Stronger Together SCVO ANNUAL REPORT · the VCS Executive for children and young people’s...

Stronger Together - SCVO Annual Report 2010-2011

Stronger TogetherSCVO ANNUAL REPORT2010-2011

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CHAIR’S FOREWORD

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The funding landscape for the voluntary and community sector has been thrown into disarray over the last couple of years. Building resilience and embracing change is still challenging but if anyone can survive it the VCS can.

The SCVO staff team need to be recognised for the support they provide to the sector in order for them to be effective and sustainable and to have the right tools and support to ‘ride the storm’ as the current climate remains pressured.

Dialogue within the voluntary and community sector (VCS) has also become more robust and challenges faced are being addressed collectively and efficiently. SCVO are committed to ensuring the voice of the sector is clearly heard, not just at local and neighbourhood level but also at the top tables in the borough.

Our Board is committed to drive SCVO forward and our refreshed and highly aspirational strategic plan will guide our efforts over the coming five years. We recognise that there is a greater need than ever for a stronger locally rooted infrastructure to enable the sector to seize these opportunities, there is clearly a more prominent role for the VCS as the public sector shrinks. It is time to bring our innovation and resourcefulness to the fore.

During this year we have increased our partnership working across the Black Country with the other three Councils for Voluntary Service and this has enabled more effective engagement at sub-regional level also.

We have also seen great progress made in the development of our subsidiary trading company ‘lifework’ who deliver local services, working with our members where possible, and generate profits to fund our independent voice on behalf of the Sector.

I would also like to convey my thanks to Board Colleagues for their ongoing support; to our members for attending meetings, completing surveys and approaching us when they require our support and not being defeated with all the challenges – we need our members more now than ever to secure more resources in order for us to support them.

Parpinder K DhattChair, SCVOChief Executive, SAFSS


CHIEF EXECUTIVE’S REPORT

Another very busy year of support for Sandwell’s Voluntary and Community Sector leaves us both proud of SCVO’s achievements and also mindful of the challenges and opportunities ahead for the Sector.

That 2010/11 was a year of massive change is not for debate. The reform of public services, the end of long-established partnership structures, the economic crisis and the new emphasis on localism will have profound implications for the Sector in Sandwell.

In reflecting on another very busy year of Sector support by SCVO, two central themes run throughout: our belief that the Sector must seize the opportunity to take a lead – to influence and deliver the change the Sandwell needs; and the realisation that as a Sector, if we want to survive and thrive into the future, we will be stronger when we work together.

As ever, SCVO focussed on supporting engagement with Sandwell’s public sector – whether through the recently established Health and Social Care Forum, the VCS Executive for children and young people’s services, conferences, focus groups and local breakfast meetings, or through representing and championing the Sector itself at partnership meetings.

Our development team rose to the challenge of helping organisations cater for increased demand and a squeeze on resources, supporting over 250 local groups with information, advice and support. Help in

securing funding and guidance on organisational development, governance and quality standards remained the mainstay of our service, and we continued to develop our localised support, with dedicated help for grassroots groups delivered in five local areas through this year.

SCVO remain committed to giving the Sector the very best support possible. The renewal of our Quality Mark recognition this year by our national body NAVCA gives us and, I trust, our members and stakeholders, the confidence that we continue to progress in the right direction. Our new and ambitious strategy, details of which can be found within this report, will guide our efforts over the coming five years. Whilst this is SCVO’s strategy, it can only be achieved with your continued engagement, involvement and support. We look forward to meeting that challenge with you.

Mark DavisChief Executive, SCVO

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INTRODUCTION TO SCVO Services, Vision and PrioritiesSCVO is an independent charitable organisation which believes that the lives of the people of Sandwell will be happier and healthier where the VCS works closely with partners to identify and satisfy community needs.

SCVO is led and overseen by a Board of Directors drawn from its wide membership. SCVO provides a range of development support to VCS groups including:-

» information and guidance on organisation structures and governance

» strategic planning, funding information and support with making applications

» support of volunteer community fundraisers through the Funding Buddies programme

» support with organisational policies and procedures

» financial management and planning » a training programme for groups

and organisations big and small » service improvement and quality standards » support with collaborative and partnership

approaches to delivering services » networks, strategic forums and opportunities

to learn through engagement » newsletters, web updates and e-bulletins

with vital local and national news

Following the successful delivery of the 2008-2011 Strategic Plan, SCVO has developed a new and equally ambitious Strategic Plan for the following five year period 2011-2016. We have listened to the needs and views of our members and recognise the wide-ranging challenges that we in the Voluntary and Community Sector will be facing in the coming years – the need to raise our profile and visibility, the opportunities available through working together, how to survive in the changing funding environment and ensuring that the needs of local residents and those most vulnerable in our communities are heard clearly.

This Plan looks to deliver our practical support and our strong collective voice in ways which are more effective, timely and focused on change in a time of diminishing funds and resources.

Without SCVO’s help we would have been unable to go forward with our group

“”


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Strategic Aim 1The Intelligence Hub For Sandwell

By 2016 SCVO will be widely known by all stakeholders as the primary source of up-to-the-minute intelligence and strategic insight into voluntary and community activity in Sandwell.

Strategic Aim 4Shaping Sandwell’s Future

By 2016 SCVO will be trusted by all sectors as the principal route to engaging with, and asserting the vital contribution of, voluntary and community organisations in Sandwell.

Strategic Aim 5One Sector Together

By 2016 SCVO’s leadership role for Sandwell’s Voluntary and Community Sector will be recognised by all, enabling the Sector to provide greater social impact through collective working.

Strategic Aim 2Supporting Excellent Service Provision

By 2016 SCVO will offer an unrivalled, comprehensive support service to grow robust local voluntary and community organisations which excel in service delivery.

Strategic Aim 3Strong Community Leadership From Sandwell’s Grassroots

By 2016 SCVO will be recognised as an expert facilitator, enabler and resource for community-led initiatives at a local level.


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KNOWING SANDWELL

Sandwell’s Voluntary and Community Sector (VCS) is comprised of a vibrant and well-established mix of charitable and not-for-profit businesses, social enterprises, advocacy organisations, community and neighbourhood groups.

This diverse array of locally-rooted organisations expresses passion and commitment for Sandwell and its people across its many communities. The Sector adopts many different forms and functions and delivers a huge spectrum of activities and services to the people of Sandwell. Its cultural, ethnic, creed, age and need diversity reflects the mix of the borough as a whole.

Focusing on need rather than profit, the Sector meets the complex and pressing needs of communities that others don’t reach in ways which are invariably highly effective, flexible, compelling and innovative. Furthermore, much of its impact is thanks to thousands of volunteers who give their time and energy freely for others. The Sector also employs a significant workforce and brings much-needed funds into the borough.

SCVO continued to work throughout this year to develop and populate our on-line database www.sandwellvcs.info. Its user-friendly interface and high quality information have earned praise from partners across the borough. The depth of information and search facilities enable us to provide up to

date and information concerning the state of our Sector and its service provision.

To SCVO’s knowledge, it comprises 837 different organisations active in Sandwell.

Of which:

» 616 are local ‘stand-alone’ organisations operating in Sandwell and its vicinity only

» 346 are employers, between them employing more than 7,750 staff

» Nearly 500 are reliant entirely on volunteers, with 17,000 volunteers active in the borough.


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STRENGTHENING THE SECTOR

As the environment for the Sector has become more and more challenging, we have been keen to ensure that the services we offer are relevant, timely and responsive.

During the autumn of 2010 we carried out a Support and Development Needs Survey which was completed by 282 groups. Our services for the remainder of the year and the following year were largely determined by its results.

We continued to provide one-to-one support, predominantly in the areas of governance and fundraising. With a member of staff specialising in each area, we offer support in developing governing documents, choosing a legal status and registration, management committees, policy development, sourcing funding and reviewing funding bids. Over the last year, over 60 groups were assisted with fundraising and 30 governing documents were produced. Feedback has been overwhelmingly positive with both SCVO staff and the service offered receiving high praise.

We received continuation funding from the Neighbourhood Learning for Deprived Communities Fund to mentor ten local organisations through PQASSO (Practical Quality Assurance System for Small Organisations). All 10 completed at least one level and showed that they have made a real commitment to continuous improvement, effectiveness and efficiency.

During phases three and four of our 3Cs project, we prioritised the support of 10 groups with their efforts to become contract-ready. These 10 were chosen in consultation with Sandwell MBC and were seen as having potential to deliver public service contracts. We carried out initial health checks and put together an assessment sheet in the form of a Contract-Ready Checklist, particularly for those who were affected by imminent service reviews and potential cuts to budgets.

As well as one-to-one work we also delivered and provided group training, covering topics as diverse as basic fundraising and developing a funding strategy to collaborative working. In December we secured funding from Sandwell MBC specifically to deliver training around sustainability for organisations affected by the end of the Working Neighbourhoods Fund. We commissioned external trainers to deliver a variety of topics including basic and advanced contracting, effective budgeting, risk and resilience and negotiating skills.

We were left feeling excited and empowered about the future possibilities of creating our social enterprise

“”


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Centre Spot CIC was established in 2008 as a creative social enterprise that uses sports and physical activity to engage and build capacities of disadvantaged people. Its marries regeneration projects to sports to re-ignite a passion for learning and skilling on qualifications, work experience, volunteering and the soft skills of self-esteem and self-confidence. During 2010 we supported Centre Spot CIC through PQASSO Level 3.

‘Working towards s PQASSO qualification has enabled Centre Spot CIC to put in place standards and procedures, targets and milestones, monitoring systems, impact measurement systems, an accounting module that covers both expenditure review and audit functions, and business practices, including policies on equalities, health and safety, insurance and employment’.


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LOCAL SUPPORT

This year has seen significant developments in our local, grassroots work. We have continued to deliver our Big Lottery funded BASIS project, The Sandwell Five.

We completed work in the first area – Rowley and Cradley Heath; and in November, moved into the second area of focus – Wednesbury South and Friar Park. Aimed at small, volunteer-led groups, the project provides hand on support with fundraising, business planning, governance and policy development. Groups are taken through an organisational health check and signposted to relevant networks. As the project develops we are building a Capacity Building Toolkit which will serve as a legacy when the project is complete.

In September 2010 we began a new project in the ward of Great Bridge as part of the lottery funded Fair Share initiative. We are providing one-to-one support to local community organisations in order to build their capacity and support collaborative ventures. During Phase One of the project we carried out a mapping exercise to gain deeper knowledge into the number and location of groups in existence. Since then we have carried out health checks with groups and assisted consortium bids for Fair Share funding.

The Wednesbury Young Firefighters Association (YFA) is a voluntary, uniformed cadet scheme based at Wednesbury Fire Station. Run by a team of dedicated volunteers the group provides meaningful activities around fire service learning for young people aged 11 – 17 including achieving accredited qualifications. Activities help these people to achieve accredited qualifications, increase their confidence and build interpersonal skills.

SCVO supported the YFA to identify funding streams, complete applications and access training courses. Support has enabled the group to continue to deliver invaluable activities to the local community.


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BRINGING RESOURCES TO SANDWELL

This year we have continued to bring financial resources into Sandwell and to provide support to enable groups to be more effective in their fundraising.

After three years, the Grassroots Grants programme came to an end after having provided groups in Sandwell with over £490,000. Our end of project report showed that the grants had literally been a lifeline for groups, helping them to pay for rent, new equipment, the extension of services and salaries. For some groups it gave them the skills and experience to gain further funding. Feedback regarding our management of the grants was overwhelmingly positive, with recipients being impressed with the support offered and simplicity of the process. From December to March, we also secured the delivery of the Active at 60 Fund, from the Department for Work and Pensions and the Migration Impact Fund from Sandwell Council. Active at 60 provided funds for older people to take a support role in keeping their peers active, both physically and mentally. The first round was so successful that we were awarded extra funding to distribute and our case studies were sent to central government as good practice examples. The Migration Impact Fund supported groups to provide activities and services to assist the integration of Eastern European migrants into their communities. Both funds gave out £35,000 of funding.

During this financial year, we have launched two new initiatives – Funding Buddies and the Funding Portal. We ran a pilot of Funding Buddies between December and March, aiming to match skilled volunteers with groups in need of one to one support with their fundraising and financial strategy. After fully training the volunteers, we matched them with groups and supported the development of the relationship. Initial feedback has been positive with groups highly valuing an external presence and extra pair of hands to support their sustainability. The funding portal was launched on our website in February, allowing users to search for grant funding and contracts. After entering information about their organisation and funding requirements, users are presented with a list of current opportunities. The portal continues to develop as we receive feedback.

We continue to build relationships with funders in a joint effort to raise the success rate of Sandwell bids. We have also worked in partnership with Research Sandwell to develop Sandwell Trends as a useful tool for voluntary sector groups.

The funding information you send out is the most comprehensive I receive

“”


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Ileys Community Association, based in Smethwick provides a variety of services to the local Somali community. Offering advice, advocacy, youth work, after school clubs and women’s groups, it provides vital chances to meet for this excluded community.

SCVO provided Ileys with a Funding Buddy, trained to source funding, complete bids and advise on strategy.

Hodan Rashid, project manager at Ileys valued the experience highly, ‘Our buddy helped us to focus our activities and stop wasting time; she knew where to apply for money and bought new skills to our group - having that external eye was hugely valuable’. SCVO is going on to develop the Funding Buddies project and roll it out to even more groups.


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In February this year the West Bromwich Rail Model Club received £3,000 following a successful application to the Active at 60 Community Agent Programme. This programme was aimed at smaller local voluntary and community organisations to fund new and existing activities encouraging the over 60s to become more active.

The group had applied for funding to extend their provision whilst recruiting new members into their club. Recognising the decline in local industry, the group realised there were lots of former trades people and engineers locally whose skills could be harnessed and who would relish the opportunity to use their hands once again.

The funding enabled the group to not only raise their profile, but to also actively target older isolated local people.

Not only has the group recruited over 15 new members, but they now run a series of social events for all members and their families, most recently running trips to both York and Swindon railway museums.

Ian Mills stated ‘This funding has made a real difference to our group, this funding hasn’t made the group more sustainable, the new members the funding has enabled us to engage with has made us more financially secure’.

‘One of our new members is aged 92 and has now started to build his own model railway after a lifetime love of the subject’.

The group has a number of trips planned for next year, including a boat trip up the Mersey and a visit to the Manchester ship Canal.


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BETTER TOGETHER

Throughout the last year, SCVO has continued to promote the benefits of collaborative working and to provide platforms for its development.

The 3Cs project (contracting, collaboration and consortia) came to an end in March, having directly supported over 80 projects. The project succeeded in preparing the Sector for competitive tendering, encouraging collaborative approaches and therefore increasing the chances of services being delivered by Sandwell organisations. The project was a unique opportunity for SCVO to work with the Voluntary Sector Support Team at Sandwell MBC and together prepare organisations for the changing funding environment. The project also allowed for the facilitation of training sessions around collaboration, which directly led to the forming of the Health and Social Care Collaborative Working Group. This group has now formed a consortium and is ready to bid for public-service contracts. One notable success was the awarding of the Dementia Cafes contract to a local group following a collaborative working training session.

We also continued to provide thematic opportunities for the Sector to meet and network; specifically the Health and Social Care Forum and the Children and Young People’s Executive. The Health and Social Care Forum grew out of the Contractors’ Group and broadened its membership to include any organisation involved in delivering services within this thematic area. Meeting bi-monthly over the past year, the group has discussed a variety of issues such as engagement with the emerging GP commissioning groups and the move from block

contracts to spot purchasing. The group also organised a joint event with Sandwell MBC to enable commissioners and providers to meet.

The Children’s and Young People’s Executive continued to meet with lead officers from Sandwell MBC and to provide briefing sessions for the wider sector. Issues covered included commissioning priorities for children and young people, future tendering opportunities for Children’s Centres and how to engage with Sandwell MBC’s Extended Services.

Following on from support through the 3Cs project, in June 2010 SCVO launched the Contractors’ Network. This group came together as organisations ready for contracting or wishing to enter into sub-contracting relationships with others. As well as providing a platform for people to meet, the network also attended an SCVO Legal Masterclass on contracting, formed the Sandwell PCT Contracts Focus Group and published an on-line commissioners’ directory, enabling access to Sandwell MBC’s commissioners.

Informal opportunities for networking have continued with SCVO’s Breakfast Meetings. These provide an ‘out of hours’ opportunity for groups to meet, promote their services and provide peer support. Throughout the last year, we have held meetings in West Bromwich, Wednesbury and Cradley Heath. Feedback is always positive, highlighting the need for face to face contact and support.


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Health and Social Care CollaborationSCVO work around Health and Social Care collaboration emerged as a response to the increased demand for support with short-notice public sector tender opportunities. The 3Cs Project spotted potential for organisations to work strategically to win public sector contracts and organised regular meetings and a workshop for organisations to explore collaborative working. Organisations took ownership of a consortium building workshop later in the year, which included presentations from existing local health and social care consortia which showcased the benefits of collaborative working and options for special purpose delivery vehicles.

Attendees found the SCVO facilitated workshop helpful and Chris Christie, Sandwell Crossroads said: “Collaboration is imperative to organisations surviving in Sandwell. There is a real need for core support with collaboration and public sector contracting. The workshop helped organisations to focus upon a think local – keep it local approach to collaborative working”. SCVO is convening Working Group meetings and encouraging organisations to move forward towards developing an SPV (Special Purpose Vehicle) and aligning the emerging Consortium with contracting opportunities that might arise from the formation of GP consortia and Clinical Commissioning Groups across Sandwell in 2013.


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CROSS SECTOR WORKING

SCVO has continued to promote improved working relationships between the voluntary and statutory sectors.

Together with Sandwell MBC we renewed and refreshed the Sandwell Compact to ensure that it reflects national direction and the change in government. We also facilitated a cross-sector workshop with the aim of updating the Funding Code of Practice in light of budget reductions.

During the year, we also convened the Sandwell Commissioners’ Forum to bring together a wide range of commissioners from across Sandwell MBC and PCT. This group discussed the barriers and issues they faced in engaging with the voluntary sector and how these could be overcome. The group also promoted new commissioning opportunities and good practice in dealing with the voluntary sector. Future discussions will include involving the voluntary sector in service design and potentially favouring local service delivery.

SCVO steps in to negotiate on behalf of the Sector when contentious issues arise. An example of this situation is the transition from Block Contracting to Spot-Purchasing in adult social care, which has caused real concern in the voluntary sector. SCVO convened a meeting of affected groups which then met with the Sandwell MBC at regular intervals. This resulted in a workshop held in June 2010 to allow discussion between the sectors and also the negotiation of a phased transition.

In partnership with Sandwell MBC, we began a project with the Children’s Workforce Development Council to map, analyse and develop the capacity of voluntary organisations working with children. The aim was to gauge the levels of skills and experience amongst the workforce in Sandwell and also to increase the number of children’s workers who have completed the online Artemis training programme.

SCVO has helped the club to have more safeguards in place and more efficient management

“”


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SPREADING THE WORD

Throughout the last year, we have continued to produce our newsletter – scvo.info on a bi-monthly basis.

The publication gives a flavour of the sector locally, statutory sector news, national policy and latest funding opportunities. The newsletter reaches 750 organisations and continues to receive praise from all sectors and from across the borough. In addition we now produce our e-bulletin twice per month. This contains information about up and coming events, job opportunities, funding pots and training courses; and is sent to 1,200 email addresses.

We held two flagship events during the last year. The first, ‘Get Fit for the Future’ was SCVO’s summer conference and aimed to prepare organisations for the challenges of operating in a recovering economy. Speakers gave their views from a national perspective and delegates were encouraged to exchange

information and advice. Sandwell’s Big Society Debate was the overarching theme for our AGM and autumn conference held in November 2010. After the formal business of the AGM, a panel of experts both local and national debated the Government’s Big Society agenda, what it really meant and the implications for the Sector. Questions from the floor gave rise to a passionate and informed debate.


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FACTS AND FIGURES

Our SCVO.INFO newsletter reaches 750 organisations each issue

SCVO e-bulletin reaches

1,200 email addresses

SCVO were shortlisted for a Sustainable Funding Beacon Award for the 3Cs project 28 groups in Cradley

Heath and Rowley completed organisational health checks

282 groups responded to SCVO’s Support and Development Needs survey

30 new governing documents

and 20 new Safeguarding Policies were produced

81% of organisations assisted with their governance felt that their outcomes were entirely met

Over £100,000 in funding has been gained via support from the BASIS project

Grassroots Grants provided

over £490,000

to

the sector over 3 years

Our Sandwell VCS databaseholds information on over

850 groups

Sandwell applications for Active at 60 were sent to central government as examples of good practice

75% felt SCVO’s forums had enabled VCS views to be heard;

67% felt they had enabled meaningful consultation to take place

Representatives from Children in Need and the Heritage Lottery Fund co-delivered our fundraising training

‘Our funding buddy helped us to focus our activities and stop wasting time; she knew where to apply for money and bought new skills to our group - having that external eye was hugely valuable’


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FINANCIALS

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2011(INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT)

Unrestricted

Funds

Restricted

Funds

Total

2011

Total

2010

£ £ £ £

Incoming ResourcesIncoming resources from generating funds:

Voluntary income 107,372 – 107,372 60,000

Investment income 1,681 – 1,681 765

Incoming resources from charitable activities 148,311 578,307 726,618 1,044,722

Total Incoming Resources 257,364 578,307 835,671 1,105,487

Resources Expended

Charitable activities (164,053) (590,204) (754,257) (1,038,402)

Governance costs (6,508) – (6,508) (13,429)

Total Resources Expended (170,561) (590,204) (760,765) (1,051,831)

Net Incoming ResourcesBefore Transfers 86,803 (11,897) 74,906 53,656

Transfer between funds (36,036) 36,036 – –

Net Income for the Year 50,767 24,139 74,906 53,656

Reconciliation of FundsTotal funds brought forward 426,072 15,541 441,613 387,957

Total Funds Carried Forward 476,839 39,680 516,519 441,613

The Statement of Financial Activities includes all gains and losses in the year and thereforea statement of total recognised gains and losses has not been prepared. All of the above amounts relate to continuing activities.


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BALANCE SHEET AS AT 31 MARCH 2011

2011

£

2010

£

Fixed Assets

Tangible assets – –

Investments 10 10

10 10

Current Assets

Debtors 146,090 110,430

Cash at bank 482,300 432,111

628,390 542,541

Creditors: amounts Falling due Within One Year (111,881) (100,938)

Net Current Assets 516,509 441,603

Total Assets Less Current Liabilities 516,519 441,613

Net Assets 516,519 441,613

Funds

Restricted income funds 39,680 15,541

Unrestricted income funds 476,839 426,072

Total Funds 516,519 441,613

These financial statements were approved by the members of the committee on the 1st November 2011 and are signed on their behalf by Khatija Patel, Treasurer of Board of Trustees.


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SCVO TEAM ADMINISTRATION

STRATEGIC ENGAGEMENT

Mark DavisChief Executive Officer• SCVO’s strategic lead

Nick DrewStrategic Engagement Manager• Directing strategic engagement, leading VCS involvement in shaping the future of health and social care in Sandwell, developing SCVO’s strategic intelligence

Martin DraytonProject Officer• Supporting organisations to develop collaborative arrangements for securing contracts and delivering services

Leona BirdNetwork Development Officer• Supporting VCS engagement with statutory partners and co-ordinating a range of VCS networks and strategic fora

CAPACITY-BUILDING

Steve BaylisOrganisation Development Officer• Providing funding information, guidance and support and administering grants programmes

Carole HarteOrganisation Development Officer• Organisational development support, governance and quality standards

Helen TruemanSmall Groups Development Officer• Administering a Community Support Programme to Build And Sustain Infrastructure Support for five areas of Sandwell

ADMINISTRATION

Maxine CalderAdministrator• Supporting the smooth running of SCVO’s operations

Mazeline HemmingsDatabase Administrator• Maintaining SCVO’s Directory of the voluntary and community sector


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SCVO BOARD OF DIRECTORS

Parpinder Dhatt, SAFSS, (Chair, appointed November 2009)

Geoff Coleman, Options for Life,(Vice Chair, appointed November 2009)

Emma Chetcuti, Multistory (stepped down March 2011)

Tonia Flannagan, St Albans Community Association (Smethwick)

Geoff Foster, Sandwell Cares

Deska Howe, independent member, (appointed November 2009)

Ruth Levesley, Relate Birmingham, (appointed November 2009)

Mohammed Loan, Oldbury Jamia Mosque

Ragih Muflihi, Yemeni Community Association in Sandwell

Khatija Patel, Ideal for All

Graham Price, Sandwell Visually Impaired (stepped down November 2010)

Balbinder Singh, 5K Foundation

Andrew Sjurseth, North Smethwick Development Trust (stepped down March 2011)

Dates of appointment and/or retirement appear in SCVO’s Trustees Report 2010/11

CHIEF EXECUTIVE OFFICER

Mark Davis

COMPANY REGISTRATION NUMBER3570517

REGISTERED CHARITYNUMBER1071514

REGISTERED ADDRESS AND PRINCIPAL OFFICEFirst FloorLandchard HouseVictoria StreetWest BromwichB70 8ER

AUDITORSHowell Davies LimitedChartered AccountantsTudor House37A Birmingham New RoadWolverhamptonWV4 6BL

BANKERSLloyds TSB Bank Plc65 Cape Hill, SmethwickWest Midlands, B66 4SF

CAF Bank Limited25 Kings Hill AvenueKings Hill, West MallingKent, ME19 4JQ

1st Floor | Landchard House | Victoria Street | West Bromwich | B70 8ERTel: 0121 525 1127 | Fax: 0121 525 4777 | Email: [email protected] | Website: www.scvo.info

Registered Charity No. 1071514 Company Registration No. 3570517

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