deputy Executive Officer for the Executive Officer who will present this for retrospective approval at the Town Council meeting. This is approved by resolution and decision will be noted in the minutes for the meeting. Currently seven Councillors are appointed as bank signatories to sign cheques to confirm that details for payment are correct. The Executive Officer and Deputy Executive Officer are also signatories on the bank account mandate. Salaries and Wages: It is noted that the salary totals are not currently added to the payment schedule. However this will be done for 2015/16 financial year as per the updated financial regulation 7.5.


2.5 Has VAT on payments been checked, recorded and reclaimed? Frequency, & refunds into which A/c?

Proper VAT invoices are provided, when relevant, with VAT checked and entered in VAT column in Cashbook. VAT elements for reimbursement are listed in the Omega system and will be checked on a monthly basis by the Accountant. Reimbursement is made on a quarterly basis and paid direct in to the Current Account. The last VAT claim reimbursement was submitted on the 5 May 2015 £6183.01 covering the period 1 January 2015 to 31 March 2015 and paid into Nat West Bank Current Account 474066682.

2.6 Is S.137 expenditure separately recorded & in limit? The Executive Officer will obtain committee approval for all grant payments. These are coded separately and shown in the cash book. For Section 137 expenditure we have noted for 2014/15 that payments were in approved limits of £109,555. There are 15216 Electors in the Sandhurst Town Council area. Section 137 amount allowed per elector for 2014-15 is £7.20, and for 2015-16 is £7.36.

3 Risk Management Arrangements 3.1 Does a scan of the minutes identify any unusual

financial activity, projects, events etc.? All projects and events are risk assessed and minuted accordingly by Town Council or the relevant committee; eg: Pyes Arce car park which included a mini bid process in Hampshire and Surrey framework for attracting quotations from an approved supplier list the meets OJEU requirements as detailed in the EU regulation for projects over £168,000. The Risk Assessment for the Town Council 2014/15 was presented to the Strategy and Policy Committee at its meeting in July 2014, (resolution no 299). Recommendation: We recommend that a formal assessment of all significant risks is carried out at least annually by the Town Council and are minuted.

3.2 Do the minutes record the Council carrying out any annual risk assessments? Play areas/BMX/skateparks regularity of checks & documentation?

The Executive Officer oversees the risk management process and will report to the Strategy and Policy Committee once a year in order to generate a recommendation for the Town Council. A full Play areas and the Skatepark check is carried out by the Play Inspection Company and was last carried out on the 6 March 2015. An additional twice


yearly check (for the Skatepark only) is also undertaken by Full-Circle Leisure Ltd trading as Evolution Skateparks and this was carried out on 10 February 2015. This continues to greatly assist the Council with any litigation claims brought for accidents.

3.3 Is insurance cover appropriate and adequate? Policy nos. & broker/company? FG cover level correct?

Standard local council policy held with Zurich Municipal policy number YLL- 272024-1483 dated 1 October 2014 covering to 1 October 2014 to 30 September 2015. Fidelity Guarantee cover now showing £1m.

3.4 Are internal financial controls documented and reviewed regularly?

This initial risk assessment for financial systems’ internal controls was prepared for 2014/15 and will be updated annually in future. Also RBS desk top procedures are used to support the processes used for payments/bank reconciliations and income. Audit note: These should be reviewed if there is a change in key staff or an introduction on a replacement financial system.

4 Budgetary Controls 4.1 Has the Council prepared an annual budget in support

of its precept? Council minute & date? The Executive Officer prepares the draft total budget for the Town Council following closedown in November which is prepared and discussed with relevant committees to ensure that the budget preparation and bids are accurate. This will be finalised by Strategy and Policy Committee each January, with a recommendation made to the Town Council, where the precept and budget will be approved in February. Bracknell Forest District Council will be notified of precept requirements in February. For 2015/16 the notification was sent 06/2/15.

4.2 Is actual expenditure against the budget regularly reported to the Council & minuted?

Budget to actual comparisons are reviewed continually by the Town Council staff and reported quarterly to the Strategy and Policy Committee by the Executive Officer. Appropriate action is taken by the Strategy and Policy and if required a recommendation will be made to the Town Council.

4.3 Are there any significant and unexplained variances on budget?

A process is in place to carry out budget monitoring and to report significant variations to the spending committees. Any action required will be assessed by the Executive Officer and approval will be obtained from Strategy and Policy Committee for any additional funds required or other action to be taken.


5 Income Controls 5.1 Is income properly recorded and promptly banked? Income sources from Precept, Grants, football pitches, tennis courts, cricket

pitches. Also mobile telephone mast and (S106) developer’s contributions (car park). Also income from the Flat, hire of the community hall and room, plus the cafe rental. It is noted that the Administrator does not have access to a sub float for change when income is received in cash at the Town Council reception area. To ensure that change can be provided without the use of personal monies, a small official float should be provided to give change required. This should be top up when required to ensure change is available. Recommendation: We recommended that the system for change at the reception area is reviewed to ensure adequate levels are maintained and available for different types of payments received.

5.2 Does the precept recorded in the cashbook agree to the DC’s notification? Yearly review of scale of fees?

The first half Precept for 2014/15 of £268,949 plus £13,435 Tax Support Grant was received April 2014 and paid direct into Nat West Bank Current Account no 47406682. The second half year Precept payment and Tax Support Grant of £282,384.50 was received in September 2014.

5.3 Are security controls over cash adequate and effective?

Very little cash income is received by the Town Council.

6 Petty Cash Procedures 6.1 Is all petty cash spent noted in book /sheets with pro

forma &/or voucher to support, esp. those with VAT? Imprest basis used?

The Town Council office holds £250 Imprest/petty cash. Vouchers are completed and attached to the receipts for reimbursement. The vouchers are signed by the claimant and countersigned by the Deputy Executive Officer or Executive Officer to agree the transactions. Arrangements are in place to protect the Executive Officer and Deputy Executive Officer and ensure they do not have to sign for their own petty cash claims.

6.2

Is petty cash reported to each Council meeting? At present there is no formal reporting of Imprest Account expenditure detail to the Town Council. Recommendation: We recommend that the Town Council should receive monthly summary information of Imprest Account expenditure with the cheque and direct debit report


presented to Council.

6.3

Is petty cash reimbursement carried out regularly? All Petty Cash is reconciled on a monthly basis.

7 Payroll Controls 7.1 Do staff salaries/wages paid agree with those

approved by the Council & what is review frequency? It was noted that the Town Council do not use the NALC/SLCC model template or use the Local Government NJC Pay Scales but have decided to use their own supported by the services of a Personnel Organisation; Peninsula.

7.2 Are other expenses to the Clerk/staff reasonable and approved by the Council?

The Executive Officer confirmed that he has received the agreement of the Personnel Sub Committee to report how measurable and challenging achievements targets can be introduced for assessing annual performance in relation to progression through salary bands for each role. Currently employment is based on a fixed salary point with no system for performance related salary advancement but there is the opportunity for paying staff a bonus within an annual Performance Award Scheme. No SMART targets are currently available for the Executive Officer to use in deciding if staff should be awarded a performance bonus. Audit Opinion: It is our opinion that the merits of using the Town Council’s own pay scales in favour of the best practice NALC/SLCC should be considered as part of the on-going work. If it is decided to continue with the current system we recommend that the Contracts of Employment should clearly show that the fixed point salary does not include any increment for performance or length of service, and should clarify any separate Performance Award Scheme. Also SMART targets should be formally introduced and applied for setting annual Performance Award bonuses. Recommendation: We recommend that the Town Council consider using the Local Council Association Network to seek advice once any decision has been made to introduce a new pay framework for the Town Council staff. We observed that each employee (other than the Executive Officer) is receiving an addition of 5% to their fixed point salary, paid as a monthly supplement, to invest in a Private Pension Scheme. This is detailed in their Contract of Employment. The Executive Officer is a member of the Local Government Pension Scheme with employer and employee contributions made accordingly. Audit note: It should be noted that it will be a requirement in 2017 to offer all staff an Employer Pension


Scheme for your Town Council. However, if as part of the on-going work to review Contracts of Employment the Town Council decide to adopt the LGPS for all staff then these will need to be amended.

7.3 Have PAYE/NIC/ Pensions been properly operated by Council as an employer? Payment frequencies/method?

The Executive Officer will make monthly payments to HMRC for PAYE and NI Contributions where appropriate, he will also make payments to the Berkshire Pension Fund for himself to the Pension Fund.

8 Assets Controls 8.1 Does Council keep an asset register of all assets owned

incl. serial nos.? Annual physical check noted? The Council’s Maintenance and Grounds Maintenance teams maintain excel spreadsheets showing asset locations, serial numbered. Property and equipment are subject to recorded, regular check by these teams at least annually (and sometimes more depending on item eg play areas more often than annually). The list does not include insured values. Recommendation: We recommend that the asset register is signed/dated to confirm its appropriateness. Also all insured value of assets to be noted in separate column on the asset register to inform the annual Insurance cover, renewal process.

8.2 Are the Asset/Investments registers up to date, incl. disposals? Note all Investments held with a/c nos.

Yes, the asset register does show all of the current asset items and was last updated in 2014.

8.3 Do asset insurance valuations agree with those in the asset register?

No, Asset Register does not currently show any insured values. Recommendation: We recommend that insurance values are shown in the asset register.

9 Bank Reconciliation 9.1 Is there a Bank reconciliation for each account held?

Note each A/c with bank/branch & a/c no. If relevant, review Money Market transfers & documentation.

Yes, for Nat West Bank Current Account 47406682(cashbook 1), Nat West Bank Capital Reserve Account 474278841 (cashbook 2), Nat West Bank Business Reserve Account 47406690 (cashbook 3), Nat West Bank Mayors Charity Account 22121781 (cashbook 5). Also a separate cashbook is held to reconcile the Indemnity Deposit cashbook (cashbook 6)

9.2 Are Bank reconciliations conducted on receipt of statements & with what frequency?

All bank accounts are reconciled monthly on receipt of the bank statements.

9.3 Are there any unexplained balancing entries in any reconciliation?

No, all entries were recorded correctly in the cash books.

10 Year-end Procedures


10.1 Are Year-end, final accounts prepared on a Receipts and Payments or Income and Expenditure basis?

Income & Expenditure basis. Audit Note: The Chairman of Strategy and Policy Committee should conduct the Executive checklist at year-end as part of self-assessment controls.

10.2 Do the accounts agree with the cashbook codings? Yes, RBS Omega Final year-end accounts confirm that entries made in cashbook are accurate & agree to Bank accounts held. End of year 2014/15 balances confirm that entries made in the cash book are accurate and agree to all bank accounts held by the Town Council.

10.3 Is there an audit trail from underlying financial records to the accounts, for both receipts & payments?

Yes, cross-referencing by cheque payments using cheque numbers, and bankings using paying in slip details to show in the cash book with separate analysis of budget heading for budget monitoring purposes.

10.4 Where appropriate, have debtors and creditors been properly recorded? Are the year-end, General and Earmarked reserves held at reasonable levels?

Debtors, creditors & accruals are all accounted for in the Balance Sheet. Reserves held at year-end were satisfactory (general reserves at £213328 as at 31/3/15) and anticipated at £86116 for general reserves and 127212 for all earmarked reserves at the end of 2014/15.

Signed ____Tim Light FMAAT _____________________________ Date ___18/06/2015___________

Internal Auditor Signed _________________________________ RFO Date ______________ RFO

19/08/2015


Action Plan for Recommendations

No. Recommendations Actioned by Date

1.3 We recommend that the Executive Officer should sign and date the cash book reconciliation sheet to confirm that the totals agree to the monthly bank reconciliations for both the current and deposit accounts. We also recommend that the Chairman of Strategy and Policy Committee should sign and date these Reconciliations on at least a quarterly basis to confirm they are accurate as part of the governance and monitoring role.

Actioned. (Stephen Chown) From 2015/16 onwards.

2.4 We recommend that all goods received information should be held, checked and the delivery information recorded and agreed to the original order before invoices are approved for payment. Where part deliveries are received then this should be noted on the original order to ensure that subsequent deliver information is correct.

Actioned through amended payment slip, with box to record goods received. (Angela Carey)

Approx. 18/05/2015

3.1 We recommend that a formal assessment of all significant risks is carried out at least annually by the Town Council and are minuted.

Actioned through this document (Financial Risk Assessment) with future annual financial risk reviews secured by inclusion within the core internal audit specification and the order placed for next three years. (Resolution 0486) General risk review annually by Strategy and Policy Committee and ratified during annual audit return item of June Town Council meeting.

26/03/2015

5.1 We recommended that the system for change at the reception area is reviewed to ensure adequate levels are maintained and available for different types of payments received.

Actioned through Petty cash float diversification, to make sufficient change available on occasions as required. (Angela Carey)

22/06/2015

6.1 We recommend that the Town Council should receive monthly summary information of Imprest Account expenditure with the cheque and direct debit report presented to Council.

Actioned Petty cash cheque payments clearly displayed on reports. (Stephen Chown)

19/06/2015


7.2 We recommend that the Town Council consider using the Local Council Association Network to seek advice once any decision has been made to introduce a new pay framework for the Town Council staff.

Ongoing project. Target completion in line with Pension auto-enrolment work due by April 2017

8.1 We recommend that the asset register is signed/dated to confirm its appropriateness. Also all insured value of assets to be noted in separate column on the asset register to inform the annual Insurance cover, renewal process.

Ongoing with asset register format under review to support this request. Target completion October 2015 in line with insurance renewal

Signed ___Tim Light FMAAT_____________________ Internal Auditor Date ___18/06/2015__________ Signed _____________________________RFO Date ______________ 19/08/2015

ANNEXE 2

Sandhurst Town Council

Late Payment & Bad Debts Policy

Sandhurst Town Council Late Payment & Bad Debt Policy

1.0 INTRODUCTION

1.1 This policy outlines the Council’s procedures for dealing with late payments and outstanding accounts (bad debts) in accordance with Financial Regulation No. 9.4 which states:

Any sums found to be irrecoverable and any bad debts shall be reported to the Council and

shall be written off in the year.

2.0 POLICY

2.1 All accounts due will be collected in accordance with Financial Regulation No. 9.4 and any sums found to be irrecoverable or any subsequent bad debts shall be reported to Town Council.

Overdue accounts and bad debts shall be treated in the following manner:

(i) Customers with outstanding accounts at 90 days shall be passed to a registered debt collector following a final seven day warning at the discretion of the RFO or appropriate Officer of the Town Council.

(ii) Any bad debts that cannot be recovered shall be referred to Town Council for authorisation to be written off or for authorisation to make arrangements to collect the debt in other ways.

3.0 CREDIT CONTROL

3.1 Invoices are raised and reminders sent at 60 and 90 day intervals.

3.2 After 90 days, a letter is sent by recorded delivery to the debtor advising that if no payment is made within 7 days, the debt will be passed to a debt collector for recovery.

3.3 In some instances, debts will be reported to a relevant Committee prior to being passed to the debt collector.

3.4 Where the debt collector is unable to secure payment, the debt will be referred to Town Council.

4.0 PAYMENT COLLECTION

4.1 The Council receives income from the following sources: • Agency services • Advertising • Sport bookings • Venue hire • Use of Recreation Grounds


4.2 Agency services Regular work Invoices to be sent out at beginning of financial year on receipt of customers purchase order. Payment required within 28 days. Statements to be issued monthly. Report to Council if payment not received within 90 days of invoice. Ad hoc work Work to be completed on receipt of official order. Invoice to be sent on basis of order after work completed. Statements to be issued monthly. Report to Council if payment not received within 90 days of invoice.

4.3 Advertising

Invoice to be sent on receipt of order. Payment required within 28 days. Statements to be issued monthly. Report to Council if payment not received within 90 days of invoice.

4.4 Sport bookings

Regular – Cricket Invoice to be sent monthly in arrears payment required within 28 days. Clubs to contact the Executive Officer to arrange payment plan if required. Report to Council if full payment not received within 90 days of invoice or if agreed payment plan not honoured. Football Invoices to be sent out weekly after fixture has been played. Payment to be received within 28 days. If no payment received within 60 days further bookings will not be accepted. Clubs to contact the Executive Officer to arrange payment plan if required. Report to Council if full payment not received within 90 days of invoice or if agreed payment plan not honoured. Ad hoc bookings Invoice to be sent on receipt of order. Payment required before date of event. Booking to be denied should payment not be received in advance.

4.7 Venue hire

Regular bookings Executive Officer to determine suitable invoicing dates depending of nature of booking. Payment required within 28 days. Invoices to be issued monthly. Hirer to contact Executive Officer to arrange payment plan if required. Report to Council if full payment not received within 90 days of invoice or agreed payment plan not honoured.


Ad hoc bookings Invoice to be sent on receipt of booking form. Payment required before date of event. Booking to be denied should payment not be received in advance.

4.8 Use of Recreation Grounds Fairground Invoice to be sent on receipt of booking and payment to be made within 28 days of the event taking place. Larger Events Invoice to be sent on receipt of booking form and payment to be received before the event. Booking to be denied should payment not be received in advance.

(Note: Any discretion assigned to the Executive Officer within this policy shall be apply to the Deputy Executive Officer where required.)

18/09/2015 Sandhurst Town Council

16:46 Detailed Income & Expenditure by Budget Heading 17/09/2015 Page No 1

Month No : 6 Committee Report

Actual Last Actual Year Current Variance Committed Funds % of

Year To Date Annual Bud Annual Total Expenditure Available Budget

Strategy & Policy

101 Administration

1101 Salaries/Wages N.I. 108,123 61,632 126,193 64,561 64,561 48.8 %

1102 Mayors Allowance 450 50 450 400 400 11.1 %

1103 Conference Expences 0 0 1,000 1,000 1,000 0.0 %

1104 Staff Expenditure 141 0 300 300 300 0.0 %

1105 Civic Service 2,425 0 1,600 1,600 1,600 0.0 %

1106 Solicitors Fees 1,720 3,390 2,500 -890 -890 135.6 %

1107 Recruitment Fees 290 0 2,000 2,000 2,000 0.0 %

1108 Bank Charges 1,072 540 1,000 460 460 54.0 %

1109 Accounts 5,287 2,061 4,000 1,939 1,939 51.5 %

1110 Electricity 1,152 253 1,500 1,247 1,247 16.9 %

1111 Alarms Warranty 1,861 432 1,000 568 568 43.2 %

1112 Gas 745 352 1,300 948 948 27.1 %

1113 Telephone 1,753 996 1,600 604 604 62.3 %

1114 Water 510 400 700 300 300 57.1 %

1115 Insurances 19,633 14,198 20,000 5,802 5,802 71.0 %

1116 Rates 1,766 1,800 3,100 1,300 1,300 58.1 %

1117 Boiler Service 109 0 1,200 1,200 1,200 0.0 %

1118 S/H Sports Centre 32,700 0 33,000 33,000 33,000 0.0 %

1119 IT 4,794 2,686 4,000 1,314 1,314 67.2 %

1120 Binding 0 0 50 50 50 0.0 %

1121 Mayors Chain 1,260 0 100 100 100 0.0 %

1122 Subscriptions 3,695 3,292 5,000 1,708 1,708 65.8 %

1123 Stationery 3,301 1,143 4,000 2,857 2,857 28.6 %

1124 Office Equipment 66 0 500 500 500 0.0 %

1126 Petty cash & Postage 966 428 1,700 1,273 1,273 25.1 %

1127 Photocopying 607 198 1,000 802 802 19.8 %

1128 Training 1,451 20 2,000 1,980 1,980 1.0 %

1129 Emergency Repairs 3,607 0 1,000 1,000 1,000 0.0 %

1130 Health & Safety 4,460 1,464 6,000 4,536 4,536 24.4 %

1131 Members Training 309 995 2,500 1,505 1,505 39.8 %

1135 HR Services 3,720 1,860 4,500 2,640 2,640 41.3 %

1136 Payroll processing 639 0 550 550 550 0.0 %

1137 Internal audit 1,544 246 2,000 1,754 1,754 12.3 %

1205 Community Engagement 3,305 367 5,000 4,633 4,633 7.3 %

1214 Communication 6,708 2,702 15,800 13,098 13,098 17.1 %

1215 Election 0 10,155 7,500 -2,655 -2,655 135.4 %

1219 Freedom of the Borough 0 0 10,000 10,000 10,000 0.0 %

1222 RRR expenditure 0 0 500 500 500 0.0 %

Administration :- Expenditure 220,170 0 164,482 40.4 % 111,661 276,143 164,482

Continued on Page No 2






1175 Sale of Goods 1,350 1,223 1,000 223 122.3 %

1176 Precept 537,898 270,112 540,223 -270,112 50.0 %

1177 Photocopying Income 17 2 0 2 0.0 %

1178 Insurance Claims 2,595 0 0 0 0.0 %

1179 Recycling Bags 549 536 500 36 107.2 %

1180 Precept Grant 26,871 12,322 24,644 -12,322 50.0 %

1196 Bank Interest Received 1,002 429 500 -71 85.9 %

1197 Insurance recharged to clubs 4,393 2,224 2,000 224 111.2 %

1198 Sickness insurance claim 4,063 706 0 706 0.0 %

Administration :- Income 578,738 50.5 % 287,554 568,867 -281,313

Net Expenditure over Income -358,568 -175,892 -292,724 -116,832

Strategy & Policy :- Expenditure 220,170 111,661 276,143 164,482 0 164,482 40.4 %

578,738 287,554 568,867 -281,313 Income 50.5 %


Environment

202 Environment

2202 Sandhurst Bus Shelter 67 260 75 -185 -185 346.7 %

2203 Notice Boards Maintenance 14 0 100 100 100 0.0 %

2205 Seats Maintenance 403 0 688 688 688 0.0 %

2206 Christmas Lights Event 5,657 0 3,617 3,617 3,617 0.0 %

2208 Vandalism 317 165 500 335 335 33.1 %

2211 Dog Fouling 2,263 0 500 500 500 0.0 %

2213 Clean Team 14,451 10,461 20,604 10,143 10,143 50.8 %

2214 Community bus 36 0 500 500 500 0.0 %

2216 Bulbs 60 0 100 100 100 0.0 %

2220 Remembrance Service 703 0 1,900 1,900 1,900 0.0 %

2221 Remembrance Book 0 0 100 100 100 0.0 %

2222 War Memorial Maint 0 0 250 250 250 0.0 %

2223 Grit Bins 307 0 800 800 800 0.0 %

2225 Roundabout sponsorship 0 0 1,050 1,050 1,050 0.0 %

2226 WWI Centenary 31,582 0 10,000 10,000 10,000 0.0 %

Environment :- Expenditure 55,860 0 29,897 26.7 % 10,887 40,784 29,897

1278 Sponsership Income 0 1,180 0 1,180 0.0 %

2227 Enviroment Misc Income 2,500 0 0 0 0.0 %

2278 Sandhurst Well 1,000 0 0 0 0.0 %

Environment :- Income 3,500 1,180 0 1,180

Net Expenditure over Income 52,360 9,707 40,784 31,077







Environment :- Expenditure 55,860 10,887 40,784 29,897 0 29,897 26.7 %

3,500 1,180 0 1,180 Income 0.0 %


Leisure

301 Leisure

3101 Salaries/Wages/N.I 91,003 50,805 113,465 62,660 62,660 44.8 %

3102 Mobile Phone 436 231 500 269 269 46.2 %

3103 Vehicle Tax 25 0 150 150 150 0.0 %

3104 Fertilisers 480 984 1,500 516 516 65.6 %

3105 Weed, Worm & Moss Treatment 2,158 1,232 3,000 1,768 1,768 41.1 %

3106 Topsoil & Dressing 3,127 879 7,500 6,621 6,621 11.7 %

3107 Seed & Turf 5,642 2,835 5,600 2,765 2,765 50.6 %

3108 Marking Compounds 1,725 1,005 5,000 3,995 3,995 20.1 %

3109 Essential Expenses 591 717 600 -117 -117 119.4 %

3110 Hire of Machinery 1,960 1,380 1,700 320 320 81.2 %

3111 Shrub & Tree Maintenance 1,748 287 1,000 714 714 28.6 %

3112 Parks Maintenance 52 0 0 0 0 0.0 %

3113 Mole Treatment 1,546 375 1,500 1,125 1,125 25.0 %

3115 Bark Chippings/Play Surfaces 2,625 0 4,500 4,500 4,500 0.0 %

3116 Playpit Sand 220 240 1,000 760 760 24.0 %

3117 Wood Preservative/Paint 22 0 0 0 0 0.0 %

3118 Play Equipment Parts/Repairs 5,768 1,300 8,500 7,200 7,200 15.3 %

3119 Skater Ramp Maintenance 3,961 2,772 6,000 3,228 3,228 46.2 %

3120 Servicing 13,928 4,359 12,000 7,641 7,641 36.3 %

3122 Fuel & Lubricants 3,933 99 5,000 4,901 4,901 2.0 %

3123 Equipment Reserve Fund 1,053 1,240 5,000 3,760 3,760 24.8 %

3124 Protective Clothing 1,897 1,021 2,000 979 979 51.1 %

3125 Sports Equipment 1,447 636 1,000 364 364 63.6 %

3126 Tools 556 50 500 450 450 10.0 %

3127 Drain Cleaning 1,304 10 1,000 990 990 1.0 %

3128 Drainage Management Pim 1,409 1,559 1,320 -239 -239 118.1 %

3130 Gardening 49 0 3,000 3,000 3,000 0.0 %

3145 Public Toilet Maintenance 728 928 700 -228 -228 132.6 %

3201 Vertidraining 0 0 2,500 2,500 2,500 0.0 %

3206 Sandhurst Summer of Fun 2,000 1,663 1,200 -463 -463 138.6 %

3213 Police Point 4 0 300 300 300 0.0 %

3217 Ditch Clearance 2,568 5,520 5,500 -20 -20 100.4 %

3218 Youth and Community 4,000 0 4,000 4,000 4,000 0.0 %

3219 New Seats 412 619 1,000 381 381 61.9 %







3220 Waste/Dog bins 985 0 500 500 500 0.0 %

3224 Proactive Tree Surgery 2,520 0 3,000 3,000 3,000 0.0 %

3232 Fence Maintenance 1,413 10 1,000 990 990 1.0 %

3237 Park Signs 110 0 0 0 0 0.0 %

3255 Green Flag Status 97 0 200 200 200 0.0 %

3259 Additional Parking 159,210 0 0 0 0 0.0 %

3266 Main Car Park Reserve Fund 0 -255 4,000 4,255 4,255 -6.4 %

3269 Formal Gardens 0 0 200 200 200 0.0 %

3270 Garden Planters 15 0 200 200 200 0.0 %

3283 Groundstaff Welfare 67 0 1,000 1,000 1,000 0.0 %

3287 Skate Park extension 310 0 1,000 1,000 1,000 0.0 %

3291 Fireworks 10,838 3,350 10,000 6,650 6,650 33.5 %

3292 Playsurface painting 0 0 1,000 1,000 1,000 0.0 %

3293 Insurance Incidents 0 3,135 0 -3,135 -3,135 0.0 %

Leisure :- Expenditure 333,943 0 140,652 38.7 % 88,983 229,635 140,652

3177 Cricket Pitch Hire 1,368 1,254 1,490 -236 84.2 %

3178 Football Pitch Hire 11,437 2,174 5,960 -3,786 36.5 %

3179 Tennis Court Hire 1,835 780 2,240 -1,460 34.8 %

3180 Tug of War Hire 0 0 1,190 -1,190 0.0 %

3181 Leisure Misc Income 35,430 1,643 3,000 -1,358 54.8 %

3182 Mast Rental 7,500 875 7,000 -6,125 12.5 %

3185 Drainage recharged to clubs 939 939 0 939 0.0 %

3186 Insurance Incidents 0 3,921 0 3,921 0.0 %

Leisure :- Income 58,508 55.5 % 11,585 20,880 -9,295


Leisure :- Expenditure 333,943 88,983 229,635 140,652 0 140,652 38.7 %

58,508 11,585 20,880 -9,295 Income 55.5 %


Hall

403 Hall

4301 Salaries/Wages/N.I. 23,480 13,151 22,913 9,762 9,762 57.4 %

4302 Holiday Relief & Sickness 9,966 5,574 4,150 -1,424 -1,424 134.3 %

4303 Hall Floor Cleaning 3 0 300 300 300 0.0 %

4304 Electricity 5,464 1,351 6,000 4,649 4,649 22.5 %

4305 Gas 2,822 747 5,000 4,253 4,253 14.9 %

4306 Water 2,894 2,445 3,500 1,055 1,055 69.9 %

4307 Rates 5,299 5,400 6,000 600 600 90.0 %







4308 Essential Expenses 1,894 2,754 2,000 -754 -754 137.7 %

4309 Cleaning Equipment 3,672 1,056 3,000 1,944 1,944 35.2 %

4310 Emergency Repairs 1,207 1,279 0 -1,279 -1,279 0.0 %

4312 Clock Maintenance 0 22 175 153 153 12.4 %

4313 Electrical Maintenance 1,314 1,129 1,200 71 71 94.1 %

4314 Decorating 443 0 300 300 300 0.0 %

4315 Gas Boiler 0 0 750 750 750 0.0 %

4316 Cleanaway 5,395 2,380 7,500 5,120 5,120 31.7 %

4318 Floor Maintenance 0 0 500 500 500 0.0 %

4319 Caretakers Flat 838 0 500 500 500 0.0 %

4320 Fire Equipment Check 648 914 1,500 586 586 60.9 %

4321 First Aid Equipment 0 0 120 120 120 0.0 %

4322 Carpet Cleaning 61 0 350 350 350 0.0 %

4324 Coffee Machine 409 0 500 500 500 0.0 %

4406 Furniture Hall 944 78 1,000 922 922 7.8 %

4432 Fire Risk Assessments 10,273 688 1,000 312 312 68.8 %

4490 Bad debts: Hall 80 0 0 0 0 0.0 %

Hall :- Expenditure 77,107 0 29,292 57.1 % 38,966 68,258 29,292

4377 Kitty Dancy Room 8,706 5,105 7,450 -2,345 68.5 %

4378 Hall 19,506 11,880 27,000 -15,120 44.0 %

4379 Caretaker's Flat Rental Income 1,800 918 1,830 -912 50.2 %

Hall :- Income 30,012 49.3 % 17,902 36,280 -18,378


404 Hall - New Items

Net Expenditure over Income 0 0 0 0

405 Pistachios

4577 Pistachios Hire 5,000 1,250 5,000 -3,750 25.0 %

Pistachios :- Income 5,000 25.0 % 1,250 5,000 -3,750


Hall :- Expenditure 77,107 38,966 68,258 29,292 0 29,292 57.1 %

35,012 19,152 41,280 -22,128 Income 46.4 %


Grants/Loans/Capital Projects







501 Committed Grants

5110 BFBC Footpath Ranger 1,990 0 2,090 2,090 2,090 0.0 %

5111 Blackwater Valley 5,160 5,160 5,325 165 165 96.9 %

5112 Ambarrow Court 500 500 515 15 15 97.1 %

5119 Donkey Derby 0 400 0 -400 -400 0.0 %

Committed Grants :- Expenditure 7,650 0 1,870 76.4 % 6,060 7,930 1,870


502 Discretionary Grants

5210 S/H Graveyard 3,096 3,130 3,195 65 65 98.0 %

5211 S/H Day Centre 16,512 16,512 17,040 528 528 96.9 %

5212 Museum Trust 0 0 100 100 100 0.0 %

5310 Citizens Advice 2,580 2,580 2,663 83 83 96.9 %

Discretionary Grants :- Expenditure 22,188 0 776 96.6 % 22,222 22,998 776

Net Expenditure over Income 22,188 22,222 22,998 776

504 Grant Reserve

5410 Grant Reserve 6,600 3,657 8,000 4,343 4,343 45.7 %

Grant Reserve :- Expenditure 6,600 0 4,343 45.7 % 3,657 8,000 4,343


506 Capital Projects

5612 CCTV 721 721 2,000 1,279 1,279 36.0 %

Capital Projects :- Expenditure 721 0 1,279 36.0 % 721 2,000 1,279

Net Expenditure over Income 721 721 2,000 1,279

Grants/Loans/Capital Projects :- Expenditure 37,159 32,660 40,928 8,268 0 8,268 79.8 %

0 0 0 0 Income 0.0 %


Reserves

901 Strategy & Policy reserves

9002 Recruitment costs reserve 0 0 2,000 2,000 2,000 0.0 %

9003 Office Equipment reserve 0 0 4,208 4,208 4,208 0.0 %

9004 Members' Training reserve 0 150 5,880 5,730 5,730 2.6 %

9005 Elections reserve 0 2,500 2,500 0 0 100.0 %







9006 Freedom of the Borough reserve 0 0 30,000 30,000 30,000 0.0 %

9007 RRR Expenditure reserve 0 0 2,523 2,523 2,523 0.0 %

9008 Asset valuation reserve 0 0 6,129 6,129 6,129 0.0 %

9009 VAT PX reserve 0 0 10,000 10,000 10,000 0.0 %

9010 Youth Project Reserve 0 8,000 8,000 0 0 100.0 %

Strategy & Policy reserves :- Expenditure 0 0 60,590 14.9 % 10,650 71,240 60,590

Net Expenditure over Income 0 10,650 71,240 60,590

902 Environment reserves

9101 Dog (Fouling) Act reserve 0 0 500 500 500 0.0 %

9102 Remembrance Book reserve 0 0 100 100 100 0.0 %

9103 War Memorial Maint reserve 0 0 500 500 500 0.0 %

9104 Seats (Env) reserve 0 0 488 488 488 0.0 %

9105 Christmas lights reserve 0 0 267 267 267 0.0 %

9106 Bus shelter reserve 0 0 18,000 18,000 18,000 0.0 %

9107 RRR Reserve (roundabout signs) 0 0 4,000 4,000 4,000 0.0 %

9108 WWI Centenary Reserve 0 0 10,000 10,000 10,000 0.0 %

Environment reserves :- Expenditure 0 0 33,855 0.0 % 0 33,855 33,855


903 Leisure reserves

9201 Footpaths on park reserve 0 0 22,444 22,444 22,444 0.0 %

9202 Summer of Fun reserve 0 837 837 0 0 100.0 %

9203 New seats (leisure) reserve 0 0 229 229 229 0.0 %

9204 Park signs reserve 0 0 9,078 9,078 9,078 0.0 %

9205 Brookside Green reserve 0 0 17,000 17,000 17,000 0.0 %

9206 Car park reserve 0 2,191 25,867 23,676 23,676 8.5 %

9207 Formal gardens reserve 0 0 98 98 98 0.0 %

9208 Garden planters reserve 0 0 1,736 1,736 1,736 0.0 %

9209 Groundstaff welfare reserve 0 0 1,432 1,432 1,432 0.0 %

9210 Balancing pond reserve 0 0 9,411 9,411 9,411 0.0 %

9211 Skate park reserve 0 0 7,443 7,443 7,443 0.0 %

9212 Artificial cricket net reserve 0 0 7,500 7,500 7,500 0.0 %

9213 Play surface painting reserve 0 0 7,876 7,876 7,876 0.0 %

9214 Equipment Reserve Fund 0 0 20,000 20,000 20,000 0.0 %

9215 Ditch clearance 0 4,152 5,000 848 848 83.0 %

Leisure reserves :- Expenditure 0 0 128,771 5.3 % 7,180 135,951 128,771








904 Hall reserves

9301 Clock reserve 0 0 2,176 2,176 2,176 0.0 %

9302 Hall/KDR furniture reserve 0 0 15,034 15,034 15,034 0.0 %

9303 Hall storage reserve 0 0 10,000 10,000 10,000 0.0 %

9304 Hall Refurb Reserve 0 0 30,000 30,000 30,000 0.0 %

9305 Reception Improv/Chg Rm Conv 0 0 15,000 15,000 15,000 0.0 %

9401 Pistachios drain repair reserv 0 0 10,000 10,000 10,000 0.0 %

Hall reserves :- Expenditure 0 0 82,210 0.0 % 0 82,210 82,210


905 Grants/ capital exp reserves

9501 Museum Trust reserve 0 0 3,197 3,197 3,197 0.0 %

9502 Grants reserve 0 0 5,243 5,243 5,243 0.0 %

9601 CCTV reserve 0 0 13,632 13,632 13,632 0.0 %

Grants/ capital exp reserves :- Expenditure 0 0 22,072 0.0 % 0 22,072 22,072


Reserves :- Expenditure 0 17,830 345,328 327,498 0 327,498 5.2 %

0 0 0 0 Income 0.0 %


‘Sandhurst Youth’ - Business Plan

0

SANDHURST YOUTH

Business Plan

Sandhurst Youth Steering Group Version 1.5


1

Table of Contents

1 Introduction .......................................................................................................... 2

2 Aims and Objectives .............................................................................................. 2

3 Background ........................................................................................................... 5

4 Services to be provided by ‘Sandhurst Youth’ ...................................................... 7

5 Governance and management.............................................................................. 8

6 Employee............................................................................................................. 10

7 Risk Management ............................................................................................... 11

8 Communications ................................................................................................. 12

9 Partnerships ........................................................................................................ 15

10 Financial and Timeline ........................................................................................ 16

11 Long Term Strategy ............................................................................................. 17

Appendix 1 – Job Description and Person Spec........................................................... 19

Appendix 2 – Cash flow and Timeline ......................................................................... 24


2

1 Introduction The young people of Sandhurst deserve the best possible start in life – one that will make

them proud to have grown up in Sandhurst, and grateful to the town for offering the

facilities and support to confidently approach adult life.

The current Youth Work provision in Sandhurst is focussed on support via the schools,

and a small range of arts/music/craft activities based on the Spot – it does not include

“Open” or detached work.

To enhance this provision St Michael’s Church approached Sandhurst Town Council with a

view to establishing, for the long term, an independent Youth Work provision for the

town – a project duly agreed by both the church PCC and the Town Council Strategy and

Policy Committee. The project has been titled “Sandhurst Youth”.

This Business Plan, which is written from the perspective of ‘Sandhurst Youth’, sets out

the way the organisation will operate until September 2017 by which time it is intended

that ‘Sandhurst Youth’ will be fully established as an independent charity supported by

the town, the church and others.

2 Aims and Objectives

2.1 Model

For the past ten years St Michael’s Church, working with other churches in the area, has

employed a part time Youth Worker serving the needs of the church youth community.

For the Sandhurst Youth project it is proposed to employ an experienced Youth Worker

who will spend approximately 2/3 of their time working with the wider community of

young people in Sandhurst, and about 1/3 of their time continuing the existing work with

the church.

The work in the community will be primarily “Detached Youth Work” - In its purest form,

detached youth work is a form of street-based youth work, which operates without the

use of a centre and takes place where young people "are at" both geographically and

developmentally. Detached work is both about encouraging young people to utilise

existing provision in the area, and delivering informal and social education addressing

whatever needs are presented to or perceived by the youth worker.

Over the course of the two year project it is intended to establish a sustainable long term

model of Youth Work in the town and community which can run as an independent local

body.


3

2.2 ‘Sandhurst Youth’ Aim

‘Sandhurst Youth’ aims to act as a resource for young people aged 11 to 21 years in the

Sandhurst area1 by providing advice and assistance and organising programmes of

physical, educational and other activities as a means of2:

• Helping young people advance in life by developing their skill, capacities and

capabilities to enable them to participate in society as independent, mature and

responsible individuals who live with Respect for themselves and others; take

Responsibility for their lives and their community; and who are aware of their own

and others’ Rights.

• Providing recreational and leisure time activity in the interests of social welfare for

people living in the area who have need by reason of their youth, age, infirmity or

disability, poverty or social, ethnic3 and economic circumstances with a view to

improving the condition of life for such persons.

• Advancing education

• Encouraging economic and social employment

At its core this is about building relationships with the local young people to help them

develop and fulfil their ambitions, and to give them confidence for life ahead. Being

relational, it will take time and continuity both in terms of intent and personnel.

2.3 Aspiration

It is not uncommon to view young people as problems to be solved or victims in need of

charity – this is not our view! The ‘Sandhurst Youth’ project sees young people as valuable

members of society deserving our appreciation and encouragement4. Some of its

aspirations include:-

• Wanting young people to be at the heart of all we do, harnessing the experiences

they have had and using them to shape services that really work for them;

• Wanting to focus on the young person rather than their problems, and challenge all

young people to be the best that they possibly can be;

• Wanting to create a different kind of language when talking about and to young

people leaving negative, stereotyping behind, and letting young people become the

central characters in their own stories;

• Wanting to gather and disseminate the right kind of information about young people

– data that focuses less on their ‘needs’ and more on their abilities, goals and

potential;

• Wanting to create fundraising and marketing techniques that present young people

and their aspirations in a positive light that attracts support;

• Wanting to promote intelligent investments in services that enable young people to

build thriving lives rather than moving them on when the immediate crisis is stabilised

and leaving them to ‘cope’ with any disadvantage;

• Wanting anyone working with young people to have the skills to identify, nurture and

promote young people’s talents and aspirations;

1 Includes, Central Sandhurst, Little Sandhurst, College Town and Owlsmoor wards, ie the parishes of

Sandhurst and Owlsmoor. 2 This is currently structured in language that is appropriate for the Objects of a registered charity. We

may need a more populist version for publicity purposes. 3 We have a significant Nepali and Traveller population within the town 4 Based on “Advantage Thinking” a new way of looking at Youth Work


4

• Wanting to challenge ourselves and others by joining together to create a new future

with and for young people in Sandhurst.

2.4 Vision for St Michael’s church youth

In the context of the work within St Michael’s church the current vision is that we wish to

‘To enable young people to commit to a full and fruitful life in Jesus’. This is based in three

core principles:

• To care about the welfare of young people because they are worth caring about!

This should motivate us to…

• Enable them to be reconciled with God

• To disciple them to be not just believers, but followers of Christ.

We will know we are getting it right when we see the desired fruits in their lives:

• For the young people to be earnest and sincere disciples of Jesus Christ. Not simply

believers but genuine followers.

• For the young people to grow and mature in spiritual understanding and wisdom

• For the young people to embrace their church community. To see it as something to

be part of, as something to contribute to.

• For the young people to reject a consumer-like attitude to church and spirituality but

understand that church is about what you put into it.

• For the youth to develop a mutual love and respect for one another and for the world

around them.

• For the young people to have fun in a positive way.

• For the young people to be excited about prayer and studying the Bible.

• For the young people to be a witness to the gospel in all the things they do and say.


5

3 Background

3.1 Demographics

The 2011 Census5 gives the following data on the numbers of young people aged 10-20 in

the town:

Whilst the population predominantly identifies as White;

English/Welsh/Scottish/Northern Irish/British Persons (~90%), there is known to be a

significant Nepalese population6 (4.2%), centred principally in College Town (9%).

3.2 Identifying needs

Sandhurst Youth, as a joint project between the town council and the church, is intended

to serve two distinct, but complementary, needs.

For the detached work with the young people of the town it will be to understand their

aspirations and needs, and to seek to serve these drawing on the facilities and services of

the many resources available in the town and borough (see below).

For the church based work, it will be to work with the volunteer team to encourage the

young people in their Christian faith working with the young people themselves, and their

families.

3.3 Other local provision

There is currently a range of provision for young people in the town7:

Bracknell Forest

Council

The Youth Work currently provided by BFC is 1- 1 work and

small group work through referrals from other agencies, and a

small range of arts/music/craft activities based on the Spot – it

does not include “Open” or detached work.

Sports facilities Sandhurst Sports Centre (Owlsmoor)

• Indoor including gym facilities, 5-a-side football,

Basketball, Badminton and archery;

• Outdoor including all-weather pitch, and hard court

area for tennis, 5-a-side, netball etc.

Memorial Park

• sports pitches and tennis courts

5 Figures from ONS Neighbourhood Statistics 6 Figures quote are persons identifying as “Other Asian” in the 2011 Census, and will therefore be an

overestimate of those identifying as of Nepalese origin. 7 See full list for BFC area

Sandhurst

Central

Little

Sandhurst

College

Town Owlsmoor Total

All Usual Residents (Persons) 5,017 5,857 6,300 5,116 22,290

Age 10 to 14 (Persons) 266 562 365 321 1,514

Age 15 (Persons) 63 191 77 65 396

Age 16 to 17 (Persons) 108 479 147 154 888

Age 18 to 19 (Persons) 93 216 149 118 576

Total 'Young People' 530 1448 738 658 3374

Young People as a % of

population 11% 25% 12% 13% 15%


6

• adventure play area

• skate park

• multi-user sports pitch that can be used by schools and

groups for basketball, roller hockey, skating etc.

Sandhurst Town Football Club (boys & Girls)

Guildford Basketball Club (Owlsmoor)

Water sports (Horseshoe Lake)

Uniformed

Organisations

• Scouts and Guides

• Silver Band

• Community Brass Band

• Corps of Drums

Churches St Michaels (Anglican)

• Youth Groups (x2)

• Sunday morning activities

St Georges (Anglican)

• Youth Group

Kerith (Sandhurst)

• Sunday evening youth drop in (planned)

3.4 Legislative framework

There is a basis for youth work in statute and statutory guidance8. Delivery of the

statutory requirements is the responsibility of Bracknell Forest Council.

The legislation that supports youth work is described in detail in the Statutory Guidance

on Section 507B Education Act 1996 published in March 2008. This statutory guidance

sets out the requirements for local authorities to provide youth work in three areas:

positive activities, decision making by young people, and 14-19 learning.

BFC conducted a cost saving review of the services in 2012 focusing resources principally

on vulnerable or at risk young people, with less provision for young people in general9.

8 A fuller description of the requirements is published by Fair Play 9 See Youth Service Review Full Equalities Impact Assessment Report


7

4 Services to be provided by ‘Sandhurst Youth’ Sandhurst Youth will employ a full time qualified Youth Worker who will provide and

coordinate services to two key groups of young people:

4.1 Services to young people generally

• Build contact with young people and assess their needs and priorities, particularly

minority groups and among the more marginalised of the town;

• Establish core programme of sporting activities linking with existing sports

facilities/clubs and school facilities (eg tennis, football, basketball, etc);

• Establish annual programme of leisure activities based from existing community

facilities (eg “Gaming day”…);

• Establish regular pattern of “drop-in” availability (esp. Fri and Sat) at appropriate

facilities10;

• Establish a framework for Information Advice & Guidance for young people covering

a range of issues such as health & wellbeing, sex and relationships, finance, training

/ college, life skills, employment & housing etc.;

• Build contacts with:

o BFC Youth team

o Other local youth teams11

o Schools

o Local churches

4.2 Services to young people registered with St Michaels and other churches

Maintain and extend the existing church based activities for Youth:

• Building on current groups and activities

• Enabling young people to be full members of the church community, encountering

Jesus, and growing in their faith

• Developing a more relational approach walking alongside the young people.

• Encouraging parents to take responsibility for the faith journey of their young people

4.3 Facilities

All work will be done from existing facilities and no new provision is anticipated in this

phase of operations.

It is planned to make more extensive use of the BFC “Silver bus” to provide a mobile base

for the detached work, probably initially based from the Memorial Park adjacent to

Pistachios on a regular basis.

4.4 Corporate development

In parallel with all the above, the steering group for Sandhurst Youth will work to

establish the venture as an independent charity with appropriate funding and governance

to be a permanent service to the young people of Sandhurst.

10 For the purposes of this project these will be existing council, church or other third party facilities

(including the BFC “Youth Bus”). In the longer term the needs and requirements for a permanent “Youth

Centre” strategically located in the centre of Sandhurst may be identified 11 Includes: Vision 4 Youth (Yateley); YFC Camberley; Hopezone (Crowthorne); Soulscape – WASCWT

(Wokingham)


8

5 Governance and management Formally ‘Sandhurst Youth’ is a joint project lead by St Michael’s church. However, given

the objective that ‘Sandhurst Youth’ will become an independent charity by September

2017, it will seek to operate in this way from the outset.

The organisation will be:

5.1 Steering Group

The Sandhurst Youth Steering Group will be responsible for the development of the

project. It will consist of three representatives nominated by St Michaels PCC, and three

nominated by Sandhurst Town Council. Initially those representatives will be:

Nominated by St Michaels PCC: Nominated by Sandhurst Town Council:

Mr David Percival (Project

leader/Churchwarden)

TBA

Mrs Karen Symons TBA

Mr Frank Long (recent Youth Worker) Ms Maggie Newman (BFC Area Youth

Worker)

In the event that a representative wishes to retire from the position it will be up to the

nominating organisation to nominate a new representative to the steering group, having

due regard to the skills and expertise needed.

5.2 Type/frequency of meetings etc

The steering Group will meet formally once per quarter, mainly to review activity and

finances of the project. In addition the group members will meet informally and liaise by

email etc, to progress activity and to support the Youth Worker in delivery of services.

All formal meetings will be minuted, and the minutes made available to the sponsoring

organisations.

5.3 Standard Reports and Timing

A Quarterly Report will be prepared for the Sponsoring Organisations by the Steering

Group. These will summarise:

St Michaels PCC Sandhurst Town

Council

Sandhurst Youth

Steering Group

Youth Worker Delivery of Services

Sponsorship and Funding

Management and Reporting

Em

plo

ym

en

t Co

ntra

ct


9

• Current Youth Activity and Plans

• Organisations contacted

• PR, Press and media stories

• Financial status (Income, expenditure, reserves and forecasts)

• Areas of concern (including any major risk items)

• Progress on corporate development

Reports will be submitted to Sandhurst Town Council Executive Officer and to the

Secretary of the St Michael’s PCC who will distribute as necessary to their respective

organisations

In general one of the nominated representatives will be available to answer questions etc

from the Sponsoring Organisation regarding the matters covered in the report, and where

necessary the overall Project Leader will be available to attend to address significant

issues or concerns

5.4 Line Management

The formal contract of employment will be with St Michaels PCC, and they will provide

the administrative Line Management functions concerning working time, pay, expenses,

vacation etc. The point of contact will be Mrs Karen Allen, Children and Youth Work

Coordinator.

The Steering Group will also nominate two members of the group to perform an annual

staff appraisal for the Youth Worker in a format to be mutually agreed.

5.5 Strategic Review

Two reviews will be held to assess the overall progress of the project towards its long

term objective of establishing Sandhurst Youth as an independent charity. The first, to

report in Sept 2016, will principally look at the emerging picture of needs and responses

in Sandhurst as then perceived through the ongoing contact with youth. The second, to

report in March 2017, will assess the overall readiness of the organisation to become an

independent charity. Both reviews will be conducted by the Steering Group and will

report to the two sponsoring organisations.

In the event that the second review concludes that there is not a need or basis to

proceed, then a plan will be developed either to continue on the then current basis, or

alternatively to wind up the project.


10

6 Employee The success of the project, and the subsequent establishment of Sandhurst Youth as a

viable independent charity will be critically dependent on the quality of the Youth Worker

employed to deliver the services.

The Job Description, Person Specification and other documentation forming the basis for

Employment are attached as Appendix 1.

Job Description

Person Spec and Qualifications

Employment Terms (including Pension, rights etc)

6.1 Christian Faith

Approximately one third of the time of the Youth Worker will be delivering services to the

young people of St Michael’s, and other, churches. This work involves not only forming

relationships with the young people, but discipling them in the Christian faith, and

modelling this in all aspects of their life. For this reason it is a Genuine Occupational

Requirement that the Youth Worker should be a practising Christian and full member of a

mainstream Christian church. This will be clearly stated in the advertising and selection

process.

6.2 Selection Process

The selection and interview process will be established by the Steering Group. It is

anticipated that this will involve:

• Preparation of the Employment Pack (see Appendix 1);

• Advertising in appropriate national publications/websites;

• Shortlisting based on applications received;

• References (employment and personal);

• Interviews, including session(s) with a panel of representative young people;

• Enhanced DBS check and other employment requirements check;

• Final appointment

6.3 Training and Development

It is intended that the Youth Worker employed will have all the main qualifications for the

role. The role of training and development will therefore principally be either

familiarisation relevant to the local environment (eg BFC training regarding safeguarding

procedures in the borough), or specific skill acquisition relevant to specific activities

within the project.

It is also expected that the Youth Worker will attend periodic national Youth Worker

events (eg Youth Work Summit) with the intention of staying up-to-date with latest best

practice and innovations.

6.4 Uniform

It is critical that the youth worker relates well with the young people, and to do so will be

expected to dress appropriately (ie very informal).

In the event that specific safety equipment or clothing is required this will be provided.


11

7 Risk Management The following major risks have been identified at this time. As part of establishing

Sandhurst Youth as an independent charity a full risk assessment following charity

commission guidelines will be carried out.

Risk area Impact Mitigation

Employee

• Failure to select appropriate

employee

• Failure to perform by

employee

• Significant wrongful act by

employee

• Project fails to deliver

overall

• Specific aspects of project

fail to deliver

• Disciplinary action and

reputational risk

• Delivery assessed and

reported quarterly

• Routine performance

management by leader of

steering group

• Clear disciplinary process

Reputation

• ‘Sandhurst Youth’ fails to

gain public support

• Significant incident

generates adverse publicity

• Project is regarded as

‘proselytising’

• Project loses momentum

or comes to end

• Loss of trust in project,

and risk to reputation of

sponsors

• Loss of public support

• Clear PR plan and delivery

• Clear response and comms

plan to be in place

• The worker appointed

should be able to clearly

segregate roles without

alienating young people

from either group

Financial

• Significant overspend leads

to shortfall in funds

• Funders fail to provide

funds in timely manner

• Insufficient funds to

complete project

• Cashflow problems and

failure to pay employee

• Regular financial

statement and review

• Advance funding from

both sponsors

Safeguarding/Child Protection

• Youth Worker identifies

child protection issue

• Youth Worker accused of

Child protection issue

• Risk to individual and

project reputation

• Serious risk to project and

sponsors

• YW to be fully familiar with

church and BFC

safeguarding systems

• YW to be DBS checked +

clear escalation process.

7.1 Insurance

As the Youth Worker will be formally an employee of St Michael’s PCC he/she will be

covered by the PCC Employer’s Liability Insurance and Public Liability Insurance12. For all

special events the Youth Worker will be required to inform the PCC (as Policy holder) and

ensure a proper Risk Assessment has been carried out.

12 Provided by Ecclesiastical Insurance, Policy No:04/XPG/9095315


12

8 Communications If the provision of Youth Work is to be effective, then it will need to engage effectively

with young people and families both throughout the town, and within the church. It

needs to be recognised that these are two different audiences, and the communications

need to be structured to reflect this.

Within the church there is already a system of communication (Newsletter, Facebook

pages, regular text contact with young people, etc) that is documented and managed. It is

intended that communications with the 60 or so Young People currently on the church

network will continue to use these means.

The section below principally therefore addresses the communications with respect to

the detached Youth Work within the town context. It is the intention that this will form

the basis of a full Communications Plan to be developed by the Steering Group.

8.1 Key principles and messages

As Sandhurst Youth:

• Our focus is the young people – the YW is there to be their champion, facilitator, and

to make things happen for the young people;

• We value the energy, creativity, and enthusiasm of the young people and aim to

support them in expressing this in responsible and productive ways;

• We listen – we want to hear the voice of the young people, and to respond

appropriately

• Young people will be at the centre of the stories we tell – raising their ambitions and

supporting them in reaching their goals;

• We aim to create a culture in Sandhurst where young people are valued and

welcomed.

• We aim to build a healthy and mutually respectful relationship between the Town

Council, the churches, and the young people.

8.2 Identity

Initially the title of the project and organisation will be Sandhurst Youth, but it is

recognised that this may not be sufficiently engaging in the long term for the young

people.

To engage the young people creatively it is intended to:

• Invite interested young people to create some form of graphic identity (logo) for

‘Sandhurst Youth’ – it is hoped that existing BFC contacts may be able to help in this

regard;

• Invite the young people involved with the project by mid 2016 to develop ideas for a

new title and imagery

• Use the new title and imagery as the project is established as an independent charity.


13

8.3 Public Relations

To be successful Sandhurst Youth will need support not only from the young people, but

also from residents at large. There will be two phases: initial launch and awareness,

followed by ongoing communications.

Initial phase Ongoing

Council Publications • Articles to be placed in

Council news, and on

website

• Info on forthcoming youth

activities

• Regular “news” stories to

be available on council

website

Church Newsletter • Articles describing

progress in monthly

newsletter

• Info on forthcoming

church youth events

• “News” stories to be

submitted at least

quarterly

Leaflet/brochure/poster • A4 poster, and A4 ‘C fold’

leaflet describing project

and giving contact

information distributed via

shops etc

Local print media • Articles describing project

to go to local press, SRA

and similar publications


activities

• Regular “news” stories

Web • Simple website (replicating

leaflet)13


activities

• Regular “news” stories

Social Media • Initial announcement via

“We love Sandhurst” FB

page

• Closed FB group to be set

up for Sandhurst Youth’

focussed on young people

• YW to be encourage to

share activity etc via

Twitter

The status, plans and success of each of these areas will be included in the quarterly

reports to the sponsor organisations.

8.4 Emergency provision

It is possible that crisis or emergency situations may occur where clear communication to

the public and any involved agencies are critical to maintaining the reputation of

Sandhurst Youth, the sponsoring organisations and the various individuals involved.

[Examples might include a serious accident to one or more persons at a Sandhurst Youth

sponsored event, or a serious child protection allegation or incident.]

13 URL www.sandhurstyouth.org.uk already obtained


14

In such circumstances the following procedure shall apply:

1. All members of the Steering Group shall be immediately informed

2. The Project Leader (or someone specifically delegated by him) shall immediately

instigate an ad hoc communications team consisting of:

Project Leader (or his delegate)

Executive of Sandhurst Town Council (or his/her delegate)

Rector of St Michael’s Church (or his/her delegate)

3. All communications shall be routed through the communications team who will take

all necessary action to issue clear and concise information through the appropriate

channels. No statements to the press, or any other body, shall be made by any other

persons.

4. Once the situation is resolved the Project Leader will dissolve the communications

team.

8.5 Points of contact

The primary points of contact shall be:

For Sandhurst Youth Project Leader

Mr David Percival

Tel: 01344 779658


For Sandhurst Town

Council

Executive Officer

Mr Stephen Chown

Tel: 01252 879060


For St Michael’s Church Rector

Rev John Castle

Tel: 01252 873030


The Steering Group will maintain a full contact list of those directly involved in ‘Sandhurst

Youth’, the contacts in other statutory and voluntary bodies. This will be regularly

reviewed and amended and will be circulated only on a “need to know” basis in

accordance with good data protection practice. It will not contain personal details.

The Youth Worker will maintain a database of the contact details for the Young People.

This will need to include age so that he/she can keep track of those moving out of the age

range, or for age relevant activities. All information will be voluntarily given and relevant

to the activities being undertaken, and where appropriate Parental Consent will also be

required. There may also be the need for contact info for parents and guardians. This will

be done in accordance with latest guidance.


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9 Partnerships

9.1 Initial Partnership

Whilst not a ‘Partnership’ in a formal legal sense, Sandhurst Youth is nonetheless an

organisation which sees partnership as the basis of all its operations. It aims to be a

partner to Sandhurst Town Council in delivering Youth Work services to the community at

large, and it aims to be a partner to St Michael’s Church in facilitating the Youth Work

with the young people in that community.

To do so it will seek not only to report progress on the Youth Work, but to hear the wider

corporate issues and concerns of both partners in shaping its activities. This is principally

achieved through the Steering Group members’ involvement.

9.2 Other groups

As the work expands, and as Sandhurst Youth becomes established in the community, it

may be that other key constituents (eg other churches, voluntary organisations etc) may

wish to become engaged with the work and the organisation in a similar manner to the

Town Council and St Michael’s Church. At this time the Steering Group will consider and

recommend what new structures or arrangements would be appropriate and will seek

agreement from the Town Council and St Michael’s Church to such changes.


16

10 Financial and Timeline From the outset it is intended that the finances and progress of ‘Sandhurst Youth’ are

clearly presented, and kept independent from the ongoing costs of Sandhurst Town

Council and St Michaels Church. To this end St Michaels will establish a Restricted Fund

within its overall accounting system through which all expenditure and income will be

recorded.

10.1 Financial

The attached Spreadsheet (Appendix 2) sets out the anticipated expenditure and cash

flow for the project.

Key points to note:

• It is intended to ask both funders to deposit funds in advance for the following six

month period. This will ensure that the Restricted Fund does not run in deficit at any

point;

• A base salary of £25,000 has been assumed (plus 13.8% NI above the threshold14, and

8.5% Pension15 contribution). The precise level of salary will be assessed as part of the

recruitment process, notably by benchmarking vs BFC salary bands. A 5% increase has

been assumed from Sept 16;

• An allowance of £50/month has been made for travel and incidental expenses by the

Youth Worker.

• A recruitment budget of £1500 has been allowed to cover advertising and any travel

costs for candidates;

• An initial PR budget of £500 has been allowed, with ongoing expenditure of

£50/month to cover miscellaneous printing etc;

• An allowance of £2000 has been made for legal and accounting advice in connection

with establishing the independent charity. This will only be expended if the Steering

Group deem it really necessary.

This leaves a contingency of approximately £5000 over the 2 years to cover project costs

such as hire of facilities (where these cannot be obtained free), safety materials and

clothing, and other miscellaneous items. Controls will be put in place such that the

contingency can only be expended with prior permission of the Steering Group.

10.2 Timeline

The timeline (Appendix 2) reflects the main activities both to get the project up and

running, and those associated with the transition to become and Independent Charity.

Specific activities and targets for the actual Youth Work activity will be developed by the

Steering Group with the Youth Worker once appointed.

Key points to note:

• A three month period has been assumed for recruitment of the Youth Worker – from

previous experience this is quite tight;

• The majority of the activity to establish ‘Sandhurst Youth’ as an independent charity

occurs in 2017 after the second Strategic Review.

14 Currently £8112 15 Based on minimum contribution to C of E Pension Builder 2014 Scheme


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11 Long Term Strategy

11.1 Preparation for ‘Independence’

‘Sandhurst Youth’ will begin life as a joint project between Sandhurst Town Council and St

Michael’s Church, but the long term aim is that it should become an independent charity

continuing to serve both the community and the churches. To achieve this the Steering

Group will undertake a programme of work aimed at establishing the new corporate

entity, and its external relationships by September 2017.

The principle stages of this will be:

1. Develop Identity (eg name, logo etc) in conjunction with Young People;

2. Develop recommendations on corporate form (eg Trust, CIC, CLG etc), governance etc

for agreement by Sandhurst Town Council and St Michaels;

3. Preparation of legal documentation to establish entity and to register as charity;

4. Agreement on ongoing funding for first three years with Sandhurst Town Council, St

Michael’s Church and others;

5. Establish independent financial arrangements (Bank accounts, book keeping,

Independent Examination, etc);

6. Preparation of external agreements (eg office facilities, administrative support,

accounting, etc)

7. Develop management and control Policies and Procedures;

8. Transfer of Employee and residual funds etc into ‘Sandhurst Youth’

11.2 External Funding

Whilst the initial funding will come 50:50 from Sandhurst Town Council and St Michael’s

Church, it is the intention that over time other funders will support the work. These may

include, but not necessarily be limited to:

• Bracknell Forest Council (and other statutory funders) for work which forms part of

their statutory provision;

• Trust Funds – particularly where projects are identified to meet the needs and

aspirations of specific interest groups;

• Other churches – where ‘Sandhurst Youth’ can more fully engage with their young

people;

• The Community at large may also wish to support the work both through groups like

Sandhurst Residents Association, and as individual donors.

These streams of funding will be developed by the Steering Group as the venture

progresses.

11.3 Process for Winding-up (prior to Independence)

‘Sandhurst Youth’ is a new venture, and as such, despite the good works and intentions of

all involved, it may not succeed or prove viable. As outlined under “Governance and

Management” above, two strategic reviews will be held (Sept 2016 and March 2017) both

aimed at building confidence in the path forward.

In the event that either review concludes that ‘Sandhurst Youth’ is not a viable venture

then the following process will be followed:

1. An extraordinary joint meeting of Sandhurst Town Council and St Michaels PCC will be

held to agree that the venture should be terminated and the effective date for such

termination;


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2. St Michael’s PCC, as employer, will determine whether or not to terminate the

employment of the Youth Worker. Redundancy costs, if any, will fall to the ‘Sandhurst

Youth’ project account;

3. The Steering Group will coordinate the external communications with interested

parties;

4. On completion of all operations, and discharge of any liabilities, the Steering Group

will prepare a final account for income and expenditure of the funds. Any surplus will

be returned in equal part to Sandhurst Town Council and St Michaels PCC.

In such an event all parties will be expected to ensure that communications are respectful

and do not damage the reputations of the various parties.


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Appendix 1 – Job Description and Person Spec.

JOB DESCRIPTION

POST TITLE: Community and Church Youth Worker

REPORTS TO: ‘Sandhurst Youth’ Steering Group

PRIMARY JOB FUNCTION Community focus (approx. 2/3 time) To work with young people of Sandhurst by:

• Making contact and establishing relationships with young people, focusing on the young person rather than their problems, and challenging all young people to be the best that they possibly can be;

• Encouraging and enabling young people to participate in a range of personally challenging activities;

• Enabling access to information and personal support, which enables young people to develop the confidence and skills to become creative, active and thoughtful participants in the wider community;

• Enabling young people to achieve their potential and succeed in education, training and employment by facilitating 1:1, group work and structured programmes in a detached youth work setting. Where appropriate to support parents and carers of young people in partnership with other agencies;

• To work closely with schools, and other youth organizations in Sandhurst to build links that allow access to provide the range of activities needed by the young people;

• Communicating widely with all the different stakeholders, creating a different conversation when talking about and to young people leaving negative, stereotyping behind, and letting young people become the central characters in their own stories;

Church focus (approx. 1/3 time) To work with young people of St Michael’s church (and other local churches by arrangement) to:

• Extend and deepen the work with young people within the church;

• To support the volunteer Youth Team in their role in the pastoral care and spiritual development of the young people;

• Encourage the young people to grow in faith and play a full part in the life and worship at St. Michael’s;

• To equip and encourage the young people to reach out to their peers outside the church with the gospel.

Development focus

• To support the Steering Group in establishing ‘Sandhurst Youth’ as an independent charity by September 2017.


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DUTIES AND RESPONSIBILITIES

As the Community Youth Worker you will be required to work in a range of settings, this includes youth settings, parks, streets and estates, ‘Silver bus’, schools, and voluntary agencies in order to:

1. Engage with the young people to build a comprehensive understanding of their

aspirations, goals, needs and potential; 2. Lead the development and delivery of a programme of imaginative activities,

accessible to all who wish to become involved, encouraging the active participation of young people in developing their skills, aspirations and understanding of others and the world around them;

3. Negotiate on behalf of the young people to secure facilities suitable for the activities for young people;

4. Involve young people in the decision-making processes whereby individuals and groups take on responsibilities for themselves and others in their project and the wider community.

5. Respond to individual and group needs, which include issues affecting young people, promoting Respect, Responsibility and an understanding of the Rights of all;

6. Facilitate the creation of effective communications in a variety of media which enable young people to become the central characters in their own stories;

7. Facilitate young people’s learning and their personal and social development; 8. Provide information and advice to the families of young people either through

home visits or through events within a community or educational setting, and where appropriate undertake interventions with parents and young people together;

9. Comply with individual responsibilities for staff, volunteers, and young people, in accordance with work role, for health and safety;

10. Follow Child Protection Guidelines and report any concerns using the correct procedure;

11. To keep accurate and up to date records of work undertaken and outcomes achieved.

12. To contribute to the development of a positive culture in ‘Sandhurst Youth’ that promotes mutual respect and good professional behaviour.

As Church Youth Worker you will be required to work in a church context and settings to:

13. To develop with the Youth team and Ministry team a varied youth work programme in line with the Youth Work vision;

14. To be involved in the running of the groups, planning the sessions, communicating with the young people, and working with the volunteer team to deliver the programme;

15. Encourage the spiritual growth of all young people in the church and to work closely with parents/guardians in the spiritual nurture of their children;

16. Support the young people at important transitions, notably as they leave home for university or similar, encouraging their involvement in the wider church;

17. Co-ordinate and encourage the volunteer leaders of the youth work and train others including older teens to lead;

18. Develop a mission strategy with the young people in the church; 19. Represent the needs and views of the young people to the PCC and, where

possible, support and encourage the young people as representatives on the PCC;

20. Meet regularly with the clergy and Ministry Team to whom they are responsible;


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21. To develop links with other churches in the area and deanery to expand the base of youth activities available to the young people in the church;

22. Fulfil any other responsibilities deemed appropriate by the Ministry Team or undertake projects as directed;

In addition you will be expected to:

23. To use and assist others in the use of IT and Social Media to carry out duties in the most efficient and effective manner;

24. To support the Steering Group in setting an appropriate budget, regularly reporting on the financial health of ‘Sandhurst Youth’;

25. To support the Steering Group in the development of necessary procedures and policies to enable ‘Sandhurst Youth’ to operate as an independent charity from September 2017 onwards.

26. To achieve agreed service outcomes and outputs, and personal appraisal targets, as agreed by the line manager.

REQUIRED STANDARDS

The post holder is expected to be committed to the Sandhurst Town Council’s core values of public service, quality, equality and empowerment and to demonstrate this commitment in the way they carry out their duties. The post holder is expected to be committed to the beliefs and practices of the Anglican Church, to personally profess a mature Christian faith as the foundation of their work and life, and to conduct themselves in a way which sets a good example of godly life and humility. In addition they will:

• Ensure all the services within the area(s) of responsibility are provided in accordance with the Council’s and PCC’s commitment to high quality service provision to users.

• Ensure that duties are undertaken with due regard and compliance with the Data Protection Act and other legislation.

• Carry out duties and responsibilities in accordance with the Council’s and PCC’s Health and Safety Policy and relevant Health and Safety legislation.

• At all times carrying out responsibilities/duties within the framework of the Council’s and PCC’s Equal Opportunities Policy.

POSTHOLDER’S AGREEMENT

I confirm I have read, understood and accept the above Job Description

Name

Signature

Date


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PERSON SPECIFICATION

The person specification is a picture of skills, knowledge and experience required to carry out the job. You should demonstrate on your application form how you meet the following essential criteria.

EDUCATION and EXPERIENCE

E1 A JNC Professional qualification in youth and community work, Level 4 or relevant qualification in social work or education.

E2 Candidates must have significant experience of working with young people and families in a detached youth work setting and in a church context.

KNOWLEDGE, SKILLS and ABILITY

K1 Knowledge and understanding of the personal, social and development needs of young people living in a town like Sandhurst. Candidates must demonstrate their understanding of the issues that impact on the lives of young people, including vulnerable and disadvantaged groups, and how these shape their hopes and aspirations for life. They must demonstrate knowledge of the risk and protective factors that impact on drug use, crime and anti-social behaviour.

K2 An ability to assess the aspirations and needs of young people, and to empathise and support the aspirations;

K3 An ability to develop plans and activities with the young people, including individual activities and structured programmes of youth and personal and social education work;;

K4 Knowledge of support services and experience of engaging young people into community based youth interventions;

K5 Experience of involving parents in interventions, in order to improve outcomes for young people;

K6 Experience and knowledge of developing evidence based approaches to improving young people’s behaviour. Candidates must demonstrate that they are able to support and provide young people with opportunities to engage in and access a range of accredited opportunities.

K7 An ability to form and maintain appropriate professional relationships and boundaries with service users.

K8 Experience of working effectively with other professionals in order to safeguard young people.

K9 An ability to communicate effectively verbally, in writing, and on social media and to enable young people to tell their own stories.

K10 Ability to use IT for word processing, data collection, social media and email to produce reports, creative communications and accurate records of work undertaken.


23

CHRISTIAN FAITH

C1 Articulate a mature Christian faith, in sympathy with the Church of England, and able to work with a breadth of church styles.

C2 Express a keen desire to see young people have a personal relationship with God and to grow in their faith.

C3 Display their Christian faith in their daily lives as an example of godly life and humility.

PERSONAL QUALITIES

P1 Display good inter-personal and communication skills and demonstrate listening skills.

P2 Plan and manage own time, be self-motivated and to work alone and as part of a team.

P3 To demonstrate a commitment to anti discriminatory policy and practice

P4 Ability to work flexibly outside normal office hours, including evening and weekends, as required.

E1 SPECIAL REQUIREMENTS

S1 This post requires an enhanced level of Disclosure and Barring Service (DBS) check.


24

Appendix 2 – Cash flow and Timeline

Sandhurst Youth - Cash Flow

Month-1 Month-2 Month-3 Month-4 Month-5 Month-6 Month-7 Month-8 Month-9 Month-10 Month-11 Month-12 Month-13 Month-14 Month-15 Month-16 Month-17 Month-18 Month-19 Month-20 Month-21 Month-22 Month-23 Month-24 Month-25 TOTAL

Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17

Income

STC Contribution £8,000 £8,500 £8,500 £8,550 £33,550

St Michael Contribution £8,000 £8,500 £8,500 £8,550 £33,550

TOTAL £16,000 £17,000 £17,000 £17,100 £67,100

Expenditure £0

Salary £2,083 £2,083 £2,083 £2,083 £2,083 £2,083 £2,083 £2,083 £2,083 £2,188 £2,188 £2,188 £2,188 £2,188 £2,188 £2,188 £2,188 £2,188 £2,188 £2,188 £2,188 £2,188 £47,188

Employer NI and pension £371 £371 £371 £371 £371 £371 £371 £371 £371 £390 £390 £390 £390 £390 £390 £390 £390 £390 £390 £390 £390 £390 £8,410

Subtotal £2,455 £2,455 £2,455 £2,455 £2,455 £2,455 £2,455 £2,455 £2,455 £2,577 £2,577 £2,577 £2,577 £2,577 £2,577 £2,577 £2,577 £2,577 £2,577 £2,577 £2,577 £2,577 £55,597

£0

Expenses £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £1,100

Advertising and recruitment £500 £500 £500 £1,500

PR/Publicity £250 £250 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £1,600

Legal advice to set up charity £1,000 £1,000 £2,000

Contingency £1,250 £2,500 £1,250 £5,000

£0

Restricted Fund Balance £15,500 £14,750 £14,000 £11,445 £8,891 £6,336 £2,531 £16,977 £14,422 £11,868 £9,313 £6,758 £4,081 £18,404 £15,726 £13,049 £10,372 £7,694 £2,517 £16,939 £14,262 £10,585 £7,907 £5,230 £303


25

Sandhurst Youth - Timeline

Se

p-1

5

Oct-1

5

No

v-1

5

De

c-15

Jan

-16

Fe

b-1

6

Ma

r-16

Ap

r-16

Ma

y-1

6

Jun

-16

Jul-1

6

Au

g-1

6

Se

p-1

6

Oct-1

6

No

v-1

6

De

c-16

Jan

-17

Fe

b-1

7

Ma

r-17

Ap

r-17

Ma

y-1

7

Jun

-17

Jul-1

7

Au

g-1

7

Se

p-1

7

Youth Worker

Advertise and recruit

YW Introductions

Building relationships

Run Programmes etc

Communications

Initial launch comms

"Identity" Project

Ongoing comms

Governance

Finalise Steering Group

Business Plan Approval

Quarterly Reports/Reviews

Strategic Review 1

Strategic Review 2

Recommendations on corporate form

Legal documentation

Funding agreement

Establish financial arrangements

Preparation of external agreements

Develop Policies and Procedures

Transfer of Employee and residual funds

Annexe 6 to 9: Policy review ahead of Local Council Award Scheme

Meeting: Strategy and Policy Date: 24 September 2015

Agenda items: 12 to 15 Author: Executive Officer 1. Purpose of report To receive draft policy for review of previous documentation ahead of application for assessment under the new Local Council Award Scheme (replacing the previous ‘Quality Council Scheme’. 2. Detail to follow Supporting documentation being refined over the weekend and will be circulated early next week.

Annexe 10: Officers Report

Meeting: Strategy and Policy Date: 24 September 2015

Agenda item: 16 Author: Executive Officer 1. Purpose of report To receive relevant updates as required, which are not included as decision items elsewhere on the agenda. 2. Land owner planning consultation Further to resolution 0611 instruction has been given for comment to be entered by Bracknell Forest Council Planning section. 3. Waiting areas consultation Further to resolution 0612 support for the schemes has been entered. 4. Last Post Sign Further to resolution 0613 the sign has been returned to the Corps of Drums. 5. Pension workshop Further to resolution 0614, the places have been booked for the attendance of councillors and the Deputy Executive Officer. 6. Insurance Further to 0572 the revisions to quotation are being made and documents prepared for Town Council approval prior to expiry of previous insurance.

strategy & policy committee meetings are open to the ... 09 2… · executive officer stephen...

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