2022-03-31-accounts

THE THAMES VALLEY PARTNERSHIP REPORT OF THE MANAGEMENT COMMITTEE AND FINANCIAL STATEMENTS st FOR THE YEAR ENDED 31 MARCH 2022 Thamesvalley Partnership Working for safer communities

COMPANY REGISTRATION NO: 02881664 CHARITY NO: 1031545

Who We Are and What We Do

The Thames Valley Partnership is an established charity, formed in 1993, delivering a broad range of support services to the most vulnerable in our communities, addressing difficult and complex issues and working innovatively to provide long term sustainable solutions to the problems of crime and social exclusion.

No one has the resources to deal with all of life’s challenges alone. We offer a range of options to support those whose lives have been damaged or affected by crime in some way – victims, offenders and their families. Our support is free, non-judgemental and delivered with compassion by our experienced team.

Our aim is to bring people and organisations together to create safer and stronger communities.

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THE THAMES VALLEY PARTNERSHIP

(A CHARITABLE COMPANY LIMITED BY GUARANTEE)

REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31[st] MARCH 2022

Contents

The Chair’s Report	page 4
Reference and Administrative Information	page 5
Report of the Management Committee	page 6 - 20
Independent Auditor’s Report	page 21 - 24
Statement of Financial Activities	page 25
Balance Sheet	page 26
Statement of Cash Flows	page 27
Notes forming part of the financial statements	page 28 -42

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THE THAMES VALLEY PARTNERSHIP – REPORT OF THE MANAGEMENT COMMITTEE

The Chair’s Report

This year’s annual report reflects another challenging but successful year. Operating under lockdowns, a global pandemic and a world within which working from home became the norm, our support was able to once again branch out to face to face as well as virtual platforms, based on the client’s needs and wants. Overall, we continued to deliver our services and meet our contractual obligations.

Our staff and volunteers rose to these challenges once again and continued to show a huge commitment, delivering our services with an increased workload and managing their understandable concerns on returning to office and public environments.

We have successfully delivered nine programmes this year; two delivering care and support to adult victims of crime, two focused on offenders and their families, one providing much needed safety for high-risk victims of domestic abuse, another providing support for those at less risk but needing advice and guidance, two mentoring services for young people at risk of offending and a comprehensive Restorative Justice programme (RJ) providing first class interventions in a variety of settings. Victims First Specialist Support Service, has continued to provide support for people in crisis and beyond and supports and compliments our emotional support service for victims. Alongside both is the comprehensive Restorative Justice service that provides support to victims including those suffering following a serious or complex crime, and includes provision following sexual assault. Our two services providing support to offenders have continued with New Leaf being sub contracted to work alongside Catch 22 and Family Matters taking part in an exciting pilot to support families of people arrested for serious on-line sexual offences.

Our current portfolio covers a broad range of activities and this is our continued intention. Our expertise in certain areas has made our training products highly sought after and we have widened this service where we could by putting our courses on line as well as face to face. We have also successfully hosted a number of high-profile events across the sector.

We have seen a significant increase in workload for the Core team this year, exacerbated by the work required to achieve IT security accreditation which is now a requirement from sponsors for certain programmes. The majority of our funds are restricted, preventing us from devoting the resource we would like, and is needed, in relation to our core activities. Our aim going forward is to increase our unrestricted funding to better support the infrastructure that forms the basis of the charity.

Thanks once again must go to my fellow trustees, our staff, volunteers and associates for their commitment and dedication to our work throughout another difficult but successful year.

Philip Dart Interim Chair of the Board of Trustees

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THE THAMES VALLEY PARTNERSHIP – REPORT OF THE MANAGEMENT COMMITTEE

Reference and Administrative Information

Registered Name

The Thames Valley Partnership

Charity Registration

Charity Registration Company Registration 1031545 2881664

Registered Office and Operational Address

The Coach House, Manor Farm, Aston Sandford, Aylesbury, Buckinghamshire, HP17 8JB

Patrons

Lord Blair of Boughton Kt, QPM

Management Committee

Mr Philip Dart Appointed in October 2022 Board Meeting – Interim Chair of the Board of Trustees Mr Christopher Ward Mrs Nicola Preston Resigned March 2022 Ms Fola Komolafe Ms Naomi Karslake Mr Henry Allmand Mrs Michelle Nicholls Mr Kenneth MacRitchie Resigned October 2022

Chief Executive Officer

Ms Nikki Ross

Company Secretary

Mr Neil Owen

Website

www.thamesvalleypartnership.org.uk

Bankers

Auditors

Barclays Bank, Azets Audit Services, High Street, Thame Suites B & D, Burnham Yard, Beaconsfield, Oxfordshire, OX9 3DU Buckinghamshire, HP9 2JH

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THE THAMES VALLEY PARTNERSHIP – REPORT OF THE MANAGEMENT COMMITTEE

Report of the Management Committee

The Board of Trustees of The Thames Valley Partnership, who are also directors of The Thames Valley Partnership, for the purposes of the Companies Act 2006, presents its report and financial statements for the year ended 31[st] March 2022 and confirm they comply with the Companies Act 2006 and the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland FRS102.

Our Purpose and Objectives

• To promote good citizenship, champion community needs, deliver high quality services for those affected by crime, including victims and offenders; encourage greater public participation in the prevention and solution of crime and the support and assistance of those affected or at risk of being affected by crime.

• To promote, and actively engage in, cooperation, coordination, joint action and partnerships with organisations and bodies operating across the social justice sector together with private sector entities and the general public.

• To promote social inclusion by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society.

• To promote, including in partnership with the police and other public sector bodies, the protection of people and property from, and the prevention of, criminal acts.

• To bring people and organisations together to create safer and stronger communities.

• To seek long term, sustainable solutions to the problems of crime and social exclusion.

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THE THAMES VALLEY PARTNERSHIP – REPORT OF THE MANAGEMENT COMMITTEE

The Focus of Our Work

Our Programmes 2021-22

We currently run 9 programmes ; focused on protecting victims and supporting offenders and their families. Our aim to is to support people who are impacted by the Justice System.

TecSafe (Technical safety device) protects high risk victims of domestic abuse through technical means and directly linked to police systems and control rooms and includes the promotion of Bright Sky (an informative app to assist DA victims), and updating the technology to provide the very best solutions for victims in their own homes. This has for the past 10 years been funded by Vodafone Foundation who have now declared their intention to move on. We would like to publicly thank them for helping us to save many high-risk victims over the past 11 years. Over the past year, 1,500 victims used our technology to call for immediate assistance.

Bright Sky is a free to download telephone application and provides support to people who may be victims of domestic abuse (or to friends who are concerned). Bright Sky has been downloaded over 100,000 times and has been rolled out to 10 other countries internationally.

Family Matters supports offender families in difficulties; intervening early to prevent inter-generational offending and escalation of family issues – supporting almost a thousand families a year. This year for the first time we intervened to support families who were left behind following police arrests and warrants for child pornography offences. This filled a major gap in support availability and is operating in two police forces.

New Leaf provides a volunteer-led mentoring service through-the-gate to rehabilitate offenders released from prison tackling practical/emotional difficulties and reducing reoffending.

New Leaf Young People provides adult mentoring services for young people at risk of offending – around 70 referrals a year.

Gloucestershire Mentoring Programme – we are one of a number of partners offering mentoring and support to girls and young women across Gloucestershire – a similar offer to the above.

Our Restorative Justice (RJ) service for victims and offenders aims to repair the harm caused by crime, improve victims’ health and experience of the criminal justice system and reduce offending. Services are available for all victims of crime and offenders can also access the service if appropriate. RJ operates in schools across Oxfordshire and in Milton Keynes. Our services supported in excess of 200 individuals last year.

Victims First Emotional Support Service (VFESS) provides emotional support to victims of crime through short-term interventions to around 1,300 victims per year.

Victims First Specialist Service (VFSS) provides emotional/crisis and longer-term complex support to victims of sexual violence, exploitation, modern slavery and those with complex needs. It supports over 1,000 victims a year.

Our strength has continued to be in our relationships with our partners and our ability to work together. We particularly recognize the value of our stakeholders from the field of Criminal Justice (Prison, Police and the Police and Crime Commissioner, Youth Offending, and Probation) and also the wide range of voluntary and community sector organisations, Local Authority services and particularly our volunteers who work across our programmes and collectively help us achieve real and lasting results. Our services could not operate without the support of numerous enthusiastic volunteers. We have contractual or grant funding relationships with the Office of the Police and Crime Commissioner (OPCC) for the Thames Valley, the Ministry of Justice, Thames Valley Police, HMPPS, the Big Lottery, Lloyds Foundation, Vodafone Foundation

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UK and Global, the Home Office, and various other trusts and foundations as identified in this report. The Charity also sits on a number of local strategic groups such as Local Criminal Justice Board sub groups reducing reoffending, and women’s cohort, the charity represents the sector at strategic meetings to reduce Violence Against Women and Girls (VAWG) and continues to provide independent chair to the Thames Valley DA Steering Group and to the Scrutiny Panels that examine cases and ensure learning is shared. Our RJ senior practitioners are accredited, as is their training and a key part of the Restorative Justice Council and Restorative Justice International Network. Rise for Change (our Domestic Abuse awareness training) is being rolled out to businesses and local authorities across the UK. The charity organised and ran numerous learning events throughout 2021 to provide domestic abuse practitioners and strategy makers with knowledge and skills in a variety of areas. Our VFSS programme is operated in close partnership with two other charities who are specialists in sexual violence.

How our activities deliver public benefit

In line with the Charity Commission’s guidance on public benefit our activities deliver public benefit both through direct delivery of services to victims and offenders and indirectly through our work with other partners and stakeholders.

Examples of direct benefits:

• RJ interventions – reduced harm to victims as well as help to reduce offending. In school interventions help to reduce exclusions and further offending behaviour as well as reducing the impact of the trauma on all involved. For RJ services both offenders and victims will seek to gain a better understanding of the impact of the crime which will help them to move forward.

• New Leaf - effective resettlement and reduced re-offending, as well as working with partners to secure employment and housing and to build positive relationships.

• Family Matters – support for children and families of offenders and breaking the cycle of offending within families and ensuring that offenders can return to a more settled environment. Our work with families following police online child abuse warrants (POLIT) has helped families and women in an area where they are unable to access any other support.

• Our training reaches practitioners and volunteers each year across the sector and throughout businesses who are seeking staff and managerial awareness.

• Our research and practice influences policy development locally and nationally.

• Victim services – direct support provided to many people who have been victims of a wide range of crimes including incredibly serious. Provision of emotional support, advocacy, advice and guidance for as long as is necessary to assist them to recover.

• TecSafe - immediate protection to victims of domestic abuse which is being used by almost all police forces in the UK and around 1,500 people last year used it to access immediate and life saving support from the emergency services.

• Bright Sky – since it was first launched in January 2018, over 100,000 people in the UK have opened the application on their phone and been able to access advice and support for themselves or someone else. The international roll-out is ongoing.

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Examples of indirect benefits:

• Through training and dissemination events, practitioners share knowledge and best practice. Of particular note the Willow (exploitation) training has helped agencies and organisations to properly understand the dangers of exploitation and slavery in a modern setting, the frequency of offences and how to help those that become trapped by it. Our presence at police warrants provides guidance and support to officers as well as potential victims and raises awareness. We attend community events to ensure sexual violence support is readily available and raise awareness and ensure community contacts in hard to hear groups are engaged with the services should they be needed.

• Our research and introduction of MyVoiceRJ will allow many victims to undergo and benefit from restorative justice without the offender being involved. This is ground breaking, will open the door for many otherwise unconnected victims, and will this year be evaluated and ideally rolled out in broader national circles.

• The role of the charity in the Thames Valley wide Domestic Abuse Steering Group has enabled a number of network events for practitioners and strategic leads with the last being attended by over 300 people otherwise not reached. There have been 7 of these events held for the benefit of people across the Thames Valley and beyond.

Who used and benefitted from our services?

Our main stakeholders are practitioners from a range of organisations, agencies and professions.

We work with criminal justice agencies, including the police, prisons, schools, probation; Youth offending teams, local authorities, voluntary and community organisations from across the area and the private sector, as well as a wide range of service users that include victims and survivors of crime, families affected by the justice system, offenders on release from custody, and young people in need to mentoring and support.

We disseminate and share our work widely and work to ensure our programmes are mainstreamed and sustainable:

• Around 1,300 victims have benefitted from our Emotional Support service

• A similar number benefitted from our specialist victim support services

• 50 victim initiated Restorative Justice interventions were delivered as well as a number of offender interventions and direct response into schools.

• TecSOS is available in 40 UK police forces.

• TecSOS has supported over 20,000 victims since its inception with 2,654 devices currently being utilised by high-risk victims of Domestic Abuse and around 1,500 activations 2021/22 from people in need of immediate assistance.

• The use of the device and lives saved equates to millions of pounds of savings for statutory bodies and a reduction in the number of domestic homicides.

• 70 young people received one to one mentoring from an adult.

• A number of offenders were mentored on release from prisons.

• Almost 1,000 families received support of some sort when their loved one was given a custodial sentence and some additional 30 families obtained support following on line child abuse warrants.

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Overview of 2021/22

• 2021/22 continued to be a challenging year for the sector but we were able to sustain an improving financial and delivery position as we continued to deliver frontline victim services as well as maintaining our other programmes, some of which saw growth in terms of specific grants or training contracts to share our skills and expertise. This has enabled us to improve the support to our core funds and to sustain our central functions. There are now 9 main programmes delivering predominantly directly to vulnerable people and providing support and care where it is most needed.

• We continued to see COVID disruptions through 21 and into 22 with services being curtailed and pulled back to online virtual services at various times. The charity has withstood this challenge incredibly well and staff and volunteers have adjusted well although like many organisations returning to face to face normality has been a challenge which has continued throughout the year with adaptations and alterations of working practices ensuring delivery. A new more mixed and adapted approach to working has been adopted which is more client focused and allows for some telephone support alongside face-to-face support where needed or wanted. The hard work of the staff and volunteers has continued to make this possible and they should be applauded for their dedication and professionalism once again.

Highlights and achievements:

• This year we continued to deliver our Specialist Service for victims of crime, which continues to compliment the emotional support service – both commissioned by the Office of the Police and Crime Commissioner. (OPCC). This service was initially established during the lockdown of 2020 and has grown from strength to strength with both services providing essential support to victims across the Thames Valley. Additionally, Restorative Justice interventions were delivered via this contract and until June 2021 via a contract with the Community Rehabilitation Company (CRC). The specialist service is delivered via a unique partnership with OSARCC and Trust House, with whom we share employment and management of the team and our various expertise. Around 2,500 people have been supported via these contracts. These services were delivered through a mix of virtual and face to face with the choice resting with the victim as we all adapt to different ways of working post the pandemic. Both are supported by excellent volunteers who help to bridge the gap between the caseworkers and the victim and offer practical support.

• New Leaf - the services being provided by New Leaf include a through the gate collection and mentoring service. Our mentors are all volunteers. After the reunification of the probation service this service has continued to be delivered via a sub contract with Catch 22 who deliver other elements of personal well being services to people being released from prison. We are very pleased to be able to continue to deliver this much needed service to these people as they reintegrate back into society.

• The mentoring skills of the team and volunteers have also continued to be put to good use in the provision of mentoring for those young people that have been identified by statutory services as at risk of offending, providing a trusted adult figure to support and guide them. This scheme has been funded by the Big Lottery since January 2022 and supported by Bucks Community Foundation, and continues to work closely with the police and others to provide this much needed support. The success of this project has led to a successful grant to provide a similar service in partnership with the Gloucestershire Mentoring Programme for young women and girls in Gloucestershire. The charity works alongside a number of other charities to ensure all ages and cohorts can be catered for and a mentor provided where needed.

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THE THAMES VALLEY PARTNERSHIP – REPORT OF THE MANAGEMENT COMMITTEE

• Other early intervention work included a highly successful fast response service to schools using restorative justice practices. Where a child committed an offence within the school setting and could otherwise have been criminalised and/or excluded, the team would respond to the school within 24 hours and bring all parties together for a swift and comprehensive resolution. This is currently live across Oxfordshire (funded by the local police) and in Milton Keynes (funded by the MK Community Foundation and the Council).

• TecSOS (now TecSAFE) was able to respond to the increasing levels of Domestic Abuse seen across the country during the various lockdowns and enhance the product to improve its accessibility, increasing its availability and providing better support to those that needed it. Technology updates have made this more accessible to victims of Domestic Abuse via their local police forces. Linked to this our involvement in rolling out the Bright Sky application both in the UK and 11 countries globally has led to a significant increase in downloads and people using the application to get help, advice and support. Where high risk victims could access a TecSOS device there were around 1500 activations each achieving a life saving result for the victim. The team have started to rollout an accredited training programme (Rise for Change) across the country to raise awareness of DA and how to manage it within workplace and other environments.

• Family Matters had been the only programme to be furloughed in 2021 and on their return to work, it remained a challenge to operate as courts and visitor centres in prisons remained closed to the public. As a result, and after a need was identified the team started working closely with the local police and supporting women following the arrest of their partner for crimes relating to online abuse. This was a big gap as the ‘victim-based funding’ did not recognise the women as victims in their own right. The opportunity to take part in a fully evaluated pilot was accepted and around 30 families have so far been supported. A funding bid is pending for the future of this project. The Big Lottery allowed us to extend the project into 2022 and continue to support families in both the traditional way and through this pilot.

• Thames Valley Restorative Justice Service (TVRJS) continued to deliver RJ funded by the OPCC, and also where possible still taking referrals from prisons and offenders post the CRC contract which as with New Leaf ended in June 2021. The RJ team are highly experienced and professional practitioners (fully accredited through the Restorative Justice Council) and we continue to look for opportunities to offer our services outside of the established contracts. Prison initiated RJ continues to have successes where the approach is right for the victim and we hope to keep this work going throughout the year. RJ training is also being provided both virtually and in person. The RJ provision is now live in schools and has been proving popular by providing early intervention. The team were runners up in the Criminal Justice Alliance awards for their excellent work. We continue to explore widening the remit and delivery of the service.

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Financial Review

Funding for the year to 31st March 2022 was £2,514,683 (2021: £2,310,940), which after adjustments for deferred income, adding interest and other income, amounted to £2,372,324 (2021: £2,505,203), a decrease of 5%.

Our funding continues to come from a variety of sources through a healthy mix of contracts and grants, for example: -

• The Vodafone Foundation, for the TecSOS and Bright Sky programmes gave grants of £389,974 (2021: £529,621);

• The Home Office gave a £254,734 grant to support the TecSOS programme;

• Thames Valley Community Rehabilitation Company, with contracts for the New Leaf and RJ programmes £30,500 (2021: £129,352);

• Thames Valley OPCC, with contracts for the VFSS and VFESS programmes £1,339,192 (2021: £1,052,735);

• £130,118 grant funding was received from the Big Lottery, of which £97,618 (2021: £97,571) was for the Family Matters programme and £32,500 for the New Leaf Young People Programme.

• Milton Keynes Council with a contract for Youth Restorative Services £10,000 (2021: £0)

Total Expenditure for the year was £2,457,171 (2021: £2,189,589) an increase of 12%, reflecting the ongoing activity within our programmes, and is broken down as follows: -

• Designated Expenditure was £0 (2021: £0);

• Restricted Expenditure was £2,361,898 (2021: £2,101,351) and includes the amounts our individual programmes contribute towards management and administration costs, as agreed in advance with our funders;

• Other Expenditure on central services and support amounted to £95,273 (2021: £88,238).

We finished the year with total funds of £567,248 (2021: £652,095). Of this: -

• £352,345 (2021: £443,075) is the surplus from restricted programmes;

• £90,000 (2021: £90,000) is the surplus of designated funds (which includes our contingency reserve of £90,000 (2021: £90,000);

• £124,903 (2021: £119,020) is the undesignated surplus.

Surplus funds from restricted programmes are carried forward to 2022/23 for the continuation of the same or similar programmes.

Our funding has historically relied on medium to long term grants and contracts with little unrestricted funds. Although this could be seen as a weakness, in reality it was the reason why we were able to successfully continue operations throughout the lockdown. As a result, we remain financially sound, whilst recognising the need to review our future funding mix to increase both our unrestricted income and our reserves.

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THE THAMES VALLEY PARTNERSHIP – REPORT OF THE MANAGEMENT COMMITTEE

Principal Funding Sources

The Thames Valley Partnership has four principal sources of funding: -

• Statutory partners, including the Police and Crime Commissioner Thames Valley;

• Charitable Trusts and Foundations;

• Other government or public bodies;

• Private sector organisations.

We would like to thank all our funders and hope that they will continue to support us in 2022/23 and beyond.

Investment Policy

The Board of Trustees are empowered under the Articles of Association to expend the funds in such manner as they shall consider most beneficial for the achievement of the objects, and to invest such part of the funds as they may see fit, and to direct the sale or transposition of any such investments.

Most of our funds are spent in the short term on our front-line services, so there are few funds for long term investment. In addition to our current account with Barclays Bank, the Trustees have operated a policy of keeping available funds in easy-access interest bearing bank accounts. These are currently held with the Redwood Bank and Metro Bank. There are no other investments owned by or benefitting the charity.

Reserves Policy

The Trustees believe that as the charity exits to deliver front line services for the achievement of the Objects, it is not appropriate to maintain a high level of reserves.

The Trustees’ Reserves Policy aspires to maintain a balanced level of reserves of £270,000, that being broadly equivalent to staff redundancy costs plus three months Core costs, as a designated contingency should the need to wind up the charity ever arise. To achieve this figure, the Trustees have agreed that 50% of free reserves will be added to the Designated Contingency Reserve each year provided that this does not inhibit our front-line services. Free reserves are those unrestricted reserves that are not specifically designated by the Trustees. The required level of contingency reserves is regularly monitored and reviewed by the Board of Trustees’ Finance and Staffing sub-committee.

At 31 March 2022, the total general reserves were £214,903 (2021: £209,020). Of this amount, £124,903 represents the Free Reserves (2021: £119,020) and £90,000 (2021 £90,000) represents the Designated Contingency Reserve. The Trustees have agreed not to add to the Designated Contingency Reserve this year because, a recently successful funding bid requires an element of the Free Reserves to be used to cover the costs of IASME Cyber Security accreditation.

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Structure, Governance and Management

Governing Document

The Thames Valley Partnership, a charitable company limited by guarantee, as defined by the Companies Act 2006, was incorporated on 17[th] December 1993 and registered as a charity on 14[th] January 1994. The charitable company was established under a Memorandum of Association which details the objects and powers of the charitable company and is governed under its Articles of Association which were amended by special resolution on the 14[th] December 2020 by the Board of Trustees. In the event of the charitable company being wound up each Trustee is required to contribute an amount not exceeding £10.

The Management Committee

The Board of Trustees must reflect the broad spread of interests and organisations from across the criminal justice sector as well as including individuals providing particular skills and expertise in order to further our crime reduction and community safety objectives.

The Board of Trustees appoints recommended Trustees at the Annual General Meeting by simple majority. Trustees may be co-opted during the year and appointed at the subsequent Annual General Meeting. One third of the Trustees are obliged to retire by rotation at each Annual General Meeting and can offer themselves for re-election should that be their wish. The total number of full and co-opted Trustees cannot exceed 25.

Trustee Induction and Training

Newly appointed Trustees are provided with a Trustee Induction pack. This gives access to relevant governance documentation, the Memorandum and Articles of Association, the latest Annual Report and Financial Statements, as well as information regarding useful sources of general guidance and support for Trustees from, for example, the Charity Commission.

All new Trustees are invited to attend an induction day, a chance to meet members of the team informally at our offices, in order to find out more about the work and about the issues facing the team on a day-today basis. In addition, as with existing Trustees, new Trustees are invited to specify training or skill needs which they feel they may require. All Trustees are invited to attend and participate in our events and those organised by our partner agencies and other crime reduction organisations.

Organisational Structure

The Board of Trustees is comprised of seven full members who meet quarterly to consider the strategic and operational activities of the charity. They are responsible for strategic direction, approval of the business plan and annual budget and for the policies to deliver these. The Board of Trustees have two standing subcommittees with approved terms of reference; the Finance and Staffing sub-Committee and the Strategic Planning sub-Committee meet quarterly and subsequently report back to the Board.

Each Board member is encouraged to work closely with a specific programme or work function to provide expertise, guidance and support and to feed back their experience to the Board.

The Board of Trustees is supported by the Finance and Administration Manager who is appointed as Company Secretary and who takes responsibility for governance administration.

A scheme of delegation is in place such that the day-to-day responsibility for the management of the charity, the provision of services and the support functions, rests with the Chief Executive Officer. The Chief Executive Officer is responsible for ensuring that the work in the business plan is delivered, that the key

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targets are met and that the finances are appropriately managed. The Chief Executive Officer is supported by the individual Programme Managers, the Finance and Administration Manager and their teams.

Staff Remuneration

The Trustees consider that they, the Chief Executive Officer and the Finance and Administration Manager comprise the key management personnel. The Trustees are not remunerated for their services.

Staff pay is reviewed annually in March by the Finance and Staffing sub-Committee. The Committee is responsible for proposing the remuneration and terms and conditions of employment for all staff. Their proposals are recommended to the Board for final approval.

Staff are paid in relation to their particular skills, experience, qualifications, performance and contribution, together with the benchmarking of similar roles within the market where possible.

Volunteers

The work of our volunteers is held in the highest regard by the Trustees. Their dedication, expertise and compassion is crucial to the support we can offer our clients.

Their range of ages and skills brings a great mix to the organisation and some invaluable life experiences.

Our volunteers provide mentoring for those leaving prison, helping them to resettle back into society, to navigate available services and to avoid social exclusion. Our mentors for young people at risk of offending, provide a strong adult role model, often with a professional background, to help them to get back on track.

We also have volunteers who help victims of crime, providing emotional support, helping them to get their life back to normal and to manage the consequences of crime. Our restorative justice programmes span prisons, victim work and reducing reoffending in society as well as schools and other settings. Our highly skilled RJ Practitioners are assisted by a cohort of volunteers who have undergone extensive training, many of whom are now qualified to practice solo.

Our aim is to deliver our services using more volunteers and to broaden our cohort operating across programmes. The successful recruitment of a volunteer coordinator has ensured that our volunteers maintain a strong identity within the charity.

Related Parties

Members of our team sit on a variety of local and national groups including: -

• Local Criminal Justice Board for the Thames Valley

• LCJB Reducing Reoffending Sub-Groups – accommodation and women in custody

• LCJB Sub-Group of witnesses & victims

• Aylesbury Vale Hate Crime Awareness Group Rape & Serious Sexual Assault Awareness Group

• Thames Valley Reducing Reoffending Strategy Group

• Modern Slavery & Exploitation Strategic Groups: Slough, Bracknell, Reading, Buckinghamshire, Oxfordshire

• Thames Valley Exploitation & Modern Slavery Strategic Group

• Community Safety Partnership Board, Reading

• Anti-Slavery Networks – Berkshire, Oxfordshire, Buckinghamshire

• Oxford City Sex Workers Intervention Panel

• Berkshire Peoples Solution Group

• Crown Court Partnership meetings

• SARC Partnership Board

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• Crown Court User Groups

• Rape & Serious Sexual Assault Partnership Meeting (RASSA)

• BAMER Partnership Group

• We chair the Thames Valley Restorative Justice Strategy Group

• South Central NPS Suppliers forum

• Members of EDAC

• RASO Partnership Meeting

• Thames Valley Victims & Witnesses forum

• Providers of CPD accredited Rise for Change training

• Members of the Strategic VAWG Thames Valley board and various sub committees

• Members of the Home Office VAWG steering group

• Wokingham DA group

• We are members of the Employers Initiative on Domestic Abuse

• Founder and member of Thames Valley wide Criminal Justice charity group

• We provide the independent Chair of the Thames Valley Domestic Abuse Steering Group and the chair of the scrutiny panels

• MARACs: -

Cherwell & West Oxfordshire,

Oxford City South & Vale

West Berkshire

Slough Reading

Windsor & Maidenhead

Wokingham

Bracknell

• We work together with our partners the Oxfordshire Sexual Abuse and Rape Crisis Centre (OSARCC) and Trust House Reading on the Thames Valley Victims First Specialist Service.

• We are accredited as a Restorative Justice provider with the Restorative Justice Council (RJC)

• We have an Advanced Restorative Practitioners registration with the RJC

• We are a Registered Training Provider with the RJC.

Risk Management

The Board of Trustees has conducted a review of the major risks to which the charity is exposed and has developed a risk register to monitor those risks. The risk register is reviewed quarterly by the Finance and Staffing sub-Committee and the results fed back to the Board of Trustees for consideration as a separate standing agenda item. Areas covered include governance, finance, business continuity, operational and reputational risks and cyber security. The Chief Executive Officer ensures that robust policies, procedures and systems are in place to mitigate the risks and to manage any potential impact on the charity.

Key risks include:

Loss of support from major funders - mitigated by ensuring that funding comes from a diverse range of sources to balance the risk and by maintaining good communication with funders to ensure that the work undertaken meets their expectations. Evaluation strategies have been built into the business planning process in order to provide feedback to core funders.

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THE THAMES VALLEY PARTNERSHIP – REPORT OF THE MANAGEMENT COMMITTEE

Loss of Control of Special Category Personal data – policy ensures that Special Category Data is kept within specialist case management databases only which are managed by external suppliers with appropriate security accreditations. Programme Managers are responsible for creating and regularly reviewing Data Protection Impact Assessments to identify, manage and minimise the data protection risks of each programme. Criminal Justice Secure Mail is used across the organisation.

IT and cyber security risks – mitigated by the recently achieved Cyber Essentials Plus accreditation, the objective to achieve IASME accreditation in September 2022 and regular staff and volunteer training on data security, cyber security, malicious emails and the GDPR. Managed devices are issued to those that access data bases. Two factor authentication is being rolled out in 2022.

Safeguarding. Failure to keep clients safe - mitigated by a retained focus on safeguarding risks including training for new staff and volunteers, refresher training for existing staff and volunteers and for ensuring all policies and reporting procedures are current and understood.

Illness or pandemic affecting staff resilience or ability to operate normally – mitigated by having a Business Continuity Plan in place which includes how to deal with staff or volunteer shortages, management of premises and ability to work remotely at the same time as ensuring continuity of delivered services.

Defined Benefit Pension Scheme Liabilities – see Contingent Liability Statement on Page 34.

Programmes inadequately resourced or managed. Objectives not being met. Failure to deliver on time and/or to an acceptable quality for funders, failure to recognise associated risks – mitigated by ensuring all outcomes are clearly established and agreed at the outset for all programmes with funders. Appropriate project management and reporting structures are put in place. Managers are held accountable for their own programmes and activities, for ensuring objectives are met and risk registers maintained. Adequate resources are allocated and workload regularly reviewed. Key reporting milestones are identified, regular reports are provided and meetings are held with funders to consider performance against objectives.

Fundraising

There is no specific budget or post for fundraising and we do not use third-party professional fundraisers. However, the Chief Executive Officer routinely engages in bid writing and in making contact with trusts and foundations in order to raise funds. 0.2 of a post contributes to some of the fundraising activities.

Safeguarding

The welfare of vulnerable individuals is of paramount importance to us and we believe in taking all concerns about risk seriously and acting without judgement. Ignoring or tolerating abuse is not an option. Our Safeguarding Policy seeks to ensure that we undertake our responsibilities with regard to the protection of the vulnerable and that we will respond to concerns appropriately. Safeguarding is a standard agenda item at each Board Meeting.

There haven’t been any serious incidents during the year that would require us to provide a report to the Charity Commission.

Modern Slavery Statement

Although Thames Valley Partnership doesn’t meet the criteria for the publishing of a Statement under the Modern Slavery Act 2015, we believe that publishing a Statement on a voluntary basis shows our commitment to playing our part in reducing the horrendous crimes of modern slavery and human trafficking.

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THE THAMES VALLEY PARTNERSHIP – REPORT OF THE MANAGEMENT COMMITTEE

Modern slavery is the illegal exploitation of people for personal or commercial gain. Thames Valley Partnership has a zero-tolerance approach to modern slavery. We are committed to acting ethically and with integrity in all our business dealings and relationships and to implementing and enforcing effective systems and controls to ensure modern slavery is not taking place anywhere in our organisation.

The prevention, detection and reporting of modern slavery is the responsibility of all those working for us or on our behalf in any capacity, including Employees, Trustees, Volunteers, Contractors, Associates, thirdparty representatives and business partners.

Individuals are encouraged to raise concerns about any issue or suspicion of modern slavery in any parts of our Charity at the earliest possible stage without fear of reprisal or victimisation.

Our recruitment processes are transparent and reviewed regularly. This includes robust procedures in place for the vetting of new employees. Our employee code of conduct makes clear to employees the actions and behaviours expected of them when representing us.

We have a programme of mandatory training that all employees and members must complete including Safeguarding Awareness, and online E training for Prevent.

We expect the same high standards from our external consultants, suppliers and other business partners and we expect that our suppliers will hold their own suppliers to the same high standards.

We take our responsibilities to safeguard the welfare of children and vulnerable adults very seriously. We look to protect them from harm, and develop, put in place and track our policies and procedures. There is a clear pathway for all modern slavery referrals into Adult Social Care and all referrals into Children's Social Care. We report information on referrals to the Partnerships CEO and to the Management Committee.

COVID-19 Statement

Like many other charities the COVID pandemic has proved challenging for us. Our funding has historically relied on large grants and contracts to provide public services, with little unrestricted funds and only a minimal reliance on one-off grants. This has been highlighted as a weakness in the past but, in reality, was the reason why we were able to continue operations throughout the lockdown and how we are able to rebuild into a normal service delivery. Like many others we pulled all our services away from face to face, with staff working from home and communicating by telephone or electronic means with clients and colleagues. This was made significantly easier because of our flexible cloud-based IT systems. As a result, cost savings were achieved through lower travel expenditure. Weekly emergency planning meetings with all managers allowed for resilience checking, staff welfare updates and updates on how each programme could be delivered. Regular contact with contract and grant managers, keeping them informed of any issues, ensured that through joint working we were able to continue supporting our vulnerable clients throughout. Although we had to furlough four staff for a short period, we haven’t made any redundancies or lost staff as a result.

Plans for Future periods

The charity is still considering a rebranding exercise to raise its profile across not just the three counties of the Thames Valley but beyond. Recognising that some of our work is national and even international, we are keen not to constrain our thinking and activity. Our overarching aims and objectives will remain the same and the principle of our organisation is to continue to work within criminal justice and provide help and support to people at risk of social exclusion or who are otherwise vulnerable. We have grown very quickly in terms of service delivery but have stayed very static in terms of corporate development resource. The core team has not grown and our funds are predominately restricted. Our aim is to change that and allow for more flexibility to diversify and grow, whilst having the ability to support that growth via a larger central team. That desire to diversify has been approved by the Board of Trustees who have provided some opportunities to explore development areas such as training provision and approaches to other geographic areas. This year we have been undertaking a major IT and data security review with associated

18

THE THAMES VALLEY PARTNERSHIP – REPORT OF THE MANAGEMENT COMMITTEE

accreditation which has been costly and time consuming. This has impacted on our plans to diversify and to grow funds but we remain committed to that.

Our funding strategies continue to try to diversify sources of income whilst also ensuring we manage a high standard of delivery against the contracts that we have. We aim to increase our reserves and continue to thrive, with the beneficiaries being those that are impacted by issues within the criminal justice system. There is a plan to meet our future core and organisational objectives as well as having the scope to build and expand as an organisation. A funding diversification strategy has been approved by the Board and fundraising goals set which ensure funding is more diverse whilst continuing to meet our aims and objectives.

We are confident we will successfully accredit with IASME Gold this year and this will assist us with public sector contracts and grants. Our focus will remain on fundraising through a variety of means, exploring opportunities and successfully tendering for new and renewed pieces of work within the sector.

Responsibilities of the Board of Trustees

The Board of Trustees (who are also the Directors of The Thames Valley Partnership for purposes of company law) are responsible for preparing the Report of the Management Committee and the financial statements, in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice.

Company Law requires the Trustees to prepare financial statements for each financial year which 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 income and expenditure, of the company for that year.

In preparing those financial statements, the Trustees are required to: -

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charity SORP (FRS102);

• make judgements and estimates that are reasonable and prudent; and

• state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements;

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The Board of Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. 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.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

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THE THAMES VALLEY PARTNERSHIP – REPORT OF THE MANAGEMENT COMMITTEE

Auditor

Azets Audit Services have indicated their willingness to continue in office for another financial year.

Statement as to the disclosure of information to Auditors

So far as the Trustees are aware, there is no relevant information of which the charitable company’s auditors are unaware and each Trustee has taken all the steps that they ought to have taken as a Trustee in order to make them aware of any relevant audit information and to establish that the charitable company’s auditors are aware of that information.

Approval

These financial statements have been prepared in accordance with the Companies Act 2006 and the Charities SORP (FRS102).

Approved by the Board of Trustees on 12 December 2022 and signed on their behalf by

………………………………………………………………..

Philip Dart, Interim Chair of the Board of Trustees

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INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE THAMES VALLEY PARTNERSHIP

Opinion

We have audited the financial statements of The Thames Valley Partnership (the ‘charitable company’) for the year ended 31 March 2022 which comprise the Statement of Financial Activities, the Balance Sheet, Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 31 March 2022 and of the incoming resources and application of resources for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is enough and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent

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INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE THAMES VALLEY PARTNERSHIP

material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken during the audit:

• the information given in the report of the management committee and the Trustees’ report for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the report of the management committee and the Trustees’ report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained during the audit, we have not identified material misstatements in the report of the management committee or the Trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept by the charitable company, or returns adequate for our audit have not been received from branches not visited by us; or

• the charitable company’s financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of Trustees’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Responsibilities of Trustees

As explained more fully in the Statement of the responsibilities of the Board of Trustees, , the Trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE THAMES VALLEY PARTNERSHIP

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above and on the Financial Reporting Council’s website, to detect material misstatements in respect of irregularities, including fraud.

We obtain and update our understanding of the entity, its activities, its control environment, and likely future developments, including in relation to the legal and regulatory framework applicable and how the entity is complying with that framework. Based on this understanding, we identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. This includes consideration of the risk of acts by the entity that were contrary to applicable laws and regulations, including fraud.

In response to the risk of irregularities and non-compliance with laws and regulations, including fraud, we designed procedures which included:

• Enquiry of management and those charged with governance around actual and potential litigation and claims as well as actual, suspected and alleged fraud;

• Reviewing minutes of meetings of those charged with governance;

• Assessing the extent of compliance with the laws and regulations considered to have a direct material effect on the financial statements or the operations of the charitable company through enquiry and inspection;

• Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations;

• Performing audit work over the risk of management bias and override of controls, including testing of journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for indicators of potential bias.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

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INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE THAMES VALLEY PARTNERSHIP

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

David Cary LLB FCA (Senior Statutory Auditor) For and on behalf of Azets Audit Services Chartered Accountants Statutory Auditor Suites B & D Burnham Yard Beaconsfield Buckinghamshire HP9 2JH

Date 12 December 2022

24

THE THAMES VALLEY PARTNERSHIP STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2022

Undesignated Funds Designated Funds Restricted Funds Notes £ £ £ INCOME AND ENDOWMENTS FROM: Donations Grants and legacies 2 113,446 - 2,258,350 Investments 528 - - Total Income 113,974 - 2,258,350 EXPENDITURE ON: Charitable activities: - - Community Safety Programmes 3 - - 2,114,942 Other 3 95,273 - 246,956 Total Expenditure 95,273 - 2,361,898 Transfers between funds (12,818) - 12,818 Net Movement in Funds 4 5,883 - (90,730) Total Funds at 1stApril 119,020 90,000 443,075 Total Funds at 31st March 124,903 90,000 352,345	Total Funds 2022 £ 2,371,796 528 2,372,324 2,114,942 342,229 2,457,171 - (84,847) 652,095 567,248	Total Funds 2021 £ 2,503,964 1,239
		2,505,203
		1,864,627 324,962
		2,189,589
		8,460 315,614 336,481
		652,095

The statement of financial activities also complies with the requirement for an income and expenditure account under the Companies Act 2006.

All the above results are derived from continuing activities. All gains and losses recognised in the year are included.

The notes on pages 28 to 42 form part of these accounts.

25

THE THAMES VALLEY PARTNERSHIP BALANCE SHEET FOR THE YEAR ENDED 31 MARCH 2022

Fixed Assets Fixed assets Investments Current Assets Debtors Cash at Bank and in Hand Creditors: amounts falling due within one year Net Current Assets Provision for liabilities and charges – VAT Net Assets FUNDS Undesignated Funds Designated Funds Restricted Funds Total Assets	Note 6 7 8 9 11 12 13	General Funds Restricted Funds £ £ 2,880 - 1 - 8,909 223,001 241,130 525,251 250,039 748,252 (38,017) (395,907) 212,022 352,345 - - 214,903 352,345 124,903 - 90,000 - 352,345 214,903 352,345	2022 £ 2,880 1 231,910 766,381 998,291 (433,924) 564,367 - 567,248 124,903 90,000 352,345 567,248	2021 £ 4,071 1 141,207 977,515
				1,118,722 (464,266)
				654,456 (6,433)
				652,095
				119,020 90,000 443,075
				652,095

The Trustees acknowledge their responsibilities for:

(a) ensuring that the charitable company keep accounting records which comply with Sections 386 and 387 of the Companies Act 2006 and

(b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of the charitable company’s incoming resources and application of resources, including income and expenditure, for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

These financial statements were approved by the Trustees on 12 December 2022 and are signed on their behalf by:

……………………………………………

Philip Dart, Interim Chair of the Board of Trustees

The notes on pages 28 to 42 form part of these accounts

26

THE THAMES VALLEY PARTNERSHIP STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2022

Cash flow from operating activities (see note (a)) Net cash flow from operating activities Purchase of tangible fixed assets Cash flow from investing activities Interest received Net cash flow from operating activities Net (decrease)/increase in cash and cash equivalents Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year (see note (b)) Notes to the cash flow statement (a) Reconciliation of net movement in funds Net movement in funds for the year Interest received Depreciation charges (Increase) in debtors (Decrease)/increase in creditors (Decrease) in provision for charges and liabilities Net cash flow from operating activities (b) Analysis of cash and cash equivalents Cash at bank Cash and cash equivalents at the end of the year	2022 £ (211,662) (211,662) - 528 528 (211,134) 977,515 766,381 (84,847) (528) 1,191 (90,703) (30,342) (6,433) (211,662) 766,381 766,381	2021 £ 358,911
		358,911
		(4,766) 1,239
		(3,527)
		355,384 622,131
		977,515
		315,614 (1,239) 695 (63,095) 136,287 (29,351) 358,911 977,515
		977,515

The notes on pages 28 to 42 form part of these accounts

27

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

1. ACCOUNTING POLICIES

The charity is a company limited by guarantee in the United Kingdom. The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in pounds sterling under the historical cost convention, the Companies Act 2006, in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and UK Generally Accepted Accounting Practice as it applies from 1 April 2021.

These accounts have been presented in sterling (£) which is also the functional currency of the Charitable company.

Consolidation

Consolidated financial statements have not been prepared due to the trivial value of the investment in the subsidiary company.

Income recognition

All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably, and it is probable that the income will be received.

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained, then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.

As provided in the SORP (FRS 102) no amount is included in the financial statements for volunteer time.

For legacies, the point of entitlement is the earlier of the date of the charity being notified of an impending distribution or the date the legacy is received. At this point income is recognised. On occasion legacies will be notified to the charity however it is not possible to measure the amount expected to be distributed. On these occasions, the legacy is treated as a contingent asset and disclosed.

Investment income is earned through holding assets for investment purposes such as on short term bank deposit and solely comprises bank interest.

Expenditure recognition

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required, and the amount of the obligation can be measured reliably. It is categorised under the following headings:

• Charitable Activities. These comprise all the resources applied by the Charity in undertaking its work to meet its charitable objectives.

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

• Other expenditure. These include the cost of governance arrangements which relate to the general running of the Charity and the compliance with constitutional and statutory requirements.

Irrecoverable VAT is charged as an expense against the activity for which expenditure arose.

Fund Accounting

The Charity may maintain both restricted and unrestricted funds. Unrestricted funds are split into two accounts, “undesignated” funds which are utilised for the day to day running of the Charity; and “designated” funds which are held for contingency reserves by the company (see reserves policy in the report of the Management Committee). Restricted funds represent grants and donations that are provided by the donor for a specific purpose including for the purposes of the six main programmes of the Charity. The unrestricted funds represent unrestricted income that is expendable at the discretion of the Trustees in the furtherance of the objects of the Charity.

Investments

In the financial statements investments in subsidiary undertakings are stated at cost. The carrying amount is subject to an impairment review by the Trustees at the end of each accounting period.

Tangible Assets and Depreciation

Fixed assets have been recorded at cost, or at a reasonable estimate of their value to the Charity. Depreciation is provided on all tangible assets on a straight-line basis, calculated to write off the cost or valuation of each asset evenly over its expected life, as follows;

Equipment

4 years

All capital expenditure over £1,000 is capitalised.

Employee benefits

When employees have rendered service to the charity, short-term employee benefits to which the employees are entitled are recognised at the undiscounted amount expected to be paid in exchange for that service.

The charity operates a defined benefit plan for the benefit of its employees. Contributions are expensed as they become payable.

The scheme was closed to new members in October 2017. It has been replaced by NEST, the government’s defined contribution workplace pension scheme.

Taxation

The Charity is exempt from UK taxation under section 505 of the Income and Corporation Taxes Act 1988.

Operating Leases

Rentals applicable to operating leases where substantially all the benefits and risks of ownership remain with the lessor are charged against profits on a straight-line basis over the period of the lease.

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

Going Concern

The accounts are prepared on a going concern basis. The use of the going concern basis of accounting is appropriate because there are no material uncertainties related to events or conditions that may cast significant doubt about the ability of the Charity to continue as a going concern.

Significant judgement and estimates

The preparation of financial statements requires management to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on a continuing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

2. DONATIONS & LEGACIES

2. DONATIONS & LEGACIES
	Undesignated	Designated	Restricted	Total	Total
	Funds	Funds	Funds	2021/22	2020/21
	£	£	£	£	£
Income from Donations
The Clewer Initiative	-	-	-	-	750
New Leaf Donations	-	-	40	40	2,501
Sponsored Walk	-	-	-	-	-
Other Donations	4,951	-	-	4,951	424
Miscellaneous	2,132	-	-	2,132	-
INCOME FROM CHARITABLE	ACTIVITIES
Service Contracts
Achieving for Children	-	-	-	-	3,250
British Transport Police	-	-	-	-	1,440
Catch 22 (New Leaf)	-	-	72,866	72.866	-
Cambridgeshire Police	-	-	120	120	1,440
CDW (Metropolitan Police)	-	-	115,200	115,200	-
Circles UK	-	-	850	850	-
Derbyshire PPC	-	-	1,200	1,200	-
Dyfed Powys Police	-	-	-	-	11,520
Essex Constabulary	-	-	900	900	120
HMPPS	-	-	5,519	5,519	-
Milton Keynes Council	-	-	10,000	10,000	-
National Crime Agency	-	-	120	120	-
NOMS	-	-	2,814	2,814	-
OCTS	-	-	325	325	-
OPCC Norfolk	-	-	540	540	-
OPCC Thames Valley	-	-	1,339,192	1,339,192	1,052,735
Oxfordshire County Council	-	-	-	-	9,783
The PCC for Bedfordshire	-	-	480	480	-

30

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022 INCOME FROM CHARITABLE ACTIVITIES

Service Contracts (Continued) The PCC for Gwent - PCC for South Wales - PCC for Staffordshire - PCC for Surrey - Police Service of Northern Island - Response Organisation - Slough Childrens Service Trust - South Yorkshire Police - Suffolk PCC - Sussex Police - Thames Valley CRC - Unlocked Graduates - Grants A B Charitable Trust - Ansons 3,000 Beatrice Lang Charitable Trust - Big Lottery - BP Collins via Heart of Bucks - CHK Foundation - Heart of Bucks (Private Donors Fund) 3,000 Hobsons Trust - Home Office - Lloyds Bank Foundation - MK Community Foundation - OPCC (MOJ) - Rothschild Foundation 50,000 Thames Valley Police 25,000 The Vodafone Foundation - Total Contracts, Grants and Donations 88,083 CIA Award - Gift Aid Rebate - JRS Claims 12,818 Consultancy 12,545 Deferred inc received 21/22 - Income rec’d 21/22 deferred to 22/23 - TOTAL - 2022 113,446 TOTAL – 2021 142,741		- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	1,248 5,760 4,080 3,120 - - - 1,920 320 660 30,500 - - - - 130,118 - 25,000 - - 254,734 - 10,000 19,000 - - 389,974 2,426,600 1,000 - - 11,957 49,772 (230,979) 2,258,350 2,361,223	1,248 5,760 4,080 3,120 - - - 1,920 320 660 30,500 - - 3,000 - 130,118 - 25,000 3,000 - 254,734 - 10,000 19,000 50,000 25,000 389,974 2,514,683 1,000 - 12,818 24,502 49,772 (230,979) 2,371,796	- - - - 36,000 1,092 2,000 480 - - 129,352 950 10,000 - 25,000 97,571 1,225 - - 10,000 207,438 56,058 - 74,190 20,000 26,000 529,621 2,310,940 - 2,229 8,460 10,930 221,177 (49,772) 2,503,964
		- -

The charity benefits greatly from the enthusiastic support and involvement of its many volunteers and supporters. In accordance with FRS 102 and the Charities SORP (FRS 102), the economic contribution of general volunteers is not recognised in the accounts.

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

3. EXPENDITURE ON:

Community Safety Programmes: Restricted Expenditure

Family Matters New Leaf New Leaf – Young People New Leaf – Gloucester Mentoring Restorative Justice RP Training Bright Sky TecSOS project VFSS VFESS Strategic Networking Willow BAME Outreach Rise For Change Total Other Expenditure Central Staff Costs Rent and Rates Business Development Other Central Costs Total Other Expenditure Total Expenditure	2022 Activities undertaken Central costs Total £ £ £ 103,503 11,750 115,253 72,269 7,565 79,834 55,342 8,000 63,342 15,041 5,000 20,041 23,517 3,919 27,436 15,054 3,347 18,401 179,256 27,452 206,708 500,677 50,330 551,007 825,958 74,128 900,086 190,965 35,187 226,152 38,454 7,526 45,980 - - - 88,179 10,922 99,101 6,727 1,830 8,557 2,114,942 246,956 2,361,898		2021	2021
			Activities undertaken Central costs Total £ £ £ 109,532 25,500 135,032 64,350 7,072 71,422 51,758 10,500 62,258 - - - 48,881 11,100 59,981 16,903 7,633 24,536 111,081 13,694 124,775 461,314 48,190 509,504 757,441 73,176 830,617 188,621 32,000 220,621 40,612 4,959 45,571 (1,483) - (1,483) 15,617 2,900 18,517 - - -
			1,864,627 236,724 2,101,351
			2022 £ 206,726 17,718 21,995 95,790 342,229 2,457,171	2021 £ 209,570 17,418 - 97,974
				324,962
				2,189,589

4. NET MOVEMENT IN FUNDS

This is stated after charging:

	2022	2021
	£	£
Operating lease rentals	18,032	18,343
Auditor’s remuneration	8,750	6,500

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

5. STAFF COSTS & NUMBERS

5. STAFF COSTS & NUMBERS
Wages and Salaries Social Security Pension Costs Total Staff Costs	2022 £ 1.450,037 137,279 59,718 1,647,034	2021 £ 1,388,431 129,515 51,299
		1,569,245

The value of reimbursed Trustees expenses for the year was £Nil (2021: £Nil) No other expenses or emoluments were paid to the Trustees.

The total amount of employee benefits received by key management personnel is £113,729 (2021: £111,104).

Higher paid staff

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

		2022	2021
		Number	Number
£60,001	- £70,000	3	4
£70,001	- £80,000	1	-

The company made pension contributions on behalf of the staff members (2021: no staff members) included in the bandings above.

Number of staff

Number of staff
	2022	2021
Management and administration	44	41

Pension Schemes

The pension charge for the Charity for the year was £59,718 (2021: £51,299).

The Oxfordshire Pension Fund

The Charity with other institutions participates in The Oxfordshire Pension Fund, a Local Government defined benefit occupational pension scheme administered by Oxfordshire County Council, which provides benefits based on final pensionable pay.

At 31[st] March 2022 there were 7 participating employees (2021: 7). The assets of the scheme are held separately from those of the Charity. Contributions to the scheme are charged to the Statement of Financial Activities to spread the cost of pensions over employees’ working lives with the Charity. The contributions are determined by a qualified actuary based on triennial valuations using the projected unit method and the attained age method.

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

The most recent valuation was at 31[st] March 2019. The main actuarial assumptions were as follows:

1. Discount rates for Admitted Bodies (including The Thames Valley Partnership) are 1.5% per annum. The valuation made no distinction between pre and post retirement discount rates.

2. Salary increases – in line with the CPI assumptions to 31 March 2019 followed by CPI plus 1.5% thereafter – 2.3% per annum.

3. Rate of increases to pensions and deferred pensions – 2.3% per annum

4. Rate of consumer price inflation (CPI) 2.3% per annum.

The valuation at 31[st] March 2019 showed that the funding ratio of the scheme had improved since the previous valuation with the fund’s assets being enough to cover 99% of the liabilities (2016: 90%).

The contribution rates of the Charity decreased with effect from 1 April 2019, in accordance with recommendations from the actuary. The current rates for the Charity and the employees are as follows:

1. Charity (as Employer): 16.3% of pensionable pay.

2. Employees: The rates of contribution for participating employees range from 5.8% to 6.8% of pensionable pay, the rate for each individual employee determined by the level of their annual salary.

The next triennial actuarial valuation of the scheme was due as at 31[st] March 2022 but has not yet been published. Further information on the Oxfordshire Pension Fund can be found on the website of Oxfordshire County Council at www.oxfordshire.gov.uk/pensions.

Contingent Liability

At 31[st] March 2022, The Thames Valley Partnership had 7 employees remaining within the Oxfordshire County Council Pension Fund (LGPS), a defined benefit occupational pension scheme. A review identified a contingent liability at the point at which the final remaining employee were to leave the scheme. If this situation were ever to materialise, the LGPS would instruct the Scheme Actuary to carry out a Cessation Valuation to determine the pension liabilities of current and former employees at the termination date. Where there is a deficit, payment of this amount in full would normally be sought from Thames Valley Partnership as the Employer. Alternatively, the Scheme Administrators can agree to allow Thames Valley Partnership to continue to make contributions under a deferred debt arrangement.

The Trustees sought the advice of the LGPS, and the Scheme Actuary provided an estimated funding position of Thames Valley Partnership as the Employer on the LGPS’s ongoing funding basis, using a roll forward method, as at 31 March 2021. Thames Valley Partnership is a member of the Small Admitted Bodies Pool (“the Pool”) within the LGPS. The roll forward funding position showed that as at 31 March 2021 the Pool’s funding position and Thames Valley Partnership’s share of the Pool’s funding position were both estimated to be in surplus.

The results of the latest actuarial valuation of the Scheme at 31[st] March 2022 are anticipated to be due later in the year, that being after the publication of this Report. At that time, further advice will be sought to provide an update to Thames Valley Partnership’s funding position.

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

Given that currently there is no updated funding position available, that Thames Valley Partnership’s share of the Pool’s funding position was estimated to be in surplus as at 31 March 2021, and with no immediate likelihood of all remaining employees leaving the Fund, no provision has been made in the accounts.

NEST

The Board of Trustees agreed in June 2017 to close the Oxfordshire Pension Fund scheme to new members because the level of employer contributions was no longer affordable. A new scheme was required to fulfil auto-enrolment obligations and the Board agreed in October 2017 to offer new staff the government approved NEST scheme. Employer contributions are currently 4%. At 31[st] March 2022 there were 35 participating employees (2021: 30).

6. TANGIBLE FIXED ASSETS

Equipment £ Cost At 1 April 2021 4,766 Additions - At 31 March 2022 4,766 Depreciation At 1 April 2021 695 Provided in the year 1,191 At 31 March 2022 1,886 Net book value At 31 March 2022 2,880 At 31 March 2021 4,071	Total £ 4,766 -
	4,766
	695 1,191
	1,886
	2,880
	4,071

The net book values above represent the historical cost less depreciation for the assets, which are purchased from Unrestricted Funds.

7. FIXED ASSET INVESTMENTS

The company's investments at the Balance Sheet date comprises of the following investment:-

Justice Links Limited

Company Number: 09836627 Registered in: England & Wales Class of shares: Ordinary Shareholding: 100% Net assets: £1 Net profit: £0

In the year ended 31 March 2022 Justice Links Limited had a turnover of £nil (2021: £nil), made a profit of £nil (2021: £nil) and had net assets of £1 (2021: £1). Justice Links Limited operated to administer the sales invoices associated with the delivery of Restorative Justice and New Leaf services to the Thames Valley Community Rehabilitation Company, however the company ceased trading activities during the year ended 31 March 2019 and became dormant as at that date.

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

8. DEBTORS

Trade debtors VAT Prepayments and accrued income	2022 £ 95,119 8,909 127,882 231,910	2021 £ 88,438 - 52,769
		141,207

Included within trade debtors is £95,119 (2021: £58,812) relating to the restricted fund and prepayments and accrued income of £127,882 (2021: £52,769) relates to the restricted fund.

9. CREDITORS - AMOUNTS FALLING DUE WITHIN ONE YEAR

Trade creditors Owed to group undertakings Social security and other taxes Accruals and deferred income VAT Other creditors	2022 £ 35,332 1 40,969 349,029 - 8,593 433,924	2021 £ 293,675 1 40,325 107,237 15,236 7,792
		464,266

Included within trade creditors is £34,048 (2021: £287,211) relating to the restricted fund and accruals and deferred income of £326,627 (2021: £89,459) relating to the restricted fund.

10. DEFERRED INCOME

Included in accruals and deferred income note 9 is deferred income, all relating to the restricted fund, as follows:-

Balance as at 1 April 2021 Amount released to incoming resources Amount deferred in year	£ 49,772 (49,772) 230,979
	230,979

Deferred income represents monies received that do not meet the criteria for recognition as income in the statement of financial activities because entitlement to the income does not exist at the Balance Sheet date. Deferred income is not recognised until entitlement of the income is absolute. Instead deferred income is disclosed as a liability in the Balance Sheet.

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

11. UNDESIGNATED FUNDS

		Balance	Movement in Reserves	Movement in Reserves		Balance
	1	Apr 2021	Incoming	Outgoing	Transfers	31 Mar 2022
		£	£	£	£	£
Undesignated Funds		119,020	113,974	(95,273)	(12,818)	124,903

Undesignated Funds represent the operating activities of the Charity and include contributions towards administration costs.

Previous Year

revious Year
		Balance	Movement in Reserves			Balance
	1	Apr 2020	Incoming	Outgoing	Transfers	31 Mar 2021
		£	£	£	£	£
Undesignated Funds		71,738	143,980	(88,238)	(8,460)	119,020

Undesignated Funds represent the operating activities of the Charity and include contributions towards administration costs.

12. DESIGNATED FUNDS

		Balance	Movement in Reserves	Movement in Reserves	Movement in Reserves	Balance
	1	Apr 2021	Incoming	Outgoing	Transfers	31 Mar 2022
		£	£	£	£	£
Designated Funds		90,000	-	-	-	90,000

Designated Funds represent contingency reserves available in the event the charity is wound up of £90,000 (2021: £90,000).

Previous Year

		Balance	Movement in Reserves	Movement in Reserves	Movement in Reserves	Balance
	1	Apr 2020	Incoming	Outgoing	Transfers	31 Mar 2021
		£	£	£	£	£
Designated Funds		90,000	-	-	-	90,000

Designated Funds represent contingency reserves available in the event the charity is wound up of £90,000 (2020: £90,000).

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

13. RESTRICTED FUNDS

Restricted Funds TecSafe Family Matters BAME Outreach Bright Sky New Leaf New Leaf – Young People New Leaf – Gloucester Mentoring Restorative Justice – Prisons Restorative Justice RP Training Strategic Networking Rise For Change VFSS VFESS	Balance 1 Apr 2021 £ 101,419 38,938 11,483 83,272 10,348 81,378 - 5,034 12,400 25,940 58,969 - 14,152 (258) 443,075	Movement in Reserves Incoming Outgoing Transfers £ £ £ 519,579 97,617 98,802 201,974 91,597 32,501 25,000 5,519 14,623 23,267 - 11,957 909,504 226,410 (551,007) (115,253) (99,101) (206,708) (79,834) (63,342) (20,041) (4,966) (22,470) (18,401) (45,980) (8,557) (900,086) (226,152) - 12,818 - - - - - - (3,429) 3,429 - - - - 2,258,350 (2,361,898) 12,818	Balance 31 Mar 2022 £ 69,991 34,120 11,184 78,538 22,111 50,537 4,959 5,587 1,124 34,235 12,989 3,400 23,570 -
			352,345

Restricted funds are used to support the programmes run by Thames Valley Partnership. On page 7 of the Report of the Management Committee we set out the programmes we are currently running. The programmes are focussed on those affected by crime, protecting victims and supporting offenders and their families

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

13. RESTRICTED FUNDS (cont)

Previous Year

Restricted Funds TecSOS Family Matters BAME Outreach Bright Sky New Leaf New Leaf YP Restorative Justice – Prisons Restorative Justice Restorative Justice – HMP Bullingdon RP Training Strategic Networking Willow VFSS VFESS	Balance 1 Apr 2020 £ 44,290 5,398 - 51,759 (14,055) - 3,446 22,396 318 4,493 60,782 11,254 (12,955) (2,383) 174,743	Movement in Reserves Incoming Outgoing Transfers £ £ £ 566,633 160,112 30,000 156,288 95,825 143,636 1,251 50,004 - 45,983 43,758 - 844,987 222,746 (509,504) (135,032) (18,517) (124,775) (71,422) (62,258) (7,981) (52,000) - (24,536) (45,571) 1,483 (830,617) (220,621) - 8,460 - - - - 8,318 (8,000) (318) - - (12,737) 12,737 - 2,361,223 (2,101,351) 8,460	Balance 31 Mar 2021 £ 101,419 38,938 11,483 83,272 10,348 81,378 5,034 12,400 - 25,940 58,969 - 14,152 (258)
			443,075

Restricted funds are used to support the programmes run by Thames Valley Partnership. The programmes are focussed on those affected by crime, protecting victims and supporting offenders and their families

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

14. ANALYSIS OF ASSETS BETWEEN FUNDS

14. ANALYSIS OF ASSETS BETWEEN FUNDS
Fixed Assets Investments Debtors Cash at bank Creditors	Undesignated Funds Designated Funds Restricted Funds £ £ £ 2,880 - - 1 - - 8,909 - 223,001 151,130 90,000 525,251 (38,017) - (395,907) 124,903 90,000 352,345	Total Funds £ 2,880 1 231,910 766,381 (433,924)
		567,248

Previous Year

Fixed Assets Investments Debtors Cash at bank Creditors Provision for liabilities and charges	Undesignated Funds Designated Funds Restricted Funds £ £ £ 4,071 - - 1 - - 29,626 - 111,581 144,975 90,000 742,540 (53,220) - (411,046) (6,433) - - 119,020 90,000 443,075	Total Funds £ 4,071 1 141,207 977,515 (464,266) (6,433)
		652,095

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

15. ANALYSIS OF CHANGES IN NET DEBT

	Balance at		Other	Balance at
	beginning of year	Cash Flow	changes	end of year
	£	£	£	£
Cash at bank and in hand	977,515	(211,134)	-	766,381
	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------
Total cash and cash equivalents	977,515	(211,134)	-	766,381
	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------
Loans	-	-	-	-
	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------
Total net debts	977,515	(211,134)	-	766,381
	======================	======================	======================	======================
Previous Year
	Balance at		Other	Balance at
	beginning of year	Cash Flow	changes	end of year
	£	£	£	£
Cash at bank and in hand	622,131	355,384	-	977,515
	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------
Total cash and cash equivalents	622,131	355,384	-	977,515
	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------
Loans	-	-	-	-
	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------	-----------------------------------------------------
Total net debts	622,131	355,384	-	977,515
	======================	======================	======================	======================

16. COMMITMENTS UNDER OPERATING LEASES

Total future minimum lease payments under non-cancellable operating leases are as follows:

	2022	2021
	£	£
Land and buildings – Expiring in less than 1 year	9,178	9,259
Office equipment – Expiring in less than 1 year	876	876
Office equipment – Expiring between 1-5 years	657	1,533

17. RELATED PARTY DISCLOSURES

During the year the trustees donated £10,000 (2021: £Nil) to the Charity.

Ms Fola Komolafe, a Trustee of the Charity, is also President of the Milton Keynes Community Foundation which granted £10,000 (2021 £nil) to the Charity during the year.

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THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

18. SHARE CAPITAL

The charitable company is limited by guarantee and has no share capital.

In accordance with the Memorandum and Articles of the charitable parent company, the liability of members is limited to £10 each in the event of the winding up of the charitable parent company. At 31 March 2022 there were 7 members (2021: 8).

19. CONTROLLING PARTY

The Charity does not have an overall controlling party.

COMPANY REGISTRATION NO: 2881664 CHARITY NO: 1031545 Registered Office: The Coach House, Manor Farm Courtyard, Aston Sandford, Aylesbury, Buckinghamshire, HP17 8JB

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