The StreetGames Governance Statement has been developed in the interests of transparency, in order to help our varied stakeholders understand:
- The structures through which the charity is governed
- The key frameworks within which it operates and the major controls to ensure compliance
- The continuous improvement processes it has in place to ensure good governance
Legal and Organisational
The charity is a company limited by guarantee, governed by its Memorandum and Articles of Association and all members of the board are also members of the company.
The charity’s wholly owned subsidiary, Doorstep Sport Trading Ltd (DST Ltd) was established during 2015 to explore commercial opportunities. DST Ltd has a licence from the charity to utilise its intellectual property rights and branding for these purposes and donates all of its profits to the charity via Gift Aid.
Admission to the board is by election and through an open recruitment process. The board seeks to add to its capacity by recruiting individuals with particular strengths in the fields of sport and regeneration, or with specific skills that will strengthen the governance function of the board and promote new and diverse perspectives. It therefore carries out regular skills audits and a recruitment panel, consisting of trustees and convened for the purpose, plans recruitment with identified gaps in mind.
The role of the board is to provide direction and stewardship for StreetGames for the benefit of current and future beneficiaries, by:
- Setting the vision, mission and values for the charity;
- Developing strategy to achieve the charity’s objects, and monitoring and communicating performance;
- Ensuring that the charity seeks the views of stakeholders and that these views are considered in developing strategy and delivering services;
- Acting as the guardians of the charity’s assets, both tangible and intangible, taking all due care over their security, deployment and proper application;
- Ensuring that StreetGames complies with all constitutional, legal and regulatory requirements;
- Ensuring that the charity’s governance is of the highest possible standard.
All trustees receive a full induction, including the provision of a detailed trustee handbook and associated training, the opportunity to attend meetings in advance of joining the board, and the opportunity to meet with senior management and other board members.
Whilst the board reserves key strategic decisions to itself, day to day management of the charity is delegated by the charity trustees to its chief executive officer.
Board Terms of Reference and Scheme of Delegation
Board and Committee Agendas and Minutes can be found on our Finance & Governance page.
The board meets four times per year. It has three sub-committees which serve to advise the board, and provide additional scrutiny in key areas:
1. Finance Committee (Chaired by Peter Rowley OBE)
The objectives of the finance committee are to advise the board on:
- Maintaining an overview of the group’s financial health and strategy;
- Reviewing the financial strategy and systems on a regular basis and making recommendations to the board to ensure that the overall financial health is maintained;
- Day-to-day financial operations and controls including recommending the annual budget, monitoring actual performance against that budget and monitoring the production of timely and accurate management accounts;
- The approval of operational financial systems, investment management controls and policy;
- The adequacy of risk management, internal control, governance and human resources pertaining to financial and related matters.
2. Audit Committee (Chaired by Margaret Bowler)
The objectives of the audit committee are to:
- Provide the board with assurance that an adequate process of corporate governance, risk management and internal controls are in place and working effectively;
- Monitor the integrity of the financial statements of the charity, reviewing significant financial reporting judgments contained within them, and to advise the board on the contents of the audit report and any management letter drafted by the external auditors.
3. Fundraising Committee (Chaired by Victoria Hill)
The objectives of the fundraising committee are to:
- Support the development and implementation of fundraising and communications plans;
- Identify strategic fundraising and marketing opportunities for the charity;
- Review fundraising opportunities against the charity’s ethical fundraising policy and make recommendations to the board based on this and other considerations.
Governance and Ethical Frameworks
The charity seeks to align itself with the principles of the Charity Governance Code. In addition, as a recipient of a significant amount of Sport England funding, it also operates to A Code for Sport Governance, jointly produced by Sport England and UK Sport, through which the government seeks to maximise the effectiveness it receives from its investment in sport. There are no significant deviations in the charity’s practice from either code.
StreetGames is founded on the basis of improving equality of opportunity, specifically equality of access to sport for people living in disadvantaged areas. The charity is committed to the principles of equality and preventing discrimination and will treat people with dignity and respect. It will promote equality in recruitment, employment and management of staff, and in the delivery of its services.
The board is committed to achieving gender parity in terms of numbers of trustees and intends that there will at all times be at least 30% female membership on the board. The board reviews its membership at least annually and is satisfied with the gender balance. It continues to seek to broaden the ethnicity and age range of its members.
2020/2021 Equality, Diversity and Inclusion Report
2019/2020 Equality, Diversity and Inclusion Report
Board and Committee Evaluation
The board and committees have a comprehensive and multi-faceted programme of self-evaluation to review their performance and help the charity to identify areas of improvement. A Code for Sport Governance requires that the board conduct a self-assessment on an annual basis, and facilitate an external evaluation every four years. The committees also undertake a self-evaluation, and going forward this will be on a biennial basis.
Trustees carry out an annual evaluation of StreetGames’ internal financial controls against legal requirements and good practice as set out in the Charity Commission’s guidance ‘Internal financial control for charities’ (CC8). Results of the latest review can be found here:
The trustees have a risk management strategy which puts in place procedures to:
- Integrate risk management into the culture of StreetGames;
- Manage risk in accordance with best practice;
- Fully document major threats and opportunities;
- Clearly identify risk exposures;
- Implement cost effective actions to reduce risks;
- Ensure conscious and properly evaluated risk decisions.
StreetGames Risk Management Strategy
As at March 2021, eight key strategic risk themes have been identified and both the audit and finance committees undertake a detailed review on a quarterly basis of the principal risks and uncertainties facing the charity and its subsidiary DST Ltd. The Covid-19 pandemic and governmental response has inevitably had a significant impact on our operational activity, and that of our partners, during 2020/21. We also recognise that increased competition for more limited funding opportunities is likely in the future.
Our response to ongoing key risks is set out below:
Network Capability – the risk that the StreetGames network is not in a position to successfully deliver local programmes, either as a result of a further lockdown, or because of a lack of available funding resources.
StreetGames has adopted a Response Framework to ensure that our response to Covid-19 balances the need to maintain our focus on our beneficiaries and the LTOs that support them and the need to manage the resources of the charity in a way that puts us in a strong position for the future. The Framework is set around four areas of work with a view to meeting the needs of our network as the external environment changes:
- Listen, inform, support – ensuring the voices of LTOs can be heard and relevant support tailored to individual needs,
- Fundraising and income generation – working with corporate and institutional funders to direct funds where they are needed most,
- Sharing ideas and approaches – supporting LTOs to prepare and deliver engaging physical activity content that reaches existing or new audiences within containment restrictions,
- Training and supporting staff and volunteers – including delivering on continued contractual obligations and meeting new needs arising as a result of pandemic response.
Resources – the risk that StreetGames has inadequate staffing resources to deliver its contractual commitments.
The organisation has a keen focus on retention and staff development, seeking to ensure effective supervision and support for key staff, with regular performance reviews, mentoring, in-house training and development in place. A staff-led wellbeing group was established during 2019 to lead on development and maintenance of staff support structures. This group has been at the forefront of plans to support staff during the upheaval generated by Covid-19. Regular ‘temperature check’ surveys have demonstrated high levels of satisfaction with StreetGames’ response.
Funding and Fundraising – the risk that StreetGames generates insufficient financial resources to deliver its commitments.
The Covid-19 pandemic response has inevitably impacted on the finances of our funders. It has also affected the capacity of our partners to deliver face-to-face activity with young people, creating uncertainty around our ability to deliver contractual commitments for 2020/21, and thus draw down associated funding.
Budgets and forecasts have been kept under review to take account of the latest understanding of the financial environment. We continue to access new funding streams and firm up existing contractual commitments. Funders also continue to offer considerable flexibility, such that we have been able to either re-profile or redesign activity in order to deliver the vast majority of programmes within expected timescales. Where financial risks remain, these are monitored closely and changes in our understanding of delivery are incorporated into updated financial forecasts.
In order to help manage the uncertainty, we have taken steps to reduce our expenditure. As a result, we believe we will be in a position to deliver a modest surplus for the year. However, we recognise that the funding environment in the aftermath of the immediate Covid response is likely to be extremely competitive. We continue to maintain good relations with existing funders and seek to ensure a broad funding base as a means of managing this risk.
Finance and Financial Control – the risk that StreetGames has inadequate cash flow or reserves.
Both the cash flow and reserves position continue to be resilient and StreetGames holds sufficient free reserves to meet the requirements of its reserves policy. Procedures are in place to ensure the chair of the finance committee is informed should cash balances drop below £0.5m.
Income receipts can be variable, dependent on funding draw down and claim submission. However, our relationships with our major funders is good and we seek payment in advance of need where possible. Every effort is made to maintain flexibility around timing of expenditure and of grant payments in particular should funds run low. Current cash flow forecasts predict balances in excess of £0.5m at least until March 2021.
Governance – the risk that governance arrangements do not meet best practice.
Corporate governance structures and systems are in place to meet all legal requirements, together with governance requirements of funders. An Assuring Good Governance group ensures governance and compliance issues are actively managed and the audit committee scrutinises the overall approach to internal control. Compliance with Tier 3 requirements of A Code of Governance for Sport has been achieved and we hold Quest’s Sport for Development accreditation with an ‘Excellent’ rating.
Covid-19 prevention measures with respect to staff wellbeing have been implemented in line with government ‘Covid secure’ guidance. StreetGames staff continue to work from home unless absolutely necessary.
Safeguarding – the risk that a major incident takes place at a StreetGames event or LTO funded activity.
Safeguarding remains a key area of focus, both in terms of our own internal delivery and our relationship with partner LTOs and their provision. Trustees undertook a detailed review of all safeguarding systems and procedures during 2018/19, and as a result, a risk-based approach to checking and challenging safeguarding policy and practice has been implemented, with a view to supporting smaller organisations.
In April 2020 StreetGames attained the Preliminary Standard of the Child Protection in Sport Unit’s Safeguarding Standards.
Data Protection – the risk that StreetGames or its partners inadvertently disclose personal data.
A data protection and records management policy is in place, alongside associated protocols.
An IT security review was completed in February 2018 and security protocols around data management systems were improved as a result. The organisation continues to move to cloud-based systems, which will allow increased managerial oversight. IT security and data protection training was completed with all staff during 2019/20 with a view to reducing risk of inadvertent breaches by individuals.
Training quality – the risk that StreetGames’ apprenticeship training offer is not to an appropriate standard.
Provision was subject to a mock Ofsted review during December 2019 and this, alongside our latest Self-Assessment Review (SAR – completed in February 2020) have informed the contents of our Quality Improvement Plan (QIP), which is subject to ongoing implementation. The SAR and the QIP have been reviewed in detail by both the internal Apprenticeship Steering Group (ASG), which has senior management representation, and by the audit committee.
The ASG reviews key performance indicators monitoring both quality and progress of delivery on a monthly basis.
External audit services are provided by Crowe UK who were appointed for the first time in December 2016, as a result of a competitive tender process carried out by the audit committee. There are currently no plans to re-tender for the service in the immediate future.
During the audit of the 2019/20 accounts Crowe UK were satisfied that no significant control issues had been identified. In light of the considerable uncertainty affecting all UK organisations this year, the Crowe undertook detailed work to ensure that it was appropriate for the annual accounts to be prepared on a ‘Going Concern’ basis.
The audit committee scrutinises the StreetGames and the Doorstep Sport Trading Ltd annual report and accounts, before recommending their approval to the board of trustees. The committee has the opportunity to question the external auditor during this process, including without the presence of the StreetGames finance team.
In addition to audit services, Crowe UK also supply StreetGames with advice in relation to taxation. This is provided by a separate team to that which supplies audit services.