-YpohWER
Voi¢es Heard • LIVE5 Empowered
Annual Report and
Financial Statements
For the year ended 31 March 2022
##
|PohWER Annual
Report 2021/22|Contents||
|---|---|---|
||Page|No.|
|Welcome from the Chair|||
|Welcome from the Chief Executive|||
|Our Vision, Mission and Values|||
|What is Advocacy'||5-6|
|Strategic Report||7-18|
|Strategic direction|||
|Areas offocus|||
|Impact and achievements||8-9|
|Our services||10-12|
|Equality,
Diversity and|Inclusion|12-13|
|Governance,
Structure|and Management|14-17|
|Financial
Review||17-18|
|Statement ofTrustee Responsibilities||19|
|Independent
Auditor's
Report to the Members of POhWER||20-22|
|Financial Statements||23-39|
|Statement of Financial|Activities||
|Balance Sheet|||
|Cash Flow Statement||25|
|Notes to the Financial|Statements|26-39|
|Corporate Information||40|
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|5-year Desired Outcome (before|5-year Desired Outcome (before|5-year Desired Outcome (before|2021-2022 Achievement|||
|---|---|---|---|---|---|
|20251||||||
|Beneficiary reach trebles to|||Supported
520,357people who faced extensive challenges
in securing|||
|support
people not supported||by|their rights and entitlements
within
public services and provided
in-person|||
|advocacy today|||advocacy support to 148,203 people.|||
||||Supported
372,154people through
our Help Hub information
and support|||
||||line.|||
|Service users have an|||Feedback from our beneficiaries
using our services has been broadly||positive|
|independent
voice and are|more||with 87SSrating our services 5 out of5.|||
|empowered
through
POhWER's||||||
|intervention|||We conducted
a review this year ofour beneficiaries to understand|their||
|Achieve &85%positive client|||circumstances
and lived experiences
in more detail. This review has|informed||
|quality outcomes every year|||activity and new forums supporting
our co-production,|||
||||Through
our local services we regularly
canvas views on the suitability,||quality|
||||and completeness
ofour services to ensure we continue to deliver value to|||
||||the people we serve.|||
|Embed structured
co-production|||We continued
to capture data to understand
unmet needs ofour|||
|in service design and continuous|||beneficiaries,
and for the first time this year we tracked and analysed||these|
|development|||unmet
needs to understand
where our beneficiaries
were 'falling between|||
||||the cracks' ofpublic services.|||
|Aspirations
and unmet needs||are||||
|better understood
and embedded|||We plan to study this analysis to co-produce
new innovative
pilots, non-|||
|in future service design and|||statutory
models ofadvocacy and information
8 advice to inform future|||
|development|||service design.|||
||||Increased frequency ofthe service user panel meetings
and detailed||design|
||||pathway for lived experience
panels to be launched
in 2022-2023.|||
|British society becomes more|||We focused on awareness
raising, relationship
building,
educational|and||
|inclusive
and accepting and|||informative
public speaking,
digital information
content development|||
|institutions
value and understand|||including
5new podcasts and 10new informatiorial
videos and also|launched||
|the importance
of equal|||new self-advocacy tools on our website to help influence the attitudes||ofthe|
|treatment
and access|||British public.|||
||||We published
our first Human
Rights Attitudes
&Opinions
survey.|||
||||Across the UK, we delivered
Rights Strengthening
Awareness
Raising||sessions|
||||in-person
and digitally promoted
education ofthe general
public on|equality,||
||||rights and entitlements
in public services to promote self-advocacy.|||
|The support
and investment||in|Detailed under the 'People' section on pages 15and 16.|||
|our staff||||||
|To develop and implement|six||These are listed on page 11 under Service Innovation. .|||
|new models ofnon-statutory||||||
|advocacy||||||
|Secure new diversified
income|||Continued
expansion ofpartnership
working
with 40+ civil society|||
|through
fundraising,
corporate|||organisations;
this is an increase on the prior year.|||
|partnerships
and civil society|||Diversification
ofincome through
launch ofdigital fundraising
channels.|||
|partnerships||||||
|Raise beneficiary
reach and|||We held peer advocacy groups to help people to share perspectives|and||
|awareness
of POhWER through|||empower them with information.|||
|face-to-face social media and||||||
|digital
information
resources|||Continued
to restructure
our digital offering and expanded
our social||media|
||||and information
assets found on our website. Expanded
our podcast||series|
||||to include
POhWER's 25th anniversary
heritage celebration.|||
|5-year|Desired|Desired|Desired|Outcome (before|Outcome (before|Outcome (before|2021-2022 Achievement|
|---|---|---|---|---|---|---|---|
|2025)||||||||
|Campaign||for proposed|||changes||Our aim isto change laws and to uphold
laws important
to our beneficiaries|
|to key legislation,||||influence|||enabling
them to live as equal people through
evidence
led submissions|
|public attitudes||||and develop||our|to powerful
people and institutions,
ministerial
engagement,
external|
|national||parliamentary/policy|||||awareness
raising and through
telling the stories ofour beneficiaries|
|making|relationships||||||circumstances.|
|Laws and||human||rights|are||During 2021-2022 we submitted
nine written
evidence submissions
to|
|upheld|and||new|protections|||Parliament,
managed
campaigns
against the use of blanket
DNARs, provided|
|developed,|||||||input into Mental
Health Act Reform, Liberty Protection
Safeguards
and|
||||||||Human
Rights Act Review.|
||||||||We raised awareness
ofthe detrimental
impacts ofthe proposed
Bill of|
||||||||Rights, Voter ID and inequalities
within
healthcare
and social care for|
||||||||marginalised
groups.
Our case work and research on break on applications|
||||||||of blanket
DNACPRs and human
rights breaches for over 800cases was cited|
||||||||by several notable organisations.|
||||||||We supported
long overdue
reform ofthe Mental
Health Act, informed|
||||||||proposals
into social care, and contributed
to impact reviews ofCOVID-19|
||||||||pandemic.|
||||||||Our advocacy work continued
to create precedent
through
case law in the|
||||||||Court of Protection.|
||||||||Through
our public engagement
we used our position
within
media channels
and civil society to promote support for human
rights
in everyday
British|
||||||||life, educate the general
public on inequalities
and unfair treatment
for our|
||||||||beneficiaries.|
||||||||We deepened
relationships
with key policy-making
units within the British|
||||||||Institute of Human
Rights, Equality 8 Human
Rights Commission
and|
||||||||the Care Quality Commission.
Our work was cited by several academic|
||||||||institutions,
public authorities,
regulators
and rights organisations.|
|Champion|||local|engagement||and|POhWER continues to strive to deliver social value
in the areas in which|
|deliver|social value within the||||||we work, helping to build resilient communities.
Among
many other|
|communities
we||||serve|||commitments
this year we have:|
|The support
our staff is|||and investment
in
detailed under the||||~
run community
engagement
and improvement
progra mmes and groups
introduced
a strategy and plan to reduce our carbon footprint|
|'People'|section on page||||15.||~
raised E684,372through
new funding to help us to expand our services|
||||||||to address unmet needs.|
||||||||We launched
the first phase ofour grant fund
in memory ofArthur
Bate,|
||||||||to create a helpful
intervention
for new trustee support,
campaigning,|
||||||||community
advocacy and/or peer groups. We made three awards
in our first|
||||||||grant phase to Disability Snowsport
UK, Striving for Unity and Basingstoke|
||||||||and District Disability
Forum.|
||||||||In Hertfordshire,
we supported
local people
living
in crisis with basic needs|
||||||||including food parcels, white goods and fuel vouchers
through
HertsHelp|
||||||||and HCNS partnerships.
Our Shout About
It events brought together
local|
||||||||organisations
working to improve
lives and empower
people living
in|
||||||||Hertfordshire.|
||||||||In Birmingham,
we supported
Commonwealth
Games accessibility
planning|
||||||||and helped to fund local innovation
projects via the Neighbourhood
Network|
||||||||Grant Scheme.|
||||||||In Nottingham,
we delivered
women's
self-advocacy
workshops,
COVID-19|
||||||||pandemic
check-ins and partnered
with local charities to deliver information|
||||||||and awareness
raising sessions.|
##
|Data Measure|2020-2021|2021-2022|%Change|
|---|---|---|---|
|Number ofnew people supported
by 1:1advocacy support|64,312|66,875|3.99%|
|Number ofexisting people||||
|supported
by 1:1advocacy|18,268|81,328|345.19%|
|suppoi t||||
|Total number of people
supported
by 1
1I advocacy cases|82,580|148,203|79.5%|
|Data|Measure|2020-2021|2021-2022|%Change|
|---|---|---|---|---|
|Total
calls,|number ofcontacts (phone
emails, video conferences)|340,619|372,154|9.3'i/0|
##
|Data Measure||2020-2021|2021-2022|%Change|
|---|---|---|---|---|
|Number ofwebpage|views|426,854|439,440|2.9%|
|Number ofself-help|and information||||
|resources downloaded
from our||35,072|35,594|1.5%|
|website|||||
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|Risk Man|agement|agement|agement||||||
|---|---|---|---|---|---|---|---|---|
|The Trustees|have a responsibility|||for ensuring
that the Charity maintains
a comprehensive|||risk||
|management
Finance, Audit|system and that appropriate
actions are taken to manage
and mitigate
risks.
The
and Risk Committee
monitors and reviews these reports and reports to the Board on||||||||
|their effectiveness.|||||||||
|The principal|risks identified|through|||their|likelihood
and impact on the Charity are:|||
|Risk|||||Examples ofmitigating
actions||||
|A safeguarding
failure results||||||Continue to develop and embed best practice throughout|||
|in harm to a|beneficiary or|staff||||the Charity|||
|member|||||~|Specialist Safeguarding
Resource
in place|||
||||||~|Safeguarding
training,
reinforcement
and education for all|||
|||||||staff, volunteers
and Trustees|||
||||||~|Safer recruitment
implemented|||
||||||*|Review and refresh safeguarding
monitoring
systems|||
|||||||regularly|||
||||||~|Refreshed
reporting
and escalation procedure
in place|||
|Covid-19 adversely
affects|||||~|Tight cost control mechanisms
in place|||
|commissioners
funding at current|||||~|Rigorous retention
and tender scoping process
in|place||
|levels orto renew contracts|||at|||Diversification
offunding|||
|viable levels|||||||||
|The UK government
removes|||||~|Campaigning
and influencing
in the public domain|through||
|the challenge|and independent|||||digital, media and social media outlets|||
|scrutiny
right|in the Human||Rights||~|Sharing evidence with public bodies such as Parliament,|||
|Act or replaces the Human||Rights||||CQC and EHRC|||
|Act.|||||~|Responding
to Government's
consultation
paper,|including||
|||||||evidence ofimpact ofadvocacy
in upholding
Human
Rights|||
|||||||Engage beneficiaries
and general
public awareness|raising||
|||||||and impacts oflosing rights and entitlements|||
|Unable to translate
strategic|||intent||~|Ensure business
plans and budget are robust|||
|into operational
reality||||||Close monitoring
ofStrategy 2020-2025 implementation|||
|||||||Plan|||
|||||||Continue to strive to improve
efficiency and effectiveness||of|
|||||||all ofthe Charity's teams and services|||
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|||||Mote|Restricted|Unrestricted||Total|Restricted|Unrestricted|Tata|I|
|---|---|---|---|---|---|---|---|---|---|---|---|---|
||||||2022|2022||2022|2021|2021|2021||
||||||6|E||6|E|E|E||
|Income from:|||||||||||||
|Donations
&Legacies||||2|1,336|21,239||22,575||35,663|35,663||
|Charitable
Activities:|||||||||||||
|-Contract Income||||3||15,190,016||15,190,016||14,945,770|14,945,770||
|-Grants||||3|703,126|||703,126|562,829||562,829||
|Investment
Income||||4||2,100||2,100||761|761||
|Other Sources||||||16,209||16,209||79,806|79,806||
|Total income|||||704,462|15,229,564||15,934,026|562,829|15,062,000|15,624,829||
|Expenditure
on:|||||||||||||
|Cost of raising funds||||||(84,824)||(84,824)||(7,319)|(7,319)||
|Charitable
Activities:|||||||||||||
|-Statutory services||||||(10,142,934)|('l0,142,934)|||(9,790,267)|(9,790,267)||
|-Non Statutory Services|||||(657,007)|(2,024,213)||(2,681,220)|(577,620)|(2,421,492)|(2,999,112)||
|-Secure services||||||(1,406,398)||(1,406,398)||(1,758,182)|(1,758,182)||
|-Other services||||||||||(4,773)|(4,773)||
|Subtotal
—Charitable||Act|||(657,007)|(13,573,545)|(14,230,552)||(577,620)|(13,974,714)|(14,552,334)||
|Total expenditure|||||(657,007)|(13,658,369)|(14,315,376)||(577,620)|(13,982,033)|(14,559,653)||
||||||Restricted|Unrestricted||Total|Restricted|Unrestricted|Total||
||||||2022|2022||2022|2021|2021|2021||
||||||f.||E|E|E|E|E||
|Net income/(expense)||||7|47,455|1,571,195||1,618,650|(14,791)|1,079,967|1,065,176||
|Transfers
between|funds||||(1,388)|1,388|||||||
|Net movement
between|||funds||46,067|1,572,583||1,618,650|(14,791)|1,079,967|1,065,176||
|Reconciliation of Funds|||||||||||||
|Total funds brought||forward|||12,384|2,443,431||2,455,8'I 5|27,175|1,363,464|1,390,639||
|Total funds carried||forward||15|58,451|4,016,014||4,074,465|12,384|2,443,431|2,455,815||
##
|Forthe year en|ded 31 March 202|2|||
|---|---|---|---|---|
|||Note|Total|Total|
||||2022|2021|
||||6||
|Fixed assets|||||
|Intangible
fixed assets||10|1,605|4,815|
|Tangible fixed assets||11|236,304|165,094|
||||237,909|169,909|
|Current assets|||||
|Debtors||12|1,554,898|1,693,160|
|Cash at bank and in|hand||3,568,242|2,324,212|
||||5,123,140|4,017,372|
|Current
liabilities|||||
|Creditors: amounts|due within one year|13|(1,286,584)|(1,731,466)|
|Net current assets|||3,836,556|2,285,906|
|Total assets less current liabilities|||4,074,465|2,455,815|
|Net assets|||4,074,465|2,455,815|
|Restricted funds|||58,451|12,384|
|Unrestricted
funds|||||
|Designated
funds||15|48,996|58,696|
|Fixed asset funds||15|237,909|169,909|
|General funds||15|3,729,109|2,214,826|
|Total funds|||4,074,465|2,455,815|
##
|
For the year ended 3|1 March|2622||||
|---|---|---|---|---|---|
|||||Total|Total|
|||||2022|2021|
|Cash flow from operating|activities||A|||
|Net cash provided
by/(used|in) operating|activities||1,421,901|1,870,684|
|Cash flows from investing|activities|||||
|Purchase oftangible
and intangible
fixed assets||||(177,871)|(123,985)|
|Change
in cash and cash|equivalents|in the year||1,244,030|1,746,699|
|Cash and cash equivalents|at 1 April 2021|||2,324,212|577,513|
|Cash and cash equivalents|at 31 March 2022||B|3,568,242|2,324,212|
##
|For the year ended 31 Ma|rch 2022|rch 2022||||||
|---|---|---|---|---|---|---|---|
|A. Reconciliation
ofnet income|(expenditure)||to||2022||2021|
|net cash provided
by operating|activities||||||E|
|Net income (expenditure)|||||1,618,650||1,065,176|
|(as per the statement
offinancial activities)||||||||
|Adjustments
for:||||||||
|Depreciation
charge|||||106,150||74,957|
|Amortisation
charge|||||3,210||18,419|
|Loss on disposal ofassets|||||511|||
|(Increase) decrease
in debtors|||||138,262||300,546|
|Increase (decrease)
in creditors|||||(444,882)||411,586|
|Net cash provided
by/(used
in) operating||activities|||1,421,901||1,870,684|
|B.Analysis ofcash and cash equivalents||||||||
|Cash in hand|||||535||436|
|Cash at bank|||||807,367||212,407|
|Cash on instant access deposit accounts|||||1,756,616||2,055,540|
|Cash in notice accounts|||||1,000,000|||
|Cash held
in supplier
client accounts|||||3,724||55,829|
|Total cash and cash e uivalents|||||3,568,242||2,324,212|
|B.Analysis ofmovement
in net|funds|||2021f|Movement
E||2022f|
|Cashin
hand||||436||99|535|
|Cash at bank||||212,407|594,960||807,367|
|Cash on instant access deposit accounts||||2,055,540|(298,924)||1,756,616|
|Cash in notice accounts|||||1,000,000||1,000,000|
|Cash held
in supplier
client accounts||||55,829|(52,1|05)|3,724|
|Total cash and cash equivalents||||2,324,212|1,244,030||3,568,242|
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|2.Inco|me from|Donations||||
|---|---|---|---|---|---|
|||2022|2022|2022|2021|
|||Restrictedf|Unrestrictedf|Totalf|Unrestrictedf|
|Donations|and gifts|1,336|9,196|10,532|12,230|
|Legacies|||||500|
|Donations|in kind||12,043|12,043|22,933|
|Total||1,336|21,239|22,575|35,663|
##
|3.Income from Chari|table
Activi|ties|||
|---|---|---|---|---|
||2022|2022|2022|2021|
||Restrictedf|Unrestrictedf|Totalf|Total
E|
|Statutory Services||10,682,159|10,682,159|10,708,954|
|Non Statutory Services|703,126|2,611,923|3,315,049|2,853,127|
|Secure 8 Complex Services||1,895,934|1,895,934|1,923,823|
|Other||||22,695|
|Total|703,126|15,190,016|15,893,142|15,580,599|
##
|4.In|vestm|ent
Income|||
|---|---|---|---|---|
||||2022|2021|
||||Unrestrictedf|Unrestricted
E|
|Bank|Interest|Receivable|2,100|761|
##
|5.Income from|Other Sourc|es||
|---|---|---|---|
|||2022|2021|
|||Unrestrictedf|Unrestricted
E|
|Other fees 8 recharged|services|11,607|25,129|
|CJRS grants||4,602|54,677|
|Total||16,209|79,806|
##
|Current year:||2022
Statutory|2022
Non|2022
Secure|2022
Other|2022
Totai|
|---|---|---|---|---|---|---|
|||services|Statutory|services|services||
||||servicesf||||
|Direct operating||9,158,300|2,375,653|1,231,639||12,765,592|
|cos'ts|||||||
|Support costs|||||||
|Management|and|294,805|91,488|52,324||438,617|
|Administration|||||||
|Human||250,808|77,835|44,515||373,158|
|Resources|||||||
|Business||178,282|55,327|31,643||265,252|
|Development|||||||
|Finance||163,755|50,819|29,064||243,638|
|IT||62,159|19,291|11,032||92,482|
|Governance||34,825|10,807|6,181||51,813|
|||984,634|305,567|174,759||1,464,960|
|Total Costs||10,142,934|2,681,220|1,406,398||14,230,552|
|Prior Year||2021|2021|2021|2021|2021|
|Comparison:||Statutory|Non Statutory|Secure|Other services|Total|
|||services|services
6|servicesf|f||
|Direct operating||8,878,757|2,756,264|1,594,432|2,842|13,232,295|
|costs|||||||
|Support costs|||||||
|Management|and|304,105|81,020|54,632|644|440,40'I|
|Administration|||||||
|Human
Resources||192,132|51,189|34,516|406|278,243|
|Business||158,267|42,166|28,432|336|229,201|
|Development|||||||
|Finance||158,556|42,243|28,484|337|229,620|
|IT||66,656|17,759|11,974|141|96,530|
|Governance||31,794|8,471|5,712|67|46,044|
|||911,510|242,848|163,750|1,931|1,320,039|
|Total Costs||9,790,267|2,999,112|1,758,182|4,773|14,552,334|
##
||2022f|2021
f|
|---|---|---|
|Depreciation
and amortisation|109,361|93,376|
|Operating
lease rentals|125,570|126,728|
|Audi tor's remuneration|||
|-Audit provision for current year|22,530|22,260|
|Trustees' remuneration|||
|Trustees' reimbursed
expenses|312|1,702|
|8.Staff Costs and Remuneration|ofKey Management|Personnel|
|Staff costs were as follows:|||
||2022f|2021f|
|Salaries and wages|9,392,015|9,316,907|
|Redundancy
payments|10,455|39,554|
|(including
payments
in lieu of notice)|||
|Social security costs|790,242|771,828|
|Pension contributions|251,994|253,766|
|Total Staff Costs|10,444,706|10,382,055|
|60,000was as follows:||
|---|---|
|2022|2021|
|Number|Number|
|||||2022|2021|
|---|---|---|---|---|---|
|||||Number|Number|
|Charitable|activities|||407|381|
|Management,||support|services|25|22|
|and administration||||||
|Total||||432|403|
##
##
|10.Intangibl|e
Fixed Assets||
|---|---|---|
|||Bespoke Software|
|||E|
|Cost or valuation|||
|At the start ofthe|year|202,273|
|Additions
in the year|||
|Disposals
in the year||40,196|
|At the end ofthe|year|162,077|
|Depreciation|||
|At the start ofthe|year|(197,458)|
|Charge for the year||(3,210)|
|Disposals
in the|ear|(40,196)|
|At the end ofthe|year|(160,472)|
|Net book value|||
|At the end ofthe|year|1,605|
|At the start ofthe|year|4,815|
##
|POhWER Annual
Report 202
11.Tangible Fixed|1/22
Assets||||
|---|---|---|---|---|
||Office|Fixtures and|Computer||
||Equipment|Fittings|Equipment|Total|
||E|E|E|f.|
|Cost or valuation|||||
|At the start ofthe year|77,886|25,062|503,751|606,699|
|Additions
in the year|||177,871|177,871|
|Disposals
in the year|||(191,000)|(191,000)|
|At the end ofthe year|77,886|25,062|490,622|593,570|
|Depreciation|||||
|At the start ofthe year|(64,964)|(20,267)|(356,374)|(441,605)|
|Charge for the year|(5,538)|(1,129)|(99,484)|(106,151)|
|Disposals
in the year|||190,490|190,490|
|At the end ofthe year|(70,502)|(21,396)|(265,368)|(357,266)|
|Net book value|||||
|At the end ofthe year|7,384|3,666|225,254|236,304|
|At the start ofthe year|12,922|4,795|147,377|165,094|
|12.Debtors|||||
|||2022||2021|
|||E|||
|Trade debtors||1,300,640||1,496,778|
|Accrued income||70,954||74,313|
|Prepayments||165,270||96,923|
|Other debtors||18,034||25,146|
|Total Debtors||1,554,898||1,693,160|
##
##
|13.Creditors: Amounts
Due|Within One Year||
|---|---|---|
||2022|2021|
|||E|
|Trade creditors|228,171|259,767|
|Taxation and social security|196,865|189,835|
|Accrued expenses|229,731|191,502|
|Other creditors|58,637|62,276|
|Deferred income|573,180|1,028,086|
|Tota I Creditors|1,286,584|1,731,466|
|||||||E|
|---|---|---|---|---|---|---|
|Deferred income brought forward||||||1,028,086|
|Deferred income released|during|the year||||(1,028,086)|
|Income deferred
during the year||||||573,180|
|Deferred income carried forward||||||573,180|
|14.Movement
in Restricted|||Funds||||
|||Start
ofyear|Income|Expenditure|Transfers
between|End ofyear
31.03.2022|
||01.04.2021||||funds||
|||E|||||
|Restricted funds|||||||
|- Birmingham
NNS||103|350,916|(310,350)|(695)|39,974|
|- Herts Community|||181,297|(180,370)|(927)||
|Navigator
Service|||||||
|—Oxfordshire
Community||12,281||(131)||12,151|
|Advocacy|||||||
|- Nottingham
Peer|||986|(986)|||
|Advocacy|||||||
|- Hertfordshire
Members|||350|(350)|||
|Event|||||||
|- Family Action Birmingham|||18,338|(18,338)|||
|Household
Support|||||||
|- East Herts District Council|||1,000|(1,000)|||
|Hub Training|||||||
|—Herts Help at Home—|||750|(750)|||
|Emergency
Grant|||||||
|- Nottinghamshire
Mental|||78,907|(78,907)|||
|Health Discarge|||||||
|- Leicester Health Surveys|||298|(298)|||
|- Birmingham
Covid|||3,897|(3,897)|||
|Support|||||||
|- Islington
Covid Support|||1,477|(1,427)|(50)||
|- Bedford Infection Control|||6,000|(6,000)|||
|- Barnet Infection Control|||6,300|(6,300)|||
|- Hertfordshire
Suicide|||3,000|(3,000)|||
|Prevention
Podcast|||||||
|- Bedfordshire
Infection|||28,400|(28,400)|||
|Control|||||||
|-Allen
8 Overy|||8,000|(1,674)||6,326|
|-Bedford Covid Support|||6,000|(6,000)|||
|- Kickstart|||8,546|(8,829)|284||
|Total Funds||12,384|704,462|(657,007)|(1,388)|58,451|
##
##
##
##
##
##
||||Start ofyear
01.04.2021|Income|Expenditure|Transfers
between|End ofyear
31.03.2022|
|---|---|---|---|---|---|---|---|
|||||||funds||
|||||||E||
|Unrestricted||funds||||||
|- General fund|||2,214,826|15,229,563|(13,655,169)|(60,111)|3,729,109|
|Designated|funds|||||||
|-Arthur
Bate||fund|39,730||(3,200)||36,530|
|- PR fund||||||||
|-Staff training|||6,500|||(6,500)||
|-Technology||||||||
|development||fund||||||
|- Community||fund|12,466||||12,466|
|- Fixed assets||fund|169,909|||68,000|237,909|
|Total Funds|||2,443,431|15,229,563|(13,658,369)|1,389|4,016,014|
|Prior Year Comparison||||||||
||||Start ofyear
01.04.2020|Income|Expenditure|Transfers
between|End ofyear
31.03.2021|
|||||||funds||
|Unrestricted||funds||||||
|-General fund|||1,091,094|15,049,534|(13,895,193)|(30,609)|2,214,826|
|Designated|funds|||||||
|-Arthur Bate||fund|39,730||||39,730|
|-PR fund|||5,000||(5,000)|||
|-Staff training|||17,500||(11,000)||6,500|
|development||fund||||||
|-Technology|||70,840||(70,840)|||
|development||fund||||||
|-Community||fund||12,466|||12,466|
|Fixed assets||fund|139,300|||30,609|169,909|
|Total Funds|||1,363,464|15,062,000|(13,982,033)||2,443,431|
||||||||37|
##
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##
|o the peri|ods
in which the leases|expire:-||
|---|---|---|---|
|||2022|2021|
|||Land 8 Buildings|Land 8 Buildings|
||||E|
|Less than|1 year|110,510|126,199|
|2-5 years||224,345|202,725|
|Total||334,855|328,924|
##
##
##