**Charity Registration Number: 1064818** 

## **Company Registration Number: 3188162 (England and Wales)** 

**THE CATHEDRAL ARCHER PROJECT LIMITED** 

## **REPORTS AND FINANCIAL STATEMENTS** 

**YEAR ENDED 31 DECEMBER 2021** 



**THE CATHEDRAL ARCHER PROJECT LIMITED** 

## **CONTENTS** 

||**Page**|
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|Legal and administrative information|1|
||2|
||7|
|Consolidated statement of financial activities|21|
|Balance sheets|22|
|Statement of cash flows|23|
|Notes to the financial statements|24|





**THE CATHEDRAL ARCHER PROJECT LIMITED** 

**LEGAL AND ADMINISTRATIVE INFORMATION** 

## **Directors / Trustees** 

Ian Brownlee Stephen Kober Neil Riley (Chair) Dorrien Peters Resigned 30 September 2021 Surriya Falconer Karl Dalgleish Richard Taylor Julie Gill Resigned 15 February 2021 Dan Brookman Appointed 27 January 2022 Fran Joel Appointed 27 January 2022 Kevin Rhone Appointed 27 January 2022 John Roberts Appointed 27 January 2022 

## **Chief Executive Officer** 

Tim Renshaw 

## **Registered Office** 

Cathedral of St Peter & St Paul Church Street Sheffield S1 1HA 

## **Auditors** 

BHP LLP 2 Rutland Park Sheffield S10 2PD 

## **Bankers** 

Nat West Bank Plc Co-operative Bank Plc Barclays Bank Plc 42 High Street 60-62 Pinstone Street 10-12 Pinstone Street Sheffield Sheffield Sheffield S1 1QG S1 2HN S1 2HN 

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The Trustees and Directors present their report and the audited financial statements of the charity for the year ended 31 December 2021. The trustees have adopted the provisions of the Statement of Recommended statements of the charity. 

The financial statements have been prepared in accordance with the accounting policies set out in notes to 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 published in October 2019. 

Since the charity qualifies as small under section 383, the strategic report required of medium and large required. 

The Cathedral Archer Project Limited is governed by its Articles of Association and is incorporated as a Limited. 

## **Introduction** 

The Archer Project is a team, a space and a hub designed to provide services for people who are homeless, have been homeless or are threatened with homelessness. We provide a number of services designed to help people move away from homelessness. We believe the end of homelessness should have new opportunities for a satisfying life, whatever that may mean to the individuals who are building a new life. We hope that includes good health and wellbeing, a home that is enjoyed and the chance to take part in the wider society whether that is through employment, belonging to groups and/or giving time as a volunteer. These are the things we look at to measure how successful we are at supporting people. 

In the last year, like every other service and business, the way we work has been affected by the covid pandemic and the restrictions imposed or suggested by the Office of the Director of Public Health and national government. We have worked with other charities and the officers of the Director of Public Health in Sheffield to look at the risks our users and our staff have faced in order to mitigate them or promote safe practices. 

We are not a stand-alone service. By that we mean that we are much more effective in achieving our aims by working with other similarly skilled services. Our centre is better described as a hub which is open to other organisations to come and use. In 2021 we worked alongside health professionals, mental health professionals, housing providers, probation officers, drug and alcohol treatment services and teams who, like us, work to bring all those specialisms together to help one person at a time to change their life. 

Working with other professional services helps to improve our work. For example, learning from probation services to improve the management of risk and learning more about co-production systems from Flourish. 

As with most homeless agencies, we follow a Trauma Informed methodology. In brief this means we assume that most people who become street homeless are survivors of childhood trauma or Post Traumatic Stress 

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## **REPORT** 

Disorder (PTSD) and that their experience of trauma has had a profound impact on their lives. The multiagency approach is touched on again later. 

Being Trauma Informed means that we have designed the way we work and the spaces we use to avoid, as much as possible, adding to the trauma people have already experience. The really important thing about working in a Trauma Informed way is that it increases the chances of supporting people who are homeless to change their life patterns and realise their strengths and skills to lead a much richer and fuller life than most dared to dream about. 

We achieved a lot in 2021. We supported people away from living on the street, we helped people who wanted to make big changes in their lives to do so and we kept people who are employed through our social enterprises gainfully employed in a difficult economic market. Behind the scenes we improved and strengthened the services we provide. That included establishing the governance arrangements needed to support our growing social enterprises which offer employment to people who are formerly homeless or were at risk of homelessness, and putting the funding in place to start a peer mentor service. 

## **Structure and Governance of the Archer Project** 

All parts of the Archer Project are important; those people who are or have been homeless and who benefit from our service are also the people who help us run it and design in improvements to the way we work. Our staff team is made up of volunteers and employees, all of whom undertake training and many of whom give feedback in one way or another to help us deliver a better service. Our trustees are appointed because we believe they have particular skills, gifts and values that will bear fruit and improve the way we run the charity. Equally important are those who support us with gifts, donations and encouragement, without whom there would be no service to offer. 

## **Trustees and Directors** 

Our trustees have the task of ensuring the charity operates within the bounds of the law to deliver its purpose the requirements of both the Charity Commission and Companies House. All of the trustees are members of the company and guarantee to contribute £20 in the event of a winding up. 

The trustees meet as a full board six times per year. They delegate aspects of their overall responsibilities and interests to sub-committees and working groups. These are currently: 

- Finance Committee 

- Human Resources and Operational Policy Committee 

- Fundraising Committee 

- Re-building Task and Finish Group 

- Accommodation Task and Finish Group 

Trustees are asked to contribute to at least one of these committees or groups alongside regular attendance at full board meetings. In addition, most find ways in which they can take part in the work of the project, volunteering in our kitchen or supporting the development of skills in aspects of the project or working behind 

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the scenes to improve administrative or financial processes. We undertake skills gap analysis against perceived skills needs when appointing trustees. The skills trustees bring to their role include marketing and public relations, sales, economic research and evaluation, finance management, human resources management, business and public sector systems. 

In 2021 the trustees focused on strengthening the governance of its social enterprises. Archer Project Enterprises Ltd is a trading arm of the Archer Project and offers some different governance challenges to that of the charity. The Archer Project advertised for new Directors with specific skills related to social enterprises and the expected needs of growing existing social enterprises. The new Directors were in place early in 2022. The directors were recruited for their financial, marketing and other business skills. 

## **Why we are here** 

-region, with particular focus on and concern for those people who are homeless or otherwise experiencing housing difficulties due to their poverty. We believe everybody has a right to a fulfilling and enjoyable life and that there are some important things we do to help people achieve this. 

## **Public benefit** 

In setting the objectives and planning the activities the directors have given careful consideration to the a charity. But it is more than a legal requirement.  It provides us with a positive opportunity to demonstrate the benefits we bring to the public, in return for the financial and other benefits that come from us being a charity.  These include: 

- Having a positive effect on individuals as they take small steps towards a huge change and are supported to move away from street activity and instead experience a life that is much more satisfying. 

- particular contribution to addressing the challenges faced by rough sleepers in the city centre. For example, by providing a centre which meets the immediate needs of people involved in street activity (food, medical, communications and hygiene) it enables agencies and individuals to work progressively to move away from street activity. 

- Taking a leadership role in Sheffield to help develop its work to address homelessness. We have taken a leading voluntary sector role in helping to establish the Changing Futures Team, in reporting to Local Authority working groups on the impact of Covid, a campaign and we are part of a city wide working group on Trauma Informed ways of working. 

- We believe it is our responsibility to learn about homelessness from the latest investigation and research in order to deliver best practice within our service. For example, we introduced Trauma Informed approaches and have continued to research how it pertains to the homelessness sector. 

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## **REPORT** 

## **The way we work** 

We provide a progressive pathway from street homelessness to a settled and stable life with paid employment. There is no end to the support we offer so that if someone who has made fantastic progress and is in a settled, productive life experiences a relapse, we remain available to them to support them.  For example, if a person returns to drug use and it builds to an addiction, we will support them as they tackle the addiction, with the intention that we can prevent them losing all the good things they have gained, their home, their sense of pride and achievement, their hope of a stable life. 

The pathway is three overlapping streams of support. 



**----- Start of picture text -----**<br>
Engagement transition Fulfilment<br>Supporting people who are part of  Building a settled life with the<br>street culture to build routines and  rewards of paid employment and<br>Stabilisation<br>establish relationships of trust. voluneering. Accommodation is a<br>Supporting people to strengthen  'home', health issues are addressed<br>routines and enjoy positive activities.  and nobody associates you with<br>We expect to see improvements in  homelessness.<br>health and accommodation and<br>interest in new things.<br>transition transition<br>**----- End of picture text -----**<br>



improving in a balanced way because this is most likely to be sustainable progress. So, we measure improvements in accommodation, changes in the way people think about their health and wellbeing and the way people think about their lives as a member of soc 

accommodation is an improvement but as they progress the type of accommodation becomes more important, and where that accommodation and who their neighbours are and how comfortably and homely the accommodation feels. These changes evidence the progress made. We can follow similar journeys in the way people look at their health and the way they think about their life as a member of society. 

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Our three overlapping streams are: 

**Engagement** : we work with people whose lives are marked by the need to survive day to day. The quote below illustrates the lack of self-worth and hopelessness some the people we work with can initially feel. 


Engagement is about giving people space to get to know and trust us and the other services who use our centre. Listening, accepting, and trying to understand are the tools we use. This is the heart of Trauma Informed ways of working, building the relationship that allows someone to think that a different life could be possible. 

## **Case Study** 

**Background:** Henry has used the Archer Project since 2019. He is a foreign national who has lived and worked in the UK for many years until mental illness affected his ability to work and his behaviour. He 

**24 months ago** : Henry found the lockdown very difficult. His presenting behaviour appeared aggressive and threatening because he ranted out loud. His ranting was usually at the world in general, od at accommodation. On two occasions in the past two years his behaviour led to people who felt harassed and threatened calling for the police. Henry was found to be carrying a weapon and so the case was and it is not uncommon for people who sleep rough to carry something they intend to use in self-defence. 

Our work in Engagement was to build a relationship which allowed progress to be made. Henry was too pre-occupied with his rants to take note of covid safe practices. We had to make working with him conditional on his wearing his mask and maintaining a safe distance. It took a lot of patience. We saw Henry every day. During the first lock down that was seven days per week. 

Persistence paid dividends and we established a relationship which meant he felt valued in our centre with two or three of our team but with one person who worked with him most days. The relationship allowed us to support Henry to work with other organisations. 

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**Progress Journey:** We supported Henry to engage with mental health services. At first, he attended the appointments but would not accept the need for treatment. This led to a period when appointments were put on hold. The frequent contact with the Archer Project team involved us reminding him of the possibility of further appointments and the advantages of him dealing with life better if he accepted treatment. We also renewed his contact with immigration lawyers. His claim for settled status had stopped because his behaviour had made appointments and progress impossible. We supported Henry to work with ASSIST, a Sheffield charity specialising in supporting people who have been refused leave to remain in the UK. Henry had no right to benefits and was without any income. Assist were able to support him with a small weekly donation. Alongside a number of other professionals, we advocated for Henry to be reconsidered for accommodation. Finally, we attended court with Henry to support him when he faced trial. 

**Currently:** Henry is working with mental health services and receiving treatment. He was placed in hostel accommodation and has remained there with no problems. He has been assigned a Changing Futures support worker to help address the multiple barriers he still faces getting long term accommodation and rebuilding the settled life he once enjoyed. 

Henry comes to the project once or twice per week to check what appointments he has and to meet 

Many thanks, first to God, second to the people who work here.  Thank you for providing love, food, clothes, showers, laundry, and friendship. Wish the 

**Stabilisation:** When people have some basic routines and life patterns, we can build on them. This may be as simple as someone showing a desire to meet with a particular professional by always attending their meetings, or turning up at the project at the same time every day to use particular services like the shower or nursing clinic. 

## **Case study** 

**Background:** Louise was born to parents who were addicted to alcohol and illegal substances. Her childhood involved being taken into care and being looked after by grandmother and aunt. Louise started using drugs and alcohol at a young age, and had her first child in her middle teenage years. 

**18 months ago:** Louise was part of our Engagement stream. She had refused to stay at her accommodation because of negative experiences that had happened there. She was deemed to be surfed, using the accommodation of people she knew to avoid sleeping on the street. On occasions she had to sleep rough. Louise found her pre-teenage daughter mixing with the street community and became very worried at the life she was getting in to, a life Louise knew all too well. Her concern led to social services involvement and the daughter was taken into care. 

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under the influence of alcohol. She was self-harming and became more aggressive. Following an assault, she was imprisoned. 

**Progress Journey:** Louise was released from prison with a condition to remain abstinent from alcohol and to support this she was tagged. She complied with this requirement and, apart from celebrating her birthday, she has remained abstinent. Louise encouraged her partner to seek help from mental health services to help address the problems he suffered from. She supported him to attend the appointments. Louise attended all of her probation appointments and built a positive relationship with a probation officer, she engaged with alcohol treatment services to support her abstinence and when she became pregnant, she engaged with social services to undertake courses that may help her keep her baby. 

The Archer Project provided a place where she felt safe. She knew it and she knew the staff team. She became part of our Stabilisation stream, and we supported her to volunteer and to attend activities as a way of exploring things she likes to do and to fill empty time. 

**Currently:** Louise is in contact with her children. She has completed on-line training courses on childcare. She remains alcohol free and shows that she is looking after herself in other ways too. She s near the end of her pregnancy, but she still takes part in out during the day, meeting others and receiving the kind of support we all need, a chance to talk and do things that feel rewarding and fulfilling. 


**Fulfilment** : Our aim is to give people the opportunity to feel a sense of fulfilment and success. At the Archer Project this includes the opportunity of paid employment. Alongside healthy living activities and good accommodation, employment has the power to build esteem and new aspirations. 

## **Case Study** 

**Background** : Peter, aged 28, grew up in a family where he witnessed domestic violence and abuse. As a young adult he was the victim of a sexual abuse trauma that caused him ongoing anxiety and depression and affected his ability to build trusting and loving relationships. Peter came to the Archer Project at Christmas in 2018 and soon became a volunteer and progressed to our included times of high absenteeism. The following timeline is part of the way we addressed that with Peter. 

**18 months ago:** Peter described his home as depressing. He lived in a flat on the outskirts of Sheffield, away from people he knew and had poor relationships with neighbours, some who he felt threatened by. This started a downward spiral affecting his volunteering, paid employment and his relationship with a new partner and her family. Peter became depressed and spent days in bed. His use of alcohol increased, and he returned to using illegal substances, furthering his bouts of depression-led inactivity. 

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Peter was difficult to contact during this time which affected our ability to support him in a consistent way. 

**Progress Journey** : We helped Peter to bid for new accommodation in an area that better suited his life. The Archer Project accessed counselling for Peter, and he completed a course of Schema Therapy. This worked with his Archer Project support workers to plan how he could make his flat a home. 

**Currently** : Peter loves his flat. He has decorated most of it and has enjoyed taking his time so that he could afford the decoration and furnishing he really wanted. He is immensely proud of his flat. Peter has built some new relationships in the community where he lives and says they are positive, filling the free time he wants filled. He has reduced his alcohol consumption. He is not abstinent, and he does not want or the feel the need to be. He is much more consistent with his volunteering and paid employment shifts. Occasionally, his anxiety affects him and ruins his day, but he feels that he can manage his anxiety rather than let it dominate him. He talks about his anxiety and often goes for walks when he starts to feel agitated. 


## **Multi-agency approach** 

We mentioned earlier the importance of the multi-agency approach and described the Archer Project as a hub. Alongside its team of volunteers and employees, professionals from other organisations of various ti-agency approach working with homeless populations. It is a recognition of the complexity of homelessness, and that its victims frequently suffer from mental health issues, childhood trauma, PTSD, acquired brain injuries and, as a result, need support to tackle multiple barriers if they are to build a sustainable settled life. 

The organisations who use the Archer Project include medical services, mental health services, accommodation support workers, probation staff and alcohol and drug treatment services. 

The Archer Project and most other services who use the project work in a Trauma Informed way. The recognition that childhood trauma and PTSD are among the biggest causes of homeless lifestyles has led to a focus on training and development that unders development and the ways in which trauma can be addressed. 

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## **Archer Project Enterprises Ltd (APE)** 

Archer Project Enterprises Limited is a wholly owned trading company of the Cathedral Archer Project Limited. We created social enterprises to help people with a history of homelessness or the risk of homelessness into employment. Our enterprises are: 

**Printed By Us.** We employ people to print, sell and manage the logistics of an environmentally friendly printing business www.printedbyus.org We buy designs from graphic designers and artists local to us in the Sheffield area. These designs are made into high-quality screen-printed posters as well as printed on to t-shirts, hoodies and other items of clothing and onto mugs. 

We employ people who are formerly homeless in printing, selling, processing on-line orders, marketing and organisational planning. 

Printed By Us was transferred from the Cathedral Archer Project Limited to Archer Project Enterprises Ltd in 2021. 

**Cleaning.** We employ people to provide commercial cleaning services at various venues throughout Sheffield. 

**Catering.** We work with the social enterprise Blend Kitchen (www.blendkitchen.co.uk) to give people access to employment in the catering industry. 

All of our employees are paid at the National Living Wage Foundation minimum wage level or above. 

## **The impact of Covid** 

Throughout 2021 the Archer Project continued to manage its response to the Covid virus. There were two broad elements to this: 

1. Managing service delivery to keep the users of the project and the staff team of volunteers and employees safe. We consulted with other local agencies and were supported by the office of the Director of Public Health in Sheffield. Throughout 2021 we reviewed how many people were allowed into our project space and how the space could be used to prevent the spread of infection. The three aspects of social distance, use of PPE and regular cleaning of touch points were repeatedly reviewed. Our staff team continued to wear masks and were provided with Lateral Flow Tests and asked to complete a weekly PCR test. 

2. Promoting Covid safe practices and vaccinations. We provided information and resources to the people who use our services including a supply of masks for people to wear at the project and to take away, information on vaccinations and where to access them (including vaccination clinics in our project), reminders about washing hands and keeping social distances. 

We changed the criteria for entry to the project in order to maintain safe operations. This meant restricting access to our Engagement service to include only people who were without a secure place to live or established income stream. In addition, we worked with people who have particular vulnerabilities which 

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mean regular contact with a service like the Archer Project serves as health check to prevent a decline into serious ill health. 

The limiting of numbers has significantly impacted our Stabilisation work. People who have recently been street homeless face many barriers when building a new life, not least the opportunities to join in activities that build momentum to their movement away from homeless groups and street activity. This important work is the area that has been most impeded by the conditions of lockdown and our need to restrict the number of people who can be in the project at any one time. 

A.P.E was impacted by the economic downturn caused by the Covid virus. Cleaning contracts were cancelled or reduced. The largest contract with Sheffield BID operated on reduced hours. Work at Blend Kitchen fluctuated as the rules around eating out changed. By contrast Printed By Us benefitted from the down turned economy as the recipient of a free retail unit at Meadowhall. Online sales and Christmas Market sales also increased. 

Furlough was used to provide incomes for employees when work had to be cancelled and provided a valuable 

## **Future Plans** 

In 2022 the Archer Project will: 

- Address a longer term need to increase the staffing resource within APE. The service looks to support investment in the operational management of the social enterprises, the marketing of their products, investment in capital and the one-to-one support of individuals to grow and improve workplace skills and disciplines. 

We will focus on the work of Archer Project Enterprises Ltd, to develop the existing governance structure and the way it relates to the Archer Project board of Trustees. Following the challenges of the Covid pandemic, we aim to strengthen the marketing and increase sales of the social enterprises to the financial security of the enterprises, thereby improving its objective of providing entry level employment opportunities to people who have suffered from homelessness and related social and health issues. We have brought in new board members with specific expertise in this area. 

- Develop an enhanced staff wellbeing programme. The Archer Project has championed the provision of quality services to meet the needs of homeless people. Through the pandemic period it realised a need to improve it welfare provision to its staff team or paid and voluntary workers. In 2022 it will build on past reflective practice sessions and training support to give more time to team reflective practice and development. The appointment of a new Administrator/HR manager has helped to improve HR processes and we anticipate further procedural improvements and benefits in 2022. Training and development this year will focus on team as well as individual skills development. The Archer Project employees are signed up to a private health insurer providing a basic package of services to help address physical and mental welfare. 

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- Start raising funds for the internal re-building of its centre on Campo Lane (detailed plans were produced in 2021). The project has developed plans in consultation with key stakeholders. The homeless will be continually tested. The working group tasked with overseeing the rebuilding scheme will produce a cost benefit analysis of the Archer Project to support its fund-raising work. It will help us demonstrate the potential social return on investment of the project to investors. 

- Continue to review and adapt our fund-raising strategy following the Covid pandemic and other external factors impacting the financial state of the nation and cost of living. We will seek external expertise as well as using the experience and knowledge gained through our fund-raising activities to produce our funding strategy. This will include a review of our grant applications, community fund raising, work with corporates and digital fund-raising. 

## **Financial Review** 

In 2020 the Archer Project had received an unprecedented level of financial support. Covid related funds and public support for frontline services that remained active delivering services to vulnerable groups during the lockdown periods provided a year when our funds increased. 2021 was a second year of covid with greater insecurities for both trust funds and the general public. Further, the change in work patterns and further periods of lockdown meant that corporate donations and their ability to support fundraising events was reduced. 

2021 was a year of reduced income. At the same time, we used the surplus funds from 2020 to invest in the future of the project. IT equipment was updated, HR functions improved and our fundraising skill capacity increased. 

## **Risk factors** 

1. Investment into homeless related services in Sheffield by central government has increased since 2020. This has increased the number of frontline workers addressing aspects of homelessness. The Housing First Team, Home at Last Team (HALT), and Changing Futures Team, all developed and/or commissioned from 2020 onwards, are targeted at people who face multiple barriers if they are to leave homelessness behind. This increase benefits the work of the Archer Project. The extra one-to-one capacity in the city has reduced the demand for Engagement service to a more manageable level. However, the government funded work is short term (2- and 3-year packages) and the risk of high demand remains as street homelessness increases in the context of the current financial crisis. 

The current reduced demand on our Engagement Service has, in turn, reduced the anti-social behaviour in the proximity of the project and, therefore, taken away some of the reputational risk to the Archer Project. 

2. The economic crisis (2022) remains a threat to our ability to raise funds. Grant funding is subject to two pressures. The impact of high inflation and low interest rates on trusts providing funding may be a medium-term issue as investment returns are unlikely to meet the extra demand on running costs that charities like the Archer Project are experiencing. Grant making and funding bodies may not be able to 

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afford to make the impact they previously would have. Secondly, trust funds made many more grants in 2020 than they had predicted and, we believe, many will look to recoup capital, further reducing the impact of their funds in the coming years. 

The cost-of-living crisis and the threat of recession will have an impact on household expendable income and, as a consequence, on levels of charitable giving. We believe this is already a factor in reduced regular giving and the return on funding events. The funding team will continually review its strategic approach to focus or re-focus its work on activities that help us achieve the income needed to meet the costs of delivering our services. 

3. The Archer Project has invested in redesigning its centre to deliver better outcomes for people who have experienced homelessness following the arson attack in May 2020. This is a whole programme of work, including a major fundraising effort, over and above the work of the Archer Project. The trustees have delegated the work to a working group of trustees and the CEO to ensure the scheme is realistic, wellplanned, accurately costed, and will not impede the fund-raising work to deliver the projects services. 

The proposed plans will improve the way the centre can deliver outcomes by using space differently in line with trauma informed ways of working. It is estimated that the Archer Project will need to raise between £1.5 and £2 million to deliver the scheme. The working group has undertaken a cost benefit analysis which shows that for every one pound it spends on services for homeless adults there is a public sector cost impact of £3.20. In other words, a rebuilt, reconfigured project will provide an effective service in helping Sheffield tackle homelessness; it will add very valuable skills and resources to those services delivered by the local authority and health services. 

4. Archer Project Enterprises Ltd has been established to deliver income generating work in line with the objectives of the Archer Project. It provides employment for people who are formerly homeless or have suffered related vulnerable lifestyles, e.g., have suffered debilitating mental health or addiction with the threat of becoming homeless. Indeed, its primary objective is to support personal progress into employment and the added stability this brings to a settled life. The sustainability of APE Ltd currently depends on support from the Archer Project. This, in turn, places demands on the ability of the Archer Project to raise sufficient income on a dependable basis. To mitigate this, we are strengthening the governance of APE by appointing new directors with skills relating to social enterprises and the growth of small businesses. Additionally, our funding team is reviewing how it can raise funds which focus on 

5. Key Personnel: The Archer project has improved its leadership structure reducing the risk of loss of knowledge and experience in the event of one of its leadership team leaving the project. However, this remains a risk, particularly in the area of social enterprise development and management. The strengthening of the APE governance will reduce this risk further. It will have a detailed understanding of the work involved in developing APE and provide targeted support to the Head of Social Enterprise. 

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## **Financial Position** 

During 2022 the Archer Project group reported a deficit of £117,709 (2020: surplus £318,889). Within this, restricted funds decreased by £11,540 (2020: decrease of £50,969) and unrestricted reserves decreased by £106,169 (2020: increase of £369,858). Total reserves at the end of 2021 are £388,644 (2020: £506,353) with unrestricted reserves of £309,666 (2020: £415,835) carried forward. In common with many other voluntary sector organisations the Archer Project recognises the inherent uncertainty of its funding streams. Our funding team regularly reviews its performance. Flexibility in fund raising work has been particularly important in the past two years to respond to a changing economy and its impact on grant making trusts, donations and government support schemes. 

## **Policy on reserves** 

The Board has established a policy whereby the unrestricted funds not committed or invested in tangible fixed assets held by the charity (free reserves) should be at a level sufficient to continue the current activities of the Charity in the event of a short-term significant fall in funding.  The Board believes three months operating costs, currently amounting to £100,000, should be held. At £279,616 the level of free reserves at 31 December 2021 is above the target level. The trustees are aware that funding continues to be unpredictable. Both the Board and the Management continue to develop strategies to increase unrestricted reserves and aim to retain these at an acceptable level. 

## **Going concern** 

As outlined above, free reserves at the end of the year are above target level. Trustees have undertaken detailed reviews of the areas listed below, and having done so consider that it is correct to prepare accounts on a going concern basis. 

- The level of secured grant funding to December 2023; 

- The identification and implementation of cost savings in 2023; 

- Detailed forecasts of income and expenditure through to December 2023; and 

- Cash flow forecasts to December 2023, taking into account a Homeless Link loan secured in July 2019, to better manage the period of service growth currently being experienced. 

The forecasts are dependent on being able to raise sufficient income from donations and grants to support the costs of running the charitable group. The trustees recognise that in the current economic climate there are significant uncertainties in achieving this. 

The trustees will continue to monitor performance against budget and will take steps to safeguard the finances of the charitable group if necessary. 

Taking all these matters into account we consider that it is appropriate to hold reserves above the target level and it is appropriate to prepare accounts on a going concern basis. 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

The trustees (who are also directors of The Cathedral Archer Project Limited for the purposes of company law) applicable law and United Kingdom Accounting Standards (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 the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to: 

- select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Charities SORP 2019 (FRS 102); 

- make judgements and estimates that are reasonable and prudent; 

- 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 operation. 

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and 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. 

## **Disclosure of information to the auditor** 

We, the directors of the charitable company who held office at the date of approval of these financial statements as set out above each confirm, so far as we are aware of, that: 

- 

- we have taken all the steps that we ought to have taken as directors in order to make ourselves aware of information. 

Oct 6, 2022 and signed on their behalf by: 

Neil Riley Trustee 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

## **LIMITED** 

## **Opinion** 

statement of financial activities, the group and the parent charitable company balance sheet, the group cash flow statement and notes to the financial statements, including 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: 

- and expenditure, 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 and the Charities Act 2011. 

## **Basis for opinion** 

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our other ethical responsibilities in accordance with these requirements.  We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

## **Material uncertainty related to going concern** 

We draw attention to 1.3 in the going concern. These events or conditions, along with the other matters as set forth in note 1.3, indicate that a material uncertainty exists that may cast significant doubt on the as a going concern. 

Our opinion is not modified in respect of this matter. 

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

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

**LIMITED** 

## **Other information** 

financial statements and our audit 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 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 in the course of the audit: 

1. year for which the financial statements are prepared is consistent with the financial statements; and 

2. 

## **Matters on which we are required to report by exception** 

In the light of our knowledge and understanding of the group and the parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the 

We have nothing to report in respect of the following matters in relation to which the Companies Act and Charities Act 2011 requires us to report to you if, in our opinion: 

1. adequate and sufficient accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or 

2. and returns; or 

3. 

4. we have not received all the information and explanations we require for our audit; or 

5. the trustees were not entitled to prepare the financial statements in accordance with the small report and from the requirement to prepare a strategic report. 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

**LIMITED** 

## **Responsibilities of trustees** 

the parent charitable company for the purposes of company law) 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 groups and parent 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 group or parent charitable company or to cease operations, or have no realistic alternative but to do so. 

We have been appointed auditor under the Companies Act 2006 and section 151 of the Charities Act 2011 and report in accordance with those Acts. 

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free 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. 

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below: 

1. We gained an understanding of the legal and regulatory framework applicable to the entity and the sector in which it operates, and considered the risk of such regulations, including fraud. We designed audit procedures to respond to the risk. 

2. We focused on laws and regulations relevant to the entity which could give rise to a material misstatement in the financial statements. Our testing included discussions with management, Trustees, and those staff with direct responsibility for the compliance of laws and regulations. We also reviewed legal expenses. 

3. We addressed the risk of management override of internal controls, including the testing of journals and review of the nominal ledger. We evaluated whether there was evidence of bias by management or Trustees that represented a risk of material misstatement due to fraud. 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

## **LIMITED** 

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 is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. 

A further description of our r https://www.frc.org.uk/Our-Work/Audit/Audit-and-assurance/Standards-and-guidance/Standards-andguidance-for-auditors/Auditors-responsibilities-for-audit/Description-of-auditors-responsibilities-foraudit.aspx. 

## **Use of our report** 

trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that t To the fullest extent permitted by law, we do not members as a body and the the opinions we have formed. 

Jane Marshall (Oct 7, 2022 12:59 GMT+1) 

## **Jane Marshall (Senior Statutory Auditor)** 

For and on behalf of BHP LLP 

Statutory Auditor 

2 Rutland Park SHEFFIELD S10 2PD Date: Oct 7, 2022 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (Incorporating an Income and Expenditure Account)** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

|**Unrestricted**<br>**Notes**<br>**Funds**<br>**Income from:**<br>**£**<br>Donations and legacies<br>4<br>**411,025**<br>Charitable activities<br>5<br>**54,936**<br>Other trading activities<br>6<br>**119,089**<br>Investments<br>7<br>**22**<br>Other income<br>8<br>**43,607**<br>**Total income**<br>**628,679**<br>**Expenditure on:**<br>Raising funds<br>9<br>**118,704**<br>Charitable activities<br>10<br>**462,390**<br>Other trading activities<br>12<br>**162,426**<br>**Total expenditure**<br>**743,520**<br>**Net (expenditure)/income for the year**<br>**(114,841)**<br>Transfers between funds<br>20<br>**8,672**<br>**Net movement in funds**<br>**(106,169)**<br>**Reconciliation of funds:**<br>**Funds brought forward at 1 January 2021**<br>**415,835**<br>Net movement in funds<br>**(106,169)**<br>**Funds carried forward at 31 December 2021**<br>**309,666**|**Unrestricted**<br>**Notes**<br>**Funds**<br>**Income from:**<br>**£**<br>Donations and legacies<br>4<br>**411,025**<br>Charitable activities<br>5<br>**54,936**<br>Other trading activities<br>6<br>**119,089**<br>Investments<br>7<br>**22**<br>Other income<br>8<br>**43,607**<br>**Total income**<br>**628,679**<br>**Expenditure on:**<br>Raising funds<br>9<br>**118,704**<br>Charitable activities<br>10<br>**462,390**<br>Other trading activities<br>12<br>**162,426**<br>**Total expenditure**<br>**743,520**<br>**Net (expenditure)/income for the year**<br>**(114,841)**<br>Transfers between funds<br>20<br>**8,672**<br>**Net movement in funds**<br>**(106,169)**<br>**Reconciliation of funds:**<br>**Funds brought forward at 1 January 2021**<br>**415,835**<br>Net movement in funds<br>**(106,169)**<br>**Funds carried forward at 31 December 2021**<br>**309,666**|**Unrestricted**<br>**Notes**<br>**Funds**<br>**Income from:**<br>**£**<br>Donations and legacies<br>4<br>**411,025**<br>Charitable activities<br>5<br>**54,936**<br>Other trading activities<br>6<br>**119,089**<br>Investments<br>7<br>**22**<br>Other income<br>8<br>**43,607**<br>**Total income**<br>**628,679**<br>**Expenditure on:**<br>Raising funds<br>9<br>**118,704**<br>Charitable activities<br>10<br>**462,390**<br>Other trading activities<br>12<br>**162,426**<br>**Total expenditure**<br>**743,520**<br>**Net (expenditure)/income for the year**<br>**(114,841)**<br>Transfers between funds<br>20<br>**8,672**<br>**Net movement in funds**<br>**(106,169)**<br>**Reconciliation of funds:**<br>**Funds brought forward at 1 January 2021**<br>**415,835**<br>Net movement in funds<br>**(106,169)**<br>**Funds carried forward at 31 December 2021**<br>**309,666**|**Restricted**<br>**Funds**<br> <br>**£**<br>**199,434**<br>**-**<br>**-**<br>**-**<br>**-**<br>**199,434**<br>**-**<br>**202,302**<br>**-**<br>**202,302**<br>**(2,868)**<br>**(8,672)**|**Total**<br>**2021**<br>**£**<br>**610,459**<br>**54,936**<br>**119,089**<br>**22**<br>**43,607**<br>**828,113** <br>**118,704**<br>**664,692**<br>**162,426**<br>**945,822**<br> <br>**(117,709)**<br>**-**|Total<br> 2020<br>£<br>879,753<br>57,544<br>143,854<br>48<br>75,965<br>1,157,164<br>80,692<br>643,805<br>113,778<br>838,275<br> 318,889<br>-<br>318,889<br>187,464<br>318,889<br>506,353|
|---|---|---|---|---|---|
|||||||
|||||||
|||||||
|||||||
|||**(106,169)**<br>**415,835**<br>**(106,169)**|**(11,540)**<br>**90,518**<br>**(11,540)**|**(117,709)**<br>**506,353**<br>**(117,709)**||
|||||||
|||**309,666**|**78,978**|**388,644**||



The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities. 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

## **BALANCE SHEETS** _**AS AT 31 DECEMBER 2021**_ 

|**Notes**<br>**ixed assets**<br>ntangible assets<br>15<br>angible assets<br>16<br>nvestments<br>17<br>**urrent assets**<br>tock<br>ebtors<br>18<br>ash at bank and in hand<br>**reditors: amounts falling due within**<br>**ne year**<br>19<br>**et current assets**<br>**otal assets less current liabilities**<br>**reditors: amounts falling due after**<br>**ne year**<br>19<br>**et assets**<br>21<br>**unds**<br>nrestricted funds<br>20<br>estricted funds<br>20<br>**otal funds**|**GROUP**<br>**2021**<br>2020<br>**£**<br>£<br>**6,695**<br>2,500<br>**23,355**<br>20,741<br>**-**<br>-<br>**30,050**<br>23,241<br>**53,712**<br>30,379<br>**48,594**<br>82,780<br>**410,539**<br>582,429<br>**512,845**<br>695,588<br>**(111,027)**<br>(129,334)<br>**401,818**<br>566,254<br>**431,868**<br>589,495<br>**(43,224)**<br>(83,142)<br>**388,644**<br>506,353<br>**309,666**<br>415,835<br>**78,978**<br>90,518<br>**388,644**<br>506,353|**CHARITY**<br>**2021**<br>2020<br>**£**<br>£<br>**3,200**<br>2,500<br>**22,313**<br>20,741<br>**1**<br>1<br>**25,514**<br>23,242<br>**-**<br>30,379<br>**289,100**<br>239,609<br>**212,454**<br>389,290<br>**501,554**<br>659,278<br>**(95,200)**<br>(119,069)<br>**406,354**<br>540,209<br>**431,868**<br>563,451<br>**(43,224)**<br>(83,142)<br>**388,644**<br>480,309<br>**309,666**<br>389,791<br>**78,978**<br>90,518<br>**388,644**<br>480,309|**CHARITY**<br>**2021**<br>2020<br>**£**<br>£<br>**3,200**<br>2,500<br>**22,313**<br>20,741<br>**1**<br>1<br>**25,514**<br>23,242<br>**-**<br>30,379<br>**289,100**<br>239,609<br>**212,454**<br>389,290<br>**501,554**<br>659,278<br>**(95,200)**<br>(119,069)<br>**406,354**<br>540,209<br>**431,868**<br>563,451<br>**(43,224)**<br>(83,142)<br>**388,644**<br>480,309<br>**309,666**<br>389,791<br>**78,978**<br>90,518<br>**388,644**<br>480,309|
|---|---|---|---|
||||23,242|
||||30,379<br>239,609<br>389,290|
||||659,278<br>(119,069)|
||||540,209|
||||563,451<br>(83,142)|
||||480,309|
||||389,791<br>90,518|
||||480,309|



The financial statements have been prepared in accordance with the special provisions in Part 15 of the Companies Act 2006 relating to small companies. 

The financial statements on pages 21 to 42 were approved by the Board on                                      and were Oct 6, 2022 signed on its behalf by: 

Neil Riley Trustee 

## **Company Registration Number: 3188162** 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

**STATEMENT OF CASH FLOWS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

||||**2021**|**2020**|
|---|---|---|---|---|
||||**£**|**£**|
|**Net cash (used in)/provided by operating activities**|_See below_||**(111,564)**|336,982|
|**Cash flow from investing activities**|||||
|Interest income|||**22**|48|
|Purchase of intangible fixed assets|||**-**|(2,500)|
|Purchase of tangible fixed assets|||**(15,224)**|(11,121)|
|**Cash used in investing activities**|||**(15,202)**|(13,573)|
|**Cash flow from financing activities**|||||
|Loan repayments|||**(36,868)**|-|
|Loan interest payable|||**(8,266)**|(7,233)|
|**Cash from financing activities**|||**(45,124)**|(7,233)|
|(Decrease)/increase in cash and cash equivalents in|the year||**(171,890)**|316,176|
|Cash and cash equivalents at the beginning of the year|||**582,429**|266,253|
|**Cash and cash equivalents at the end of the year**|||**410,539**|582,429|
|**Reconciliation of net movement in funds to net cash flow from operating activities**|||||
||||**2021**|**2020**|
||||**£**|**£**|
|**Net (expenditure)/income for the year**|||**(117,709)**|318,889|
|Add back depreciation charge|||**7,590**|6,026|
|Add back amortisation charge|||**825**|-|
|Deduct interest income shown in investing activities|||**(22)**|(48)|
|Add interest payable shown in financing activities|||**8,266**|7,233|
|Increase in stock|||**(23,333)**|(23,270)|
|(Increase)/decrease in debtors|||**34,186**|(12,177)|
|Increase/(decrease) in creditors|||**(21,367)**|40,329|
|**Net cash flow (used in)/provided by operating activities**|||**(111,564)**|336,982|
|**Analysis of changes in net debt**|||||
|**At 1**|**Jan 2021**<br>|**Cashflows**|**Transfer      At 31 Dec 2021**||
||**£**|**£**|**£**|**£**|
|Cash at bank and in hand|582,429|(171,890)|-|410,539|
|Debt due within 1 year|(36,858)|36,858|(39,918)|(39,918)|
|Debt due after 1 year|(83,142)|-|39,918|(43,224)|
|||______|||
||462,429|(135,032)|<br>-|327,397<br>|



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**THE CATHEDRAL ARCHER PROJECT LIMITED NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **1 Accounting policies** 

## **1.1 General information and basis of preparation** 

The Cathedral Archer Project is a charitable company limited by guarantee in England and Wales.  The address of the registered office is given in the legal and administrative information on page 1 of these financial statements.  The nature of poverty. 

The financial statements have been prepared 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 issued on in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice. 

The Cathedral Archer Project Limited meets the definition for a public benefit entity as defined by FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note. The financial statements are presented in £ sterling which is the functional currency of the charity and rounded to the nearest £. 

## **1.2 Basis of consolidation** 

The consolidated accounts include the accounts of The Cathedral Archer Project Limited and its subsidiary undertakings on a line by line basis. 

Under section 399 of the Companies Act 2006 and SORP 2019 the company is not required to present its own income and expenditure account. 

## **1.3 Going concern** 

The charitable group has made a deficit in the year of £117,709.  Free reserves at 31 December 2021 are £279,616 and above the target level of £100,000. 

The trustees have prepared forecasts of income and expenditure for the period to 31 December 2023 and subjected them to sensitivity analysis. The forecasts show that although a further deficit is forecast in the year ended 31 December 2022, the group has sufficient reserves and cash to be able to continue. 

The forecasts are dependent on being able to raise sufficient income from donations and grants to support the costs of running the charitable group. The trustees recognise that in the current economic climate there are significant uncertainties in achieving this. 

The trustees will continue to monitor performance against budget and put plans in place including the identification and implementation of cost savings, to safeguard the finances of the charitable group if necessary. 

It is for these reasons that the trustees continue to adopt the going concern basis in preparing these financial statements. 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **1.4 Income recognition** 

Income from donations and grants is recognised in the period in which the charity is entitled to receipt, it is probable and the amount can be measured with reasonable certainty. Income is deferred only when the charity has to fulfil conditions before becoming entitled to it or where the donor has specified that the income is to be expended in a future period. 

Legacies are included when the charity is legally entitled to the income, its receipt is probable and the amount can be quantified with reasonable accuracy. Entitlement is the earlier of the charity being notified of an impending distribution or the legacy being received. 

Intangible income (for example, assistance in the form of donated services) is included in the Statement of Financial Activities where another party is bearing the financial cost of the resources supplied and the benefit is quantifiable and measurable.  Intangible income is included in the period in which the benefit of the resource is received. 

CJRS income is recognised in the period to which the claim relates. 

## **1.5 Expenditure recognition** 

Resources expended are included on an accruals basis inclusive of irrecoverable VAT and have been classified under headings that aggregate all costs related to that category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with use of the resources. Charitable costs are split between direct and support costs based on the use of resources. Governance costs comprise costs for the running of the charity itself as an organisation. 

## **1.6 Intangible fixed assets** 

Intangible fixed assets are measured at cost less accumulative amortisation and any accumulative impairment losses. 

## **1.7 Tangible fixed assets** 

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows: 

Computer equipment 25% straight line Leasehold improvements 20% straight line Fixtures & fittings 20% straight line Motor vehicles 20% straight line 

Assets are not depreciated in the year of purchase. 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **1.8 Leases** 

Operating lease rentals are charged to the income and expenditure account as incurred. 

## **1.9 Employee benefits** 

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

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

## **1.10 Funds** 

Restricted funds are funds subject to specific conditions imposed by the donor. 

Unrestricted funds are funds generated for general charitable purposes. 

## **1.11 Debtors** 

Trade and other debtors are recognised at the settlement amount due.  Prepayments are valued at the amount prepaid. 

## **1.12 Cash at bank and in hand** 

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. 

## **1.13 Creditors** 

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in a transfer of funds to a third party.  Creditors and provisions are normally recognised at the settlement amount. 

## **1.14 Financial instruments** 

The charity only has financial assets and financial liabilities of a kind that qualifies as basic financial instruments. These are initially recognised at transaction value and subsequently measured at settlement value. 

## **1.15 Tax** 

The company is considered to pass the tests set out in Sch. 6, para. 1 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the company is potentially exempt from taxation in respect of income or capital gains received within categories covered by Pt. 11, Ch. 3 of the Corporation Tax Act 2010 or s. 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes. 

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**THE CATHEDRAL ARCHER PROJECT LIMITED NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **1.16 Judgements and key sources of estimation uncertainty** 

Critical accounting estimates and areas of judgement 

Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. 

Critical accounting estimates and assumptions: 

The charity makes estimates and assumptions concerning the future. The resulting accounting estimates and assumptions will, by definition, seldom equal the related actual results. There are no estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year. 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **2 Net income/(expenditure) for the year** 

This is stated after charging: 

||**2021**|**2020**|
|---|---|---|
||**£**|**£**|
||**5,646**|4,486|
|Depreciation of tangible assets|**7,590**|6,026|
|Depreciation of tangible assets|**825**|-|
|Operating lease expenses|**17,873**|17,020|
|Cathedral Resources Centre rent|**37,500**|37,500|



## **3 SOFA prior year comparatives** 

|**3**<br>**SOFA prior year comparatives**|**3**<br>**SOFA prior year comparatives**|||
|---|---|---|---|
|**Unrestricted**<br>**Funds**<br>**Income from:**<br>**£**<br>Donations and legacies<br>627,646<br>Charitable activities<br>57,544<br>Other trading activities<br>143,854<br>Investments<br>48<br>Other income - CJRS<br>75,965<br>**Total income**<br>905,057<br>**Expenditure on:**<br>Raising funds<br>80,692<br>Charitable activities<br>350,269<br>Other trading activities<br>113,778<br>**Total expenditure**<br>544,739<br>**Net income/(expenditure) for the year**<br>360,318<br>Transfers between funds<br>9,540<br>**Net movement in funds**<br> 369,858<br>**Reconciliation of funds:**<br>**Funds brought forward at 1 January 2020**<br>45,977<br>Net movement in funds<br> 369,858<br>**Funds carried forward at 31 December 2020**<br>415,835||**Restricted**<br>**Funds**<br>**£**<br>252,107<br>-<br>-<br>-<br>-<br>252,107<br>-<br>293,536<br>-|**Total**<br>**2020**<br>**£**<br>879,753<br>57,544<br>143,854<br>48<br>75,965<br>1,157,164<br>80,692<br>643,805<br>113,778<br>838,275<br>318,889<br>-<br>318,889<br>187,464<br>318,889<br>506,353|
||544,739<br>360,318<br>9,540<br> 369,858<br>45,977<br> 369,858<br>415,835|293,536<br> <br>(41,429)<br>(9,540)<br>(50,969)<br>141,487<br>(50,969)<br>90,518||



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## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **4 Donations and legacies** 

|**2021**<br>**2021**<br>**Unrestricted**<br>**Restricted**<br>**£**<br>**£**<br>Abbeydale and Millhouses PCC<br>**10,000**<br>**-**<br>**Albert Hunt Trust**<br>**5,000**<br>**-**<br>**Albion Valves UK Ltd**<br>**20,000**<br>**-**<br>**Austin & Hope Pilkington Trust**<br>**-**<br>**1,000**<br>Avila Properties<br>**-**<br>**1,083**<br>Aviva Community Fund<br>**-**<br>**-**<br>B&Q Foundation<br>**-**<br>**5,000**<br>Beatrice Laing Trust<br>**-**<br>**-**<br>Big Lottery Changing Lives<br>**-**<br>**-**<br>Church Urban Fund<br>**-**<br>**35,590**<br>Co-op Local Community Fund<br>**-**<br>**-**<br>**-**<br>**-**<br>DACT Help Us Help<br>**-**<br>**2,800**<br>Direct Charcoal Ltd<br>**2,500**<br>**-**<br>Dunn Family Charitable Trust<br>**3,750**<br>**-**<br>Enterprise Grant<br>**-**<br>**-**<br>Evan Cornish Foundation<br>**-**<br>**-**<br>Garfield Weston<br>**-**<br>**-**<br>Grace Trust<br>**2,000**<br>**-**<br>Grail Society<br>**-**<br>**-**<br>J G Graves<br>**-**<br>**-**<br>HARC<br>**5,000**<br>**-**<br>Homeless Link<br>**-**<br>**16,967**<br>ITM Power Plc<br>**-**<br>**-**<br>Irwin Mitchell<br>**-**<br>**-**<br>James Neill Trust Fund<br>**-**<br>**-**<br>John Lewis Partnership<br>**-**<br>**-**<br>Kada Research<br>**-**<br>**-**<br>**-**<br>**-**<br>Leeds Building Society Foundation<br>**-**<br>**1,000**<br>Lloyds TSB Foundation<br>**-**<br>**20,000**<br>Metro Finance<br>**5,315**<br>**-**<br>Morrisons Foundation<br>**-**<br>**-**<br>NHS Sheffield CCG<br>-<br>**2,500**<br>North Eastern Circuit Charity Committee<br>**2,000**<br>**-**<br>Numed Holdings plc<br>**-**<br>**-**<br>Sheffield Chamber of Commerce<br>**-**<br>**27,645**<br>Sheffield Church Burgesses<br>**8,000**<br>**-**<br>Sheffield City Council<br>**-**<br>**41,760**<br>Sheffield General Benevolent<br>**2,500**<br>**-**<br>Sheffield PCT HCP<br>**-**<br>**6,000**<br>Sheffield Town Trust<br>**-**<br>**-**<br>South Yorkshire Community Foundation<br>**-**<br>**-**<br>South Yorkshire Police<br>**-**<br>**-**<br>South Yorkshire Violence Reduction Fund<br>**-**<br>**(511)**<br>Swann Morton Foundation<br>**-**<br>**-**<br>Talbot Trust<br>**-**<br>**4,600**<br>Tramlines<br>**2,720**<br>**-**<br>Tudor Trust<br>**-**<br>**34,000**<br>Unison<br>**-**<br>**-**<br>Utilita<br>**3,437**<br>**-**<br>Vivedia Ltd<br>**-**<br>**-**<br>Legacies<br>**-**<br>**-**<br>Other collections and other donations<br>**338,803**<br>**-**<br>**411,025**<br>**199,434**|**2021**<br>**Total**<br>**£**<br>**10,000**<br>**5,000**<br>**20,000**<br>**1,000**<br>**1,083**<br>**-**<br>**5,000**<br>**-**<br>**-**<br>**35,590**<br>**-**<br>**-**<br>**2,800**<br>**2,500**<br>**3,750**<br>**-**<br>**-**<br>**-**<br>**2,000**<br>**-**<br>**-**<br>**5,000**<br>**16,967**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**1,000**<br>**20,000**<br>**5,315**<br>**-**<br>**2,500**<br>**2,000**<br>**-**<br>**27,645**<br>**8,000**<br>**41,760**<br>**2,500**<br>**6,000**<br>**-**<br>**-**<br>**-**<br>**(511)**<br>**-**<br>**4,600**<br>**2,720**<br>**34,000**<br>**-**<br>**3,437**<br>**-**<br>**-**<br>**338,803**<br>**610,459**|**2020**<br>**Total**<br>**£**<br>**-**<br>-<br>-<br>-<br>3,250<br>2,064<br>**-**<br>3,000<br>74,497<br>9,377<br>7,517<br>2,000<br>5,700<br>**-**<br>2,500<br>28,195<br>10,000<br>5,000<br>-<br>5,000<br>3,000<br>1,500<br>30,000<br>2,000<br>2,000<br>2,500<br>2,000<br>1,000<br>2,000<br>-<br>27,298<br>4,800<br>6,000<br>-<br>-<br>2,500<br>-<br>14,000<br>10,669<br>-<br>6,000<br>12,500<br>5,000<br>2,500<br>-<br>3,500<br>-<br>-<br>-<br>3,500<br>-<br>5,000<br>74,620<br>497,766<br>879,753|
|---|---|---|



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## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

|**5**<br>**Charitable activities**<br>**2021**<br>**Unrestricted**<br>**£**<br>Just Works activities<br>**50,659**<br>Café<br>**-**<br>Big Issue rental<br>**1,068**<br>Other<br>**3,209**<br>**54,936**<br>**6**<br>**Other trading activities**<br>**2021**<br>**Unrestricted**<br>**£**<br>Cleaning services<br>**30,979**<br>Catering services<br>**358**<br>Printing operations<br>**28,708**<br>Goods sold<br>**388**<br>Rental income<br>**-**<br>Other<br> **58,656**<br>  **119,089**<br>**7**<br>**Investment income - unrestricted**<br>Interest receivable<br>**8**<br>**Other income - unrestricted**<br>CJRS grants receivable<br>Kickstart grants receivable|**5**<br>**Charitable activities**<br>**2021**<br>**Unrestricted**<br>**£**<br>Just Works activities<br>**50,659**<br>Café<br>**-**<br>Big Issue rental<br>**1,068**<br>Other<br>**3,209**<br>**54,936**<br>**6**<br>**Other trading activities**<br>**2021**<br>**Unrestricted**<br>**£**<br>Cleaning services<br>**30,979**<br>Catering services<br>**358**<br>Printing operations<br>**28,708**<br>Goods sold<br>**388**<br>Rental income<br>**-**<br>Other<br> **58,656**<br>  **119,089**<br>**7**<br>**Investment income - unrestricted**<br>Interest receivable<br>**8**<br>**Other income - unrestricted**<br>CJRS grants receivable<br>Kickstart grants receivable|**2021**<br>**Restricted**<br>**£**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**2021**<br>**Restricted**<br>**£**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**||**2021**<br>**Total**<br>**£**<br>**50,659**<br>**-**<br>**1,068**<br>**3,209**<br>**54,936**<br>**2021**<br>**Total**<br>**£**<br>**30,979**<br>**358**<br>**28,708**<br>**388**<br>**-**<br>**58,656**||**2020**<br>**Total**<br>**£**<br>47,361<br>1,054<br>849<br>8,280<br>57,544<br>**2020**<br>**Total**<br>**£**<br>85,701<br>798<br>958<br>-<br>1,650<br>54,747<br>143,854<br> <br>**2020**<br>**£**<br>48<br>48<br>**2020**<br>**£**<br>75,965<br>-<br>75,965|
|---|---|---|---|---|---|---|
||||||||
||||||||
||**119,089**|**-**||**119,089**|||
|||||**2021**<br>**£**<br>**22**|||
|||||**22**<br>**2021**<br>**£**<br>**39,812**<br>**3,795**<br>**43,607**|||



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**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **9 Raising funds** 

|**9**<br>**Raising funds**||||||||
|---|---|---|---|---|---|---|---|
|Staff costs<br>Volunteer expenses<br>Office costs<br>**Direct raising funds**<br>Support costs (note 11)<br>**Total raising funds**<br>**10 Charitable activities**<br>Staff costs<br>Volunteer expenses<br>Accommodation costs<br>Office costs<br>Depreciation<br>Amortisation<br>Food provision<br>Client activities and welfare<br>Just Works activities<br>Governance costs<br>**Direct charitable activities**<br>Support costs (note 11)<br>**Total charitable activities**|**Unrestricted**<br>**Restricted**<br>**Expenditure**<br>**Expenditure**<br>**£**<br>**£**<br>**65,066**<br>**-**<br>**-**<br>**-**<br>**35,282**<br>**-**<br>**100,348**<br>**-**<br>**18,356**<br>**-**<br>**118,704**<br>**-**<br>**Unrestricted**<br>**Restricted**<br>**Expenditure**<br>**Expenditure**<br>**£**<br>**£**<br>**141,719**<br>**149,190**<br>**10,641**<br>**752**<br>**70,048**<br>**9,279**<br>**25,507**<br>**29,740**<br>**7,590**<br>**-**<br>**825**<br>**-**<br>**15,149**<br>**4,095**<br>**2,286**<br>**9,246**<br>**17,737**<br>**-**<br>**24,041**<br>**-**<br>**315,543**<br>**202,302**||**Restricted**<br>**Expenditure**<br>**£**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**||**2021**<br>**Total**<br>**£**<br>**65,066**<br>**-**<br>**35,282**<br>**100,348**<br>**18,356**<br> **118,704**||**2020**<br>**Total**<br>**£**<br>45,883<br>24<br>27,503<br>73,410<br>7,282<br>80,692<br>**2020**<br>**Total**<br>**£**<br>372,357<br>8,893<br>84,402<br>70,521<br>6,026<br>-<br>11,899<br>3,937<br>15,751<br>11,767<br>585,553<br>58,252<br>643,805|
||||<br>|||||
|||||||||
||||||**2021**<br>**Total**<br>**£**<br>**290,909**<br>**11,393**<br>**79,327**<br>**55,247**<br>**7,590**<br>**825**<br>**19,244**<br>**11,532**<br>**17,737**<br>**24,041**<br>**517,845**|||
|||||||||
||**146,847**<br>**462,390**|**-**<br>**202,302**|||**146,847**<br>**664,692**|||
|||||||||



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**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **11 Allocation of support costs** 

The charity allocates its support costs as shown in the table below. The support costs are allocated on the basis of employee time. 

|Staff costs<br>Office costs<br>Professional fees<br>Bank charges<br>**Total support costs**<br>Total support costs 2020|**Charitable**<br>**activities**<br>**£**<br>**87,163**<br>**41,325**<br>**16,706**<br>**1,653**<br>**146,847**<br>58,252|**Raising**<br>**funds**<br>**£**<br>**10,896**<br>**5,165**<br>**2,088**<br>**207**<br>**18,356**<br>7,282|**2021**<br>**Total**<br>**£**<br>**98,059**<br>**46,490**<br>**18,794**<br>**1,860**<br>**165,203**<br>65,534|**2020**<br>**Total**<br>**£**<br>21,236<br>32,960<br>9,389<br>1,949<br>65,534<br>|
|---|---|---|---|---|



## **12 Other trading activities** 

Expenditure incurred through other trading activities is wholly unrestricted. 

|Cleaning services cost of sales<br>Catering services cost of sales<br>Printing operations costs<br>Staff costs<br>Office costs<br>Professional fees<br>Bank charges<br>Bad debts|**2021**<br>**Total**<br>**£**<br>**1,431**<br>**-**<br>**12,444**<br>**135,311**<br>**8,791**<br>**3,348**<br>**885**<br>**216**<br>**162,426**|**2020**<br>**Total**<br>**£**<br>26,235<br>238<br>-<br>85,346<br>2,694<br>426<br>347<br>(1,508)<br>113,778|
|---|---|---|



## **13 Directors** 

None of the directors (or any persons connected with them) received any remuneration, benefits or expenses from the company during either year. 

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**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **14 Staff costs** 

Staff costs during the year were as follows: 

|Wages and salaries<br>Social security costs<br>Pension costs<br>The average number of employees during the year was as follows:|**2021**<br>**£**<br>**545,932**<br>**31,655**<br>**11,034**<br> **588,621**<br>41|**2020**<br>**£**<br>484,553<br>26,252<br>14,642<br>525,447<br>36|
|---|---|---|



No pension contributions were outstanding at the year end (2020: £nil). 

No employee earned over £60,000 during either year. 

Aggregate remuneration costs for the senior management team including salary, employer s NI and pension cost was £158,213 (2020: £141,321). The charity considers its senior management team to be the Chief Executive Officer, Deputy Chief Executive, Centre Manager, Administration Manager and Head of Social Enterprise. 

Pension contributions for employees are allocated to those activities and funds that the employee salary is allocated to. 

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**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **15 Intangible fixed assets** 

|**Intangible fixed assets**|||||
|---|---|---|---|---|
|**Charity**<br>**Cost**<br>At 1 January 2021<br>Additions<br>Group transfer<br>At 31 December 2021<br>**Amortisation**<br>At 1 January 2021<br>Charge for the year<br>Group transfer<br>At 31 December 2021<br>**Net book value**<br>**At 31 December 2021**<br>At 31 December 2020<br>**Group**<br>**Cost**<br>At 1 January 2021<br>Additions<br>At 31 December 2021<br>**Amortisation**<br>At 1 January 2021<br>Charge for the year<br>At 31 December 2021<br>**Net book value**<br>**At 31 December 2021**<br>At 31 December 2020||**Website**<br>**£**<br>**-**<br>**3,200**<br>**-**<br>**3,200**<br>**-**<br>**-**<br>**-**<br>**-**<br>**3,200**|**Printing**<br>**Rights**<br>**£**<br>**2,500**<br>**-**<br>**(2,500)**<br>**-**<br>**-**<br>**825**<br>**(825)**<br>**-**<br>**-**|**Total**<br>**£**<br>**2,500**<br>**3,200**<br>**(2,500)**|
|||||**3,200**|
|||||**-**<br>**825**<br>**(825)**|
|||||**-**|
|||||**3,200**|
|||-<br>**Website**<br>**£**<br>**-**<br>**5,020**|2,500<br>**Printing**<br>**Rights**<br>**£**<br>**2,500**<br>**-**|2,500|
|||||**Total**<br>**£**<br>**2,500**<br>**5,020**|
|||**5,020**|**2,500**|**7,520**|
|||**-**<br>**-**<br>**-**<br>**5,020**|**-**<br>**825**<br>**825**<br>**1,675**|**-**<br>**825**|
|||||**825**|
|||||**6,695**|
|||-|2,500|2,500|



On 1[st] October 2021, Printed by Us operations were transferred from the charity to the subsidiary Archer Project Enterprises Limited. This included printing rights relating to these operations. 

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## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **16 Tangible fixed assets** 

|**Tangible fixed assets**|**Tangible fixed assets**||||||
|---|---|---|---|---|---|---|
|**Leasehold**<br>**Charity**<br>**Improvements**<br>**£**<br>**Cost**<br>At 1 January 2021<br>**11,563**<br>Additions<br>**-**<br>Group transfer<br>**-**<br>At 31 December 2021<br>**11,563**<br>**Depreciation**<br>At 1 January 2021<br>**9,250**<br>Charge for the year<br>**2,313**<br>Group transfer<br>**-**<br>At 31 December 2021<br>**11,563**<br>**Net book value**<br>**At 31 December 2021**<br>**-**<br>At 31 December 2020<br>2,313<br>**Leasehold**<br>**Group**<br>**Improvements**<br>**£**<br>**Cost**<br>At 1 January 2021<br>**11,563**<br>Additions<br>**-**<br>At 31 December 2021<br>**11,563**<br>**Depreciation**<br>At 1 January 2021<br>**9,250**<br>Charge for the year<br>**2,313**<br>At 31 December 2021<br>**11,563**<br>**Net book value**<br>**At 31 December 2021**<br>**-**<br>At 31 December 2020<br>2,313||**Motor**<br>**Vehicles**<br>**£**<br>**20,565**<br>**-**<br>**-**<br>**20,565**<br>**20,565**<br>**-**<br>**-**<br>**20,565**<br>**-**<br>-<br>**Motor**<br>**Vehicles**<br>**£**<br>**20,565**<br>**-**||**Computer**<br>**Equipment**<br>**£**<br>**51,600**<br>**7,576**<br>**-**<br>**59,176**<br>**44,832**<br>**2,638**<br>**-**<br>**47,470**<br>**11,706**<br>6,768<br>**Computer**<br>**Equipment**<br>**£**<br>**51,600**<br>**7,576**|**Fixtures &**<br>**Fittings**<br>**£**<br>**64,490**<br>**2,628**<br>**(2,090)**<br>**65,028**<br>**52,830**<br>**2,639**<br>**(1,048)**<br>**54,421**<br>**10,607**<br>11,660<br>**Fixtures &**<br>**Fittings**<br>**£**<br>**64,490**<br>**2,628**|**Total**<br>**£**<br>**148,218**<br>**10,204**<br>**(2,090)**|
|||||||**156,332**|
|||||||**127,477**<br>**7,590**<br>**(1,048)**|
|||||||**134,019**|
|||||||**22,313**|
|||||||20,741|
|||||||**Total**<br>**£**<br>**148,218**<br>**10,204**|
||**11,563**<br>**9,250**<br>**2,313**<br>**11,563**<br>**-**|**20,565**<br>**20,565**<br>**-**<br>**20,565**<br>**-**||**59,176**<br>**44,832**<br>**2,638**<br>**47,470**<br>**11,706**|**67,118**<br>**52,830**<br>**2,639**<br>**55,469**<br>**11,649**|**158,422**|
|||||||**127,477**<br>**7,590**|
|||||||**135,067**|
|||||||**23,355**|
||2,313|-||6,768|11,660|20,741|



On 1[st] October 2021, Printed by Us operations were transferred from the charity to the subsidiary Archer Project Enterprises Limited. This included equipment relating to these operations. 

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**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **17 Fixed asset investments** 

|**Fixed asset investments**||||
|---|---|---|---|
|**Unlisted investments**<br>Investment in subsidiary company|**Group**<br>**2021**<br>**2020**<br>**£**<br>£<br>**-**<br>-<br>**-**<br>-|**Charity**<br>**2021**<br>**2020**<br>**£**<br>£<br>**1**<br>1<br>**1**<br>1||
||||1|



Archer Project Enterprises Limited (Company number: 07431294) is a 100% owned subsidiary. 

|Archer Project Enterprises Limited|**Profit/(Loss)**<br>**£**<br>**(43,725)**|**Capital and**<br>**reserves**<br>**£**<br>**(17,741)**|
|---|---|---|



## **18 Debtors** 

|Trade debtors<br>Amounts owed by subsidiary<br>undertaking<br>Other debtors<br>Prepayment and accrued income|**Group**<br>**2021**<br>2020<br>**£**<br>£<br>**21,451**<br>13,147<br>**-**<br>-<br>**1,807**<br>6,296<br>**25,336**<br>63,337<br>**48,594**<br>82,780|**Charity**<br>**2021**<br>2020<br>**£**<br>£<br>**8,203**<br>6,992<br>**253,795**<br>162,985<br>**2,151**<br>6,296<br>**24,951**<br>63,336<br>**289,100**<br>239,609|
|---|---|---|



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**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **19 Creditors** 

## **Creditors: amounts falling due within one year** 

|Trade creditors<br>Other creditors<br>Other taxes and social security<br>Loan|**Group**<br>**2021**<br>2020<br>**£**<br>£<br>**28,105**<br>37,175<br>**29,223**<br>39,299<br>**13,781**<br>16,002<br>**39,918**<br>36,858<br>**111,027**<br>129,334|**Charity**<br>**2021**<br>2020<br>**£**<br>£<br>**26,420**<br>37,175<br>**22,117**<br>36,523<br>**6,745**<br>8,513<br>**39,918**<br>36,858<br>**95,200**<br>119,069|
|---|---|---|



## **Creditors: amounts falling due after one year** 

|||**Group**|||**Charity**||
|---|---|---|---|---|---|---|
||**2021**||2020|**2021**||2020|
||**£**||£|**£**||£|
|Loan|**43,224**||83,142|**43,224**||83,142|
||**43,224**||83,142|**43,224**||83,142|
|An unsecured loan of £120,000 was received from||HomelessLink in 2020,||with repayments deferred to|||
|January 2021 due to the coronavirus epidemic.|||||||
|The loan is repayable by instalments as follows:|||||||
||||||**2021**|2020|
||||||**£**|£|
|Less than one year|||||**39,918**|36,858|
|Later than one and not later than five years|||||**43,224**|83,142|
||||||**83,142**<br>|120,000|
||||||||



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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **20 Funds** 


**----- Start of picture text -----**<br>
Current year: Transfer<br>Unrestricted funds Transfer<br>Balance at  between  Balance at<br>Group  1 Jan 2021  Income  Expenditure  funds  31 Dec 2021<br>£  £  £  £  £<br>General funds (Charity)  389,851  509,978  (581,094)  8,672  327,407<br>Subsidiary - Archer Project<br>Enterprises Ltd  25,984  118,701  (162,426)  -  (17,741)<br>Total unrestricted funds  415,835  628,679  (743,520)  8,672   309,666<br>Restricted funds<br>Transfer<br>Balance at  between  Balance at<br>Group and Charity  1 Jan 2021  Income  Expenditure  funds  31 Dec 2021<br>£  £  £  £  £<br>Austin & Hope Pilkington Trust  -  1,000  -  -  1,000<br>Avila Properties  -  1,083  (1,083)  -  -<br>Aviva Community Fund  2,064  -  (1,510)  -  554<br>B&Q Foundation  -  5,000  (5,000)  -  -<br>Beatrice Laing Trust  2,519  -  (2,519)  -  -<br>Big Lottery   Changing Lives  9,215  -  (9,215)  -  -<br>Church Urban Fund  9,377  35,590   (28,137)  (2,628)  14,202<br>Co-op Local Community Fund  3,546  -  (2,263)  -  1,283<br>DACT Help Us Help  4,036  2,300  (1,892)  -  4,444<br>DACT Help Us Help   Covid support  700  500  -  -  1,200<br>Evan Cornish Foundation  6,097  -  (6,097)  -  -<br>Homeless Link  17,527  -  (8,266)  -  9,261<br>Homeless Link   Cold Weather Fund  -  16,967  (16,967)  -  -<br>LankellyChase Foundation  4,289  -  -  -  4,289<br>Leeds Building Society Foundation  -  1,000  -  (1,000)  -<br>Lloyds TSB Foundation  13,333  20,000   (20,000)  -  13,333<br>Metro Finance  4,126  -  -  (4,126)  -<br>NHS Sheffield CCG  -  2,500  (2,500)  -  -<br>Sheffield Chamber of Commerce  -  27,645  (25,961)  -  1,684<br>Sheffield City Council  1,170  41,760  (31,594)  -  11,336<br>Sheffield PCT HCP  -  6,000  (6,000)  -  -<br>Sheffield Town Trust  2,160  -  -  -  2,160<br>SY Violence Reduction Fund  511  (511)  -  -  -<br>Talbot Trust  -  4,600  (2,480)  -  2,120<br>Tudor Trust  9,848  34,000  (30,818)  (918)  12,112<br>Total restricted funds  90,518  199,434   (202,302)  (8,672)  78,978<br>Total funds - Group 506,353  828,113   (945,822)  -   388,644<br>Total funds - Charity  480,309  709,412   (783,337)  -   406,384<br>**----- End of picture text -----**<br>


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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **20 Funds continued** 


**----- Start of picture text -----**<br>
Prior year:<br>Unrestricted funds Transfer<br>Balance at  between  Balance at<br>Group  1 Jan 2020  Income  Expenditure  funds  31 Dec 2020<br>£  £  £  £  £<br>General funds (Charity)  45,663  763,993  (429,345)  9,540  389,851<br>Subsidiary - Archer Project<br>Enterprises Ltd  314  141,064  (115,394)  -  25,984<br>Total unrestricted funds  45,977  905,057  (544,739)  9,540  415,835<br>Restricted funds Transfer<br>Balance at  between  Balance at<br>Group and Charity  1 Jan 2020  Income  Expenditure  funds  31 Dec 2020<br>£  £  £  £  £<br>Avila Properties  -  3,250  (3,250)  -  -<br>Aviva Community Fund  -  2,064  -  -  2,064<br>The Beatrice Laing Trust  1,458  3,000  (1,939)  -  2,519<br>Big Lottery   Changing Lives  17,308  74,497   (82,590)  -  9,215<br>Church Urban Fund  -  9,377  -  -  9,377<br>Co-op Local Community Fund  -  5,117  (1,571)  -  3,546<br>DACT Help Us Help  4,213  500  (677)  -  4,036<br>DACT Help Us Help   Covid support  -  5,200  (4,500)  -  700<br>Enterprise Grant  7,154  28,195  (31,809)  (3,540)  -<br>Evan Cornish Foundation  7,708  10,000  (11,611)  -  6,097<br>Garfield Weston  25,000  -  (25,000)  -  -<br>Grail Society  -  5,000  -  (5,000)  -<br>Homeless Link  24,759  -  (7,232)  -  17,527<br>Homeless Link   Covid  -  30,000  (30,000)  -  -<br>J G Graves  -  3,000  (3,000)  -  -<br>Kada Research Limited  -  1,000  -  (1,000)  -<br>LankellyChase Foundation  4,289  -  -  -  4,289<br>Lloyds TSB Foundation  13,333  20,000   (20,000)  -  13,333<br>Lloyds TSB Foundation   Covid  -  7,038  (7,038)  -  -<br>Metro Finance  -  4,800  (674)  -  4,126<br>Neighbourly Community  -  400  (400)  -  -<br>Sheffield Church Burgesses Trust  -  2,000  (2,000)  -  -<br>Sheffield City Council  -  10,669  (9,499)  -  1,170<br>Sheffield PCT HCP  -  6,000  (6,000)  -  -<br>Sheffield Town Trust  -  8,500  (6,340)  -  2,160<br>South Yorkshire Community Foundation  -  5,000  (5,000)  -  -<br>South Yorkshire Police  -  2,500  (2,500)  -  -<br>Swann Morton Foundation  -  3,500  (3,500)  -  -<br>SY Violence Reduction Fund  6,811  -  (6,300)  -  511<br>Tudor Trust  29,454  -  (19,606)  -  9,848<br>Unison  -  1,500  (1,500)  -  -<br>Total restricted funds  141,487  252,107   (293,536)  (9,540)  90,518<br>Total funds - Group 187,464  1,157,164   (838,275)  -  506,353<br>Total funds - Charity  187,150  1,016,100   (722,941)  -  480,309<br>**----- End of picture text -----**<br>


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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **20 Funds continued** 

The purpose of restricted funds are: 

- **Austin & Hope Pilkington Trust** funding for translation services 

- **Avila Properties** funding to support both the laundry provision, and the Just Works programme 

- **Aviva Community Fund** funding towards wellbeing of Just Works participants 

- **B&Q Foundation** funding towards the rebuild project design stage 

- **The Beatrice Laing Trust** 

- **Big Lottery (Changing Lives)** A grant providing funds to support people to make progress through activity and education. 

- **Church Urban Fund** grant for 3 year project providing personalized stability support 

- **Co-op Local Community Fund** funding towards wellbeing of Just Works participants 

- **DACT Help Us Help** support for Help Us Help project including Covid funding 

- **Enterprise Grant** support to develop our work through social enterprises, 

- **Evan Cornish Foundation** 

- **Garfield Weston** a grant towards the project overheads 

- **Grail Society** grant towards a new oven 

- **Homeless Link** funding for interest charged on Homeless Link loan 

- **Homeless Link - Covid** 

- support worker to work in partnership with SCC 

- **J G Graves** support for kitchen staff 

- **Kada Research Limited** - grant towards a new oven 

- **LankellyChase Foundation** a grant towards the Breakthrough Project. 

- **Leeds Building Society Foundation** - capital grant towards the cost of a new convection oven 

- **Lloyds TSB Foundation** a grant towards project costs 

- **Lloyds TSB Foundation - Covid** additional funding to support work during the pandemic 

- **Metro Finance** funding for personalization costs 

- **NHS Sheffield CCG** - to provide information on and the opportunity for people who are homeless to receive covid vaccinations 

- **Neighbourly Community** grant towards support provided during the Covid crisis 

- **Sheffield Chamber of Commerce** funding for Kickstart employment scheme 

- **Sheffield Church Burgesses Trust** a grant towards feasibility study for building development 

- **Sheffield City Council** Covid support towards continued delivery during the pandemic 

- **Sheffield PCT HCP** a grant towards the cost of a project worker and activity incentives. 

- **Sheffield Town Trust** funding for CAP and partners to support individuals during Covid 

- **South Yorkshire Community Foundation** funding towards wellbeing of Just Works participants 

- **South Yorkshire Police** support to address substance use in the area around the Cathedral 

- **Swann Morton** a grant towards the operation of medical facilities 

- **South Yorkshire Violence Reduction Fund** supporting people impacted by crime. 

- **Talbot Trust** grant towards counselling for Just Works participants 

- **Tudor Trust** , and a further grant given to provide or improve welfare provision for the Archer Project staff team 

- **Unison** grant towards food provision during the Covid 19 pandemic 

## **Transfers between funds** 

A transfer has been made from restricted funds to unrestricted for the net book value of restricted tangible fixed assets where the conditions of the funding has been fulfilled, and the assets are used for the general objectives of the charity. 

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**THE CATHEDRAL ARCHER PROJECT LIMITED** 

## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **21 Analysis of assets between funds** 

|**Unrestricted**<br>**funds**<br>**£**<br>**Current year**<br>Intangible fixed assets<br>**6,695**<br>Tangible fixed assets<br>**23,355**<br>Current assets<br>**433,867**<br>Creditors: amounts falling due within one year<br>**(111,027)**<br>Creditors: amounts falling due after one year<br>**(43,224)**<br>**309,666**<br>**Unrestricted**<br>**funds**<br>**£**<br>**Prior year**<br>Intangible fixed assets<br>2,500<br>Tangible fixed assets<br>20,741<br>Current assets<br>605,070<br>Creditors: amounts falling due within one year<br>(129,334)<br>Creditors: amounts falling due after one year<br> <br>(83,142)<br> 415,835|**Unrestricted**<br>**funds**<br>**£**<br>**Current year**<br>Intangible fixed assets<br>**6,695**<br>Tangible fixed assets<br>**23,355**<br>Current assets<br>**433,867**<br>Creditors: amounts falling due within one year<br>**(111,027)**<br>Creditors: amounts falling due after one year<br>**(43,224)**<br>**309,666**<br>**Unrestricted**<br>**funds**<br>**£**<br>**Prior year**<br>Intangible fixed assets<br>2,500<br>Tangible fixed assets<br>20,741<br>Current assets<br>605,070<br>Creditors: amounts falling due within one year<br>(129,334)<br>Creditors: amounts falling due after one year<br> <br>(83,142)<br> 415,835|**Restricted**<br>**funds**<br>**£**<br>**-**<br>**-**<br>**78,978**<br>**-**<br>**-**<br>**78,978**<br>**Restricted**<br>**funds**<br>**£**<br>-<br>-<br>90,518<br>-<br>-|**Total**<br>**£**<br>**6,695**<br>**23,355**<br>**512,845**<br>**(111,027)**<br>**(43,224)**<br>**388,644**<br>**Total**<br>**£**<br>2,500<br>20,741<br>695,588<br>(129,334)<br>(83,142)<br>506,353|
|---|---|---|---|
||415,835|90,518||



## **22 Commitments under operating leases** 

At 31 December 2021 the company had future minimum lease payments under non-cancellable operating leases as follows: 

|<br>**Land and buildings**<br>Less than one year<br>Later than one and not later than five years<br>Greater than five years|**2021**<br>**£**<br>**49,801**<br>**4,539**<br>**-**|**2020**<br>**£**<br>54,520<br>52,919<br>-<br>107,439|
|---|---|---|
||**54,340**||



## **23 Property commitment to Sheffield Cathedral** 

The CAP is housed in the Cathedral Resources Centre which is rented from Sheffield Cathedral.  A new operating lease was agreed in 2017, expiring 3 November 2022. The annual rent paid was £37,500 (2020: £37,500). 

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**THE CATHEDRAL ARCHER PROJECT LIMITED NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2021**_ 

## **24 Related party transactions** 

During the year, trustees made donations totalling £7,278. 

P Renshaw, son of Chief Executive T Renshaw, was employed by the charity during the year. Remuneration paid in the year was £18,802. 

During the year The Cathedral Archer Project Limited made charges to its subsidiary Archer Project Enterprises Limited of £117,053 for payroll (2020: £85,574), and £9,161 for other costs (2020: £1,661). The Printed by Us operations were transferred into Archer Project Enterprises on 1[st] October 2022 at a value of £55,961. £77,729 was paid from Archer Project Enterprises Limited to the Cathedral Archer Project Limited during the year for repayment of prior year balances (2020: nil). 

The loan balance at 31 March 2022 was £271,535 (2021: £162,984). 

At the year end a provision has been made for £17,740 in the Cathedral Archer Project Limited company accounts relating to the net liabilities of Archer Project Enterprises. 

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