|Names and addresses ofadvisers
(Optional
information)|Names and addresses ofadvisers
(Optional
information)|Names and addresses ofadvisers
(Optional
information)||| |---|---|---|---|---| |T|eofadviser
Name|Address||| |Name ofchief executive or names ofsenior staff members
(Optional
information)||||| |||4
Q ~
4
0||| |Description ofthe charity's trusts||||| ||Type ofgoverning
document|Constitution
adopted 22 Jan 2014
(and amended
5Oct 2056,27 Feb 2020)||| ||How the charity is constituted|Trust||| ||Trustee selection methods|Trustees are elected or re-elected by the members
of
attending
the Annual
General Meeting
(AGM), or can|the charity
be appointed
by|| |||existing Trustees
(with member
ratification at following|AGM)|| |Additional
governance
issues (Optional
information)||||| |You may choose to include
additional
information,
where
relevant,
about:||Trustees Induction
and Training
Prospective Trustees are given papers that include guidance
on
trusteeship
and the verification
checks that the Charity
will undertake.
All Trustees are required to declare that they are eligible under Charity||| |~|poiicies and procedures|Commission
guidelines
and can pass the HMRC fit and proper persons||| ||adopted for the induction
and|test.||| ||training oftrustees;|Trustees operate collectively and support each other.|Training
is made|| |~|the charity's
organisational|available
through
external organisations
ifrequired.||| ||structure
and any wider
network
with which the charity|Organisation||| ||works;|Governance||| ||relationship
with any related
parties;
trustees'
consideration
of|SSCBBis led by the Board ofTrustees who ensure that the charity
delivers its aims. The Board ofTrustees has overall responsibility
for
governing
the charity's
strategy,
policy, management,
finances and
monitoring
its performance.||| ||major risks and the system
and procedures
to manage
them.|Trustees meet as required,
normally
every 2 months, to discuss matters of
strategy,
policy and procedure.||| |||Management
and Running ofthe Charity||| |||Management
ofthe charity operations
is by functional|teams oftrained|| |||volunteers: these are non-hierarchical
but have ultimate
accountability||to| |||the Board.||| |||All members
(Trustees, Area Leads, riders, controllers,|fundraisers,|| |||speakers, trainers, assessors and bike managers)
are|volunteers
and give|| |||their time freely receiving no remuneration
or other benefit from their work||| |||with the charity.||| |||Area meetings to which all members are invited are held monthly
and are||| |||run across the three counties ofShropshire,
Staffordshire
and Cheshire||| |||led by Area Leaders.||| ## |||||||Our volunteer base showed a
360down 5%from 2019,while|Our volunteer base showed a
360down 5%from 2019,while|Our volunteer base showed a
360down 5%from 2019,while|Our volunteer base showed a
360down 5%from 2019,while|net reduction
during the year, finishing
stiil maintaining
suNcient volunteers|net reduction
during the year, finishing
stiil maintaining
suNcient volunteers|net reduction
during the year, finishing
stiil maintaining
suNcient volunteers|net reduction
during the year, finishing
stiil maintaining
suNcient volunteers|with
to| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| |||||||cover all requisite||roles and activities.||||||| |||||||Many volunteers||have|trained|in multiple|roles (Rider, Controller,|||| |||||||Speaker,|Fundraiser)||which serves to strengthen||||and support a very|flat| |You may||choose||to|indude|operational|structure.|||||||| |further statements,||||where||||||||||| |relevant,||about:||||||||||||| |~|policy|on grantmaking;||||||||||||| ||policy|programme|||related|||||||||| ||investment;|||||||||||||| |~|contribution||made||by|||||||||| ||volunteers.|||||||||||||| |~|~||a
a
~
a aa
a.
a| |---|---|---|---| |Summary ofthe main
achievements
ofthe charity|||Sixyears ofsignificant
growth has been followed
in 2020 by a year of
overall consolidation
with growth
in specific areas.| |during the|year||When the pandemic
became a reality in early 2020,SSCBBtrustees met| ||||and agreed to maintain
and even expand our core service whilst| ||||suspending
all group meetings,
talks, fundraising
and other face toface| ||||activities. We were fortunately
able to draw on our financial reserves and| ||||were confident we could continue to provide our vital service even with| ||||much reduced fundraising.
The trustees were really proud ofthe way| ||||members
rapidly adapted
to the changing
circumstances
throughout
the| ||||year and ensured
that our service 'never missed a beat*.| ||||We initially saw a reduction
in demand
for some work as hospitals| ||||cancelled elective surgeries,
but workload
soon increased
with new| ||||services coming on stream to support the NHS in battling the virus. For| ||||example, we began making
urgent deliveries ofPPE to remote surgeries| ||||and care homes, medical devices and medicines
direct to patient homes,| ||||pulse oxlmeters to care homes, Covid 19swab samples for analysis and| ||||even Wi-Fi enabled tablets to allow remote consultations.| ||||Compared
to2019our mileage increased
by 22% and jobs by 15%.Fleet| ||||maintenance
was kept to its usual
high standard
and we continued
to| ||||replace bikes as they neared the end oftheir service life with five new| ||||ones joining the fleet. This was all possible due to the continued| ||||dedication
ofour volunteers
who excelled themselves
in maintaining
24-| ||||hour cover throughout
the pandemic, as well as all ofthe vital| ||||background
services and continued
engagement
with customers
and| ||||supporters.| ||||ln common
with other charities our fundraising
was severely impacted| ||||with funds raised in 2020 being only 56%ofthe previous year. However,| ||||the reserves we had established
over the years ensured
our service was| ||||never under threat. We are especially
grateful to loyal supporters
who| ||||continued to contribute
in 2020 and to new donors who have been| ||||inspired
by the service we provide.| ## ##