This presentation on Better annual reports was given by Caron Bradshaw, Gill Gibb and Kate Sayer.
This was given at the Evolve 2013 conference.
Find out more about NCVO events: http://www.ncvo.org.uk/training-and-events/events-listing
2. Agenda
• Scene set - annual report basics
• Sharing good practice, avoiding bad!
• Compliance; from burden to blessing
• Risk, reserves
• Impact
• Making the most of your messages
• Consistency, clarity, conciseness
• Tell the story of the numbers
3. Basic structure:
• Trustees Report
• Independent Auditors Report
• Statement of Financial Activities
• Balance Sheet
• Cash Flow Statement
• Notes to the Accounts
File with the Charity Commission by 10 months of the
financial year end and published on the Charity Commission
register.
Understanding charity accounts - the basics
4. Statement of Financial Activity (SOFA)
• Income and expenditure linked to activities
• Expenditure split between charitable activity, governance
costs and costs of generating funds
• Differentiates between general funds, restricted funds
and endowed funds
5. Balance sheet
• A snapshot of how funds are held at the year end
• Shows long and short term assets and liabilities
• Importance of free reserves
Balance Sheet(s)
7. Sharing good practice, avoiding bad
Group exercise
• Look at the annual reports and compare
them
• Which ones are the most effective at
explaining their impact?
8. Improving your annual report
Vision and strategy Mission “what we want to achieve”
Problem and need What, scale, impact on those affected
Overview and activities
Outputs
Outcomes
Activities to achieve the goals
Numbers of people/demand
Change achieved
“Talking about results” by NPC
9. What should a reserves policy
contain?
• At a minimum:
• reasons why reserves needed
• level or range of reserves needed
• action to achieve desired level
• arrangements for review
• SORP requires actual level of reserves
in £ at year end
11. Making the most of your
messages
The 3 „C‟s‟
• Consistency
• Clarity
• Conciseness
Tell the story of the numbers
• NOT the story you wish they told
• Funders, donors, collaborators, potential
employees etc notice in today‟s competitive
environment
12. Consistency
In an ideal world:
• Written by one person
• Proof read by another – not the whole
Board
• Same tone throughout
• Compliance with brand guidelines
• Clear sign-off procedure agreed
13. Clarity
In an ideal world:
• This is a key marketing tool – don‟t
waste the opportunity
• Use plain English – don‟t try to use long
words for the sake of it
• Try tables and graphs to get the point
across in a different way
• Pictures can paint a thousand words
14. Conciseness
In an ideal world:
• Determine what your key messages are
– and stick to them
• Less is more – or your point will be lost
(and the reader‟s will to live)
• Did you meet the objectives set?
• What are your objectives for the next
financial year?
15. Tell the story of the numbers
• Sounds obvious – funders will compare
past years and what you said you were
aiming to do
• Why are the reserves the reserves?
• What‟s the rationale for any
designations?
• What‟s happening with the restricted
funds?
• Can you show that you have responded
to emerging issues/risks?
16. Tell the story of the numbers...contd
• Can you show increased efficiencies year on
year?
• Has income increased following creative
solutions?
• Try to be clear about central or administrative
costs
Overall- are you a going concern worth
investing in, working with or working in.
With a focus on organisational performance, this workshop will help to get your thinking started about how you can work with colleagues on performance reporting. Starting with internal reporting, we look at success and performance from different perspectives so that we can build a picture of the outcomes we need to manage and the process to get to them. This session provides a taster for a longer training course provided by CFG nationally.
The real aim of this course is to help you and your organisation to understand what works. When you know that, you can make better decisions and you can tell the rest of the world about it. You may have to get to that point by a process of trial and error.We are expecting to start from the internal reporting and then moves to external reporting, but there is some overlap in the methods.All the approaches imply a shift to outcomes and thinking about how you will achieve them and how you will know whether you are achieving them