THE BOOTH CENTRE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 Registered Charity No. 1062674 THE BOOTH CENTRE INDEX PAGE NUMBER CONTENTS TRUSTEES ANNUAL REPORT 20 INDEPENDENT EXAMINERS REPORT 21 STATEMENT OF F5NANCIAL AcfiviTIES 22 BALANCE SHEET 23 STATEMENT OF CASH FLOWS 24-36 NOTES TO THE ACCOUNTS THE BOOTH CENTRE Report of the trustees for the year ended 31,: March 2024 The trustees present their annual report and financial statements of the charity for the year ended 31 St March 2024. The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charity's trust deed, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice appLicable to charities preparingtheir accounts in accordance with the Financial Reporting Standard Applicable in the UK and Republic of Ireland pubLished (FRS 102) (effective 1 January 2019). Comment from the Chair of the Board of Trustees As we come to the end of the financiaLyear. we reflect on a vast body of work, challenges and successes for the people of our community and for the Booth Centre. With the milestone of our 30th anniversary around the corner in 2025, we continue to grow, to thrive and to demonstrate our strategic relevance. It is a sorry refLection on the problems life throws at us that demand for our service continues to grow, with increased footfalL of more than 53% year on year. The Local Authority has had to introduce further cutbacks in spending. as imposed by Central Government, set against a national backdrop of strikes. a continued cost-of- living crisis and fluctuating infLation. Amidst all these challenges, the people of the Booth Centre continue to achieve and to make a real difference to ourwider community. Coproduction remains one of our founding principles. driving our approach to partnership working. A significant piece of coproduced work carried out this past year is the renewing of our Strategic Aims. This strategy was developed by aLI the people accessing the service. volunteers. team members and trustees, working together. resulting in a genuinely coproduced document. which is both ambitious and inclusive. We enter new territory here, with lobbying & campaigning as an agreed strategic aim for the Booth Centre. This has historicaLly been an area we have worked in collaboratively: however, we now have a clear mandate to amplify the voice of the Booth Centre community. seeking policy and systems change. After 8 years as both a serving member ofthe Board and as Chair of the Board ofTrustees, it is time for me to leave the Board and pass the mantle to my successor. Robin Lawler, wishing him every success. l am sad to leave the Centre but I'm very proud to have led the Board of Trustees. working cLoselywith PauL Newcombe (CEO) and Kate Mcsweeney (Deputy CEO) and an organisation that works tirelessly in pursuit of equality, inclusion and for the betterment of anyone marginalised by poverty. THE BOOTH CENTRE I feel passionately about human rights, and this passion is reflected in the work of the Booth Centre and in the spirit of the Booth Centre community. I remain committed to the Booth Centre and will continue to offer my support in any way I can goingforward, as we face another year of challenges ahead. Sincerely Elena Fowler Chair of the B08rd of Trustees, March 2024 THE BOOTH CENTRE Objectives and actlvities. We review our aims, objectives and activities each year. This review looks at what we achieved and the outcomes of our work in the previous 12 months. The review Looks at the success of each key activity and then benefits they have brought to those groups of people we are set up to help. The review also helps us to ensure that our aims, objectives and activities remained focused on our stated purposes. We have referred to the guidance contained in the Charity Commission's general guidance on pubLic benefit when reviewing our aims and objectives and in planning our future activities. In particular, the Management Committee consider how planned activities WILI contribute to the aims and objectives they have set. The main activities are: The Booth Centre is a community centre run with and for peopLe affected by homelessness. The Booth Centre provides a warm welcome, an opportunityto belong. to gain a purpose and rebuild lives. Our programme includes activities such as volunteering, creative projects and sports as well as training and help to gain employment. We also support people to improve their heaLth and wellbeing, to access emergency accommodation, and to secure and maintain a permanent home. The Booth Centre is run in partnership with the people who attend. Together we infLuence strategic change across the city. Our vision is for everyone to have a secure home and the opportunity to have a good quality of life. rmi sion Our mission is to bring about positive change in the lives of people who are homeless. or at risk of homelessness, and help them plan for and realise a betterfuture. Ourv Inclusive - we are welcoming and supportive. We provide the opportunity for people to socialise, share experiences and learn from one another. We have an open-door policy. and all our serrfices are provided free of charge. We don't judge people, and we never give up on anyone. Respectful- we respect each other and celebrate diversity SO that everyone can give their best. We recognise the importance of providing a friendly environment where people can feeL safe. Empowering - we encourage peopLe to take personal responsibiLity for making positive changes in their lives by providing opportunities. developingtheir talents, and helping to build their confidence and self-esteem. THE BOOTH CENTRE Partnership-we recognise the importance of working collaboratively with people who come to the Centre to design, deliver and evaluate our services. We work jointly with other organisations to achieve the best outcomes. Inspiring- we all inspire one another to discover our purpose and reach our fulL potential, celebrating our achievements and positive steps forNard. A review of our achievements and performance: How our activities delivered public benefit The Booth Centre is a Community Centre run in partnership with peopLe affected by homelessness. We provide a warm welcome, an opportunity to belong. to gain purpose and to rebuild Lives. Applying a human-relational approach, in an incLusive, safe setting. we deliver a broad offer of training. skills building, volunteering. into-workone-to-one support, a welL-being programme. as weLI as health, housing & financial support. We work hard to build a community, where everyone can contribute, feeL valued and know that they matter. Reaching out to the wider community. we take a leading role in systems change and campaigningto removethe barriers and chalLengesfaced bythose marginaLised by poverty in our society, with a particular focus on the citizens of Greater Manchester. We carry out coproduced reviews of our objectives and activities both quarterLy and annually. These reviews look at what we have achieved in the previous 12 months; the success of each key activity and the benefits they have brought to the people we are set up to support. To ensure we remain focused on the stated purposes of the organisation, we carry out several stages of review. ensuring the people accessing the service are central to the process. supported by input from the staff team. This feedback is then presented to the senior leadership team, folLowed by the Board of Trustees (Management Committee). We also invite external input from partners and stakeholders to help us build the fullest picture of the work we do and to inform us where we need to grow and adapt to the changing needs of the environment. This in turn is shared in our Annual Impact Report. We have followed the Charity Commission guidance on public benefit when reviewing our objectives and in planning ourfuture activities. As part of their governance function. our Management Committee considers the effectiveness of our objectives and activities and the positive impact they have on the people we support. trate Introduction.. We have developed our new strategy over the past 2 years. collaboratively with people who come to the Centre, the team and our Trustees. This strategy aims to provide us with a road map for our work from April 2024-April 2026. Our experience over the past three years tells us that the cause, effects and impact of homelessness, poverty and social exclusion evolve quickly, often driven by things out of our sphere of direct influence and control. To better respond to this. we are guided by two key principles: isio ion& THE BOOTH CENTRE A dynamic approach which allows us to fully review progress at 2 years or to extend by a year (+1). Sufficient flex to respond to emerging opportunities and problems, with the requisite capacity to allow for delivery and development of the plan. The strategy covers a 2-year period initialLy, with the option to comprehensively review at the end of that period orto extend it by a year, if the delivery plan and demand require it. Some elements of the delivery plan are yet unknown as emerging opportunities and problems WILI arise during the lifetime of the strategy; new financial years and budget setting for funders are obvious factors. National Context." 2023 saw homelessness at its highest. The number of homeless people in England hit record leveLs. with 104,510 people in England in temporary accommodation (Richardson, 2023). An estimated 3,898 people sLept rough in England in 2023, over doubLe the estimated figure from 2010 (Department.. for Levelling Up,. y￿uSIng and Cominunities, 2023). Recent research from Shelter (2023) provides a picture of increasing numbers of people at risk of experiencing homelessness. with 279,000 in temporary accommodation (TA) with 47 % of those housed in TA having been there for overtwo years. Nationallythere are over 20,000 in supported housing with often limited or reduced move on to more permanent accommodation opportunities. The increasing demand for support is pushing many councils to breaking point, with a further 87.510 reported to have approached their local council for support: 42,690 of these were found to be already homeless while 35.760 were found to be at risk of becoming homeless within the next 8 weeks. The new Labour government has promised to scrap no-fault evictions immediately and reform the private rented sector. Labour have said they WILI reinstate compulsory house buildingtargets for local councils. as part of plans to build 1.5 milLion new homes within five years {ITUL24). These are positive commitments to make. and we hope they have impact on the Lives of individuals experiencing homelessness. Local Context." Outside of London, Luton is the locaL authority with the highest rates of homelessness with 1 in 64 people homeless. foLlowed by Birmingham and Manchester. where 1 In 71 are homeless and Hastings where 1 in 79 are homeless (l￿2Q23>. In February 2024, Salford Council said it had 291 people waiting to access A Bed Every Night emergency accommodation. The scheme expanded its provision to almost 800, but the demand is stiLI higher than what is available. The leader of Manchester City CounciL reported to the BBC that they wrote to the government requesting an urgent meeting to deal with the growing crisis" during that time (&R￿Q24). Both nationally and locally we have seen an increase in homeless presentations: those considered to be statutory homeless and those having to sleep outside on a sofa or a floor. THE BOOTH CENTRE In Greater Manchester. approximately 5000 peopLe in TA which is an increase of 13.9% on the previous year, this has risen each quarter over the Last 12 months for all boroughs ofthe city region. The numberof households at risk of imminent homelessness or already homeless, across Greater Manchester. sits at 6.046. Strategic Aims 2024- 2026 +1.. Measures of Success Offer, dos4grk ". • A new retoiicfiship with Gteotrr Aknrth¢ster locol Auti direct￿ate, wilh a locus on tac*Eing FY)vwty promoti c¢y)Ynunity Integratio . Recognition ol our expeftence ￿7￿ kTh)wlgJge in supwtwva ' . people 8xperlencin9 immvJroiion system through commis$Ery￿* PFoJect> Aims -Ilw ne0dial￿1 th￿1 Measures of Success • A teom d st¢)ff ond vol4mt08rs feel Val￿ CXKI elf8ctiw foll&ted In ouw T8t8ntion orKI fwJltment trxggt5. • A wsstÉve enyiTorrneni wnVoy804 truste•& v0h1nt￿S iDter¢]ettoft b&ts¥een teams in the Centr•. • Robust oTrJ effective g0vem(m￿. THE BOOTH CENTRE Our inances.Y Measures of Success Unrest￿t￿l M￿11-Yemd￿ or preventson. THE BOOTH CENTRE Our Measures of Success The pubICot￿3n of work w￿h hhyY¥hts spocific ar￿$ of cons¢deT. tLon*lessness povertyond sc¢iul exclusion to t￿1[ • Trust onu equolity QCTOSS our ¢omrThJnity. wovidmg t obility lol people to access quolity 5UPPOrt ol %thich they. hove the right to shope ond receive. Monitoring & Review: Trustees: Progress will be monitored through the Strategy. Scrutiny and Risk Committee and reported to the Board. Advisory Committ88: Progress will be monitored through the Booth Centre Advisory Committee and reported to the Board. Senior Leadership Team: Initiatives that WILI help us to work towards our strategic aims will be identified through Senior Leadership at the Booth Centre, where action plans WILI be deveLoped. implemented and monitored on a reguLar basis. Operationally: A Strategic Aims Delivery Plan has been developed which can be accessed and monitoring by all the above groups. outlining a real time view of the work. Our Strategic Aims will be our focus from 2024 to 2026. with the opportunity to extend another year before we review. throughout this period we aim for initiatives to be implemented in a measured way. This approach requires us to be flexible and dynamic but will also allow us to respond to an everchanging environment. ffe tth Boo in Our Unique Offer: For 30 years, we have served our community in Manchester with respect, integrity and dedication, appLying our knowledge and skills in areas including homelessness and housing, employment and financial inclusion. trauma-informed Practice, mental and physical weLlbeing. social connections. coproduction and supporting migrants. This work takes place in our community within the structure of our dynamic, ever-evolving service offer. Throughout our existence as an open-door service, we have provided a THE BOOTH CENTRE place where people who are marginalised in society. can be seen and valued, can contribute and thrive. We have been able to create a unique space in Manchester, offering an environment where people can access specialist support in a pLace where they feel safe. welcome and included. We are particularly proud of the unique offer we provide. where migrants can access both immigration and homelessness support at one drop-in Location. aLongside British Citizens. This has enabled us to build a respectful and diverse community space. We pride ourselves on and are committed to coproduction in all we do and continue to spearhead this approach - making sure the voice of actual experience is heard this is what makes us unique. Homelessness Prevention Focus: We have redoubled our efforts in delivering homelessness prevention work at the Booth Centre. through our newlyformed 'Community Hub,. with the recruitment of an inhouse Prevention Coordinator. alongwith an Employment & Financial Inclusion Projectworker, a Restricted EligibiLity Floating Support Worker, a ResettLement Worker and an Inclusion Coordinator. This means that we are collectively providing over 200 hours a week on prevention focused work. Our newly established external referral process means we can provide support to people who may not be accessing the Booth Centre. extending our scope and reach. Job Centres, Hospital Discharge Teams. other day services and support seNices, can refer directLy in. We will be continuingwith the embedding of our comprehensive offer to alL stakeholders across the city. With the aim of tackling homelessness in the city head on, complimenting statutory services and in partnership with other VCSE senrfices, to create a more joined up, network approach to working. More recently we have started to actively engage other key Local Authorities, notable Salford to better understand and work with what can be a transient population across boundaries and ensure theirteams can refer into and access our wider offer. This work has senior political and Executive support and is progressing well and at pace. The monies we receive from the Manchester City Council Homelessness Prevention Grant are aligned with our other resources, funding streams. charitable income and reserves, so that we can deliver a robust and rounded prevention service to the citizens of Manchester and beyond. We work under the commitment to refer and recognise that the statutoryfunction of Homelessness Prevention lies with the local authority. Community Hub: The support delivered is person-led. asset-based and has no fixed time limit. To reduce the impact of homelessness on the individuaL. services and the wider community, we believe a variety of opportunities to prevent homelessness should be widely accessible and offered in a dignified way. The aim is to establish and grow upstream pathways into the community to significantly reduce sofa surfing, street homeLessness. faiLed 10 THE BOOTH CENTRE tenancies and repeat presentations. The dedicated, specialist team who deliver the Community Hub homelessness prevention support at the Booth Centre aims to support each person faced with any threat to their housing security. Areas of focus through the Community Hub are: Preventlon Coordination The Community Hub support offer is accessible via an online referralform which can be completed as a seLf-referral or by a supporting agency. The Prevention Coordinator's role includes the triage of the external referrals as well as the communication to partners across Manchester as to what the Community Hub aims to provide. The role is also responsible for the triage of internal referrals into the project through the Signposting Hub and other aspects of the Booth Centre's offer. Referrals to the project results in the offer of specific support from the appropriate part of the project to achieve the best outcome for the individual and aims to prevent their homelessness. The role also offers support to individuals who are presenting with an immediate need to prevent homelessness, which can be resolved with Little delay. Employment & Financial Inclusion Alongside our Employment and SkilLs activities, the Employment and FinanciaL Inclusion role focuses on homelessness prevention interventions. A main area of the support offered through this aspect ofthe Community Hub is to workwith individuals to maximise their income. This might be through gaining employment. building skills with the aim to gain employment. the management of benefits. support with managing debt and budgeting. Individuals referred to the Community Hub who have identified Employment and FinanciaL Inclusion as an area of support they require will be offered 1-1 support tailored to their needs as well as ongoing access to the Activities Programme and specialist visiting agencies. We work cLosely with partner agencies to ensure we offer a variety of opportunities for learning, employment and financial maximisation. This may be through referraLs to special agencies. through an activity session or directly via the Signposting Hub. We relaunched our Job Club and Skills Sessions this year. with new recording mechanisms for outcomes and taiLored support for the individual. We have also made additions to our visiting agencies. with Standing Tall now offering support on- site each week and Support to Succeed visiting monthly. Resettlement People accessing the Community Hub may be looking to move to a permanent home as a move-on option from temporary or supported accommodation. without these move-on options people regularly find themselves faced with eviction. Our resettlement support offers opportunities for people to source long term homes in social housing and the private rented sector. The Resettlement role aLso offers ongoing support for the person to settle into their new home. ensuring utiLities are set-up, benefits are in order and support for the person to become integrated into their new area. all of which helps to maintain their tenancy and prevent a return to homelessness. 10 11 THE BOOTH CENTRE Inclusion The Inclusion project is a package of support delivered by our Inclusion Coordinator. From our experience we regularly see people who struggle to maintain their accommodation and access to serrfices due to behaviours. mental ill heaLth. and substance misuse. The Inclusion Project is designed to support people to prevent their homelessness through addressing the issues they face. This is delivered through group work. co-design, links with specialist services, chalLenging and addressing aggressive behaviour and 1-1 support sessions. This is a new, innovative. coproduced project and is being shared with seniices across the country as a guide to best practice. This year we have developed a training programme with people who come to the Centre for local poLice off icers in how to best protect and seNe people experiencing homelessness in the community. This session has been delivered twice with an excellent response. Restricted Eliglbility Floating Support The Restricted Eligibility Support Senlice (RESS} is a project delivered in partnership between Booth Centre, Boaz Trust and Greater Manchester Immigration Aid Unit. The floating support is offered by Boaz Trust and Booth Centre. with our Restricted Eligibility Floating Support Worker focusing on supporting European Nationals with restricted eligibiLity. This role offers bespoke support to individuals who are experiencing homelessness or are at risk of it due to their immigration status. offering direct links to immigration support as well as everything else the Booth Centre offers. The homelessness prevention support eLement offered by the Booth Centre's RESS Floating Support can, for example, to help European nationals find and maintain employment (if their immigration statusallows). access support around substance misuse and discover any eligibility they may have through specialist advice. Year 2 funding for the project has now been confirmed. Quality Signposting & VisitingAgencies: Our work demonstrates the importance of quality signposting and customer seNice, we have a group of dedicated voLunteers from the community and student social workers. Each year we host 10 Social Work and master's students from Manchester Met and Salford Uni. all on 12 weeks pLacements. We induct our Community Volunteers and Students thoroughly, enabling them to have person centred. strengths-based conversations with people who come to the Booth Centre. These conversations enable us to help people empower themselves by providing up-to date information and a safe environment in which to tackle the issues they may be facing. This team also supports people to access any support they feel necessary and if a person makes the decision to leave Manchester. works to reconnect people to friends and family in the UK or Europe. We are also able to directly link people into our Community Hub homeLessness prevention support team. We have recently taken on board a Counselling Student who is offeringcounseLling sessions to people comingto the Centre everyweek. as part of their f inal qualification. Each morning, we host a variety of visiting agencies with each agency having a specific area of expertise. We offer support around health through the nurse from Urban Village MedicaL Practice seeing existing or new patients in their mobile clinic. the Homeless Mental Health Team support people with severe and enduring mental ill health, Change 12 THE BOOTH CENTRE Grow Live offering supporting around drug and alcohol use and the IAPTTeam supporting people to access therapies for anxiety. panic and depression. We also host visiting agencies who specialise in supporting non-UK nationals. including the Boaz Trust and the Greater Manchester Immigration Aid Unit. We have a case workerfrom Shelter at the Centre twice a month, providing advice to peopLe who have complex housing or weLfare issues. We have been able to develop our visiting agencies in respect to our homelessness prevention work. securing Emerging Futures and Humankind as visiting agencies from Autumn 2023. Community Cafe: Our Community Cafe is a welcoming place to be. to thrive & connect with others. It provides a relaxed social eating environment, which goes a long way to combating loneliness, allowing friendships and memories to be made. Poor nutrition is a common factor of poverty. Following a 3-of-your-5-a-day menu, our quality, nutritious meals ensure alL food groups are covered, improving the physical and mental health of our community. The Community Café is a space run by the Centre VoLunteer team. It is a space which prides itself on being incLusive. welcoming and diverse. The space is managed as a proper cafe, where people are welcomed in and given a table. From there, the volunteer team provides table service and welcomes new faces to the Centre. The Centre Volunteer team introduces people to members of the staff team as enquiries are made. but their focus is to provide a customer focused Cafe experience. Inclusive Volunteering Programme & Coproduction: The Centre VoLunteer programme at the Booth Centre is inclusive and diverse. We celebrate our inclusivity and offer a roLe to anyone who wishes to get involved. The bespoke roles offered in the programme promotes a strengths-based environment which is supported by the whole staff team. The programme specialises in coproduction. the volunteers help us to design and run the service daily. Volunteers deLiver our Breakfast Cafe and Lunch Service and are key in the production of our meals in ourtrainingkitchen. Feedback and ideas are reguLarty collated for us to constantly evaluate the service we offer, ensuring it is what the communitywants. We regularly provide a space for a variety of organisations to hold discussion groups. people who come to the Centre are involved in these meetings and contribute directly towards strategic change. We also initiate sessions with people who come to the Centre ourselves. either to discuss and evaluate the seniice we offer at the Centre or to share ideas and evaluate projects across Manchester and Greater Manchester. The staff team and people at the Centre are key partners in a range of action groups, including that of the Manchester Homelessness Partnership. reguLarLy contributing within meetings and regarded as a place of best practice for coproduction and seNice delivery. Activities at the Booth Centre.. Our Activities Programme is at the heart of the Booth Centre. it helps people to break down barriers. new skills and buiLd the confidence to recognise their talents, leading to positive change. We are proud to deLiver some of our activities in partnership with 13 THE BOOTH CENTRE Greater Together Manchester. The entire programme provides opportunities for people to create positive relationships and build a support network which can heLp them to make positive choices in their lives and reach out for help to tackle issues and prevent the revolving door of homelessness. We understand that everyone's personal circumstances, interests and goals are different, so we provide a range of opportunities to reach all our visitors. Arts activities at the Booth Centre helps people to discover and develop their creativity. From Mosaic to Acting for Fun. the arts activities celebrate creativity and provides a space for people to find calm, have an opportunityto express themselves and be part of a positive, diverse and inclusive group. People's creativity is shared with the public through exhibitions and performances, enabling us as a community to challenge misconceptions of homelessness. We value the positive impact which the arts can have on a person. PeopLe from the Booth Centre community have exhibited in art galleries across Manchester. performed at the RoyaL Opera House and the Royal Exchange. We have a long-established partnership with The Edge Theatre in Chorlton. putting on two performances a year, inviting our stakeholders to be audience members. Wellbeing activities provide opportunities to build positive relationships, work as part of a team and introduce healthy routines. The programme includes sports-based sessions such as a Walking Group and Fitness Sessions. such as Yoga. as well as Philosophy, Cultural Visits and Gardening. Our large. beautiful garden provides a calm oasis in the heart of the city for many people who would otherwise have no access to a green space. The RHS Britain in Bloom judges awarded us the GoLd Outstanding Award again this year a tribute to the work of ourvolunteers. Partnershlps. Collaboration with our many partners is essentiaLto meet our charitable objectives. This is a core driver as we plan. design, and deLiver services. with coproduction providing the foundations. We work cLosely with partners across the voluntary and statutory sector. businesses, and faith-based groups to ensure we remain strategically relevant to achieve better outcomes and system change for peopLe living in poverty. These partnerships are well- established locally, regionally. and nationally. Key partnerships include: The Edward Holt Trust. who purchased our building on Pimblett street to provide 8 home for the Booth Centre and provide it at a nominal rent. They have brought together and funded organisations under the umbrella of the Edward Holt Homeless Partnership to create pathways to help people who are sleeping rough to move off the streets and into good quality accommodation. Manchester City Council, Greater Manchester CombinedAuthority, and other localities across Gtr Manchester. Other homelessness seNices across the city. including day centres, outreach services, immigration services, faith groups and emergency 13 14 THE BOOTH CENTRE accommodation providers. Services we work with include." Big Change, Boaz, Business in the Community. Centrepoint, Coffee Craig, Cornerstone/Caritas. Equality FC. Fareshare Greater Manchester, Fighting Fit Gym, Greater Manchester Immigration Aid Unit. Homeless Link. The Growth Company, Khizra Mosque, MASH, Manchester Homelessness Partnership, The Men's Room, Migrant Help, Mustard Tree. On The Out, Shelter, Streetsupport Manchester, Vincentian Volunteers, Greater Together Manchester. Stop Start Go. SPIN and Riverside. Soci8l landlords and private landlords who are welcoming to people with a history of homelessness. A range of healthcare providers who ordinarily visit the Centre weekly, including a practice nurse from the Urban Village Medical Practice. mental health workers from the NHS psychological therapies team (IAPT) and Homeless Mental Health Teams, chiropodists from Forgotten Feet, Drug and Alcohol workers from CGL, a dentist from Revive Dental Practice, amongst others. Arts partnerships to jointly deliver activities including The Edge Theatre. Homeless Link. the umbrella organisation for homelessness sector organisations, with whom we have produced toolkits andguidance for other charities, used nationally. Manchester Homeless Partnership, cross-sector response to homelessness. We co-chair several of the action groups. work closely with the Board and matrix-manage the MHP Network Coordinator. Manchester's Homelessness Partnership Advisory Financial review The Trustees prepare and plan financial forecasts for the following two years to ensure adequate funding is availabLe to achieve the aims of the organisation. Our total income for the year end 31st March 2024 was £945,396 compared to £767,151 in 2023. This was an increase of £178.245 (23.2%). Total expenditure amounted to £1.044,663, a decrease of £148,009 (12.40/0) on 2023 expenditure of £1.192.672 Our total unrestricted reserves at 31 st March 2024 stand 8t £199.305 which equates to 2 months of total running costs in 2023-24. Investment powers and policy Our Reserves policy sets out the parameters for any investment powers. These have never been initiated and its unlikelytheywill. We Reviewour Reserves Policy and re adopt it at each AGM. We invest considerable time workingwith trustees to ensure the policy is central to our financial viability assessments. 14 15 THE BOOTH CENTRE Reserves policy and going concern The balance held in unrestricted reseNes at 31" March 2024 was £199.305 of which £184,247 are free reserves. after aLlowing for funds tied up in tangible fixed assets. The Trustees consider that the unrestricted funds adequately meet the policy of maintaining suff icient reserves to arrange an orderly run down of the service if a decision is made to close the charity. Reserves are needed to bridge the gap between the spending and receiving of income and to cover unplanned emergency repairs and other expenditure. The policy of the Trustees is that suff icient of the charity's reserves shall be retained so that. in the event of a decision to close the Centre. funds are available to meet redundancy costs and to arrange an orderly run down of the sep4ice over a period of twelve months. We aim to maintain our reserves at this leveL because less than 10% of our income is confirmed at the start of the financiaL year. The vast majority of our income comes from one-off donations and one-off grants (including from the Local authority) and, as such, our funding is at significant risk each year. Risk management The Trustees have a risk management strategy which is reviewed quarterly by the Strategic Subgroup and includes a review of the principal risks and uncertainties that the charity faces; the establishment of policies, systems and procedures to mitigate those risks identified and the implementation of procedures designed to minimise or manage any potential impact on the charity should those risks materialise. This work has identified that financial sustainability is always going to be a priority to avoid any financial risk to the charity. This is managed by regular review of the charity's management accounts by our Finance Sub-committee together with regular review of our Fundraising Strategy against pre-determined targets by our Fundraising Sub- Committee. We manage risk through formal mechanisms and also through a more dynamic process. Primarily risk is the managed via aLI subgroups with clear escalation protocols around thresholds e.g. financial and income not meeting budget projections by 10%. The Strategy Risk and Audit subcommittee has a more focused responsibility detailed in the terms of reference which includes oversight of the organizational Risk Matrix. Other key mechanisms incLude: Risk and mitigation as a heading on all internal and trustee reports. Monthly management accounts (and projections) with narrative from the CEO distributed monthly. Bottom-up budget management and budget development processes. 6-month budget review. Annual budget stress testing workshop with exec and trustees. Internal audit framework of key areas. Safeguarding reassurance report annually to Trustees 16 THE BOOTH CENTRE A suite of policies, procedures and protocoLs with a review framework agreed by Trustees to ensure compliance. FRA with oversight by CEO and The Facilities Manager. Project Management framework with initial scoping and sign off phases so that there's oversight on all activities that could present financial and or risk reputation impact. Plans for Future Periods We recognise thatthe financial environment continues to be challengingfor all, incLuding our statutory partners. We have a refreshed strategy that clearly identifies actions and activities. We have developed a proportionate review and monitoring framework that incLudes aLI key stakeholders with center visitors, trustees and staff sitting central. Through controls on expenditure and focus on income we will continue to deLiver on our Reserrfes Policy commitment of investing back into reserves over the next three years by generating operating surpLuses. We will continue to engage and work in close partnership with Manchester City Council (MCC) and Greater Manchester Combined Authority (GMCA)whilst focusing on developing reLationships with Salford City Council, Rochdale CounciL and Oldham. We will further develop our expertise and service offer in three areas. Prevention - be seen as best in class in relation to homeless prevention activities in community settings. Asylum, Immigration and Restricted eligibiLity (NRPF). win the upcoming GMCA contract and further develop services in this area. Build on being awarded Living Well Funds and look at more opportunities for hosting or delivering community mental health services. We WILI review our activity plans and look at a fundamental shift in both delivery and impact. Carry out two Lobbying and influencing Campaigns with impact. Structure, governance and management The Booth Centre was established as a charitabLe trust, constituted by a trust deed, on 181h April 1997 and on 1" June 1997 the Trust took over the running of The Boot Centre. The Booth Centre Trust is registered with the Charity Commission (registration number 10626741. The Trust is managed by a board of trustees, who act as the administrative body. The Trustees form the Management Committee of the charity and are responsible for setting and reviewing the policies. finances and strategic direction of the charity. The Trustees delegate the day-to-day management of the Centre to the CEO. Paul Newcombe. The CEO manages the Operations Manager, the Development Manager, the Service Manager and the Centre Manager who in turn manage other staff and volunteers. 16 17 THE BOOTH CENTRE Appointment of trustees The Trustees may convene and appoint a new Trustee to hold office for a period of five years. Trustees are appointed through residence, occupation. employment or otherwise have specialist knowledge of the area of benefit orwho are able byvirtue of their personal and professional qualifications to make a contribution to the pursuit of the objectives or management of the charity. Trustee induction and training New Trustees undergo an induction which covers the history of the centre, our vision, mission and values. the main policies. guidelines and working practices. Each Trustee receives an induction pack which includes their roles and responsibiLities as Trustees and includes information from the Charity Commission. They also spend time in the Centre learning how the Centre works on a day-to-day basis and meeting staff, volunteers and people who come to the Centre. Reference and administrative information Charity Name: The Booth Centre Charity Number: 1062674 Trustees Elena Fowler Chair Vice Chair Andrew MuLlen Catherine Bowen-colthurst Joshua McGarey David Briggs Sarah Nurton Megan Hadfield Annie Kendall (resigned January 2023) Treasurer Sajda Akbar Alison Last Patricia Gestoso (appointed September 2023) (appointed September 2023) Chief Executlve Off icer PauL Newcombe 17 18 THE BOOTH CENTRE Principal Office Booth Centre Edward Holt House Pimblett street Manchester M31FU Independent Examiners Community Accountancy Service Limited The Grange Pilgrim Drive Beswick. Manchester M113TQ Bankers Co-operative Bank plc Olympic House 6 Olympic Court Salford M52QP Cambridge and Counties Bank Charnwood Court 5B Newwalk Leicester LE16TE Santander UK 1 Triton Square Regent's Place London NW13AN Shawbrook Bank Lutea House Warley Hill Business Park The Drive Great Warley Brentwood CM133BE 19 THE BOOTH CENTRE Trustees responsibilities in relation to the financial statements The Charity Trustees are responsible for preparing a Trustees. Annual Report and Financial Statements in accordance with applicabLe law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law applicable to charities in England and Wales, the Charities Act 2011 (Accounts and Reports) Regulations 2008, requires the Charity Trustees to prepare Financial Statements for each year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources. of the Charity for that period. In preparing the Financial Statements. the Trustees are required to: Select suitable accounting principles and then apply them consistently: Observe the methods and principles in the applicable Charities SORP: Make judgments and estimates that are reasonable and prudent; State whether applicable accounting standards have been followed, subject to any material departures that must be disclosed and explained in the financiaL statements; Prepare the financial statements on a going concern basis unless it is appropriate to presume thatthe charitywill continue in business. The Trustees are responsibLe for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and to enable them to ensure that the FinanciaL Statements comply with the Charities Act 2011, the applicable Charities (Accounts and Reports) Regulations 2008. and the provisions of the Trust deed. They are also responsibLe for safeguarding the assets of the Charity and taking reasonabLe steps forthe prevention and detection of fraud and other irregularities. Approved by trustees on 8th October 2024 and signed on their behalf by Elena Fowler, Chair. Elena Fowler Chair of the Board of Trustees 19 20 INDEPENDENT EXAMINERS REPORT TO THE TRUSTEES OF THE BOOTH CENTRE REGISTERED CHARITY NO. 1062674 st I report on the accounts of the clwity, for the year ended 31 March 2024, which are set out on pages 21 to 36. Respective Responsxbilities of Trustees and Examiner The charity's trustees are responsible for the preparation of the accounts. The charity trustees consÉder that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 201 l Act) and that an independent examination is needed. The charity is preparing accrued accounts, and l am qualified io undertake the examination by being a qualified member of the Association of Chartered Certified Accountants. It is my responsibility to: Examine the accounts under section 145 of the 201 l Act; follow the procedures laid down Èn the general Directions given by the Charity Commission under section 145(5)(b) of the 201 l Act. and To state whether particular matters have come to my attention. Basis of Independent Examiners Report My examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit. and consequently no opinion is given &s to whether the accounts present a "true and fair view" and the report is limited to those matters set out below. Independent Examiner's Statement In connection with my examination, other than listed below, no matter has come to my attention . (l ) which gives me reasonable cause to believe that in any material respect the requirements: to keep accounting records have in accordance with section 130 of the 201 l Act. and to prepare accounts which accord with the accounting records and to comply with the accounting requiremenis of the 201 l Act, have not been met; or (2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached. Signed: AM King FCCA Date: 8 October2024 Community Accountancy Service Ltd The Grange, Pilgrim Drive, Beswick, Manchester, M l13TQ 21 TATEM NT OF FIN*J4CIAL A InES FOR THE 31 MARCH 2024 Inco e and Ex nd￿￿0 Accou Totsi Funds Tot•1 Funds Year Ended Unreslrkied Res¢rth 31 IAarch Yknv End¢d 31 Fur FurKIs IAarch 2023 Income from.. Donatknns ieg&ie$ Ch8ritableActnift*s OtherTrading Acifvities Investrnent IrKome other irtome Totsi 131 141 151 284.212 29.641 38.216 284212 $91.304 620.945 38.216 229.745 528.469 5.166 5.759 12 767.151 354,092 591.304 94S,396 Exp8ndltur8 on.. RaisJThJ FLnds Ch¥itable Adivrties 61 161 {61 119.067 321,193 253 440.513 119.067 925.343 253 604,￿ 1.044.663 118,643 IA73,284 745 1.192.672 Total NetlnCorn￿[0xpen￿tturQ1 186.4211 lll.846) 199.2671 1425,5211 Transfers beth¥een thjs 12.2921 2.292 N8t mov•m•nt in lunds 188,7131 110,5541 199.267) 1425,5211 R*¢on¢lll•llon of Iljnds Totsl fuTh1s brought torw8rd Totsl lunds carrted fonva 288.018 199,305 84.116 n,562 372.134 272￿67 797.655 372.134 The statwnent olffinarti￿ 8Cti¥thS i￿(KIe9 41 gains arnl losses recr4Jnised in Ih8yew. The fKtsS pwJe5 24to 36 fryrn oftlw ThE BcKmi cEMrRE CE SHEET AS AT31 2024 Flxè4 a88*ts: Tangible assets Tof81 8S8ets 15.058 15.058 19.975 19.975 Curront a88•ts: Debters Cash at Bank & In Hand Tetal current assets 1121 49223 338.292 387.515 514.819 577.225 Creditors.. Anunts failin9 due one Far 129.706 225.￿6 Net rjjrrent assets ￿ liabl1￿leS 257.8CVJ 352.159 Total assets k8SS ¢xxrent 1iabltt￿s 272.867 372.134 T¢)tal rwtas80ts or Ilabllttles 272.967 372.134 The funds olthe charlty- Re#ricted income funds 115) 73.562 84,116 Unrestricted income fuThls 19>. 288,018 Totsl charity funds 272.867 372.134 Appro￿1 bythetrustee8M8th 0th2W24 Efana F¢x¥l* CPw ￿Tr{l#ee$ ThE 8om CENTrE 2) ststement ofcash Aows forth• y•ar•ndlry 31 March 2024 Year EThd￿ Y•ar Ended 31 March 31 IAarch 2024 >J23 Rttoncilia¢ion of ne¢ Move￿ to net tash I1￿ from opÈr*iw*iNitie5 Net movernent in fijnds Add depreci3tion Dedurt investment income Oecreaselllncreasel in debt(ws Incre2se/ldecrezsel in credltors (99.2671 7.433 (1,9581 13.183 I￿,360) 1425.5211 15.7591 151487 Net u$h u50d In *)perning acllvttles 1175.Wl 1234.4151 Cash IIow5 Irom InNwtsnontxllvlU8&' Inleftst Purcnase ￿r¥￿ed a55ets 5.759 11T.8021 12.5161 Not ¢ash provldod by Investlng 15581 16,0431 InrKas8llde¢xea861 in cash cash tr* 1176.527) 1240,4581 Cash arx1 cash equivalert$ Iwmforwd 514.819 Cash and ca8h eqU￿alents fon¥*wd 338292 514,819 Nol•$ 10 the accounts for tho vnd•¢l 31st March 2024 l. A¢¢ountin8 pollcTres lal Basls of prep?r*fon and assessment of &￿•8£¢￿er￿ The Zccounts IfinantiBI st3tementsl have been prepared under historical cost convention with items recoqnisedat cost ortran￿rtIon value unless otherwise stated in the relevant notes to these atcounts. The finanoal sratemetlts have been prepared in accordarKe with the Statement of Recommended Prathce.. Accounting and ReporbTr8 by Charttje5 preparin8 their accounts in aCcOrdan￿wIth the Financial Reporting Standard ap￿iCable in the UK and RepuL4ic of Ireland IFRS 1021 effeaive I lanuary 2019 and the fina￿131 Rep)rting Standard appliCa￿e iThthe United Kingth)m and Republic of Ireland IFRS I0213r￿ the ChafiDes Att 2011. The charity constitutes a public benefrt entity as defir*d ty FRS 102. The trustees conslderthat there are ￿ matersèl uncertainties about the charity5 atilityto contlrwe asa goingcoTKern. Ibl Funds structure Restricred funds are furM15whith areto be used in accLKdance Ymth speofic restr¢ttion5 imposed trythe thnoror trust deed. There are 38 restrcled fund5. Unrestrirted income funds comprFse those funtts which the trusiees are free to Use for any purkw in lurthetance of the charitable objects. Unrestritted knd5 include designated lun(*s where the trustees. at their dlscretion. hè¥e cre3ted a fund for a specific PWK¥)se. Further details of each fuThd are disdosed in note 15. Icl Income iecognidon All income is re£o8nised oncè the charityhasentitlemem to the inccrfne. rt is wobawe thatd* irKomewill be re￿ived and the amount of income fecewable be rNdasured rella￿y. Donètions are recognised when the thafrtyha5 been ￿tIfIed in writing of both the afflount aad 5ettlen)ent date. Ir¢ the event that a donation Is subjert to conditM)n5 thèt requre a level of perfomiance before the charFty i5 entitled to the fvnds, the income 15 deferred and not recognised until ￿ther those conditions are ful￿ mel orthe fulfilment 01 those conditions is wholly within Ehe control ol the [￿rityar￿j tt Is wobabpe thot tIK)se will ie fvjlfilled iTrthe reporting period. Interest on fvnds held on deposit is i￿l￿ded when receivaNe and amount tsn be me25UTed rella￿V charty. this is normally upon notifi£atiorb ol the intefex paKI or payable bythe bank. Dmdends are recognlsed ontr the dividend has been declared and notification h35 been rereived of the diwidend due. Legary &ft5 3re recognised on a case14tcase basis follo￿ne the grant of probate when the executorof the estate has communicated ID writingthe 3mourf of the legacy, tlwt ihere ère suffioent a55ets in the esr3te to paythe legacy and that anyconditions attached to the legacy are wthin the comrol of the charity or ho¥e been met. Idl Expendlwre Re£o6nltlon bilities are recogni5ed as exFen(bture as 500n a5 there is a legal or construcrive obligation cornmitti￿the charityto that e¥penditure. it is prOba￿e that 5ettlemeTht will be requirEd and the amount of the obli82tti>n can be meawred All expenditure 15 accounted fof on anattruals basis. ￿J1 expenses intludity supwrt costs and gavernan￿ cost5 ale allocated or apwrtioned to the applicable expenditure headings. For more inforrnation on thi5 attrilwrion referto note lfj below. lel Irrecoverab￿ VAT Irrecoverable VAT is char8ed 38ainst the expenditure heath.ng for t*hich it wès irKuryed. If) Alltycatlon ol supportand 8obwnarfecosts Support costs have been allocated between governan￿ costs and other support Costs. Govem3rKe costs roryrise all costs in¥olwn8 the puwic accoufttalylity of the tharity its compliance regularion and good yactice. These cosis indude costs relBled to IThje￿r￿Trt examirwtion 4d le831 fee5 rogether wtth an arw1M)ruT*nt Lif ¢werhead and support costs. Governan￿ costs znd 54JPtrt)rt costs reknng to thalltable ac￿￿tieS have been appDrbaned based ¢)n type ol expet)se. The allocation of supw)rt and eovernance costs is anaty5ed in notÈ B. 181 Costs of ratslwfunds The costs of raising funds C(￿s1￿ts of website artd funthai&ng Èxpense THE BOOTH CEKfRE Z5 Not•stotheac￿￿rts forthe￿￿Ter￿1 31st Marrrionment of suppyr costs as5hown in r￿te 7. 111 TaTrglble flxed assets and d*P￿•￿IDn All a￿e[S costing more than£ifKI ore Ca￿131*Sed and Valued at historital cost. Depreoation 15 tharged on the follow(n8 ba515'. Cornputers and Offitt EquitrfneTht 33.33% ￿ 50% balarts bas til Realised gainsand losse5 All ￿1￿5 and1055e5 are takento the Stalemerit of Finanoal Attiwtie5 as arise. Realised gains and losses on investments are cal￿12ted a5 the differerKe between sales proceeds and their opening t3Trwng walue ortheir purchase value if acquired subseq￿nI to the first day of the finantial year. UnrEalised 8ain5 4fKI I¢)$5es are calculated a5the differenie between the fair value at the yeaf end and their varyingvalue. Realised and Unfealised investmÈnt8ains arbd losses are wrnbined in the Statement of Finanoal ActiTr&itie5. Ikl per￿lon5 The ch3rity operates a defined contrbi Jtion penslon scheme ifi respert of ern￿0Vee5. The 5the￿?￿d its 355ets are held independent rn3n3gers. The ernpItr￿ Contr1￿110n in the yearwas £55.15312023.. £50.6481- The outst3nthr¥ rontritMJtion5at the year end amounted to £5.￿¢2023.. £83711. 111 Debtors Trade and other debtors 3re ￿C06n15ed3t the settlemem amount due afteranytrade discount offered. PTepaymerts are walued at the atnount prepaid net of any trade dixount5dve. Imlcreditors and pmvbion5 Creditor5 and provi￿0￿5 are reco8ni5edwhere tharity ha5 a wesent obligation resultire Irom a past event that ￿11 wobatrAy result in the transfer of funds to a third party and the arnount due to settlethe oNigation can be rneasured or esrirnated reliably. Creditors and provisons are normally reco8nised at their settlement amount after allowng foT any tTadE di5tounts due. 2. Relat￿ party tran5adon5 afKI trusl405' oxpBnses and rnmunoratlon The trustees all Bive freely IheiT time and empertise without any fom) of reMu￿ratiOn or other benefit in cath or ￿nd 12Q23'. £nill. Expensespald tothe trustees in iheyear ioialled £nli 12023.. £nni. 3. ￿)natIOnS and Legack UnM81rfcted Restrktrd Toial Funds Toial Fur￿8 Yoar Ended Year El￿9d Y•ar ended Y•ar end•d 31 Marth 31 M*rth 31 Marth 31 Il*Ych 2024 2024 2024 2023 Donati( GiftA 257.389 26.823 284.212 257.389 26.823 284,212 204,847 24,898 229.745 Previous reportin8 Feriod Unr4strlcted R05tr1ctgd Total Funds Year End¢d Y•*r Endad Yèar Endtsd 31 March 31 IAar¢h 31 IAar¢h 2023 2023 2023 Donati￿5 GiftAB1 204.847 24,898 229.745 204.847 24.898 229.745 THE BOOTh CENTrE NOtestothea¢tt￿rt5 fortheyeareThded 3tst Marrh 2024 4. Incom•trom ¢h•rltabl8 a¢￿¥1￿0% Unrt5tr1cted Resirkied Toi•l Funds Total Fund5 Year Ended Year endod Year Ended Y￿r Endpd 31 March 31 IAar¢h 31 Il*rh af March 24 2024 2024 2023 Resiri(#ed grqnts" Man¢*EstwCity c￿j￿11 (v￿¢￿ Funds) Manc*￿er Clty Counul. HPG (>eater Manche#w Combi￿￿ C*eater Manthe5ter Combined Authw. RESS An(N)ymUs Grant Edward ￿t Charrtable Tnoi D'ctyly Carte Ch8ritst48 Trust DLthy Lan￿$ter The Booth Charities The Bcb)Ih CharilW- Utilrfies The Ford FoL￿a￿0n Fer8¥er Manchester Albert H￿1 Trust Manchester Crty Curtl. GM Thi Natlonal LOtt￿- Awards ftyAII Nalonal LOtt￿- Cost of LThfino Natronal Lott￿. Re&hiNJ Cmyw Greater Mantt*ster St*riffs Trust Groundwo Places for Peotye FoLndali ManGhester Guardi￿ SLK ManGhe5ter He￿1h & Cwe L4ndsec Futures CcfftK Rel￿1 Cokn Industry War PAen¥Jrlal TIIAI Sodal Bit& FL￿d Swrt EnglaThJ Swrt Engl•￿- repabl In 23124 TIM Rhodes Texlks Th? D￿Stri￿al0rs Ch￿StmaS F￿d Re81 Change Flnd Rel￿[ in Need Shears Foundation Trryort Greater Manche51er JPS and AK Sahni Trust UKH FourKlation Hate Crim& A%varer*ss Th& Charity se￿iCe Macc Lfvlng Wdl MCC MHP Our Manche 231.455 121.453 121.453 55.824 11.667 $5.824 11.667 11.W3 11.803 34.238 10.146 75.cflj 91.505 75.￿) 91.505 15.175 375 375 13.5 41.$24 13.9)) 41,$24 16.69)) 150 150 3.057 3.057 14.795 14.795 17.( 17.(UJ MDF Julia aTrJ Hans RwJsing- Tr BVJ G￿E7r￿1 YOLW Manche&tr VCSE The Bamabas Ch¥it￿8 TpJ51 Grantsf￿ lTrJiYiduals Ur*estrided grants.. The Big Give J Sainsbury 14.9)) 19.999 29.641 29.641 29.641 591,304 620.945 526.469 THE BcKmi CE14TrE 27 N•te5 to ￿E0￿￿ts kn the yearended 3tst PA4rth 2024 4 IrKomefrorn tharitabje actl¥kSes Pre¥ious reporting r* Unrnstrictsd R*strktsd Total FuTrJs Year Ended YearEnd8d YoarEndod 31 Mar¢h 31 Ilarch 31 Marth 2023 2023 2023 RestrKted grants.. M8nchesler Cty co￿¢1[ {v￿ouS FuThtsl Gre*erM¥rtthesterCkYrl)Thd Ath Anonym(xJs Grant Edward Hott Charitsb￿ Trwt DLthy of Lanca# The Beoth Ch8nbe$ The Boolh ChanUes- Ulilths Albert Hunt Tlust M*KhesterCity C¢>JrK￿. GMThink N•tKThI Lottery- Awards ￿ All Naithal Lottery. Reachiry l>&ater M8nche#w High St￿n￿$ Trust Placesfor Peotye Comic Relief Cotton Industry War I18TrbJial Trust Secial Blte Fwd Sport England Sptri Eryland- rep8*J In 23r24 The Distnbut￿s Chri$bnqs FWKI Relief in Need JPS and AK Sqhni Tnol UKH Fand8ti¢n Hate Crime A%* MCG MHP JulFa w Hans The BvJ GNeTrust Manche*w VCSE The Ban*a$ Charit*Jle Trust Grwrt$f¢K IfKiiwduals Unreskn(#ed grarrfs". J Sain$bJry 231,4S5 r81.4155 8.632 34.238 34.238 10.146 10,146 15,175 15.175 60.235 60.235 16.69)1 I6.￿) 14.￿0 19. 14.9)J 19.W3 1.799 25Q 526.219 526,469 ThE BOOTH CEKfRE S. Income from 4)thertrndlng 4cli¥tties Urtrothc*d Restrfjct•d Tot41 FurKI8 Tth P￿d$ Year Ended Yéar Ended Year Endtd year endèd 31 IAarch 31 IAarch 31 March 31 Wrch 2024 2024 2024 2023 Student Placernent Fees Community Fundraislng & SFxmsored Challen8e5 5.879 32.337 38,216 5.879 32.337 38216 5.166 5.166 Previous reporting pnod Unrostrfcied Restslctsd Totsi Ftsnds Year Ended Year Erthd Y•arEnded 31 Ilar¢h 31 Ilarth 31 Ilarth 2023 2023 2023 Student Placement Fees 5.166 5.166 5,166 5.166 N(*es to thÈ¥c(wntsfor the yeat tnded 3tst 2014 6. Exp•ThJiture Homekss Year En¢Jed Year Endtyj SUp￿rt 31 Marth 31 IAarch Activltl 2024 2023 EXpendIEU￿ ¢)n raising fund5: Communicauons & Website Online ProCe￿n8 Fees Fundr315ing Events FundraisillE Salary Costs Fijndraising Cos 3274 3274 12.193 103.WJ 12.193 103.6C 103.497 12.295 118.643 119C67 179.fts7 eX￿ndIture on ch4rfiaNo actsviOo8: Empbymerrt Costs Sessicfial Workers Acbvities Weff8re ConsUma￿e$ Communty Calé Cosis Food Help into Ern￿oYMent ReC￿ne￿i0￿$ Training Recruitrnent Pwtnerships Volunteer Expenses Comwler & C¢MrrnJn￿inS CWing & Waste Disposal Gardenir DBS Costs Grants to Individuals Clth Costs c1￿￿t AC¢tYnTh￿O￿ Cost5 Distretsonay ReFrt S¢JpF¥Nt En*ryJerty Supp(xt Movng In Cests A¢ces*bility & C1)ryUn￿￿*0n Affiliations SubscriptKJns Awards Bad Debts 8uik1irpJ Compliarre Building Repairs Kitchen Repairs Business in the Comffl￿rty IT and Software Heat. Light & Water Rates Room Hire Slaff Travel staff W&llbeirpJ Team Away Bank Charges Minty Equipment Telephcfie Insurance Govwmarte Costs Prfniing. Statitswy S Post•Je Depreciaiion 647.812 675 8.754 5t 647.612 675 8.754 51 .041 1,7 51.280 52,610 2.175 18.674 2.175 18.674 24.846 2.771 2,771 8.323 9.120 41.984 51.iY28 19.509 479 24.747 15.487 22.427 17.627 3.823 479 24,747 15,487 22,427 17.627 3.823 22.747 7,070 5.281 15.017 6.670 6.670 8.836 20.861 .861 615 IQ 187 615 10.187 3285 270 16.037 270 16.037 18.609 30.017 21.221 31,416 199 46.814 2.835 326 46.814 2.835 326 1.225 19) 10 3.742 2942 1.225 19) 10 3.742 2.942 2.725 17.775 3211 14.631 2.525 9.992 1.on.284 5.758 2,282 5.758 2,282 7,433 925.343 925.343 otherexpend￿UIS. General Expensès 74S 745 1,192,672 253 253 1.(44.663 1.C)M,663 THE 8OOTN CENTrE 14¢tes to ￿ accourtsforthe Yèareftd￿ 31st Marth 1024 6. E￿er￿ltUre Year ED¢Jod Year end•d 31 Matth 31 klarch 2024 Unrestrirted funds Restrlcted fuThJs 440.513 .828 fAH.150 553.844 1.044.663 1,192,672 7. Arbaly￿S of expendltureon tharitablearti¥its A5 per the description in note 6. 8. Allocatlon ofgo¥emaK¢ ahd The breakdown ofsupwt costs and knw these were allocated between antl other C05tsis shown below.. Goneral Supwt Governanc• Totsi 2024 Basts ¢*14p￿rtIOm7en1 2.280 2.280 tyFe dexpeptse ALbJit Fees Congjhancy Pr¢JfessiMal Fees strategic Wcrt 818 818 tyFe dexFÉnse 35 tyFe olexpense 5.758 Previ¢yJs r8F¥Ytlng p¥rr• Gon8rn1 sUP￿•rt GO¥8M*r￿ Toial 2023 Basls of•pp￿1￿MonI 1.320 1.320 tyFe c*exwse Independent Exwnlnkn Audit Fees OtherAccourtw Swvk*s Ofrr Pr¢f¥$iLwI Fees strategic Work 10.258 10.327 10.258 tyFe crfeNgens8 14.&11 Analysisof staff ¢05ts Y￿r End•d Year Ende Jf IAaffjh 31 Mar¢h 2024 2023 Wages Salaries sc￿81 Secunty Co*s P￿slon Costs 634.351 61.7( 55.153 751212 592.347 Sulixxt costs Charitable 751.212 751.212 8ver8ge number olemtyoyees >tw was 21. FfE 18 Ilwr￿ yw. 21. FTE 191 The charity o)n$iders rts key manageM￿t ter$or￿ c£ryses tre tnJstee5 Ch￿1 E¥euthe Offw. its D8Mrty Ch Exeojtwe Offiw. the Head ofFundraisiThJ He*J The tot31 efflployment benefits. i￿lUding employer pen&on contributions of the key m3naEernent pet50nnel were EX￿.336. Iwevlous year. £147.2351. erywehas t•rfrt5 In excess d£60.(Kx) IyevityJ5 yw 11. 31 N¢X•8 to the accounts ￿the yèar •nded 31st Mar¢h 2024 10. Indep8ndvnt Examlw and Au(kn F4•s Y•*r Et)d8d Y•ar End8d 31 Marrh 31 M4rGh 2024 Audit Fee OtherAcLwntsrKy cOn￿K￿r lTrJepeThYern Examinalin Fe8S 818 2.280 3,118 1.320 11. Tangible Fixed A88•ts Compukny Total At 1 Arril 2023 Additions At 31 Marth 2024 59.f 1016 60,616 44,564 104,164 2.516 D¢wtiation At1Aw12a Charge foryear At 31 March 2024 46.334 4,719 51,093 37.855 2,714 84.189 7,433 91,622 NEf BOOK VALUE At 31 March 2024 At 31 March 2023 9.563 13.Z66 5,495 6,709 15,058 19.975 11. Anatysls of de￿0 2024 Debrors Gift Aid Prewyments 23, 1,841 24,318 49,223 37.683 21,037 62,406 Debtors and prepayments ielated to restricted fund5 £26.92312023-. £30,195] ar¥J unrestricted funds £223￿{2023.. £26.8361. 13. Credltors: amounts falllw due Cr￿itCrS Shcft.terrn comwsated abserKe5 (Miday payl Other u8ditus and acuusls TaXatIc￿ and Sock￿ seojty Deferred inccme 46.747 133.888 9,072 11.110 14.175 17.915 ,052 62.153 729.706 225.Cfj6 14. Defwrnd ¥n¢om• Deferred Inccqn& comprfse8 grarls received Icf FerK#J5 Baian¢e as at 1 Apnl 2023 Amwnt rdeased lo irK¥Jrne 8wnad frcth chariiat4e **¥ithe5 Amwnt defer￿￿ in year Baknce at 31 March 2024 62.153 162.153) 58.052 56.052 32 Nrt•8 tothè acctyJnts forthe y•arendod 31st Ilarch Z024 15. Analysls of ¢harftaWe lunds Anaty818 01 movements Sn fvnds Baance at 1 Inctsming Resources April 2D23 Resources Expended B*l•nte * 31 2024 TAnsfe Gèneral F DesJgn*ed Fund 288,018 1440.513) (2.2921 199.305 288.018 354.092 1440.5131 12.2921 199.305 Prwous rewting Fenc*J Bal•nce at 1 April 2022 Incornlng Resourt R•sour¢es expèndsd Trnnth 8al*nce •t 31 arth 2023 Ge￿ra1 FLnd Deslgnated FL￿d 635.914 240.932 {638.8281 286.018 685.914 240.9>2 1638.8281 288,018 N4m¢ of un￿$t￿¢t¢￿ fund: General Fund Fu Doscriptsn. n&tu￿ and ofthe furKI The Iree reseffts. tsaiky*n"w fc¢all t￿￿Jr￿1eolurwts F¢ythe Repair FLVXI repwcosts The BooTh CENTRE 3$ tIots8 to th* aGcounts forthe y¢ar•nded 31st 2024 15. Analysls of chartta￿61und8 Analy51s of mov•mtftts In re8tr1ctsd funds Balance tt 1 Incomlng R¢sourus Apdl 2023 Resour￿ Expendtd Trnns Balanc8 at 31 Alavch 2024 Comic Relief Sotiai Bite Fund TSM Rhode$ TeA￿leS The Distr[￿￿ Christmas FLmd Real Change Furwj Relief in Need Shear5 Foundat￿ TranspLYt for C¥e*erm•￿*Ster The Charity Servlce Ma¢t Lwing Wdl MCC MHP Our M￿(*￿ter MDF 41.524 141.525) 14.X 11501 (1,6 (3,05n 11.4351 1S.W)I 4.302 150 3,a57 13.(KKJ 114.795 Ix).(oJ 112.097) 15,4801 116.8331 12.3791 68.5631 1121.4531 155.8241 111.66n 111.8031 3.COJI 12.5701 120.(ml I?,￿)) 13.¢XN)I 12.5C 14.795 17.rTh) Crisis UK Other Grants m￿ster Crty Counoi (Varpous F￿Js) Manchester Cty c0J￿1. HPG Greater M￿esterCcthb￿￿d Auhyty. RESS Anonymryjs Grant Ethvard Hott Charitabk Tn D'OYEY Carte charilable T￿￿t Duthy of Laneaster BootfTr Chalitses Tre Booth Ch*itses. ￿lIbe5 The Ford Fwnd8tic FL*eYer MarKthester Nat*Jnal Lottery-Awds forAI NatKinal Lottery- C¢st of LiviTrJ NatKinal Lottery- Re&*ing C(XNnLnrtLes Greater ma￿818r High snenff$ Tn*t Groundwork Pla(*s for peO￿e Fcwdatic M8nch&ster Guardi￿ Soc*y Mancheslw Heallh S C*e Landsec Fu￿reS Swrt England SyJrt England- repaid in 23124 Young Manthester VCSE 18.￿3 2,379 417 121.453 55.824 11.687 2.570 2.711 75.C 91.505 175. 160.3111 13. 13751 14801 15.175 375 11.5C4) 182n 18.69)) 13.SXI 12.673 16.69)) 19.6651 If4)4.1X)I 84,116 591.204 73.562 THE OIX)TH CE14TrE Notestothe atfWAts foithe yearend¢d 3l>t Marth 2024 15. Analysis olcharlt?b￿ Atyatysls ofmo¥ements in restrkted lunth Previous reporting wrri)d Baian¢e at I Incomlng R*sOUrtt5 balance a131 Aprfil 2022 Resourtss Expqnd8d Tr•)sfors Ilorch 2023 PRS Mev& on CWP Cem1¢ Rel￿1 Scoa 8rte FWKI M8ntr*ster VCSE Pav*rship Reojvery Fw¥J MCC MHP Peter FrwJrKlal*Jn Cn$is UK Otf*r Grants Manchestwclty C￿n￿l (Vanc￿$ FuThY$l Greatw ManthesterCembir*d AutrK 31.117 .235 159.$2n 110.1601 17,242) p).c4J)I 162211 5.510 7.242 6221 16.833 2.379 rJ1. IT81.4551 16.6321 120.CWI 134.2381 14.4301 120,CO)I 13.cml 1S.C(4)1 Edward Hcdt Ch¥ita￿e T•Jst Du¢hy of LaTK8Ster Tr Chames The Booth Ch8ritie$- Utili￿$ Albert Hunt Trust M￿8$[er City Counol- GM Think Natsonal Lottery-Awards for AN NatK￿l Lottery. Reathing GreatsT M*thestw High Sher4Ys Tn Pthces for peep￿ Found*ion Cotton Imustry War Mark￿81 Trust Sport Ewland Sport Engiwd- repald In 2S24 The Di*ribthers ChristmasFw R¢lief in Need JPS and AK Sahnl Trust UKH Foundation Hale Crime A%**enes8 Julia and Hans Rausing- The 8ty GweTN51 Youno Manctr*ster VCSE Bam#bas Chorilable Twu5t (kns f¢x IrvJividu* 34,238 2.570 10,146 16.7391 2.71t 15,17S 15,175 15.1)J)I I4.5￿) 6.6 16.69Jl 11,5Tr)1 15.(ts)I 12.IXK)I 4.(OJ) 14.9)) 19.999 114.9)Jl 110,334 1S.(￿) 11.7$91 IS53.8441 111.741 S26,219 84.116 THE Bom CENTRE 55 NrAes to the attwntsfrrthÈytèr ¢rMJed 31st Marth 2024 15. Afialy5is of thar4taN¢ lynds Analysls of movements In re#ri¢led fuThJs Name of rosirfcthd fund: Ccffl￿ Rel OeKrfpUon. natyrn and ofthtfuhd training *KI S(Kial Bite FuTrJ Tim Rh¢des Textiles The Disknbut(n Christhmas Fw¥J Real Ch¥rfJe Fun(t Rel*f in Need st*ars FouTrJation Transportf¢rGreater Manche Charty Swvir Mar£ Li?￿r¥j Well MCC MHP Ow Manc*ester Icrf MO￿￿￿ In items and travel tor PIHP ctrcKdi￿tC "lthes MDF Cris4s UK Other Grants Manchester Cty Ciwil Ivwbyjs for materials. mmirvJ ¢x)5ts. trainir#J aTrJ Iwd for Sa￿￿. EU r8ccfir*thty￿. ID EU. Fl sa*. knto equIp￿tt. L*ntre ar￿ w01w￿5 eX￿seS lor saL9ries. cthmwtw aThJ (>Jnrnril*￿S SLPf(rt utilM6S s**ies, RESS Ferscn*lsa1i(￿ EU tsarLsiat voj￿5. Ic<#J. W. nviiNJ ¥i aTrJ l** irto MaN**sterCity C￿jn¢4. FPG Greater Man¢hesteF Cory4Mnett Athjnty. RESS Anc47Y￿￿$ Grant Edward Hdt Ch*itable Tnjsl D'oyly Carte Charitable TNst Duthy crf Lancaster The Booth Charities The B(NJth Charitie5- Util*s The Ford Fewvjatknn Forever Manchester National Ltstt￿. Awwds Nth"onal LOtt￿- Cost of LwiNJ National Lottery. ReachiNJ CoNmLi¥bes G￿terManc￿ester HwJh Sheriifs Tn*t ror cerrtre marwJersal¥y fly athvty. wt session trainirg 8TrJ fotr ft*gas atyj tr￿litieS for sal¥ies aThJ gas for salar*s. irtilit*S rwrhwrtw for deanir#J o)sts. Sl8ff tr8lnlrKJ ￿￿￿￿11t*￿Vj pia¢esfty P*e FThnd8tK marK**SterGuardi￿ SOc￿ty MarKthster Health & Care bdEttS. qLolffjrations. tele￿s. data café flu jabs Landsec FLIDyes Sport England Swt Ewlond- rep8id in 23r24 Young Manchester VCSE txMrwJ. ￿￿les. 1)wng re￿yn￿l grart in 2￿4 PIHP cwdin THE BOOTh cE￿TRE Notes to tt*a¢wjntsfOrthe￿r ertded 3tst Marth 2024 18. Analysls of nota88ets btheen futy¢ls Unre¥irf¢ied Deslgnatrd R88trictsd fvnds Total 2024 Tanglble fixed 8S88ts Cash at bank and in h Olher net vjrrent 8s8etsl1liabllit￿l Total 15.058 177.126 7.121 199.305 15.058 338.292 180.4831 272.867 161.168 187.frtJ4 73.562 Prethous ￿PortIng panoo unrtstdctsd De$￿Traf•d R¢Strlclgd fvnds funds T*)012023 T￿lblefiX£d 88SelS ash at bank and in haNI otherne¢oJrrerrt w￿(￿•bI1￿1È$) Tot41 19.975 266.917 19.975 514.819 1162.6601 372,134 247.9)2 1163.7881 84,116 288.018 17. Fln8ncl•l Instrumems The ¢h￿tY only has fi'nantyal assds *KI lth"NJesda kirKI Ihat as bssicfi￿￿lal Ir￿￿￿￿. Ba5Kffin8rti nstruments are Init1811y recogni88d a tran￿1￿ ￿ll* arxl f4Jbsequ*itty m8agsed atthew Sett￿n￿nI vaiuÈ th& 18. OporntinB L¢45e5 Not later than one ￿ar L8ter th8n one year and not laterthan live years 10.827 19.925 .752 5.517 The Charity lea5e5 EdwaTd Holt House frorn the E￿arlI Holt Trust. The lease is for 82 year5from 22nd MaTch 2013. The thatity is charged onlyfor the insurarKe cost of the bwlding. 19. Tamotion As a charity. The Booth Centre is exempi Iiom tax on incrxne and gains falling within settion 505 of the Taxes Att 1988 or $256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are ap￿led to its charirable obiecES. No tax char8e5 have 8risen in the year.