Executive Pay The Trustees have an established Remuneration Committee made up of at least three Trustees. Their role is to look at the pay, benefits and conditions for all employed staff; to conduct and review the CEO’s annual appraisal; and to review and set the pay for the Executive Team. They are aided in this last role by Total Reward Solutions, who conduct benchmarking and com- parison work using data from the Statutory, Voluntary and Commercial sectors. Principal Risks and Uncertainties The Charity has a Risk Management policy and procedure covering our current day-to-day operations as well as any new business development programmes. Risks are reviewed by the Executive team and the Finance, Risk & Compliance Committee, according to the potential impact and /or likelihood of occurrence. All risk is RAG-rated and reviewed on a regular basis. Key Risks Areas: Risk Area Management Funding: YMCA projects may be
X Funding challenges in the wake of Covid-19. X Making allowances for Inflationary pressures X Monitoring spend and reviewing suppliers in view of rising cost of living and utility costs. X Supporting YMCA England & Wales to engage with Central Government. X Diversification of funding to include greater generated income.
impacted by changes in policy at both Local and Central Government level, plus outside factors
X Reviewing cost-effectiveness. X Development of new services. X Investment in Fundraising capacity.
Safeguarding: YMCA clients may be at risk from abuse
X Robust Safeguarding Policy & Procedure, reviewed annually. X A staff Committee from across the organisation to ensure high quality implementation of the policy and procedures. X Using MyConcern as a safeguarding IT platform X A safeguarding dashboard presented to the Finance, Risk & Compliance Committee. X An outside agency to support our safeguarding and keep us up to date with developments and learning. X Working with YMCA Pension Scheme on ETV process X Engagement with the Pension Scheme on issues and actions to maintain or reduce the pension liability. X Triennial consideration of S75 buy-out.
Pension: YMCA Defined Benefit Scheme’s deficit increases and im- pacts costs dramatically.
Reputation: An incident or occurrence may damage or have a negative impact on how people perceive the organisation.
X Pro-active management of projects. X Strong policies and procedures. X Positive relationships with media. X Professional PR support in place. X Monitoring of complaints. X Review of incidents, including near-misses.
Data Security: Loss of personal data or an outside agency attempting to access information nefariously.
X Robust information husbandry of policies and procedures. X Professional IT support. X Pro-active approach to data safety. X Staff training. X GDPR Compliance.
Health & Safety
X The Group’s safety manager undertakes management of all safety matters for the Group. X The Health & Safety policy is agreed and signed off by the Board, once it has been to the Finance, Risk & Compliance Committee for comment. X An H&S report (covering every aspect of safety that is noted within the groups Health & Safety policy) is submitted to the Board on an annual basis. X Fire, asbestos, Legionella, COSHH compliance checks are undertaken throughout the Group on a 3-monthly basis by the Head of Facilities. X All risk assessments for staff are developed and personally issued to staff and volunteers, and accident and near miss and fire reporting is collated by the H&S Manager. X The Health & Safety Committee meets 3-monthly to discuss any safety matters that need resolution or further action, has 16 members of staff, nominally 1 person from each area of the business, and includes the Accommodation Director in its number.
Staff and Volunteers: Failure to recruit or retain staff or volunteers.
X Regular 1-2-1s and support meetings. X Investors in People accreditation. X Trusted Charity certification X Training and development opportunities. X Staff and Volunteer welfare. X Staff benefits. X HR Dashboard set up to monitor key trends
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