Relate Bradford & Leeds RELATE BRADFORD&LEEDSLTD TRUSTEESANNUAL REPORT ANDACCOUNTS FOR THEYEAR ENDED31 MARCH2022 CharTty Registration No;1013811 ComponyRegStrotion No: 02652414 (Englond and Wales)
Contents
1. A Message from the Chair of the Board of Trustees
2. Who are Relate Bradford & Leeds?
3. Our Vision
4. What we do
5. ReflecFons from Tamara
6. Our services
7. StaFsFcs
8. Strategic prioriFes
9. Strategic highlights
10. Partnership TesFmonials
11. Emi’s summer internship experience
12. The difference we make
13. A word from finance
14. Looking ahead
A message from the Chair of the Board of Trustees
It is my pleasure to write my first Annual Report and Accounts foreword since taking over as Chair of Relate Bradford & Leeds from Marilyn at the last Annual General MeeBng a year ago.
I am very proud to lead our organisaBon, and it has been fantasBc to meet so many of our amazing staff and learn about the work we do to transform lives. Relate Bradford and Leeds is a special place, where both the staff and the trustees share a common purpose to make a difference using our experBse for adults, couples, families, children, schools and organisaBons within Bradford and Leeds.
It has been of course a challenging year for both us, our partners and our clients with the effects of Covid sBll being felt on both the way we all work and interact and in the real and growing need for relaBonship and mental health support across all ages and groups within the communiBes we serve.
We have found a great balance of offering both face-to-face and virtual appointments for our clients, and were quick to get back to offering face to face appointments which I was delighted to see. And despite the challenges, I am really proud that we as an organisaBon earned a surplus in the last financial year – that is testament to the hard work of everyone across Relate Bradford and Leeds. I would also like to thank our Commissioners for the flexible way that they worked with us in tandem to support our communiBes, and to Relate NaBonal, for conBnued support and partnership.
We conBnue to offer a broad range of counselling services to our communiBes – for young people, adults, couples and families. The development of our service in Leeds conBnues, and I
look forward to seeing that growth conBnue in the next years too as we expand our counsellor base and the range of services we offer.
In closing, I would like to say a huge thank you to a few people. Firstly, to Tina Butler – as CEO she has shown tremendous leadership and compassion in what is a changing landscape for the organizaBon this past year. Second, to all the staff at Relate Bradford & Leeds – I am in awe of the difference you all make to the children, adults, couples and organisaBons of Bradford and Leeds. And third, to our trustees – including Jenni Field who joined us this year as Treasurer - who conBnue to give their Bme and passion in steering our organisaBon forwards. Thank you to you all, and thank you from me personally for making my first year so rewarding.
Mahmud
Who are Relate Bradford & Leeds
Relate Bradford & Leeds LTD, is a charity registered in 1948, with over 70 years’ experience in providing specialist relaBonship support to people across the Bradford District and the City of Leeds.
Since 2019, we have been offering counselling in Leeds and in 2021, with the agreement of Relate (the naBonal body) we formally took on ownership of Leeds and changed our name to Relate Bradford & Leeds (Ltd).
We are part of the NaBonal Relate FederaBon family; however, we are independent, and responsible for our own governance, income generaBon and fundraising. Relate is the country’s largest supplier of specialist relaBonship support.
As a small and ambiBous charity situated in the heart of Bradford, serving Bradford, with an outpost in Leeds, serving the City of Leeds, we provide a range of systemic counselling services, supporBng young people, families, individuals, and couples.
The Board of Trustees, led by Mahmud, Chair of the charity since 15 November 2021, with a remit of leading the charity strategically, alongside Jonathan as Vice-Chair and the Trustees,
an acBve and diverse board, with a comprehensive range of skills and talents, enabling them to provide 21st century leadership to the organisaBon, with Tina, the Chief ExecuBve, senior leadership team and a passionate and commiced team of staff, student placement counsellors and volunteers.
---------------------------------------------------- Our Vision
At Relate Bradford & Leeds, we aim to develop and support healthy relaBonships. We deliver inclusive, high-quality counselling services that are relevant at every life stage, to support people to make relaBonships work becer, by improving their understanding of relaBonships and what makes them flourish.
We provide people with the breathing space where they can feel heard, valued, respected and understood, and are more in control of their feelings, and of their lives.
What we do
As a caring organisaBon, we give you the Bme, space, and support to explore relaBonships and help you see how you might be able to work through, and overcome, relaBonship challenges to move forward posiBvely.
We put you at the heart of all that we do, by providing a confidenBal, ethical, and professional counselling service of the highest quality, exploring opBons, and individually tailored to your current situaBon.
We enable you to be more aware of feelings, to explore opBons, and to improve coping skills.
We work in partnership with other organisaBons to help advance our mutual aspiraBons and ambiBon.
Why we do what we do
Because the relaBonships we have count, and good relaBonships help us all to live more fulfilled, healthier, and happier lives.
Our values, principles and behaviours
We place kindness at our core and always strive to be respecdul, supporBve, professional, dependable, and empowering.
As a passionate, curious, and creaBve organisaBon looking to the future, we endeavour to develop, innovaBve, and create dynamic intervenBons, conBnually championing the importance of healthy relaBonships, and the role they play in ensuring good mental health.
With our partner organisaBons, we will be helpful, responsible, collaboraBve, and dynamic.
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ReflecFons from Tamara, our Clinical Supervisor
In Family Counselling work our challenges increase as we are meeBng intergeneraBonal trauma. This is challenging in itself as we try meet our obligaBons in helping those children who have experienced Adverse Childhood Experiences (ACEs). When the parents of those children are dealing with a legacy of their own ACEs that offer difficulty in their parenBng styles, the work for the pracBBoner is both psycho-educaBve and supporBve for the parents also.
Poor social provision means that our cases become conBnually more complex with mental health being an increasing factor.
ConBnuing Professional Development in the coming year will be focussed on diversity and mental health awareness. We look forward to our clinical team expanding as we recruit for another placement student.
"Thank you so much for your help and support. It is very much appreciated. We are extremely grateful for the funding of our sessions. You are so lovely, kind and though\ul and we couldn't have got this far without you. Thank you!"
Our services
RelaFonship counselling, individual and couples counselling
Personal relaBonships bring up all sorts of challenges and someBmes these can become problems. Many people come to us for relaBonship support on their own, so you don’t have to be in a couple relaBonship. For instance, if you are in a relaBonship, you can acend individually or as a couple.
We help people who have come across issues in their personal relaBonships and want help to sort things out such as arguing, an affair, loss of interest in sex, taking each other for granted, problems communicaBng with each other and finding Bme for one for another or the impact of life events.
Children, young people and family counselling
Family counselling can help adult family members with reducing conflict and improving communicaBon, when siblings aren’t gegng on, or when parents and children are going through a divorce or separaBon. Because forming a new family is a challenge it’s at this point that many parents contact us for some support to help everyone secle.
All families are unique and have unique problems and our professional counsellors are specially trained to work with families to help resolve difficulBes and problems.
Psychosexual therapy
All couples go through phases where they don’t have the Bme or energy for regular sex. It’s natural to want becer sex and someBmes there are specific psychological or medical reasons for your difficulBes.
Sex therapy can help you if you’re experiencing difficulBes in your love life and can help improve physical inBmacy. We can help where people are having problems with their sex life due to physical or emoBonal reasons. Our sex therapists see lots of people with sexual difficulBes such as loss of desire, erecBle dysfuncBon, premature ejaculaBon, etc.
IAPT couples therapy for depression
People experiencing symptoms of depression ohen find their relaBonships become affected because of it. In addiBon, someBmes problems with our relaBonships can lead to one or another partner becoming depressed or anxious.
Depression can affect people in lots of different ways, and we are focusing on increasing the stability of family life, improve communicaBon, increase levels of couple inBmacy, raise selfawareness and offering support with managing symptoms of depression, as a couple.
"Counsellor A has been a wonderful therapist, she allowed me to cry when I needed and she has been strong with me when I need her to be. Having the opportunity to talk to someone when you are at your lowest is such a powerful thing. As this person (Counsellor A) has your back when it feels like no one else has. Thank you for helping me find my smile!"
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CALM
We are a delivery partner with the CALM service, Bradford Children’s Trauma Therapy service, alongside Family AcBon (lead partner) and Step 2. We work with families where children have experienced one or more Adverse Childhood Experience (ACE’s) and as a result the child is suffering trauma symptoms and the family are experiencing difficulBes. We support parents to understand the trauma and behaviour of the child/children to recognise and support them with their own trauma symptoms.
Reaching with Relate and school-based counselling
Working with primary and secondary schools in the City of Bradford, we deliver psychoeducaBon, focusing on healthy relaBonships and is helping to raise levels of confidence, self-esteem, increase resilience and emoBonal intelligence.
By empowering children and young people to learn how to manage and regulate their emoBons and experiences we obtain an overall improvement in mental wellbeing.
We offer individual counselling in schools, to children and young people.
OrganisaFonal based training
We help professionals becer understand the impact talking therapy can have and how they can be more effecBve in using communicaBon skills in engaging people, by increasing understanding of the quality of life and how our mindset can influence life experiences of those we work with, as well as ourselves.
Relate Bradford & Leeds can also help people and organisaBons to build knowledge of the links between poverty and mental (and physical) ill health, understanding the effects and importance of helping people improve their self-esteem and confidence and how we work anger.
NaFonal contracts
We provide counselling to a range of partners, via the Relate NaBonal contracts, for example, grocery aid, Royal Navy, support to accountants and bank workers.
One AdopFon counselling
Relate Bradford & Leeds and a neighbouring Relate, conBnued to deliver support to adopBve families across West Yorkshire.
One AdopBon is a regional adopBon agency made up of local authority adopBon services from West Yorkshire, North Yorkshire, The Humber and North East Lincolnshire.
The service we provide to One AdopBon has a specific focus on supporBng adopBve parents during the COVID19 crisis and takes the form of counselling, structured support, advice and/or guidance.
RelaFonships in Leeds
This funding is to support people who need adult relaBonship support, individually or for couples. There is an outpost in Leeds, and counselling is either in person, via telephone or web counselling.
“A very warm, relaxing and open talking experience. The counsellor is amazing and very helpful guide for my personal understanding of myself and my relaFonship."
Leeds lofery – low income
This short-term funding was to support primarily, those on low income, during COVID-19.
West Yorkshire Wellbeing Hub
The aim of the funding is to help and replenish our NHS and social care people, for those impacted by the pressures, pre and post COVID-19, through relaBonship counselling and in supporBng mental wellbeing.
Parkinson’s UK
Supported by Parkinson’s UK, we provide a counselling service by a counsellor to a household, individually or as a couple, with a diagnosis of Parkinson’s or Parkinsonism in the Leeds area. All referrals come from Parkinson’s UK.
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Service StaFsFcs
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Strategic PrioriFes
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"The counsellor has been very down to earth and helped us to be open and honest in a nonjudgemental environment so that’s helped to process and us grow stronger and closer together as a couple - we are definitely befer at listening and understanding each other and being less reacFve, We learnt some good tools to pracFce, such as listening, understanding, feeling and compromising, also safe words and believing each other/trust has helped."
Strategic Highlights
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We have implemented Leeds CCG RelaBonship counselling work
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Established a new West Yorkshire Well-being Hub offer, a commission to support NHS and Health and Social care workers with relaBonship counselling in West Yorkshire
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Recruited a designated Leeds counsellor, with an outreach post in Leeds
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This year, we worked more closely with The University of Bradford, to develop strong partnership working and in supporBng the agenda of community-based working iniBaBves
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Strategy work carried out by Head of Service Delivery & Development (maternity cover)
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Our clinical supervisor and one of our pracBBoners gained coverage on radio BBC Leeds
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Developed our links with Forum Central, the collecBve voice for Leeds third sector in health and care. Networks and skills exchange, including financial reimbursement for our staff involvement
Partnership working tesFmonial
‘We love working with Relate Bradford & Leeds, as VCS partners in the district! They are always super supporBve, open, collaboraBve to the core, and passionate about what they do – a really posiBve force for good in the VCS landscape!’
Service Lead, Step 2
Partnership working tesFmonial
‘Here, at University of Bradford we are grateful to be able to conBnually work with Relate Bradford and Leeds and for the opportuniBes they provide our students.
We were fortunate to work with Relate Bradford and Leeds again this year specifically, on our summer experience internship program.
Our summer experience internship programme gives our 1[st] and 2nd year undergraduate students the opportunity to complete a full Bme 6-week internship or part Bme equivalent.
Aher Tine and Sofia kindly shortlisted candidates and conducted interviews, our UoB student (Emi) was selected to join them throughout the summer. Emi had a fantasBc Bme at relate, she was truly nourished and supported by the staff and was able to get involved in many things; to help her develop and raise her profile.
Thank you, Relate Bradford and Leeds, for conBnuing to collaborate with us here, at the University of Bradford. We look forward and can’t wait to see what is next!’
Haleema, University of Bradford
------------------------------------------------------ Emi’s summer
internship experience
Over the summer of 2022 I worked with Relate Bradford & Leeds on markeBng, social media management as well as helping to becer organize the website.
While studying game design and development at Bradford University, I mostly worked on a mixture of visual design and basic applicaBon programming, developing assets and elements for video games, posters, animaBons, or user interfaces. Up unBl working at Relate my work experience was also very specific. Having skills in art and visual design, I had done smaller commissioned and personal works, however, I hadn't had a chance to apply my skills to more standard work.
Throughout my Bme working with Relate I learned how to apply my skills of visual design more generally and even briefly programming, to create design specificaBons and outlines that could be later used for social media posts and the website. While I was iniBally unsure of how best to use my skills, the welcoming and interacBve environment at Relate made it easier to shih the way I was used to working on projects and ulBmately produce assets that were becer suited for Relate Bradford & Leeds.
When looking for summer internship opportuniBes, I was given the advice to look at work that aligns with my studies, that being game design and development. However, aher working with something as different as Relate, it was a good way for me learn new applicaBons for similar skills. In a fresh space and this can be helpful for something as uncertain as future projects and I know my work at Relate will reflect in my future projects and assignments.
Emi
------------------------------------------------------ The difference we make
A lifle bit more about Faye’s therapy with
The CALM service is a service delivered by three counselling providers in the Bradford District; Family AcBon (lead partner), Step 2, and us. Family AcBon deliver trauma therapy and the bereavement arm of the service, Step 2 offer play therapy and us, offering trauma informed systemic family work. This all falls under the Bradford Children’s Trauma Therapy Team.
I began working for this service in March 2020 and soon aher, COVID-19 hit. During this period the work was incredibly difficult, and it is through being back in the therapy room working with families, that I have recognised this. Although, that is not to say that meaningful systems work cannot be done with less than the full family, and ohen it would not be appropriate to invite all members into sessions.
I’d like to present below an example of a piece of work with a family, which has been challenging but also creaBve. I think Relate Bradford & Leeds are parBcularly good at allowing space to uBlise the skills counsellors have to hand whilst also keeping a Systemic focus.
This family consists of Mum and daughter (9) there is also daughter (13) who is a part of this household. We have had much thought about if the elder daughter should be included or not, and this case really shows for me that family work can be messy. Elder daughter sees dad who is separated from mum, fortnightly, and is ‘court ordered’ to have only indirect contact with younger daughter (hence the deliberaBon of who to include in this work). This was younger daughters' choice due to physical, mental and emoBonal abuse.
Mum worries that younger daughter who we will call Beth, is displaying symptoms of child PostTraumaBc Stress Disorder and separaBon anxiety towards her. CAFCASS, who were involved in the court order process had voiced concerns over this, due to Beth not being able to verbalise feelings about dad or the things he had done.
The work has become less about what dad has done and more about how mum might miBgate the impact of Sam seeing dad and relaying info about Beth to dad. Mum feels she does this to appease him due to what she feels is his controlling nature. This is hard for Beth, as she feels betrayed and has a real mistrust and annoyance about her elder sister. Stories of Sam include her being annoying to mum and Sam, being moody when she comes back from dad’s, being untrustworthy etc. Mum recognises how hard it must be for Sam to exist in two conflicted family systems and how Beth who is only 9, sBll has the idea of her dad being there or thereabouts, via her sister.
My approach to this case was that I am here to provide a trauma informed systems approach, and that punctuaBng the systems with this family are difficult and cause problems. My method is to bring creaBvity into this family as they have had lots of ‘professional’ engagement, with rules, facts and knowledge. Mum is a teacher herself, so the difference to bring would be to creaBvely learn how to communicate about their internal system rather than outside influences such as dad, professionals or the ideas Sam brings into the home, about dad.
My technique has been using stories and art to help mum and Beth communicate differently.
Below, is an example of a variaFon of the Six Part Story Method
Mum and Beth took it in turns to draw a secBon each without discussing and then each tell their version. The idea is that they will each have different perspecBves of what the story means, may play out narraBves that they cannot verbalise and also be able to cope with the uncertainty of not knowing how the story will go.
They did tell very different stories about the piece but each story made sense. I feel that they each enjoyed working in this way and both commented on how it was difficult at first to know what was coming next but by the last few boxes they agreed it seemed to get easier and flow.
This family are sBll in therapy and as a result of this, mum has idenBfied that a further piece of work may need to take place at some point with Sam. I think this really demonstrates that we are not and shouldn’t get caught believing we are the last port of call and that we are a part of our client's life journeys.
Faye
Case Study
Chloe and Kyle, a young couple in their twenFes, came to couples counselling amer Kyle's affair with another man. Through talking to each other in more depth than they had ever done before, they were able to explore their expectaFons of adult relaFonships, and to begin to talk more honestly about what they wanted from each other. Over the course of the sessions, they examined the reasons behind their expectaFons and were able to support each other in a way that they'd never been able to before. Through counselling Kyle began to understand his afachment issues and as a result he was also able to address his faltering relaFonship with his mother and admit that he was missing his late grandmother - a major
role model in his life who had died a year earlier. At the end of counselling, he wrote that counselling had 'helped me unblock areas of my brain that I never dared go to.'
Case Study
A 16 year old male client with recent ASD diagnosis, with a istory of anF-social behaviour and vicFm of afacks from peers and was afending alternaFve educaFon provision, which he found really helpful and engaging. He had to leave his home town due to trouble he had gofen into and the educaFonal provision helped combat isolaFon as he struggles to get along with or trust others.
He preferred to be asked quesFons rather than open up on the spot, so iniFally gave me a rundown of his life. I found it quite difficult to speak to him on a meaningful level iniFally unFl we began to chat about his love for music producFon and lyric wriFng. He would omen tell me about lyrics he had wrifen, generally bassline/grime genre, one in parFcular was about the police discriminaFng against him. He also played his producFons during the session to show me what he'd been working on.
I remembered there is a group in Bradford which is facilitated by youth workers and people who have knowledge of music and that industry that provide faciliFes and workshops for young people to write and produce and express themselves through music. They also have a record label, run by the young people.
The young person is currently in that service and has access to music producFon somware to help him with his music. There is also an opportunity for him to go record in their studio soon.
I am confident that the music organisaFon will be a good therapeuFc outlet for him. He reported feeling calmer and geqng on with mum more by the end of the sessions.
------------------------------------------------------ A word from finance
Aher a reported deficit of £14,548 in the year to 31 March 2021, we are pleased to be able to report a surplus of £15,547 for the year under review, thereby reversing last year’s hit on our reserves, caused by reduced acBvity in a year ravaged by Covid. With the world in lockdown, it was difficult for Relate Bradford & Leeds, to reach our clients, and our finances suffered. Total reserves at 31 March 2021 were £249,735; at the balance sheet date of 31 March 2022, they have recovered to £265,281.
This reversal of fortunes is largely due to a non-recurrent benefit in 2021/22, releasing income that was deferred in previous years.
To secure our organisaBon’s conBnuance, our policy is to ensure our reserves remain at a level at least equal to six months of total annual expenditure. The trust board and senior management team meet on a regular basis to monitor actual income and expenditure against budgets and ensure our reserves remain at above this level. With annual expenditure of around £360,000, our reserves are currently at a healthy level.
Our costs have remained stable over the last few years, but this tells half the story. Although we strive to reduce costs, year on year, the pandemic required us to work and deliver our services in new ways. To be responsive, this iniBally required staff to work from home, using their own technical equipment, laptops and mobile phones. Our ability to adapt so readily to this has enabled us to be more flexible, agile and far reaching in our offering to clients going forward, and has enabled our colleagues, both therapists and office staff, to work from the office base and from home. To conBnue to operate in this more agile way, we are conscious we will need to invest in more appropriate, fit for purpose IT equipment.
The year to 31 March 2022 also saw our organisaBon officially taking on the client base in Leeds, having provided services to the populaBon of Leeds for a number of years following the closure of Relate Mid Yorkshire; our name changed to Relate Bradford & Leeds on 12[th] July 2021 to fully reflect this.
Looking forward we strive to expand our provision in Leeds, whilst conBnuing to provide services to all sectors of clients in Bradford. Our agile working model will allow us scope to extend our therapy offering across all markets.
We are vocal on a number of commicees, passionate that the Third Sector is not forgocen in the Levelling Up debate. As a sector, we would like to see annual uplihs to the contracts our sector receives. Relate Bradford & Leeds has not received uplihs on its three long standing contracts for the lifeBme of those contracts.
During the two years of the pandemic, as everyone worked from home, opportuniBes for room hire disappeared, a rich source of income for our charity. As the world returns to face-to-face meeBngs, we plan to maximise opportuniBes for renBng out surplus office space.
We are also excited to resume our fundraising efforts, with team building acBviBes such as the local Dragon Boat Race in Saltaire and other opportuniBes in the community.
Whilst the Covid pandemic put many extra pressures on our charity, we are determined to make the most of the posiBves we gained from it and move forward in a leaner, more agile way.
"Excellent - learnt some tools to pracFce. To improve the service a wrifen summary of tools to refresh us might be good in future, to maybe prevent us falling into the same cycles as visual tools are helpful for me and x but really learnt a lot and has helped us come forward together as a couple rather than two separate people."
------------------------------------------------------ Looking ahead
As always, we will need to move and adapt as our external environment changes. Going forward COVID recovery, reset and the cost-of-living increases will provide both opportuniBes and threats to our charity's sustainability and mission.
We are well prepared for this and well versed at adapBng quickly, as our agility in the pandemic demonstrated.
We will plan ahead whilst always being ready to react to unexpected developments or circumstances. We will regularly review our posiBon and prioriBes and adapt accordingly. We
have established key prioriBes which will focus our efforts and drive us forward in the next financial year.
Charity development
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ConBnuing to increase our financial prudency; refining our financial and HR pracBces and procedures and moving away from areas of work which are no longer financially viable.
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Increasing organisaBonal efficiencies through our conBnual improvement project, including offsegng rises in our costs due to cost-of-living increases. UlBmately, pugng the charity in a sustainable posiBon moving forward.
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Establishing our new normal post-pandemic, using any learning to review our building use and working model for service delivery.
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Reducing our reliance on commissioned funds by diversifying and growing our other areas of funding; corporate support, community fundraising, and increasing private client numbers, as well as developing private packages for schools and organisaBonal training offers.
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Addressing recruitment challenges, which are being faced naBonwide, for example growing areas of work which are not limited by skills gaps, such as RelaBonship Counselling for Individuals, where clinicians are easier to recruit.
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Widening our reach and recogniBon as relaBonship experts in Bradford & Leeds, for example conBnued development work on our website and communicaBons
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Nurturing, developing and growing our Relate Bradford family. SupporBng our team to be the best they can be, through personal development, team building and regular supervision.
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Recruitment and retenBon – like so many chariBes and organisaBons, recruitment and retenBon has been challenging, locally and naBonally, which has had an impact on service delivery and development. Key going forward, is to look in greater depth at succession planning, our students and in equipping the exisBng workforce to increase their clinical skills, in specialist areas
Service development
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Developing a greater focus on the early intervenBon prevenBon agenda and health inequaliBes
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Building on our partnership working to collaboraBvely grow opportuniBes to help a wider community and share skills and experBse, for example with neighbouring Relate and Young people’s partners
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Growing the Leeds service, including recruiBng an addiBonal part Bme clinician to support this
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IdenBfying funding opportuniBes and securing monies needed for Young People’s services
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Maximising exisBng opportuniBes through effecBve partnerships, service management and delivery monitoring
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AdapBng to the new system structure; West Yorkshire Integrated Care Board and Bradford District and Craven Health and Care Partnership Board
----------------------------------------------------- Thank you to our
partners, our friends and our supporters
We want to thank all our partners for supporBng us in our work during 2021 – 2023 and also to Asghar from MyLahore, for supporBng Relate Bradford & Leeds throughout the year.
RELATE BRADFORD & LEEDS LTD TRUSTEES’ REPORT AND ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2022
Charity Registration No. 1013811 Company Registration No. 02652414 (England and Wales)
RELATE BRADFORD & LEEDS LTD
CONTENTS
| Page | |
|---|---|
| Legal and administrative information | 1 |
| Trustees’ report | 2 – 4 |
| Independent examiners’ report | 5 |
| Statement of financial activities | 6 |
| Balance sheet | 7 |
| Statement of cashflows | 8 |
| Notes to the accounts | 9 – 16 |
RELATE BRADFORD & LEEDS LTD
LEGAL AND ADMINISTRATIVE INFORMATION
Trustees Carol Ann Duerden Paul Stockwell Jonathan Smith Lynne Joyce Mohammed Khan Magdalena O’Connell Mahmud Nawaz Jennifer Field (appointed 10 May 2022) Charity number 1013811 Company number 02652414 Registered office Bradford Trident Business Centre 1[st] Floor 11 Edward Street Bradford West Yorkshire BD4 7BH Independent examiner Kevin J Meddings MAAT Kevin Meddings Accountancy Services 55 Crowther Avenue Calverley Leeds West Yorkshire LS28 5SA Bankers The Co-Operative Bank P O Box 101 1 Balloon Street Manchester M60 4EP
RELATE BRADFORD & LEEDS LTD
TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2022
The trustees present their report and accounts for the year ended 31 March 2022.
The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charity’s Memorandum and Articles of Association, the Companies Act 2006 and Charities Act 2011.
Structure, governance and management
The company is a company limited by guarantee, incorporated on 8 October 1991, and registered as a charity with the Charity Commission on 20 August 1992. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. The liability of the members in the event of the Centre being wound up is limited to a sum not exceeding £1. Relate Bradford & Leeds Ltd charitable objects were revised on 2 September 2008, in line with Relate Central Office’s recommendations and the Articles of Association were amended on 2 September 2013.
The trustees, who are also directors for the purpose of company law, and who served during the year were:-
Marilyn Foster (resigned 15 November 2021) Peter Foster (resigned 15 November 2021) Carol Ann Duerden Paul Stockwell Jonathan Smith Hazel Jackson (resigned 20 April 2022) Catherine Jowitt (resigned 18 July 2022) Lynne Joyce Mohammed Khan Magdalena O’Connell Mahmud Nawaz (appointed 15 November 2021)
The directors of the company are also charity trustees for the purpose of charity law and under the company’s Articles are known as Members of the Executive. One third (or the number nearest one third) of the Executive must retire each year or at each AGM, those longest in office retiring first and the choice between any of equal service being made by drawing lots. A retiring member of the Executive who is eligible may be re-appointed.
The Executive seeks to maintain a broad mix of relevant skills amongst its members. In the event of particular skills being lost due to retirement, individuals are approached to offer themselves for election to the Executive.
A formal induction Policy Document: A Trustee Induction Pack and Trustee Code of Conduct for new and existing trustees are available.
The Executive must have a minimum of six members and a maximum of eighteen members. At present the Executive has eight members from a variety of professional backgrounds relevant to the work of the charity. The CEO also sits on the committee although has no voting rights.
We have a small, dedicated set of Trustees and are keen to recruit new Trustees who will complement the current skill and experience profile of the Board and our succession planning.
Day to day responsibility is with the CEO, Tina Butler, who is responsible for ensuring that the charity delivered the services specified and that the key performance indicators are met. She is also responsible for the day-to-day operational management of the Centre and ensuring that the team continue to develop their skills and working practices in line with good practice. All practitioners receive supervision from the Clinical Supervisors.
RELATE BRADFORD & LEEDS LTD
TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2022
Relate Bradford & Leeds Ltd, whilst being an autonomous organisation in its own right, is a member of the Relate Federation and operates to the standards set by the Council of Relate Central Office.
The trustees have assessed the major risks to which the charity is exposed and are satisfied that systems are in place to mitigate exposure to the major risks. Where appropriate, systems or procedures have been established to mitigate the risks the charity faces.
Financial Review
This year the organisation can report a surplus of £15,546 (2021 deficit of £14,548).
Unrestricted reserves show a deficit of £18,887 (2021: deficit of £50,231) which has been mitigated by being able to allocate costs to some of the various restricted funded services we provide. It is hoped that in the next financial year some income generation will occur through use of our office space.
At the end of the financial year there was a surplus of £34,433 from our restricted funded projects, but this was primarily as a result of the alignment of and release of deferred income on the CALM Counselling Service. As a result, the deferred CALM monies from 2021 totalling £24,528 were transferred into a Designated Fund to assist with future costs of the ongoing service.
Total reserves at the end of the financial year were £265,281 (2021: £249,735).
The trustees and senior management meet on a regular basis to review budgeted income with actual expenditure and monitor closely any significant variations in anticipated cash-flow.
It is the policy of the organisation to aim to increase reserves to a level where we are able to continue, in the short term, to maintain and support existing services and users in the event of a loss of specific funding. To this end we believe that as an organisation we should be striving to ensure that our reserves at the end of any financial year are at least six months of total annual expenditure. Due to our reported surplus, we have now achieved our targeted level of reserves, and record this separately in our Liabilities Fund, shown in Note 11.
Our principal unrestricted funding sources are:
-
We are able to ask clients where possible to make a contribution towards the costs of some/all of our services.
-
We are able to charge for room hire to other agencies who wish to make use of our premises.
-
Donations from individuals and fundraising endeavours.
Details of our restricted funding is shown in Note 10.
RELATE BRADFORD & LEEDS LTD
TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2022
Statement of Directors Responsibilities
The directors of Relate Bradford & Leeds Ltd are responsible for preparing the Trustees’ Annual report and accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the directors to prepare accounts for each financial year. Under company law the directors must not approve the accounts unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these accounts the directors are required to:-
-
select suitable accounting policies and apply them consistently;
-
observe the methods and principles in the Charities SORP;
-
make judgements that are reasonable and prudent;
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state whether UK accounting standards have been followed, subject to any departures disclosed and explained in the accounts; and
-
prepare the accounts on a going concern basis unless it is inappropriate to presume that the charity will continue in business.
The directors are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and disseminator of accounts may differ from legislation in other jurisdictions.
The directors are responsible for maintaining proper accounting records which disclose at anytime the financial position of the charitable company and to enable them to ensure that the accounts comply with the Companies Act 2006, and the Charities Act 2011. 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 irregularities.
On behalf of the board of trustees
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Trustee
Dated:
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RELATE BRADFORD & LEEDS LTD
INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF RELATE BRADFORD
I report on the accounts of the charity for the year ended 31 March 2022, which are set out on pages 6 to 16.
Respective responsibilities of Trustees and Examiner
The trustees, who are also the directors of Relate Bradford & Leeds Ltd for the purposes of company law, are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under Section 144(2) of the Charities Act 2011, (the 2011 Act) and that an independent examination is needed.
Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination it is my responsibility to:
-
(i) examine the accounts under section 145 of the 2011 Act;
-
(ii) to follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act; and
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(iii) to state whether particular matters have come to my attention.
Basis of Independent Examiner’s report
My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a “true and fair view” and the report is limited to those matters set out in the statement below.
Independent Examiner’s statement
In connection with my examination, no matter has come to my attention:
-
(a) which gives me reasonable cause to believe that in any material respect the requirements:
-
(i) to keep accounting records in accordance with section 386 of the Companies Act 2006; and
-
(ii) to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities;
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have not been met; or
-
(b) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
Kevin J Meddings MAAT Kevin Meddings Accountancy Services 55 Crowther Avenue Calverley Leeds West Yorkshire LS28 5SA
Dated:
RELATE BRADFORD & LEEDS LTD
STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2022
| Notes Unrestricted Designated Restricted funds funds funds £ £ £ Income Donations 130 - 7,500 Income from charitable activities: Client income 13,728 - - Contract income - - 3,611 Other operating income - - - Investment income 27 - - Grants and related income 2 - - 347,887 Job retention scheme 644 - Total income 14,529 - 358,998 Expenditure Charitable activities 3 33,416 - 324,565 Total expenditure 33,416 - 324,565 Net income/(expenditure)/net movement in funds before transfers (18,887) - 34,433 Transfers between funds 18,887 15,546 (34,433) Net income/(expenditure)/net movement in funds after transfers - 15,546 - Total funds brought forward - 249,735 - Total funds carried forward - 265,281 - |
Total 2022 £ 7,630 13,728 3,611 - 27 347,887 644 373,527 357,981 357,981 15,546 - 15,546 249,735 265,281 |
Total 2021 £ 219 17,445 1,985 999 298 305,579 16,554 343,079 357,627 357,627 (14,548) - (14,548) 264,283 249,735 |
|---|---|---|
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
RELATE BRADFORD & LEEDS LTD
BALANCE SHEET AS AT 31 MARCH 2022
| Unrestricted Designated Restricted Notes funds funds funds £ £ £ Current assets Debtors 8 241 - 66,481 Cash at bank and in hand 1,188 265,281 (52,595) Total assets 1,429 265,281 13,886 Creditors: amounts falling due within one year 9 (1,429) - (13,886) Total assets less current liabilities - 265,281 - The funds of the charity Restricted funds 10 - - - Unrestricted funds - - - Designated funds 11 - 265,281 - Total charity funds - 265,281 - |
Total Total 2022 2021 £ £ 66,722 31,229 213,874 264,975 280,596 296,204 (15,315) (46,469) 265,281 249,735 - - - - 265,281 249,735 265,281 249,735 |
|---|---|
The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2022. No member of the company has deposited a notice, pursuant to section 476, requiring an audit of those accounts.
The directors acknowledge their responsibilities for ensuring that the company keeps accounting records which comply with section 386 of the Act and for preparing accounts which give a true and fair view of the state of affairs of the company as at the end of the financial year and of its incoming resources and application of resources , including its income and expenditure, for the financial year in accordance with the requirements of section 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to accounts, so far as applicable to the company.
These accounts have been prepared in accordance with the provisions applicable to companies subject to small companies’ regime.
The accounts were approved by the Board on
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Trustee
Company Registration No. 02652414
RELATE BRADFORD & LEEDS LTD
STATEMENT OF CASHFLOWS FOR THE YEAR ENDED 31 MARCH 2022
Notes Cash (used)/generated in operating activities 13 Cashflow from investing activities (Decrease)/Increase in cash equivalents in the year Cash equivalents at the beginning of the year Total cash equivalents at the end of the year |
2022 £ (51,128) 27 (51,101) 264,975 213,874 |
2021 £ 21,811 298 22,109 242,866 264,975 |
|---|---|---|
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2022
1. Accounting policies
1.1 Basis of preparation
The accounts have been prepared under the historical cost convention, unless otherwise stated.
The accounts are prepared in accordance with Accounting and Reporting by Charities; Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) published on 16 July 2014, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS102) the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice as it applies from 1 January 2015.
The charity constitutes a public benefit entity as defined by FRS102.
Having considered future planned activities and the reserves available to the charity, the trustees are satisfied that the financial statements should be prepared on a going concern basis.
1.2 Incoming resources
Membership subscriptions, book sales and donations are accounted for when received by the Centre.
Grants of a revenue nature are also accounted for as and when received by the Centre, except where received in advance of the next year when they are deferred into the period to which they relate. Any unspent amounts are carried forward into the next financial year when considered appropriate.
1.3 Resources expended
Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be recovered and is reported as part of the expenditure to which it relates.
Charitable expenditure comprises, those costs incurred by the charity in the delivery of its activities and services for beneficiaries.
Governance costs includes those costs associated with meeting the constitutional and statutory requirement of the charity.
All costs are allocated between the expenditure categories on the SOFA on a basis designed to reflect the use of the resource.
1.4 Tangible fixed assets and depreciation
Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:
Leasehold improvements 3 years straight line Equipment 3 years straight line
The directors have ratified a policy that only items of a capital nature with a cost in excess of £2,500 will be included in the balance sheet.
1.5 Fund accounting
Restricted funds are subject to specific conditions by donors as to how they may be used. The purpose and uses of the restricted funds are set out in the notes to the accounts.
1.6 Pensions
The charity pays contributions into The Peoples Pension which is a defined contribution workplace scheme.
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2022
2. Grants and related income
| City of Bradford Metropolitan District Council Department of Children’s Services: Family Counselling Bradford District Care Foundation Trust: Relationship and PST Counselling Bradford District Care Foundation Trust: IAPT Couple Therapy for Depression NHS Bradford & Craven CCG:Mental Health Champions and School Links Department of Health & Social Care & NHS Bradford & Craven CCG: CALM Counselling Service National Lottery Covid-19 Fund One Adoption West Yorkshire Parkinson’s UK NHS Leeds CCG: Relationship Counselling West Yorkshire Health & Care Partnership: Mental Health & Wellbeing Hub Aire Wharfe & Craven Counselling Services: Grief & Loss Project |
2022 2021 £ £ 38,299 38,300 161,720 161,720 25,470 29,160 18,171 18,171 64,528 19,055 2,074 30,326 3,468 6,032 1,430 2,015 31,557 - 1,170 - - 800 347,887 305,579 |
|---|---|
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
3. Charitable activities
| Counselling salaries Training and supervision fees Centre salaries Rent and utilities Rates Insurance Pension costs Telephone Centre running costs Sundry expenses Bank charges Payroll costs Advertising Interpreter costs DBS costs Computer costs, IT and telephone upgrades Governance costs (note 4) |
2022 £ 124,814 626 154,674 36,547 699 2,358 7,712 1,035 4,149 315 - 900 275 310 419 10,561 12,587 357,981 |
2021 £ 125,837 1,045 159,853 33,127 1,664 2,215 7,285 2,656 2,994 356 333 900 - - 5,982 13,380 357,627 |
|---|---|---|
4. Governance costs
| Relate federation charge Independent examination fee Annual return and Companies House costs Legal fees |
2022 £ 11,062 1,504 21 - 12,587 |
2021 £ 10,169 2,660 13 538 13,380 |
|---|---|---|
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
5. Trustees
None of the trustees (or any persons connected with them) received any remuneration during the year (2021 £nil).
We can confirm that there are no related party transactions that require disclosure in the accounts (2021: none).
6. Employees
Number of employees
The average number of employees during the year was:
Counselling Administration and cleaning Employment costs Wages and salaries Social security costs Pension costs |
2022 Number 8 9 17 2022 £ 264,850 14,638 7,712 287,200 |
2021 Number 9 8 17 2021 £ 270,223 15,467 7,285 292,975 |
|---|---|---|
There were no employees whose annual emoluments were £60,000 or more.
7. Tangible fixed assets
| Tangible fixed assets | |
|---|---|
| Equipment | |
| £ | |
| Cost | |
| At 1 April 2021 and 31 March 2022 | 12,131 |
| Depreciation | |
| At 1 April 2021 and 31 March 2022 | 12,131 |
| Net Book Value | |
| At 31 March 2021 and 2022 | - |
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
8. Debtors
| Prepayments Trade debtors |
2022 £ 2,586 64,136 66,722 |
2021 £ 3,134 28,095 31,229 |
|---|---|---|
9. Creditors: amounts falling due within one year
| Accruals Trade creditors Deferred income |
2022 £ 1,395 13,920 - 15,315 |
2021 £ 2,234 6,165 38,070 46,469 |
|---|---|---|
10. Restricted funds
The income funds of the charity include restricted funds comprising unexpended balances of donations and grants held on trust for specific purposes:
| Movement in funds | Movement in funds | ||||
|---|---|---|---|---|---|
| Balance | at | Incoming | Resources Transfers Balance at 31 | ||
| 1 April 2021 | resources | expended | March 2022 | ||
| £ | £ | £ |
£ | £ | |
| City of Bradford Metropolitan District | |||||
| Council Department of Children’s | |||||
| Services: Family Counselling | - | 38,299 | (27,168) |
(11,131) | - |
| Bradford District Care Foundation Trust: | |||||
| Relationship and PST Counselling | - | 161,720 | (185,646) |
23,926 | - |
| Bradford District Care Foundation Trust: | |||||
| IAPT Couple Therapy for Depression | - | 25,470 | (17,478) |
(7,992) | - |
| NHS Bradford & Craven CCG: | |||||
| Mental Health Champions and | |||||
| School Links | - | 18,171 | (8,513) |
(9,658) | - |
| Department of Health & Social Care: | |||||
| CALM Counselling Services | - | 64,528 | (33,960) |
(30,568) | - |
| National Lottery Covid-19 Fund | - | 9,574 | (8,241) |
(1,333) | - |
| One Adoption West Yorkshire | - | 3,468 | (2,445) |
(1,023) | - |
| Parkinson’s UK | - | 1,430 | (2,355) |
925 | - |
| NHS Leeds CCG: Relationship | |||||
| Counselling | - | 31,557 | (28,707) |
(2,850) | - |
| West Yorkshire Health & Care | |||||
| Partnership: Mental Health & | |||||
| Wellbeing Hub | - | 1,170 | (1,177) |
7 | - |
| Relate Central Contracts |
- |
3,611 |
(8,875) |
5,264 |
- |
| - |
358,998 |
(324,565) |
(34,433) |
- |
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
City of Bradford Metropolitan District Council Department of Children’s Services: Family Counselling
To provide family and young people’s counselling service.
Bradford District Care Foundation Trust:Relationship and PST Counselling
To provide counselling and psycho-sexual therapy services for people across the district.
Bradford District Care Foundation Trust: IAPT Couple Therapy for Depression
Counselling service for couples where one or both partners are experiencing mild to moderate depression.
NHS Bradford & Craven CCG: School Links
-
To find ways of making sure that children and young people in Bradford schools have
-
access to useful and interesting information about mental health issues.
-
To take the stigma, shame and secrecy about mental health issues out of schools so that
-
everyone, pupils, families and school staff can talk about mental health matters together.
-
To make it easier for children and young people, and their families to be able to ask for help
-
with mental health issues.
Department of Health & Social Care & NHS Bradford & Craven CCG: CALM Counselling Services
This service brings together and expands three existing therapeutic counselling services for children/young people in Bradford:
-
Trauma – informed therapeutic support (Family Action);
-
Relate Bradford & Leeds; and
-
Step 2.
This is funded by the Department of Health and Social Care/Public Health and the NHS Bradford and Craven CCG for three years.
National Lottery Covid-19 Fund
Relate Bradford & Leeds were awarded £32,400 in 2020 to spend on 360 sessions of counselling for lowincome couples/families in Leeds who were experiencing difficulties which arose due to confinement, financial worries, health anxiety/challenges and the general uncertainty and problems which have arisen as a result of COVID-19. We were awarded £18,000 to support young people and families and £14,400 for the purpose of adult relationship counselling. £2,074 of this income was deferred into 2021/22. In addition to these funds, £7,500 corporate donations were used to enable existing clients to complete their sessions. These funds have now ceased and any clients who were on waiting lists are now being seen under our new Leeds CCG Relationship Counselling commission which is running from October 2021.
One Adoption West Yorkshire
Relate Bradford & Leeds and Relate Cross Pennine were awarded a one-off grant of £10,000 in 2020 by One Adoption to deliver support to adoptive families across West Yorkshire. Relate Bradford & Leeds is the Lead Partner and we monitor referrals into us and onwards to Relate Cross Pennine.
One Adoption is a regional adoption agency made up of local authority adoption services from West Yorkshire, North Yorkshire, The Humber and North East Lincolnshire.
The service we provided to One Adoption had a specific focus on supporting adoptive parents during the COVID-19 crisis and takes the form of counselling, structured support, advice and/or guidance. The service ended in 2021.
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
Parkinson’s UK
A contract was originally awarded to Relate Bradford & Leeds Ltd on 1 January 2019 by Parkinson’s UK to provide a counselling service by a counsellor to a household (individual/couple) with a diagnosis of Parkinson’s or Parkinsonism in the Leeds area. We offer a maximum of 6 sessions at £65 each per referral. All referrals come from Parkinson’s UK and we are continuing to provide the service until funds have been utilised.
NHS Leeds CCG: Relationship Counselling
This funding is to support people who need adult relationship support, individually or for couples. There is an outpost in Leeds, and counselling is either in person, via telephone or web counselling.
West Yorkshire Health & Care Partnership: Mental Health & Wellbeing Hub
The aim of this funding is to help and replenish our NHS and social care people, for those impacted by the pressures, pre and post COVID-19, through relationship counselling and in supporting mental wellbeing.
Relate Central Contracts
This is for the provision of specific counselling sessions.
11. Designated funds
The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:
| Movement | in funds | ||||
|---|---|---|---|---|---|
| Balance at | Incoming | Resources | Balance at 31 | ||
| 1 April 2021 | resources | expended | Transfers | March 2022 | |
| £ | £ | £ | £ | £ | |
| Liabilities Fund | 132,885 | - | - | 46,115 | 179,000 |
| CALM Counselling Services | |||||
| Fund | - | - | - | 24,528 | 24,528 |
| Organisational Growth and | |||||
| Development Fund | 116,850 |
- |
- |
(55,097) |
61,753 |
| 249,735 | - | - | 15,546 | 265,281 |
The Liabilities Fund represents a ringfenced reserve equal to 6 months’ worth of expenditure, to ensure the organisation is able to continue, in the short term, to maintain and support existing services and users in the event of a loss of specific funding.
The CALM Counselling Services Fund represents funding from the Department of Health which had been deferred in the previous year due to reduced activity as a consequence of Covid.
The Organisational Growth and Development Fund represents additional reserves that the organisation can use to develop and strengthen our offering, in order to reach those who need our services.
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
12. Commitments under operating leases
At 31 March 2022 the company had annual commitments under non-cancellable operating leases as follows:
| Land and | Buildings | |
|---|---|---|
| 2022 | 2021 | |
| £ | £ | |
| Expiry date: | ||
| Within one year | 30,000 | 30,000 |
| Between two and five years | 7,500 |
30,000 |
| 37,500 |
60,000 |
13. Reconciliation of net movement in funds to net cashflow from operating activities
| Net movement in funds Deduct interest income (Increase)/decrease in debtors (Decrease)/increase in creditors Net cash (used)/generated in operating activities |
2022 £ 15,546 (27) (35,493) (31,154) (51,128) |
2021 £ (14,548) (298) 24,215 12,442 21,811 |
|---|---|---|
RELATE BRADFORD & LEEDS LTD TRUSTEES’ REPORT AND ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2022
Charity Registration No. 1013811 Company Registration No. 02652414 (England and Wales)
RELATE BRADFORD & LEEDS LTD
CONTENTS
| Page | |
|---|---|
| Legal and administrative information | 1 |
| Trustees’ report | 2 – 4 |
| Independent examiners’ report | 5 |
| Statement of financial activities | 6 |
| Balance sheet | 7 |
| Statement of cashflows | 8 |
| Notes to the accounts | 9 – 16 |
RELATE BRADFORD & LEEDS LTD
LEGAL AND ADMINISTRATIVE INFORMATION
Trustees Carol Ann Duerden Paul Stockwell Jonathan Smith Lynne Joyce Mohammed Khan Magdalena O’Connell Mahmud Nawaz Jennifer Field (appointed 10 May 2022) Charity number 1013811 Company number 02652414 Registered office Bradford Trident Business Centre 1[st] Floor 11 Edward Street Bradford West Yorkshire BD4 7BH Independent examiner Kevin J Meddings MAAT Kevin Meddings Accountancy Services 55 Crowther Avenue Calverley Leeds West Yorkshire LS28 5SA Bankers The Co-Operative Bank P O Box 101 1 Balloon Street Manchester M60 4EP
RELATE BRADFORD & LEEDS LTD
TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2022
The trustees present their report and accounts for the year ended 31 March 2022.
The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charity’s Memorandum and Articles of Association, the Companies Act 2006 and Charities Act 2011.
Structure, governance and management
The company is a company limited by guarantee, incorporated on 8 October 1991, and registered as a charity with the Charity Commission on 20 August 1992. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. The liability of the members in the event of the Centre being wound up is limited to a sum not exceeding £1. Relate Bradford & Leeds Ltd charitable objects were revised on 2 September 2008, in line with Relate Central Office’s recommendations and the Articles of Association were amended on 2 September 2013.
The trustees, who are also directors for the purpose of company law, and who served during the year were:-
Marilyn Foster (resigned 15 November 2021) Peter Foster (resigned 15 November 2021) Carol Ann Duerden Paul Stockwell Jonathan Smith Hazel Jackson (resigned 20 April 2022) Catherine Jowitt (resigned 18 July 2022) Lynne Joyce Mohammed Khan Magdalena O’Connell Mahmud Nawaz (appointed 15 November 2021)
The directors of the company are also charity trustees for the purpose of charity law and under the company’s Articles are known as Members of the Executive. One third (or the number nearest one third) of the Executive must retire each year or at each AGM, those longest in office retiring first and the choice between any of equal service being made by drawing lots. A retiring member of the Executive who is eligible may be re-appointed.
The Executive seeks to maintain a broad mix of relevant skills amongst its members. In the event of particular skills being lost due to retirement, individuals are approached to offer themselves for election to the Executive.
A formal induction Policy Document: A Trustee Induction Pack and Trustee Code of Conduct for new and existing trustees are available.
The Executive must have a minimum of six members and a maximum of eighteen members. At present the Executive has eight members from a variety of professional backgrounds relevant to the work of the charity. The CEO also sits on the committee although has no voting rights.
We have a small, dedicated set of Trustees and are keen to recruit new Trustees who will complement the current skill and experience profile of the Board and our succession planning.
Day to day responsibility is with the CEO, Tina Butler, who is responsible for ensuring that the charity delivered the services specified and that the key performance indicators are met. She is also responsible for the day-to-day operational management of the Centre and ensuring that the team continue to develop their skills and working practices in line with good practice. All practitioners receive supervision from the Clinical Supervisors.
RELATE BRADFORD & LEEDS LTD
TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2022
Relate Bradford & Leeds Ltd, whilst being an autonomous organisation in its own right, is a member of the Relate Federation and operates to the standards set by the Council of Relate Central Office.
The trustees have assessed the major risks to which the charity is exposed and are satisfied that systems are in place to mitigate exposure to the major risks. Where appropriate, systems or procedures have been established to mitigate the risks the charity faces.
Financial Review
This year the organisation can report a surplus of £15,546 (2021 deficit of £14,548).
Unrestricted reserves show a deficit of £18,887 (2021: deficit of £50,231) which has been mitigated by being able to allocate costs to some of the various restricted funded services we provide. It is hoped that in the next financial year some income generation will occur through use of our office space.
At the end of the financial year there was a surplus of £34,433 from our restricted funded projects, but this was primarily as a result of the alignment of and release of deferred income on the CALM Counselling Service. As a result, the deferred CALM monies from 2021 totalling £24,528 were transferred into a Designated Fund to assist with future costs of the ongoing service.
Total reserves at the end of the financial year were £265,281 (2021: £249,735).
The trustees and senior management meet on a regular basis to review budgeted income with actual expenditure and monitor closely any significant variations in anticipated cash-flow.
It is the policy of the organisation to aim to increase reserves to a level where we are able to continue, in the short term, to maintain and support existing services and users in the event of a loss of specific funding. To this end we believe that as an organisation we should be striving to ensure that our reserves at the end of any financial year are at least six months of total annual expenditure. Due to our reported surplus, we have now achieved our targeted level of reserves, and record this separately in our Liabilities Fund, shown in Note 11.
Our principal unrestricted funding sources are:
-
We are able to ask clients where possible to make a contribution towards the costs of some/all of our services.
-
We are able to charge for room hire to other agencies who wish to make use of our premises.
-
Donations from individuals and fundraising endeavours.
Details of our restricted funding is shown in Note 10.
RELATE BRADFORD & LEEDS LTD
TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2022
Statement of Directors Responsibilities
The directors of Relate Bradford & Leeds Ltd are responsible for preparing the Trustees’ Annual report and accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the directors to prepare accounts for each financial year. Under company law the directors must not approve the accounts unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these accounts the directors are required to:-
-
select suitable accounting policies and apply them consistently;
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observe the methods and principles in the Charities SORP;
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make judgements that are reasonable and prudent;
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state whether UK accounting standards have been followed, subject to any departures disclosed and explained in the accounts; and
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prepare the accounts on a going concern basis unless it is inappropriate to presume that the charity will continue in business.
The directors are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and disseminator of accounts may differ from legislation in other jurisdictions.
The directors are responsible for maintaining proper accounting records which disclose at anytime the financial position of the charitable company and to enable them to ensure that the accounts comply with the Companies Act 2006, and the Charities Act 2011. 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 irregularities.
On behalf of the board of trustees
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Trustee
Dated:
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RELATE BRADFORD & LEEDS LTD
INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF RELATE BRADFORD
I report on the accounts of the charity for the year ended 31 March 2022, which are set out on pages 6 to 16.
Respective responsibilities of Trustees and Examiner
The trustees, who are also the directors of Relate Bradford & Leeds Ltd for the purposes of company law, are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under Section 144(2) of the Charities Act 2011, (the 2011 Act) and that an independent examination is needed.
Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination it is my responsibility to:
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(i) examine the accounts under section 145 of the 2011 Act;
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(ii) to follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act; and
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(iii) to state whether particular matters have come to my attention.
Basis of Independent Examiner’s report
My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a “true and fair view” and the report is limited to those matters set out in the statement below.
Independent Examiner’s statement
In connection with my examination, no matter has come to my attention:
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(a) which gives me reasonable cause to believe that in any material respect the requirements:
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(i) to keep accounting records in accordance with section 386 of the Companies Act 2006; and
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(ii) to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities;
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have not been met; or
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(b) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
Kevin J Meddings MAAT Kevin Meddings Accountancy Services 55 Crowther Avenue Calverley Leeds West Yorkshire LS28 5SA
Dated:
RELATE BRADFORD & LEEDS LTD
STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2022
| Notes Unrestricted Designated Restricted funds funds funds £ £ £ Income Donations 130 - 7,500 Income from charitable activities: Client income 13,728 - - Contract income - - 3,611 Other operating income - - - Investment income 27 - - Grants and related income 2 - - 347,887 Job retention scheme 644 - Total income 14,529 - 358,998 Expenditure Charitable activities 3 33,416 - 324,565 Total expenditure 33,416 - 324,565 Net income/(expenditure)/net movement in funds before transfers (18,887) - 34,433 Transfers between funds 18,887 15,546 (34,433) Net income/(expenditure)/net movement in funds after transfers - 15,546 - Total funds brought forward - 249,735 - Total funds carried forward - 265,281 - |
Total 2022 £ 7,630 13,728 3,611 - 27 347,887 644 373,527 357,981 357,981 15,546 - 15,546 249,735 265,281 |
Total 2021 £ 219 17,445 1,985 999 298 305,579 16,554 343,079 357,627 357,627 (14,548) - (14,548) 264,283 249,735 |
|---|---|---|
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
RELATE BRADFORD & LEEDS LTD
BALANCE SHEET AS AT 31 MARCH 2022
| Unrestricted Designated Restricted Notes funds funds funds £ £ £ Current assets Debtors 8 241 - 66,481 Cash at bank and in hand 1,188 265,281 (52,595) Total assets 1,429 265,281 13,886 Creditors: amounts falling due within one year 9 (1,429) - (13,886) Total assets less current liabilities - 265,281 - The funds of the charity Restricted funds 10 - - - Unrestricted funds - - - Designated funds 11 - 265,281 - Total charity funds - 265,281 - |
Total Total 2022 2021 £ £ 66,722 31,229 213,874 264,975 280,596 296,204 (15,315) (46,469) 265,281 249,735 - - - - 265,281 249,735 265,281 249,735 |
|---|---|
The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2022. No member of the company has deposited a notice, pursuant to section 476, requiring an audit of those accounts.
The directors acknowledge their responsibilities for ensuring that the company keeps accounting records which comply with section 386 of the Act and for preparing accounts which give a true and fair view of the state of affairs of the company as at the end of the financial year and of its incoming resources and application of resources , including its income and expenditure, for the financial year in accordance with the requirements of section 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to accounts, so far as applicable to the company.
These accounts have been prepared in accordance with the provisions applicable to companies subject to small companies’ regime.
The accounts were approved by the Board on
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Trustee
Company Registration No. 02652414
RELATE BRADFORD & LEEDS LTD
STATEMENT OF CASHFLOWS FOR THE YEAR ENDED 31 MARCH 2022
Notes Cash (used)/generated in operating activities 13 Cashflow from investing activities (Decrease)/Increase in cash equivalents in the year Cash equivalents at the beginning of the year Total cash equivalents at the end of the year |
2022 £ (51,128) 27 (51,101) 264,975 213,874 |
2021 £ 21,811 298 22,109 242,866 264,975 |
|---|---|---|
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2022
1. Accounting policies
1.1 Basis of preparation
The accounts have been prepared under the historical cost convention, unless otherwise stated.
The accounts are prepared in accordance with Accounting and Reporting by Charities; Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) published on 16 July 2014, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS102) the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice as it applies from 1 January 2015.
The charity constitutes a public benefit entity as defined by FRS102.
Having considered future planned activities and the reserves available to the charity, the trustees are satisfied that the financial statements should be prepared on a going concern basis.
1.2 Incoming resources
Membership subscriptions, book sales and donations are accounted for when received by the Centre.
Grants of a revenue nature are also accounted for as and when received by the Centre, except where received in advance of the next year when they are deferred into the period to which they relate. Any unspent amounts are carried forward into the next financial year when considered appropriate.
1.3 Resources expended
Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be recovered and is reported as part of the expenditure to which it relates.
Charitable expenditure comprises, those costs incurred by the charity in the delivery of its activities and services for beneficiaries.
Governance costs includes those costs associated with meeting the constitutional and statutory requirement of the charity.
All costs are allocated between the expenditure categories on the SOFA on a basis designed to reflect the use of the resource.
1.4 Tangible fixed assets and depreciation
Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:
Leasehold improvements 3 years straight line Equipment 3 years straight line
The directors have ratified a policy that only items of a capital nature with a cost in excess of £2,500 will be included in the balance sheet.
1.5 Fund accounting
Restricted funds are subject to specific conditions by donors as to how they may be used. The purpose and uses of the restricted funds are set out in the notes to the accounts.
1.6 Pensions
The charity pays contributions into The Peoples Pension which is a defined contribution workplace scheme.
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2022
2. Grants and related income
| City of Bradford Metropolitan District Council Department of Children’s Services: Family Counselling Bradford District Care Foundation Trust: Relationship and PST Counselling Bradford District Care Foundation Trust: IAPT Couple Therapy for Depression NHS Bradford & Craven CCG:Mental Health Champions and School Links Department of Health & Social Care & NHS Bradford & Craven CCG: CALM Counselling Service National Lottery Covid-19 Fund One Adoption West Yorkshire Parkinson’s UK NHS Leeds CCG: Relationship Counselling West Yorkshire Health & Care Partnership: Mental Health & Wellbeing Hub Aire Wharfe & Craven Counselling Services: Grief & Loss Project |
2022 2021 £ £ 38,299 38,300 161,720 161,720 25,470 29,160 18,171 18,171 64,528 19,055 2,074 30,326 3,468 6,032 1,430 2,015 31,557 - 1,170 - - 800 347,887 305,579 |
|---|---|
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
3. Charitable activities
| Counselling salaries Training and supervision fees Centre salaries Rent and utilities Rates Insurance Pension costs Telephone Centre running costs Sundry expenses Bank charges Payroll costs Advertising Interpreter costs DBS costs Computer costs, IT and telephone upgrades Governance costs (note 4) |
2022 £ 124,814 626 154,674 36,547 699 2,358 7,712 1,035 4,149 315 - 900 275 310 419 10,561 12,587 357,981 |
2021 £ 125,837 1,045 159,853 33,127 1,664 2,215 7,285 2,656 2,994 356 333 900 - - 5,982 13,380 357,627 |
|---|---|---|
4. Governance costs
| Relate federation charge Independent examination fee Annual return and Companies House costs Legal fees |
2022 £ 11,062 1,504 21 - 12,587 |
2021 £ 10,169 2,660 13 538 13,380 |
|---|---|---|
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
5. Trustees
None of the trustees (or any persons connected with them) received any remuneration during the year (2021 £nil).
We can confirm that there are no related party transactions that require disclosure in the accounts (2021: none).
6. Employees
Number of employees
The average number of employees during the year was:
Counselling Administration and cleaning Employment costs Wages and salaries Social security costs Pension costs |
2022 Number 8 9 17 2022 £ 264,850 14,638 7,712 287,200 |
2021 Number 9 8 17 2021 £ 270,223 15,467 7,285 292,975 |
|---|---|---|
There were no employees whose annual emoluments were £60,000 or more.
7. Tangible fixed assets
| Tangible fixed assets | |
|---|---|
| Equipment | |
| £ | |
| Cost | |
| At 1 April 2021 and 31 March 2022 | 12,131 |
| Depreciation | |
| At 1 April 2021 and 31 March 2022 | 12,131 |
| Net Book Value | |
| At 31 March 2021 and 2022 | - |
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
8. Debtors
| Prepayments Trade debtors |
2022 £ 2,586 64,136 66,722 |
2021 £ 3,134 28,095 31,229 |
|---|---|---|
9. Creditors: amounts falling due within one year
| Accruals Trade creditors Deferred income |
2022 £ 1,395 13,920 - 15,315 |
2021 £ 2,234 6,165 38,070 46,469 |
|---|---|---|
10. Restricted funds
The income funds of the charity include restricted funds comprising unexpended balances of donations and grants held on trust for specific purposes:
| Movement in funds | Movement in funds | ||||
|---|---|---|---|---|---|
| Balance | at | Incoming | Resources Transfers Balance at 31 | ||
| 1 April 2021 | resources | expended | March 2022 | ||
| £ | £ | £ |
£ | £ | |
| City of Bradford Metropolitan District | |||||
| Council Department of Children’s | |||||
| Services: Family Counselling | - | 38,299 | (27,168) |
(11,131) | - |
| Bradford District Care Foundation Trust: | |||||
| Relationship and PST Counselling | - | 161,720 | (185,646) |
23,926 | - |
| Bradford District Care Foundation Trust: | |||||
| IAPT Couple Therapy for Depression | - | 25,470 | (17,478) |
(7,992) | - |
| NHS Bradford & Craven CCG: | |||||
| Mental Health Champions and | |||||
| School Links | - | 18,171 | (8,513) |
(9,658) | - |
| Department of Health & Social Care: | |||||
| CALM Counselling Services | - | 64,528 | (33,960) |
(30,568) | - |
| National Lottery Covid-19 Fund | - | 9,574 | (8,241) |
(1,333) | - |
| One Adoption West Yorkshire | - | 3,468 | (2,445) |
(1,023) | - |
| Parkinson’s UK | - | 1,430 | (2,355) |
925 | - |
| NHS Leeds CCG: Relationship | |||||
| Counselling | - | 31,557 | (28,707) |
(2,850) | - |
| West Yorkshire Health & Care | |||||
| Partnership: Mental Health & | |||||
| Wellbeing Hub | - | 1,170 | (1,177) |
7 | - |
| Relate Central Contracts |
- |
3,611 |
(8,875) |
5,264 |
- |
| - |
358,998 |
(324,565) |
(34,433) |
- |
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
City of Bradford Metropolitan District Council Department of Children’s Services: Family Counselling
To provide family and young people’s counselling service.
Bradford District Care Foundation Trust:Relationship and PST Counselling
To provide counselling and psycho-sexual therapy services for people across the district.
Bradford District Care Foundation Trust: IAPT Couple Therapy for Depression
Counselling service for couples where one or both partners are experiencing mild to moderate depression.
NHS Bradford & Craven CCG: School Links
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To find ways of making sure that children and young people in Bradford schools have
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access to useful and interesting information about mental health issues.
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To take the stigma, shame and secrecy about mental health issues out of schools so that
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everyone, pupils, families and school staff can talk about mental health matters together.
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To make it easier for children and young people, and their families to be able to ask for help
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with mental health issues.
Department of Health & Social Care & NHS Bradford & Craven CCG: CALM Counselling Services
This service brings together and expands three existing therapeutic counselling services for children/young people in Bradford:
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Trauma – informed therapeutic support (Family Action);
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Relate Bradford & Leeds; and
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Step 2.
This is funded by the Department of Health and Social Care/Public Health and the NHS Bradford and Craven CCG for three years.
National Lottery Covid-19 Fund
Relate Bradford & Leeds were awarded £32,400 in 2020 to spend on 360 sessions of counselling for lowincome couples/families in Leeds who were experiencing difficulties which arose due to confinement, financial worries, health anxiety/challenges and the general uncertainty and problems which have arisen as a result of COVID-19. We were awarded £18,000 to support young people and families and £14,400 for the purpose of adult relationship counselling. £2,074 of this income was deferred into 2021/22. In addition to these funds, £7,500 corporate donations were used to enable existing clients to complete their sessions. These funds have now ceased and any clients who were on waiting lists are now being seen under our new Leeds CCG Relationship Counselling commission which is running from October 2021.
One Adoption West Yorkshire
Relate Bradford & Leeds and Relate Cross Pennine were awarded a one-off grant of £10,000 in 2020 by One Adoption to deliver support to adoptive families across West Yorkshire. Relate Bradford & Leeds is the Lead Partner and we monitor referrals into us and onwards to Relate Cross Pennine.
One Adoption is a regional adoption agency made up of local authority adoption services from West Yorkshire, North Yorkshire, The Humber and North East Lincolnshire.
The service we provided to One Adoption had a specific focus on supporting adoptive parents during the COVID-19 crisis and takes the form of counselling, structured support, advice and/or guidance. The service ended in 2021.
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
Parkinson’s UK
A contract was originally awarded to Relate Bradford & Leeds Ltd on 1 January 2019 by Parkinson’s UK to provide a counselling service by a counsellor to a household (individual/couple) with a diagnosis of Parkinson’s or Parkinsonism in the Leeds area. We offer a maximum of 6 sessions at £65 each per referral. All referrals come from Parkinson’s UK and we are continuing to provide the service until funds have been utilised.
NHS Leeds CCG: Relationship Counselling
This funding is to support people who need adult relationship support, individually or for couples. There is an outpost in Leeds, and counselling is either in person, via telephone or web counselling.
West Yorkshire Health & Care Partnership: Mental Health & Wellbeing Hub
The aim of this funding is to help and replenish our NHS and social care people, for those impacted by the pressures, pre and post COVID-19, through relationship counselling and in supporting mental wellbeing.
Relate Central Contracts
This is for the provision of specific counselling sessions.
11. Designated funds
The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:
| Movement | in funds | ||||
|---|---|---|---|---|---|
| Balance at | Incoming | Resources | Balance at 31 | ||
| 1 April 2021 | resources | expended | Transfers | March 2022 | |
| £ | £ | £ | £ | £ | |
| Liabilities Fund | 132,885 | - | - | 46,115 | 179,000 |
| CALM Counselling Services | |||||
| Fund | - | - | - | 24,528 | 24,528 |
| Organisational Growth and | |||||
| Development Fund | 116,850 |
- |
- |
(55,097) |
61,753 |
| 249,735 | - | - | 15,546 | 265,281 |
The Liabilities Fund represents a ringfenced reserve equal to 6 months’ worth of expenditure, to ensure the organisation is able to continue, in the short term, to maintain and support existing services and users in the event of a loss of specific funding.
The CALM Counselling Services Fund represents funding from the Department of Health which had been deferred in the previous year due to reduced activity as a consequence of Covid.
The Organisational Growth and Development Fund represents additional reserves that the organisation can use to develop and strengthen our offering, in order to reach those who need our services.
RELATE BRADFORD & LEEDS LTD
NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022
12. Commitments under operating leases
At 31 March 2022 the company had annual commitments under non-cancellable operating leases as follows:
| Land and | Buildings | |
|---|---|---|
| 2022 | 2021 | |
| £ | £ | |
| Expiry date: | ||
| Within one year | 30,000 | 30,000 |
| Between two and five years | 7,500 |
30,000 |
| 37,500 |
60,000 |
13. Reconciliation of net movement in funds to net cashflow from operating activities
| Net movement in funds Deduct interest income (Increase)/decrease in debtors (Decrease)/increase in creditors Net cash (used)/generated in operating activities |
2022 £ 15,546 (27) (35,493) (31,154) (51,128) |
2021 £ (14,548) (298) 24,215 12,442 21,811 |
|---|---|---|