Fpm l Jknr*..I 158 Ir.87 ADlrr-. Cn )ry OT) >'.knS Tat J: Jcd" trt QlÈrJ?14 f. AN AAB GROUP COMPANY i fpm<liib.com l iiifo (If pmclclt).coni PLAYBOARD NORTHERN IRELAND Company Limited by Guarantee Financial Statements Year Ended 31 March 2023 Company No: N130225 Charity No.. NIC104724 Awcird Ivinninfj Adiiice.. CHARTEREO WIIIIIIA l()() Ig. J19 Nt EA
PLAYBOARD NORTHERN IRELAND Company Limited by Guarantee Table of Contents Year Ended 31 March 2023 Page Company Inforrnalion Report of the Trustees Independent Auditors Report to the member5 17 Statement of Financial Activities 20 Balance Sheet 21 Cash flow statemenl 22 Notes to the Financial Statements 23-29
PLAYBOARD NORTHERN IRELAND Company Limited by Guarantee Company Information Trustees Mr S Buchanan Mr R Winter Miss J Hadden Miss S Kelly Mrs A Crawford Mrs P Lowry Mr N Galway Mr l Hontavilla (Chairperson) (Vice-chairperson) (Treasurer) Mrs P Lewsley-mooney CBE Mrs C Yeomans (Resigned 1 February 2023) (Resigned 16 November 20221 Secretary Mr J Gillen Address for corrospondence 7 Crescent G8rdens Belfast BT7 1NS Registered Office 7 Crescent Gardens Belfast BT7 1NS Audltor FPM Accountants Ltd Chartered Accountants 1-3 Arthur Street Belfast BT14GA Bankers Bank of Ireland 4-8 High Street Belfast BT12BA Registered Charity No. HMRC Charity No. Registered Company No. 104724 XR86639 N130225 Key Management Personnel: Mrs J O'Loughlin Mr A Herron Mr J Gillen Mrs A Stallard Chief Executive Officer until 30th June 2022 Chief Executive Officer from 27th June 2022 Director of Corporate Service & Finance Director of Service Delivery & Development (Acting) from 1 August 2022
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 REPORT OF THE TRUSTEES FOR THE YEAR ENDING 31 MARCH 2023 The Executive Committee are pleased to present their annual Directors, report together with the consolidaled financial statements of the charity for the year ending 31 March 2023, which are asso prepared lo meet the requirements for 8 Dire¢lors' report and accounts for Companies Act Purposes. The financial statements comply wlh the Charities Nl Order 2008. the Companie5 Act 2006, the Articles of Association, and Accounting and Reportiag by Charities= Statement of Recommended Practice applicable lo charities preparing their accounts in accordance wlh the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 102) (effective 1 January 20191. Chairs Report It gives me great pleasure to welcome you to our 2022-23 report. my first as Chair of PlayBoard. Taking on Ihis role has been made easier by the outgoing Chairperson, Patricia Lewsley-mooney CBE. who ably steered the organisalion over the past number of years. On behalf of the Board of Trustees and the wider staff team, I would like to thank Patricia for her hard work. dedication anfJ leadership throughout her term. I would also like lo express my thanks to our outgoing CEO, Jacqueline O'Loughlin. who retired in June 2022 after 18 years. setvice as CEO. During her time. PlayBoard achieved many significant gains for children and young people's play, not least the embedding of Ihe right lo play within both the Children's Services Cooperation Act and the Children and Young People's Strategy. On behalf of the Board and staff team, I would like to acknowtedge Jacqueline's contribution to Playboard and the play sector, and to wish her all the besl for her well-deserved retirement. As in previous years, our annual report provides you wlh a snapshot of Playboard's activity and impact. I would encourage you lo look at our website. follow us on Facebook or Twitter, and sign up to our E-Play. which will keep you a breast of all that we do in Leading the Play Agenda in Northem Ireland. It has once again been a challenging year for PlayBoard and our colleagues across the wider voluntary sector, with the absence of a functioning Executive and local Assembly impacting significantly on both service funding and policy development. However. despite our many frustrations, the past year has once again been both busy and significant for us. When we consider the many reported concems about mental and physical health outcomes for our children and young people, it's not hard lo see why advocating for the child's right to play is at the core of everything Playboard does. Play is not a luxury, play is not entertainment, play is not something you do when the real 'school' work is done. Play is vital to every aspect of a child's health, wellbeing and achievement potential. In the current social. political and economic environment, it is CTitically important for us to continue to promote the right to play for every child in Northern Ireland. Consequently, this year. advocacy, campaigning and lobbying al all levels continued to be the comerslone of PlayBoard's work. Our focus, as always. has been on making Article 31 of the UNCRC - 'Right to Play, _ a reality for all children,. this requires extensive research, analysis, communications and public campaigning. l arn thefore pleased lo report that our representative and capacity building role has been greauy enhanced with membership growth. Over the year. Playboard's membership continued to increase. with numbers now standing at over 1,600, which is an in-year rise of 16 %. PlayBoard has 1500 Members wlhin Northern Ireland. but continues to increase its global reach. as we now have 112 Members from 17 different countries across the world, and we continue to welcome everyone who advocates for children & young people's play. Our increased members and reach lends considerable weight to our ongoing lobbying and advocacy for play and playwork, and provides us with a clear play-focused mandate going forward
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 PlayBoard has continued working to promote the holistic benefits of play for children & young people. For children, the desire lo play is natural and instinctive, and PlayBoard advocates play as a means of allowing children to develop their imagination. dexterity. and physical. cognitive. and emotional strength. These attributes have become even more important, given the challenges faced by children and young people, parents, carers and wider society over recent years. We pride ourselves on our ability to form. strengthen and maintain good relationships wth a wide range of stakeholders and sectors. Being inclusive, responsive, and relevant has assisted us, ensuring genuine stakeholder participation in all that we do. We are committed to continually working collectively with others, and building strong alliances to improve societal outcomes around play. The demand for PlayBoard's support, training and resources over the years has stretched beyond Northem Ireland. which, increasingly. includes the Republic of Ireland IRol)- Our profile and affiliations across the island of Ireland have grown in the last number of years, and I look forward to seeing this work develop further over the coming years. On behalf of the Board and wider staff team we would like to thank you. our members. funders and play ambassadors, for your continued support and belief in our vision for a playful future for all our children and young people. We look forward to working collectively with you as we strive to achieve the vision laid out in our strategic plan. I would also like to acknowledge the support of all our funding agencies who contribute lo making PlayBoard the organisation that it is. Our continued robust practices and professionalism will ensure our ability lo navigate what professes to be difficult lirnes ahead for the whole of the voluntary and community sector. Finally, the last word musl go to our fantastic staff team who, wilh skill, determinalion and unfailing enthusiasm, do an amazing job in leading the play agenda. Thank you all! Stuart Buchanan Chairperson PURPOSES AND ACTIVITIES PlayBoard is Northern Ireland's leading play NGO. The organisalion works strategically at both a policy and grass roots level. Representing a strategic neknrk of individuals and organisalions both within, and related to, the play sector. PlayBoard exists to promote and to advocate on behalf of ils membership, and the children and young people il represents. PlayBoard supports and develops the interests and aspirations of its membership with the aim of providing an independent voice for the play sector. PlayBoard works Wlth and for its members and the wider play settor to promote, create and develop quality play opportunities aimed at improving children's play experiences, holistic development and overall quality of life across Northern Ireland, and in the Republic of Ireland as required. PlayBoard provides support to any child or young person, individual or organisalion whose ethos is based around the child's right to play- to express their views and participate in the decision-making process as it relates to play and wider cornrnunily planning issues. PlayBoard supports the play sector through the provision of play-ba5ed infomiation. training and advice on a range of areas including play qualificalions, committee govemance, charity law, fundraising, best practice development, human resources. advocacy and school age childcare development.
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 In line with our mission statement, the principal activity of PlayBoard during the year was.. Leading the Play Agenda. This look many fomis, including promoting the benefits of children's play lo ensure the holistic development of the child.. ensuring there was adequate investment in children and young people through training and quality play projects, advising and assisting in the administration of fvnding to play seNices and engaging in political lobbying in a local, national and intemalional context. PlayBoard has delivered advice. support and training to the sector through one of ils thematic support programmes. that is the School Age Childcare Bright Start programme. Further, a number ofworkforce and Play Development programmes were delivered e.g. Positive PlayGrounds, Taking Outdoor Seriously (TOPS) Award and the Play Advocacy programme. PlayBoard's Youth@Play programme provided an explicit connection beiween playwork and youlhwork outcomes. establishing a clear alignment between both areas and embedding playwork approaches as a means of enhancing delivery of the youthwork curriculum. PlayBoard's training programme for youth workers delivered 84 sessions to 78 youth workers, while providing a range of additional support. Collectively our activity has helped to bring children and young people together. support the playwork workforce and build capacity and awareness of play across the sector. PlayBoard's OUR Generation programme strives to improve relation5 between communities and build peace using a play methodology. OUR Generation is a cross-border partnership project delivered through seven regional organisalions and is funded through the European Union's PEACE IV Programme, managed by the Special EU Programmes Body ISEUPB), lo build positive relations and emotional resilience in communities impacted by the Troubleslconflict across the island of Ireland. It is hoped Ihal the overall project will reach 35,000 children. young people and the adults who support them during the life of the project. Programmes provided wll include accessible. age-appropriate prevention. eady inleNention and recovery activities delivered on a cross-border and cross-community basis lo support the mental and emotional well-being of children and young people within local communities. Children and young people wll engage in prograrnme design and delivery. including provision of peer support. developing skills and confidence to improve well-being within their communities and act as agents of change, building peace for future generations. Using play, PlayBoard will build resilience in children and young people by recognising and celebrating difference. in turn supporting their positive mental health and well-being. The organisation continues to administer the Bright Start programme on behalf of The Department of Health. Social Service5 and Public Safety through the Regional Childcare Partnership as part of Northem Ireland's emerging Childcare Strategy. P12yBoard represents the play sector in Northern Ireland on a number of National and Intemalional Forums including-. Four Nation Children's Play Policy Forum. the Play Safety Forum, Ihe International Play Association via the Northern Ireland branch (IPA Nll and the European Network for School Age Childcare as well as multiple local networks and forums including Childcare Partnerships, CINI Early Yeafs Alliance, NICCY Participation Forum, All Party Children and Young People's group, Childhood, Transition and Social Justice Inilialive. PUBLIC BENEFIT STATEMENT PlayBoard's direct beneficiaries are children, young people, parents. carers. child-minders. playworkers and play-based organisations. Further the children and young people who are supported by those organisations can be viewed as indirect benefi¢i8ries.
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 BENEFITS The following benefits wll be achieved from PlayBoard's purposes: Increased effectiveness and efficiency of comrnunily and voluntary sector organisations concemed with the provision of play-based activities in Northern Ireland, resulting in enhanced outcomes and service delivery and, consequently an improved quality of life for those children & young people., Increased self-awareness, resilience, competence and confidence among children & young people. The development of children and young people's social skills and abilities and an enhanced sense of purpose and fuifilment through play- Enhanced knoedge and capacity of children, young people parents. carers. child-minders, playworkers and play based organisalions to make healthier lifestyte choices through play. Increased knowledge. understanding and awareness of the importance of play opportunities in supporting child development among beneficiaries involved in delivering play-based activities: Enhanced ability of the play sector to provide advice & infomialion to statutory sector bodies and agencies. funders and others to exert a positive influence on the development of policy and Provide statutory authorities and others wth opportunities to connect wlh young people in a positive manner. The immediate beneficiaries are those community and voluntary sector organisations and statutory bodies and agencies and others concemed with play provision activities.. Raised awareness about the child's right to play and the cultivation of a society that favours equality and diversity and challenges prejudice lated to the right to play in Northem Ireland- Improved governance within Management Committees. resulting in improved sustainability of their community Play Groups or childre cenlres,. Connecting children & young people to their communilies through play, resulting in positive ci112enship and behavioural change; Increased opportunities for children & young people to engage in play activities that bring both communities and people together, leading to greater social cohesion, improvements in health and fitness, well-being and personal fulfilmenl., Enhanced mental health and well-being of children and young people which builds self-esteem, independence. resilience and respect for self and others. Through advice. support. training and play based activities beneficiaries are supported to develop new skills and coping mechanisms. Benefits will be evidenced in the following ways; PlayBoard operates an outcomes-based accountability framework, which is used to measures the impact of all areas of work. The following mechanisms are used to measure impact.,
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 Feedback and evalualions of the work and impact from children and young people who participate in PlayBoard programmes and who participate wilhirj the play organisalions PlayBoard provide support, advice, and training. This enables PlayBoard lo conduct internal reports of the play-based organisations concerned and carryout both internal and extemal evaluations of both their work and that of PlayBoard. Evidence is derived from engagement and feedback from children and young people. community and voluntary sector represenlalives, reports produced by slalutory sector bodies and agencies as well as funders and other likeminded organisations. Evidence of impact is gleaned through analysis of social policy wherein play is now included. Regular satisfaction and impact SUeyS are conducted with PlayBoard members, school age childc8re providers, parents, carers and interested stakeholders. Private Benefits PlayBoard can confirm that there will be no private benefits and our purposes are not harmful to any of the identified beneficiaries. ACHIEVEMENTS AND PERFORMANCE The year 2022123 has been one of change for the organisation at Senior Management level. Following the retirement of Jacqueline O'Loughlin. PlayBoard carried out a recruitment process where Alan Herron was appointed as Chief Executive Officer in June 2022 wth Angela Stallard subsequenuy laking on the role of Director of Service Delivery and Development {Actingl. The impact and legacy of Covid-19 on PlayBoard's delivery continued to be fell throughout the year, with online approaches still in situ- however. as restrictions eased. we were able to retum to office working under Hybrid Worting Policy. Throughout the year, PlayBoard continued to work lo promote the benefits of play for children and young people. Ironically. the pandemic shone a spotlight on the importance of play and how essential il is for children and young people to have the lime, space, and permission lo play, especially following the challenges faced during Covid-19. During the year, PlayBoard was delighted to receive funding from the Department of Education IDE) to deliver the 'Taking Outdoor Play Seriously ITOPSI, and 'Positive PlayGrounds' programmes IPPgds). Funded via Covid-19 Recovery monies the Department could see the benefits and need for outdoor play for children following lockdown and school Closu$. Twenty schools took part and despite the many challenges faced, 10 schools successfully secured PlayBoard's prestigious TOPS Award for quality play delivery with a further 10 commencing their journey to embedding a quality outdoor play ethos through the Positive PlayBoard continued lo deliver a broad range of key services against the core themes within its overarching strategic plan as we sought lo advocate for. deliver and develop play across twelve strategic objeclive areas: 1. Advocating for play. 2. Building our evidence based on practice and experience. 3. Strengthening our voice. 4. Developing and delivering a quality framework suitable for several sectoral context5. 5. Promoting and developing the playwork workforce. 6. Delivering playwork.
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 7. Working with councils, schools. and childcare settings lo enhance understanding and knowledge of play and playwork. 8. Developing strategic alliances, collaborations and new partners to promote the health and inclusion benefits of play e.g. PHA, disability sector. 9. Enhancing our cross-border profile to share learning and develop new relationships and partnerships. 10. Advancing PlayBoard's economic growth. 11. Developing PlayBoard's competence, capability and capacity. 12. Enhancing organisational leadership, culture and growth. The Trustees Report provides an overview of the broad range of activities delivered in support of the key aims which underpin the Strategic Plan, namely.. Aim 1.. Being the authoritative voice for play. Aim 2.. Promoting quality in play and playwork practice. Aim 3.. Increasing and improving opportunities and conditions for play. Aim 4.. Pl8yBoard's organisational growth and developmenL Some highlights under each key strategic aim includes (not definilivel: Aim 1.. Being the authoritative voice for play. Strategic representation on 30+ neOrkS. forums, partnerships including UK Play Safety Forum. UK Play Policy Forum. DOE Sectoral Partnerships, NeOrk Youth Nl, All Party Groupings, Childcare Partnerships, NICCY Participation Forum etc. Representing the school age childcare and play sector on Ihe neY established Early Years and Childcare Strategy Reference Group and Stakeholder Forum. In partnership with the Mae Murray Foundation undertaking 'Let Me Play. an Inclusive Play Park Study and subsequent report. Play Safety Forum 'lncluding Disabled Children in Play Provision, slalement published and launched as part of 4 Nations Policy event, ongoing presentations to various forums and councils. Presented internationally on our work at 'Play on Eady Education, conference in Athens. at the Children's Research Network conference in Dublin. online at the Australian National Sports Convention and al IPA Wortd online events. Undertook consultation with children from school age childcare on behalf of DE on their vision for an Early Years and Childcare Strategy. Ongoing engagement with senior government officials acr055 a range of departments aimed at enhancing the commitment to delivering quality play opportunities. Facilitated quarterly Play Development Forum meetings and site visits with council and DE. Increased social media followers across Facebook by 17Yo and Twitter by SD 12 E-Plays issued in year and 4 E-Play updates. Within the year, PlayBoard has increased its membership by 13¥0 from the previous year, rising from 1,414 members at the beginning of April 2022 to 1,596 at the end of March 2023. Aim 2.. Promoting quality in play and playwork practice. During the past year PlayBoard has worked hard lo support the delivery and provision of CPD opportunities. In seeking to do this we have worked strategically with a range of partners including government departments, Childcare Partnerships. local authorities, training provider5, colleges and employers to prornole greater access lo training and qualifications. greater choice of courses and greater aCsS to variety of approaches to leaming. Inclusion on neY formed Sectoral Partnership {Dept Economy driven) representing playwork. Five meetings attended.
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 Input lo the National Occupational Standards Review {4 Nations group. representing PETCS across the 4 Nations) and participation on PETCUK and PETCNI. The profile and professionalism of playwork has been enhanced, and training and practice has stimulated collaboration and cross-secloral mobility wlhin the children's workforce. DE Getting Ready to Learn IGRtL}- four webinars delivered in year to Early Years practitioners. Childcare Partnerships- face-lo-face and online training specific to the school age childcarelplay sector. with tender renewal into 2024. Bright Start- ongoing quality, governance and monitoring support for 50 SAC projects. 25 cluster sessions were delivered reaching 250 partlClP8nts. Early Years Development Fundinq allowed PlayBoard to deliver 2 x Iraininq sessions to 91 individuals representing 37 organisations. 37 Play Resource packs (small play equipment, Space lo Play book and a number of play documents) distributed. This year concluded our Youlh@Play proqramme deliverinq 84 sessions wth 78 youth WOTkers achieving Level 2 and 31 youth workers achieving Level 3. Spaces 2 Be, OUR Generation project have delivered 115 sessions lo children & younq people. praclilioners and parents with 674 attending. 3 seminars were also delivered wth 191 attending. Aim 3- Increasing and improving opportunities and conditions for play. Hosted small scale Playday event in 2022 Ifirst since pandemic) with approx. 50 children in attendance. Play delivery included 70 community play sessions for Newry, Moume and Down District Council durinq July and August 2022- 191 child in attendance at six pop up play sessions for Mid and East Antrim Borough Council- 3 Street Play sessions for Armagh City, Banbridge and Craigavon Borough Council. This year we developed a partnership with Radius Housinq and facilitated two pilot proqrammes for two new housing developments (indoor afterschool play I street play programmesl. We were deliohted to be approached by Maqhaberry Prison to re-establish a play proqramme developed during DE'S Play Matters programrne. Sessions were held with fathers in the prison to highlight the importance of play, how play can reconnect families. and play planning for a Christmas Families Party- A focus this year was 'Play in times of Hardship. which became the theme for our annual AGM and seminar event. Staff presented on our new'Play in limes of Hardship. resource and Iow-COSt play ideas. The resource has been very well utilised and received. We were pleased to receive sUPPOrt from DE who provided hard copy versions of the resource for distribution. Followinq this theme our intemal Eco Committee linked in with local supermarkets over the Christmas period and staff provided play sacks for children and families which were distributed via local foodb8nks. Aim 4: PlayBoard's organisalional growth and development. Redevelopment of PlayBoard's website. This year seen the formation of four inlemal subqroups who are each proqressinq areas of work- Eco Committee, Play and Leisure Committee, Playday Committee and Fundraising Committee. The financial year has also seen PlayBoard develop ils work in the Republic of Ireland. Various strands of work have included Play Strategy development wlh Kerry County Council, training programmes with Cobh Youth Services and Dublin City Childcare Committee. PlayBoard were delighted this year lo secure a joint post for the Republic of Ireland wlh National Childhood NeOrk {NCNI. The p05t holder has settled well into the post, based in Monaghan. She has been instrumental in establishing connections to pro-actively advocate for play by developing relationships with key stakeholders including political represenlalives, govemment officials, colleagues. and practitioners from across the children's sector. PlayBoard plan to strengthen the objectives for the post, including income generation, throughout the new financial year.
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 Towards the end of 2022, PlayBoard staff team undertook a Strategic Planning Review Day aimed at enhancing staff awareness of the strategic vision. Several group exercises encouraged collective ownership and understanding of our operational activity ond key aims. A key outcome of the day was a shared vision for the future of play and a desire to achieve Play Sufficiency within Northem Iland. PLANS FOR FUTURE PERIODS PlayBoard's vision is of 'A society where the right to play is both valued and realised,. In seeking to achieve our vision, PlayBoard wll continue lo represent the voice of children, young people and the play sector. advocating and lobbying on their behalf with local and regional govemment officials, departments, Councillors and MLAS. PlayBoard wtll continue to build the capacity of the sector to fully engage wlh children and young people, providing play experiences that support the holistic development and overall health and well-being of children and young people through the provision of training and quality play projects. PlayBoard wll Oesiqn, develop and deliver play traininq proqramrnes aimed at both the playwork sector as well as wider sectors that have an interest in. or an influence on play. Lead on the completion of research aimed at hiqhliqhtinq the impact of play on individLtals and communities. Proartively enqaqe with qovemment Departments and Councils with a view to influencinq policy and practice. Advocate and lobby for children and younq people's riqhl lo play. Provide support, advice and quidance to 811 who h8s an inlerest on play. Deliver focused area-based community development projects cenlred on enhancinq play experience wthin communities. The Ihree-year Strategic Plan for 2021-2024 has successfully finished its second year of aclivilies. An annual operational plan was agreed for April 2023 - March 2024. The impact of Covid still impacts on how support and services are fully delivered as part of this plan. Some of the key challenges and changes for the next year include- Completion of the operational plan so that PlayBoard meets its slraleqic aims and objectives. Onqoino support to the play sector in recoverino from the impact of Covid. Home and office workinq will continue until the challenqes associated with this in the delivery of services have lapsed and it is safe to fully return to the office. Completion of contractual service level aqreements in the delivery of face-to-face services. Continued focus on supportino the play sector reqardinq the impact of the Children and Younq People's Strategy. PlayBoard has been award grant funding from the Department of Education lo deliver, develop and further children and young people's play throughout Northern Ireland. PlayBoard is recognised as the Department's strategic partner for play in Nl, a major achievement for PlayBoard, which no other organisalion has achieved, PlayBoard will look lo develop both its strategic and operational plan to ensure that it is fit for purpose during the economic downturn, appraising different work methods and areas of delivery that wll support the organisation inachieving its strategic airns. FINANCIAL REVIEW The results for the year a set out in the attached financial statements. The total funds held al the end of the year are shown in the notes to the financial statements. Initial review of the results for the year suggests an overall deficit of £32,043. The results need lo be 10
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 FINANCIAL REVIEW considered in light of the £33,427 depreciation charged in the year. Therefore, the reality is that PlayBoard made a small trading surplus of £1,384. PlayBoard wll continue lo enable the organisation to become more sustainable so that il can achieve its aims and objectives. DESIGNATED FUNDS The Executive Committee recognise that purchasing, renovating and fumishing the building at Crescent Gardens has a financial impact on the organisation. £232,861 of the unrestricled general fund has been designated for such activity. The Executive Committee also agreed Ihal an unreslricled designated business development fund be implemented and any unreslricled undesignated reserves above £424.050 be allocated to this fund lo enable PlayBoard to meet its aims and objectives. £24.404 of the depreciation charge this year has been sel off against this designated fund brought forward. This leaves a designated fund balance lo be carried forward of £1,131,787. RESERVES POLICY PlayBoard's reserves policy explains to existing and potential funders. donors and other slakeholders why a charity is holding a particular amount of reserves. A good reseNes policy gives confidence to stakeholders that the charity's finances are being managed and can also provide an indicator of future funding needs. The aim is to provide sufFicient funds to cover any unforeseen costs which may arise, recognising the volatile grant environment as well as allowng for the payment of any liabilities which would arise should the company cease to operate. In the Executive Committee's view, the reseNes should pn)vide the charity with adequate financial stability and the means for it to meet ils charitable objectives for the foreseeable future. PlayBoard's reserves policy will be used lo assist in strategic planning by considering how new projects or activities will be funded. It will infomi the budget proce55 by considering whether reserves need to be used during the financial year or built up for future projects and it wll inform the budget and risk management process by identifying any uncertainty in future income streams. The Executive Committee have established a policy whereby the unreslricled funds not comrnitted should equate to six months, total resources expended. Any call upon the use of reserves will be at the approval of the Executive Committee which IMII examine the rationale for doing so and agree an amount where appropriate. The Executive Committee have agreed a level of reserves of £424.050 needed to cover six months. At 31 March 2023, the level of'free reseNes" exduding fixed assets and designated funds were £424.050. REFERENCE AND ADMINISTRATIVE DETAILS Company Number: N130225 Inland Revenue Charity Number.. XR86639 Registered with The Charity Commission for Northern Ireland.. NIC104724 Registered Office: 7 Crescent Gardens. Belfast. BT7 1 NS 11
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 OUR ADVISORS Auditors FPM Accountants Ltd Charted Certified Accountants & Statutory Auditor Unit 1. Building 10 Central Park, Mallusk Road Newtownabbey Co. Anlrim BT36 4FS Bankers Bank of Ireland 1 Donegall Square S, Belfast BT1 5LR Solicitors Cleaver Fulton Rankin 50 Bedford Street Belfast BT2 7FW STRUCTURE, MANAGEMENT AND GOVERNANCE STRUCTURE PlayBoard Nl is incorporated under the Companies (Northern Iland) Order 1986, being a company limited by guarantee not having a share capital. The company is governed by its Articles of Association since its incorporation on 6 December 1985. PlayBoard is also a charity and has been formally admitted by the HM Revenue & Customs, as such, for income lax purposes and is registered as a charity with the Charity Commission for Northem Ireland and abides by the legal requirements to submit an annual rnonitoring retum fomi providing infomiation on the charity's activities. govemances and finances. GOVERNING DOCUMENT PlayBoard is govemed by its Articles of Association. The Executive Committee confim that they have complied with their duty wlhin the Charities Act Nl 2008 and have amended the Articles of Association in line with the Charity Commission's general guidance on public benefit, which were agreed on the 8th October 2013. PlayBoard will carry out a govemance health check and make any recommendations arising from this on its Articles of Association at its next AGM in November 2023. MANAGEMENT STRUCTURE PlayBoard is a membership body for the playlplaywork sector. The Directors of the company are also Charity Trustees for the purposes of Charity Law and under the company's Articles are known as members of the Executive Cornmittee. In addition, three Honorary Office Bearers are elected to serve on the Committee.. these being a Chairperson. Vice Chairperson and Honorary Treasurer. All the Executive Committee members have APPOINTMENT OF BOARD MEMBERS Up to 10 Executive Committee members which include PlayBoard Honorary Officers are nominated 8nd duly elected by PlayBoard al ils Annual General Meeting. Committee members are appointed for a period of three years. Executive Committee members elected to an Honorary Officers post may exiend their tenu to a maximum of six years. The Executive Committee can also co-opt up to four additional members to fill a skills gap in the Committee make up as they see fiL 12
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 COMMIThEE INDUCTION AND TRAINING New Executive Committee members undergo induction training to brief them on good governance. their roles and responsibilities. their legal obligations under charity and company law, the committee and the decision-making processes, the strategic and operational planning processes, the organisational structure and key organisational activities. As part of their induction Executive Committee members are provided with the following.. PlayBoard's Articles of Association PlayBoard's Vision Mission & Values PlayBoard's Strategic Plan PlayBoard's Operational Plan PlayBoard's TrusteelDirectors' Roles and Responsibilities PlayBoard's Finance & Personnel Committee Terms of Reference PlayBoard's Code of Conduct I Conflict of Interest policy PlayBoard's Skills Audit PlayBoard's organisational chart PlayBoard's Audited Accounts PlayBoard's Principles of Good Governance The Code of Good Govemance Northern Ireland PlayBoard Risk Register GOVERNANCE The Executive Committee ensures the good governance of the organisation by setting its strategic objectives and policy direction through PlayBoard's three-year strategic plan and monitoring progress on this through the annual operational planning process. The Committee meets every six weeks and the Finance & Personnel Sub-committee which specifically deals with the human and financial resources of the organisation meets on a quarterly basis. The Chief Executive. appointed by the Committee, manages the day to day operations of the organisation. To facilitate effective operations, the Chief Executive has delegated authority. within terms of delegation approved by the Committee, for operational matters which include the application and monitoring of the agreed strategic and operational objectives as listed in the Strategic and Operational Plans. In the course of the year PlayBoard Executive Committee met every six weeks to considered the potential impact of the recession over the next year on the organisation, including the threats to PlayBoard's income streams, how and when they might materialise and what PlayBoard would have to do to confront any constraints lo Ihe organisation's income. The Executive Committee assessed the possible strategic and operational risks in determining the costs for the coming year and has agreed a budget that enables PlayBoard to continue to be fit for purpose both financially and operationally. CONFLICTS OF INTEREST Executive Committee members and staff have an obligation to act in the best interests of PlayBoard and its beneficiaries, present and future. Executive Committee members need therefore to be sensitive to the possibility that their activities outside the organisation (including holding office or being otherwise involved in organisations, companies. political parties or) could be perceived as having a bearing on - or coming into conflict with - the objects and integrity of the organisation. Executive Committee members have a duty in law to avoid conflicts of interest and must not take part in any discussion or decision in which there is such a conflict. 13
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 Each year both Executive Committee members and staff will be asked lo complete a declaration of interests form to declare any affiliated connections through the following.. Spouse, domestic partner, child, mother, father, brother or sister or close associates. any corporation, business or non-profit organisation of which you are serve as staff . officer. board member, partner. participate in management or are employed by,. any trust or other estate in which you have a substantial interest or as lo which you serve as a trustee or in a similar capacity. Disclosure fomis are monitored as part of the risk register controls. Al the start of each Executive Committee meeting. members will be asked to declare whether any agenda items raise a potential conflict of interest. This will be recorded and reflected in minutes. Where a conflict of interest occurs, the Trustee concerned will withdraw from the meeting for that item on the agenda. It is the potential. rather than the actual. benefit from which the conflict of interest arises which requires authority, in order to avoid a breach of trust and to ensure transparency. RISK MANAGEMENT PlayBoard have designed and implemented a robust and comprehensive risk management toolkit that lets the Executive CoTnmillee identify the risks involved, assess how likely is it to happen and what would the impact be to the organisalion. These then let the Trustees plan and implement conlrgls that will mitigate the risk while monitoring and reviewing the identified risks wlhin the register. Through the Finance & Personnel Sub-committee on a quarterly and annual basis wherein both the strategic and operational risks are assessed lo which the charity is exposed, in particular those related to Strategic risks. which are those risks arising from major events that could impact across the whole of PlayBoard e.g. major overspend or serious damage to the reputation of PlayBoard and Operational risks, which are those arising from the day-to-day management of activities wlhin teams and less likely to impact upon other teams or PlayBoard as a whole. The health and well-being of our Staff, members and most importantly children and young people remains paramount. so PlayBoard continues to access and monitor risks associated with Covid-19 miligaling were POS5ible. Where a safe space is not pemiissible. PlayBoard continues to take appropriate measures to protect staff and our members with activities via online and other multimedia platforms. The Executive Committee are continually assessing the impact of Covid-19 and implementing measures to ensLtre PlayBoard remains fil for purpose, this is being done in the following ways-, The Board meet on a six weekly basis lo examine the following., Ensure PlayBoard have an effective risk management procedure in place taking account of Covid-19 related risks, for 8xample cyber security and data protection, as well as a relum-to-work risk assessment and policy. Ensure PlayBoard communicates with funders to confirm that funding will still be provided. Review the financial slatU5 of PlayBoard questioning management's rationale and underlying assumptions in their financial assessments, keeping up to date of the current financial position, taking any action if needed. being realistic with projections and focusing on essential spending only, reducing overheads where possible. Ensure that PlayBoard continue to look for new funding opportunities, while confirming that current activities and commitments are met, reviewing if any projec15 can be delayed or cancelled. Consider cash SerVes, which can be used lo help cope with unexpected events if needed. PlayBoard continues to monitor all procedures associated with risk management and ensure that continuous risk assessment feeds into any decision making and business processes that will miligale its 14
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 exposure to the major risks identified. PAY POLICY FOR SENIOR STAFF The Trustees (Executive Committee) all give of their time freely and no Trustee received remuneration in the year. The organisation has adapted the National Joint Council (NJCI pay scales for ils use for many years, were the Finance & Personnel through an evaluation made a recommendation of pay points for each grade within the organis81ion including the Senior Management Team. These pay scales at the time were set based on an external benchmarking exercise against roles with similarjob roles and levels of responsibility. Cost of living increases are assessed by the Finance & Personnel Committee before going to the Executive Committee for agreement. RESPONSIBILITIES OF THE TRUSTEES The Executive Committee (who are also the Directors of PlayBoard for the purposes of company law) are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and regulations. Cornpany law requires the Executive Committee lo prepare financial slalemenls for each financial year. Under that law the Executive Committee have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law)- Under company law the Executive Committee musl not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and the income and expenditure of the charitable company for that period. In preparing these financial statements. the trustees are required lo.. • select suitable accounting policies and then apply them consistently. observe Ihe methods and principles in the Charities SORP. make judgements and accounting estimates that are reasonable and prudent. stste whether applicable UK Accounting Standards have been followed. subjed to any material departures disclosed and explained in the financial statements. prepare the financial slalements on the going concern basis unless it is inappropriate lo presume that the charitable company will Continue in operation. The Executive Committee are spOnSible for keeping adequate accounting records that are sufficient to show and explain the charilable company's transactions and disclose wlh reasonable accuracy al any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other iffegularities. The trustees are responsible for the maintenance and integrity of the corporate and financial infomalion included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. The Executive Committee are continually assessing the impact of Covid-19 and implementing measures to ensure PlayBoard remains fit for purpose, while protecting both its staff and members by moving activities 15
PLAYBOARD NORTHERN IRELAND Report of the Trustees Year Ended 31 March 2023 to an online model where a safe space is not available. As a result of the actions above. these accounts are considered to be prepared on a going concem basis. Statement as to disclosure to our auditors In so far as the Executive Committee are aware at the time of approving our trustees, annual report.. there is no other relevant audit information of which the charitable company's auditor is unaware.. and the tru51ees, havino made enquiries of fellow directors and the qroup's auditor that they ouqht to have individually taken, have each taken all steps that helshe is obliged lo lake as a director in order lo make themselves aware of any relevant audit infomiation and lo establish that the auditor is aware of that infom)ation. By order of the Board of Trustees stuart Buchanan Chairperson Date: 16