Scottish Hockey Annual Report 2020 1 2020 Financial Highlights

Total Page:16

File Type:pdf, Size:1020Kb

Scottish Hockey Annual Report 2020 1 2020 Financial Highlights 2020 ANNUAL REPORT AND FINANCIAL STATEMENTS ACHI EVE MENT 2020 Strategic Highlights 2020 was a year like no other. The Covid-19 pandemic has Just before lockdown the Schools’ Cup Finals saw two changed the world and never in our lifetime has change come so excellent events held at the Glasgow National Hockey Centre, suddenly, and with such widespread impact. Many people have which included our first ever live-streamed schools’ event. lost loved ones and our thoughts are with everyone who has We’re incredibly proud of our achievements in live streaming been affected by the pandemic. Scottish Hockey events over the last five years, and to live stream schools’ hockey is the latest step forward in showing For Scottish Hockey it was an exceptionally challenging year. our wonderful sport to as many people as possible. The In the blink of an eye all on pitch activity ground to a halt, performances by all teams competing were terrific, as was the with several competitions left outstanding. Our international noise from stands in one of the most exciting occasions on the athletes were severely limited in their preparations for upcoming hockey calendar. tournaments. Staff have been working from home with furlough used as far as possible in line with government guidance. With the Covid-19 pandemic everything changed, but with there being a lack of activity on the pitch we saw incredible Scottish Hockey announced a 50% reduction in adult activity off the pitch. We launched the Club Pledge initiative membership to reflect the impact of Covid-19 on adult shortly after lockdown first began to promote togetherness participation at that time, and help our clubs manage financial and community in these challenging times. strain in these unprecedented circumstances. We then decided not to invoice clubs for the second stage of membership income Very quickly 75% of clubs in Scotland ‘made the pledge’, and to reflect the lack of activity clubs have been able to deliver due clubs were supporting their members and wider communities to the Covid-19 pandemic. through a range of tremendous activities that ranged from online quizzes to food parcels; and from charity fundraising Despite financial pressures we managed to deliver a budget that to adventure trails for children around town. We even had a made only a slight loss, which is a fantastic outcome considering minion run a 5k for charity! the challenges presented by the pandemic. Club Pledge has since been widely recognised across sport I would like to take this opportunity to thank all our clubs for their and beyond for its impact, and the spirit of Club Pledge is hard work and support over the year. Everyone can be proud of something we hope to include in more activities going forward. how they have handled the Covid-19 pandemic, and how they have implemented advice and restrictions from government. We worked very hard throughout the year to produce clear Covid officers up and down the country in particular are and concise guidance as quickly as possible whenever there deserving of all our gratitude for the tremendous effort they have was a change to Covid restrictions. Building a Covid section put into keeping everyone safe during this year. of the website and maintaining simple and clean infographics have played a vital role in communicating the need-to-know I would like to thank Robin McLaren, the previous chair, for information to clubs and members quickly. Covid Officers guiding Scottish Hockey through much of the year under at each club in the country have done an exceptional job in the most challenging circumstances. Robin’s considerable putting guidance into action within their clubs, and to them we contribution over many years as part of the Scottish Hockey are thankful for their support and effort. Board has been significant. During lockdown we seamlessly moved the GB Coaching Let’s not forget that 2020 actually got off to a great start. offering online, giving coaches across Scotland fantastic Scotland men and women both competed at indoor European opportunity to learn, share best practice and stay connected tournaments; Scotland women took the bronze medal at during the pandemic. The online resource will be a tremendous EuroHockey Indoor Championship II in Croatia, narrowly missing tool in offering coaches support and easy access to learning out on promotion; while Scotland men also came close to opportunities going forward. promotion at EuroHockey Indoor Championship III in Santander. We also welcomed Canada to Perth to play an indoor test series Project Brave was launched in 2021, but the hard work against Scotland men, which was a fantastic occasion. was done throughout 2020 and already we are seeing the benefits. The performance team did a great job to create the The Indoor Gala Day in February delivered goals, drama and performance blueprint that will play a huge part in player, and trophies at Bells Sports Centre. Clydesdale Western won the coach, development across Scotland for many years to come. women’s final with Inverleith lifting the trophy in the men’s competition, while Hillhead retained their Women’s National Lead the Way is an initiative we are exceptionally proud of League 1 status with Watsonians gaining promotion in the men’s and in 2020 we welcomed our second cohort of Lead the Way promotion/relegation match. members onto the programme. Lead the Way has already proved there is tremendous young talent across hockey who Western Wildcats men and Dundee Wanderers women will become tomorrow’s leaders. Through Lead the Way we represented Scotland at European level in indoor club are passing on the skills and experiences that young people competitions, with Wanderers winning gold and gaining want to help them develop and lead hockey in Scotland to a promotion in Porto – a tremendous outcome. bright future. Contents 2 Financial Highlights 3 Clubs & Communities 4 Districts 5 Performance 6 Workforce 7 Sport Exposure 8 Leadership 9 Financial Statements 10 Board & Management Committee The Schools’ Cup Finals saw two excellent events held at the Glasgow National Hockey Centre, which included our first ever live-streamed schools’ event. We did manage some competition since March, as the With the pandemic exposing some frailties within Scottish North Conference was able to see teams compete through Hockey, 2021 will bring new challenges and opportunities. to the completion of the conference. It was a tremendous Towards the end of 2020 we announced our Membership opportunity to give players some competitive activity, try new Engagement Project, which we launched at the start of 2021. things, and offer opportunities to younger players in a fun and supportive environment. Scottish Hockey’s aim in commissioning an independent report as part of its Membership Engagement Project is to truly engage We held our first ever online AGM, welcoming a record with its membership, and to give our members a voice through attendance, and as we continue to embrace the possibilities anonymous independent data gathering. offered by technology, particularly platforms such as Zoom, the online format is one we plan to adopt going forward to increase The feedback has been heard loud and clear, and will help the opportunities for members to take part and contribute to Scottish Hockey reset and build for the future. We very much Scottish Hockey. welcome and appreciate members’ guidance and steer to help Scottish Hockey grow and develop stronger as a sport. Scottish To support Black Lives Matter we joined our partners at England Hockey’s members are the lifeblood of the sport and we’re Hockey and Hockey Wales to launch Stick it to Racism. Racism working hard on offering the best possible experience for our and discrimination of any kind is unacceptable and we must have members, and all involved in hockey in Scotland. zero tolerance of hate of any kind. I’d like to finish by saying a massive thank you to all the amazing Scottish Masters Hockey formed in 2020 to administer the volunteers across Scotland, and to the Scottish Hockey staff for masters international teams for men and women on behalf of all their hard work in 2020. Scottish Hockey. We were delighted to support the process and are excited for the future of masters hockey in Scotland. Martin Shepherdson Chair Scottish Hockey Annual Report 2020 1 2020 Financial Highlights Total income was down in 2020, however overall spend in this area. This allowed staff to continue to support expenditure was reduced significantly as well. Grants, clubs during the pandemic when it was greatly needed. including Covid grants such as furlough, accounted for 72% of operating income. Administration costs formed the only slight increase in expenditure, with reductions in spend in all other areas. 2020 registered a significant drop in membership and Reserves dipped by £1,817. competitions income, as well as commercial income. With no competitions, and significant reduction in spending on Despite financial pressures we managed to deliver a budget international squads, employment and related costs formed that made only a slight loss, which is a fantastic outcome HIGHthe majority of expenditure in 2020 despite a reduction in considering the challenges presented by the pandemic. Operational Income Operational Expenditure 2% 3%4% 4% 4% 13% 12% 5% 4% 5% 2020 8% 72% 2020 Government grants Domestic competitions Membership International squads Domestic competitions Development, education & performance 64% International squads Employment and related costs Development, education & performance Administration Sponsorship/Commercial 2% Other COVID Grants 7% 9% 6% 4% Other 13% 34% 2019 7% 53% 2019 44% 16% LIGH5% Total Reserves – 2015-2020 Surplus/Deficit for the Year – 2015-2020 130000 125000 12000 120000 115000 10000 110000 8000 105000 6000 100000 4000 95000 2000 90000 2015 2016 2017 2018 2019 2020 0 -2000 TS -4000 2015 20162017 2018 2019 2020 2 Scottish Hockey Annual Report 2020 Clubs & Communities Continue to build and expand a network of strong, sustainable clubs to grow the game KPI 1: 75% of Scottish Hockey members are affiliated to accredited clubs by summer 2022.
Recommended publications
  • Hockey Wales 360° Assistant Coach
    Hockey Wales 360° Assistant Coach Overview of 360 Hockey Centres The Talent development pathway has emerged as part of the holistic ‘Hockey for Life’ framework, through extensive research and consultation involving key stakeholders within Hockey Wales. The main aim is to promote a bespoke ‘Welsh Way’ of playing and delivering hockey, providing a shared vision to come together and deliver a holistic framework for all to engage, grow and excel in Hockey, one system for all. If we can all work towards this, we have the potential to: . Provide opportunities for as many people as possible to achieve their potential . Develop a stronger base for hockey to achieve more success at all levels of the game . Develop senior internationals for Wales and Great Britain . Develop national & international role models to inspire future talent The vision is to deliver a player-centred, development driven and competition-supported system, designed to permit talent to thrive. The Talent Development pathway has six tiers. Tier 1 Participation and development within clubs and schools Tier 2 360° Hockey Centres for Talent Development – learning to train and training to train Tier 3 Performance Clubs Tier 4 International Programmes (age group, Wales A and Wales) Tier 5 AspireGB Programme Tier 6 GB Youth & GB Senior Programme Purpose of 360o Hockey C entres In favour of the longitudinal talent development process these centres will be run over a series of months in the year allowing growth to take place over a substantial period of time. Training sessions will take place on pre-set dates according to a priority calendar on a Sunday.
    [Show full text]
  • Stakeholder Consultation
    Final Report Stakeholder consultation January 2015 CONTENTS Contents ..................................................................................................................... 2 About UK Sport ............................................................................................................ 9 Core responsibilities ................................................................................................ 9 Overview ................................................................................................................... 11 Introduction ........................................................................................................... 11 The purpose of consultation ................................................................................... 11 This report ............................................................................................................. 11 Methodology .......................................................................................................... 12 Defining the stakeholder universe .......................................................................... 13 Executive summary .................................................................................................... 14 Participant profile ...................................................................................................... 17 Stakeholder workshops .......................................................................................... 17 Written submissions ..............................................................................................
    [Show full text]
  • The Sports Council for Wales and Sports Council for Wales Trust 1 April 2016 – 31 March 2017
    Y Pwyllgor Cyfrifon Cyhoeddus / Public Accounts Committee PAC(5)-25-17 P1 SPORT WALES CHWARAEON CYMRU ANNUAL REPORT AND ACCOUNTS 2016- 2017 1 THE SPORTS COUNCIL FOR WALES AND SPORTS COUNCIL FOR WALES TRUST 1 APRIL 2016 – 31 MARCH 2017 ANNUAL REPORT AND ACCOUNTS The Annual Report incorporates the Performance Report including the Sustainability Report, and the Accountability Report including Remuneration Report. The Sports Council for Wales has adopted International Financial Reporting Standards (IFRS). Sport Wales is a Sole Trustee of the Sports Council for Wales Trust. HISTORY AND STATUTORY BACKGROUND The Sports Council for Wales (known by its trade name Sport Wales) was established by Royal Charter dated 4 February 1972, with the objectives of "fostering the knowledge and practice of sport and physical recreation among the public at large in Wales and the provision of facilities thereto". It is financed by annual funding from the Welsh Government and from income generated from its activities. These Statements of Account are prepared pursuant to Article 15 of the Royal Charter for the Sports Council for Wales (Sport Wales) in a form determined by the Welsh Government with the approval of HM Treasury. A copy of the Accounts Direction is available for public inspection at Sport Wales offices at Sophia Gardens in Cardiff. The Sports Council for Wales Trust was constituted on 16 May 1972 and is registered as a charity with the Charity Commissioners in England and Wales, with the charitable objectives of: 1. preserving and safeguarding the physical and mental health of the community through physical recreation (including sport) and the education in relation thereto; 2.
    [Show full text]
  • Annual Report and Financial Statements
    2017 ANNUAL REPORT AND FINANCIAL STATEMENTS ACHIEVEMENT Scottish Hockey Annual Report 2017 A 2017 Strategic Highlights What a great year 2017 was for Scottish Hockey. Funding remains an issue. It is clear that the current funding environment for all sports is not going to improve and we • Great competitions and events will have to continue to be clear on how programmes are • Live streaming of events funded; work harder; and be more creative in raising funds • Continued growth in membership from both public and private sectors to allow us to deliver the programmes we want in the years to come. I would like to • New Club Accreditation Scheme thank all our sponsors for their support and in particular the • Grove Menzieshill winning European Club of the Year individuals and parents that provide support for athletes and • Delivery of the new performance pathway squads to help them achieve their dreams. • Hosting Men’s EuroHockey Championship II The Regional Development Programme continues to go from • Hosting the European LX strength-to-strength with growth, and with funding confirmed • Negotiating to host Pakistan for the Hockey Pro League in for upcoming years they are driving the growth in membership Glasgow in the summer of 2019 and participation across the country. The last twelve months have seen Scottish Hockey make This work is underpinned by our CORE system allowing the another huge step forward and I am delighted to report that accurate monitoring of membership numbers, which allows for another year significant progress has been made in the us to help clubs understand the profile of their members and business, with delivery achieved on the KPI’s set out in the manage their churn rate.
    [Show full text]
  • Equal Opportunities Monitoring Form
    Hockey Wales Sport Wales National Centre Tel: 0300 300 3126 Sophia Gardens, Cardiff Email: [email protected] CF11 9SW www.hockeywales.org.uk Equal Opportunities Monitoring Form Hockey Wales is committed to ensuring that applicants from all sections of the community are treated equally and not discriminated against on the grounds of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation (together the Equality Act 2010 Protected Characteristics), class or social background, parental status or political persuasion. This form assists us in monitoring who is applying for positions with us, and our adherence to equal opportunities best practice. We ask also some questions regarding disability which may assist us in determining whether any reasonable adjustments are necessary to facilitate your interview or while undertaking your role with Hockey Wales. Any information you give will only be used by our CEO for the purpose of ensuring the effectiveness of our Equal Opportunities Policy. This form will be separated from your application on receipt and will be treated in the strictest confidence. All monitoring forms are kept for up to three months and then destroyed. The information supplied on this form is used for statistical purposes only. Thank you for your co-operation. Hockey Wales Delivering world class hockey experiences in Wales! Position being applied for: Date of application: Where did you see this post advertised / where did you hear about this role/job (please tick)? Hockey Wales website Sport Wales website WSA website UK Sport website Sport England website England Hockey website Other website – please specify Acorn Twitter Facebook Friend Other – please specify 1.
    [Show full text]
  • Mark Frost Corporate Director
    Mark Frost Corporate Director Bang Order today 1. Vision Priori5es Plans 2. How well are we doing? 3. Big Issues 4. BeBer sports organisaons 7 Clear Business Plan Measures Naon of •Medals cHampions •Per capita posi5on Every child •CHildren doing 3 occasions a week • hooked Club membership on sport •15-24 Adult measure for life •KS3 ABainment (KS2) •Adults volunteering in Wales Our Strategies elite No. 1 coacHing community sport BIG PRIORITIES Annex 1. Sport Wales Business Plan 2013-14 In delivering our business objec5ves, we will, over the course of 2013-2014 undertake the following ac5vity. Please note that more detailed ac5ons sit with teams for implementaon In delivering our work. All these items are important, However the HigHligHted items will steer our resource and focus. Please note that items in bold are specific requirements as set out by THe WelsH Government. EQUALITY women and girls communicaons campaign 1 Work with 10 sports; 5 to acHieve foundaon level of equality standards; 5 to report progress against preliminary level 49 partners to complete the self-assessment 1 Set baseline target for 28 Governing Bodies of Sport (NGBs) to establisH appropriate representaon on Boards (e.g. improved the 10 focus sports; co-ordinang naonal and gender balance) to enable decision making to beBer reflect the development of the sport regional planning 1 The Welsh Government’s School & Physical AcRvity Deliver a women and girls communicaons campaign to influence and increase par5cipaon levels Task and Finish Group SPORTING INNOVATION UK Leadership
    [Show full text]
  • 15 Sports and Ze Over 70 N 10 O Performance Leads, Coaches R G and Support Staff Took B O
    This is Sport Wales Annual Report & Accounts 2018 - 2019 The Sports Council for Wales and Sports Council for Wales Trust 1 April 2018 – 31 March 2019 Annual Report and Accounts The Annual Report incorporates the Performance Report including the Sustainability Report, and the Accountability Report including Remuneration Report. The Sports Council for Wales has adopted International Financial Reporting Standards (IFRS). Sport Wales is a Sole Trustee of the Sports Council for Wales Trust. History and Statutory Background The Sports Council for Wales (known by its trade name Sport Wales) was established by Royal Charter dated 4 February 1972, with the objectives of “fostering the knowledge and practice of sport and physical recreation among the public at large in Wales and the provision of facilities thereto”. It is financed by annual funding from the Welsh Government and from income generated from its activities. These Statements of Account are prepared pursuant to Article 15 of the Royal Charter for the Sports Council for Wales (Sport Wales) in a form determined by the Welsh Government with the approval of HM Treasury. A copy of the Accounts Direction is available for public inspection at Sport Wales offices at Sophia Gardens in Cardiff. The Sports Council for Wales Trust was constituted on 16 May 1972 and is registered as a charity with the Charity Commissioners in England and Wales, with the charitable objectives of: 1. preserving and safeguarding the physical and mental health of the community through physical recreation (including sport) and the education in relation thereto; 2. the provision of facilities for physical recreation (including sport) which shall be available for members of the public at large.
    [Show full text]
  • Gender Balance in Global Sport Report
    WITH THANKS TO CASPIA CONSULTANCY LTD, WINDSOR JENNINGS LTD, JONES’ CREATIVE SERVICES LTD AND NEWINK FOR THEIR ASSISTANCE IN THE DESIGN AND PRINTING OF THIS REPORT GENDER BALANCE IN GLOBAL SPORT REPORT CONTENTS Foreword: Helen Grant MP 3 Preface 4 Acknowledgements 5 Executive summary 6 1. The power of sport to motivate – the role model effect 6 2. Sport as a metaphor for business culture 6 3. The need for improved sports governance 7 Percentage of women on governing bodies 8 Olympic Committees 8 Paralympic Committees 10 International Sports Federations 11 Commonwealth Games Bodies 12 Countries in focus 14 Sport and Gender 17 Board and committee appointment processes 17 Voluntary codes or targets with teeth? 19 Supporting female athletes 21 Tips for gaining a role on a sports board 23 Conclusion 24 Recommendations 24 Appendix A: Case studies of sports organisations 25 Basketball Australia 25 British Cycling 27 Sport NSW 28 sportscotland 30 Appendix B: Case studies of women in sport 31 Dr Bridie O’Donnell: Australian cyclist 31 Katherine Grainger CBE: British Olympic Rower 32 Baroness Tanni Grey-Thompson DBE, DL: British Paralympian 33 Appendix C: The business case for diversity 34 Appendix D: Glossary of terms 35 Gender Balance in Global Sport Report 2014 1 ABOUT WOMEN ON BOARDS WoB was founded in Australia following the successful Olympic Games held in 2000. The impetus was the significant number of medals won by women at the Games and the paucity of women on national sports boards. WoB was born as a network to enable women to have the same level of access to directorship roles as men.
    [Show full text]
  • Recognised English and UK Ngbs
    MASTER LIST – updated October 2017 Sporting Activities and Governing Bodies Recognised by the Sports Councils Notes: 1. Sporting activities with integrated disability in red 2. Sporting activities with no governing body in blue ACTIVITY DISCIPLINES NORTHERN IRELAND SCOTLAND ENGLAND WALES UK/GB AIKIDO Northern Ireland Aikido Association British Aikido Board British Aikido Board British Aikido Board British Aikido Board AIR SPORTS Flying Ulster Flying Club Royal Aero Club of the UK Royal Aero Club of the UK Royal Aero Club of the UK Royal Aero Club of the UK Aerobatic flying British Aerobatic Association British Aerobatic Association British Aerobatic Association British Aerobatic Association British Aerobatic Association Royal Aero Club of UK Aero model Flying NI Association of Aeromodellers Scottish Aeromodelling Association British Model Flying Association British Model Flying Association British Model Flying Association Ballooning British Balloon and Airship Club British Balloon and Airship Club British Balloon and Airship Club British Balloon and Airship Club Gliding Ulster Gliding Club British Gliding Association British Gliding Association British Gliding Association British Gliding Association Hang/ Ulster Hang Gliding and Paragliding Club Scottish Hang Gliding and Paragliding British Hang Gliding and Paragliding British Hang Gliding and Paragliding British Hang Gliding and Paragliding Paragliding Association Association Association Association Microlight British Microlight Aircraft Association British Microlight Aircraft Association
    [Show full text]
  • Motivational Factors, Well-Being and Optimal Functioning in Teams
    MOTIVATIONAL FACTORS, WELL-BEING AND OPTIMAL FUNCTIONING IN TEAMS By CHARLOTTE MERRETT A thesis submitted to University of Birmingham For the degree of DOCTOR OF PHILOSOPHY School of Sport, Exercise & Rehabilitation Sciences University of Birmingham July 2016 University of Birmingham Research Archive e-theses repository This unpublished thesis/dissertation is copyright of the author and/or third parties. The intellectual property rights of the author or third parties in respect of this work are as defined by The Copyright Designs and Patents Act 1988 or as modified by any successor legislation. Any use made of information contained in this thesis/dissertation must be in accordance with that legislation and must be properly acknowledged. Further distribution or reproduction in any format is prohibited without the permission of the copyright holder. 2 ABSTRACT Grounded in Basic Psychological Needs Theory (BNT; Deci & Ryan, 2000) and integrating theory from the group dynamics literature (i.e., team cohesion; Carron, 1982) this thesis extended current understanding of the determinants of optimal functioning in elite youth athletes and teams. The studies aimed to highlight the roles of task and social cohesion as antecedents and outcomes of basic psychological needs satisfaction (BPNS) in teams and provided supporting evidence of structural invariance across elite and non-elite competitive levels in hockey players. A team-referenced examination of the tenets of BNT in teams was supported providing a novel approach to the conceptualisation of optimal functioning in teams. The mediating role of BPNS in the relationships between the targeted dimensions provided further information explicating the differing associations between the BNT-related variables between and within teams.
    [Show full text]
  • Recognised English and UK Ngbs
    MASTER LIST – updated May 2020 Sporting Activities and Governing Bodies Recognised by the Sports Councils Notes: 1. Sporting activities with integrated disability in red 2. Sporting activities with no governing body in blue ACTIVITY DISCIPLINES NORTHERN IRELAND SCOTLAND ENGLAND WALES UK/GB AIKIDO Northern Ireland Aikido Association British Aikido Board British Aikido Board British Aikido Board British Aikido Board AIR SPORTS Flying Ulster Flying Club Royal Aero Club of the UK Royal Aero Club of the UK Royal Aero Club of the UK Royal Aero Club of the UK Aerobatic flying British Aerobatic Association British Aerobatic Association British Aerobatic Association British Aerobatic Association British Aerobatic Association Royal Aero Club of UK Aero model Flying NI Association of Aeromodellers Scottish Aeromodelling Association British Model Flying Association British Model Flying Association British Model Flying Association Ballooning British Balloon and Airship Club British Balloon and Airship Club British Balloon and Airship Club British Balloon and Airship Club Gliding Ulster Gliding Club British Gliding Association British Gliding Association British Gliding Association British Gliding Association Hang/ Ulster Hang Gliding and Paragliding Club Scottish Hang Gliding and Paragliding British Hang Gliding and Paragliding British Hang Gliding and Paragliding British Hang Gliding and Paragliding Paragliding Association Association Association Association Microlight British Microlight Aircraft Association British Microlight Aircraft Association
    [Show full text]
  • Statutory Document 0250/13
    Statutory Document 0250/13 STATEMENT OF CHANGES IN IMMIGRATION RULES Laid before Tynwald on under section 3(2) of the Immigration Act 1971 (an Act of Parliament as extended to the Isle of Man by the Immigration (Isle of Man) Order 2008 (SI 2008 no. 680)) 1 STATEMENT OF CHANGES IN IMMIGRATION RULES The Council of Ministers has made the following changes to the Rules laid down by it as to the practice to be followed in the administration of the Immigration Act 19711 (of Parliament) as it has effect in the Isle of Man2 for regulating entry into and the stay of persons in the Isle of Man and contained in the Statement laid before Tynwald on 17th May 20053. The changes in this Statement shall take effect on 1st July 2013 However, if an applicant has made an application for entry clearance or leave before 1st July 2013and the application has not been decided before that date, it will be decided in accordance with the rules in force on 30 June 2013. Changes 1. In paragraph 6, for the definition of ‘adequate’ and ‘adequately’ substitute: ‚’adequate’ and ‘adequately’ in relation to a maintenance and accommodation requirement shall mean that, after income tax, national insurance contributions and housing costs have been deducted, there must be available to the family the level of income that would be available to them if the family was in receipt of income support.‛. 2. In paragraph 6, after the definition of ‚sponsor licence‛, insert new definition: ‚In Part 6A and Appendices A and J of these Rules, "settled worker" means a person who: (i) is
    [Show full text]