Glossop and District Volunteer Bureau operating as
The Bureau
Report and Financial Statements for the Year Ended 31 March 2021
Company number 3455027 Charity number 1067170
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Company number 3455027 Charity number 1067170
Registered office and operational address Bank House, 22 Henry Street, Glossop, SK13 8BW
Board of Trustees Members of the Board of Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:
Sue Nash
Elaine Richardson
Andy Zuntz Wayne Prior Catherine Cundy Peter Carefoot
Simon Rogers
Local Authority Representative :
Cllr Rob Baker - High Peak Borough Council
Staff
Sophie Glinka Chief Officer Rebecca Hyde Finance and Compliance Officer Charlotte Leonhardsen Partnerships Lead Damien Greenhalgh Voluntary and Community Manager Natalie Rhodes Health and Wellbeing Manager Lauren Moore Central Services Lead Ed Kelly Life Skills Lead Charlotte Winterbottom Community Development Lead Janice Imrie PCN Link Worker Ruth Towner-Yates Community Navigator Lisa Newens Community Navigator Bev Maycock Community Navigator Paul Kiddy Sight Loss and Call Companions Coordinator Graham Morgan BBO Work Coach Karen Gard BBO Administrator Emma Delany Partnerships Coordinator
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| Catherine McNicholas | Car Scheme Coordinator |
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| Jan Bramald | Car Scheme Coordinator |
| Paula Rydings | Connections Support Worker |
| Alan Carroll | Connect Out Worker |
| Fi Gales | Project Coordinator |
| Helen Thornhill | Glossopdale Moving Coordinator |
| Pauline Herbert | Cleaner |
Bankers National Westminster Bank plc Norfolk Square, Glossop, Derbyshire SK13 8BR Independent Christy Lau FCCA CTA DChA, Slade & Cooper Limited examiner Beehive Mill, Jersey Street, Ancoats Manchester, M4 6JG
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Chair’s Review
Welcome to our annual review for the year ending March 2021.
The Chair's report for last year concluded with comments about the impact of COVID-19 and the potential challenges the Bureau may face. Little were we to know how long this pandemic would last and the impact it has had across the globe as well as our community in Glossopdale. Last year we were just starting out on one of the most challenging years The Bureau has had to face.
Demand for our services increased by 300%, volunteer numbers rose, and projects were adapted and managed to ensure the continuity of projects and that the needs of the community were met. The Bureau offered mapping, assessment and contact with all those shielding, which led to the exponential growth of the Befriending project as well as the repurposing of the Social Prescribing model.
Staff worked from home and communication through IT systems became the norm. It was heartening to see that the majority of projects were able to continue in some form or another.
There have been the inevitable challenges of the pandemic, including the risks to projects and funding, particularly through grants. Business planning has proved difficult due to the short-term planning and quick reactions to situations required, coupled with the uncertainty of how long the pandemic would last. The lockdowns and reopenings have created their own challenges in managing the concerns and fears of the community as well as staff.
Despite these challenges, the Bureau team has managed to secure funding across many of its projects, which has meant that it can continue with its existing offers.
Throughout this past year, good partnerships have been formed within the health and wellbeing community, leading to a more co-ordinated approach to providing support, enabling people to access the support they require more quickly. Growing demand for the befriending, call companions and car scheme services has led to a large increase ~~of~~ in the number of volunteers, and more continue to be recruited, inducted and trained.
COVID has had an unprecedented impact on everyone, but it appears to have helped put more focus on the idea of community. The large number of volunteers coming forward shows that Glossopdale cares for its most vulnerable residents and it is very heartening to be able to say that staff at The Bureau have played a massive part in making this happen.
Once again, sincere thanks to the Chief Officer, management, staff and volunteers for taking up this challenge and delivering with the usual innovation, creativity and problem-solving attitude to support the residents of the area.
Susan Nash (Chair of the Board of Trustees)
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Objectives and Activities
The Board of Trustees reviews the aims, objectives and activities of the charity each year. This report sets out our activities and looks at the outcomes we have achieved over the previous year. The review examines the success of each key activity and the benefits experienced by residents and groups across Glossopdale. The review also helps us to ensure that our aims, objectives and activities remain focussed on our stated purposes, and directed towards public benefit.
The Board has referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing our aims and objectives and in planning our future activities. In particular, the Board has considered how planned activities will contribute to the set aims and objectives.
The Bureau is a community wellbeing charity dedicated to improving the quality of life for the people of Glossopdale and the surrounding areas. We support people and communities across Glossopdale to take action that improves the quality of life of local people, by creating solutions and opportunities that enable them to create positive social change and community benefit. This is all underpinned by our values of:
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Passion and Commitment to making a difference in our community.
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Vision and Bravery to have ideas and make them a reality.
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Value of People and Community by practising what we preach – valuing the strengths and diversity of our staff, volunteers, partners and the people we work with.
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Strength in Partnership; we are stronger together.
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Getting it done by delivering what we say we will, well.
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Making an Impact by making a difference in everything we do and being able to demonstrate it.
We launched our 3 year strategic plan in November 2019, setting 5 key aims, to:
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Be a catalyst for community wellbeing and activity
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Grow and respond to unmet local need
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Support the VCSE in Glossopdale
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Enable local voices to be heard
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Invest in the future of our organisation
We have a unique way of working; treating all our projects and activities as an interdependent model that can flex, grow and respond to the needs, interests and opportunities within our community. The model continuously changes as we review what works and respond to feedback, or as the funding landscape changes. Despite these changes, our work always falls into the following areas:
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Community and Voluntary Work
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Health and Wellbeing Work
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Bureau Partnerships
We work with commissioners and strategic partners to shape future provision and respond to local gaps and needs. Where services are not good enough, it acts as a mouthpiece for local people, to be a catalyst for change and improvement. The Bureau works to connect health, social care and other public services to community initiatives, to support people towards wellness. Our priority is people, treating them as individuals, never assuming what is right for them and accepting them for who they are. We walk alongside people to offer a person-centred approach to improving wellbeing.
The varying support we offer is an interdependent web that wraps around an individual to support them with their needs and provide opportunity for them to give to others, often simultaneously, through voluntary activity. Our volunteers are at the heart of who we are and what we do. They are the thread that runs through every project, helping us to reach more people in our community and bringing a wealth of skills and experience. We value each and
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every person that comes to us for support or to give their time. There is something for everyone, and we make roles to suit them rather than fitting them into roles we need. Because of this we have an incredibly diverse range of activities happening at The Bureau, where people can be valued for who they are and be allowed to shine.
What we do
The following is a summary of the main activities provided over the last year, although most were delivered remotely over the telephone or using video call technology. As the COVID-19 pandemic gained traction in March 2020, we quickly amended our range of services in order to provide what our community most needed. This was in the form of our normal services, in addition to ensuring our community had all its basic needs – food, medication, and friendship.
1. Social Connections:
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Call Companions – Telephone befriending service where socially isolated people receive a weekly phone call providing a chat and a listening ear
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Car Scheme – Volunteer drivers provide transport to medical appointments and social activities for individuals who cannot use public or private transport for various reasons. We are now able to use this project to provide free transport to vaccine clinics in support of the COVID-19 recovery in Glossopdale.
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Social Companions/Connectors – As a result of a grant from the Building Connections Fund, we have expanded and restructured our Befriending service, to encompass a wider range of clients and create more specified volunteering roles. This includes:
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Befrienders/Social Connectors: Volunteers work with lonely and socially isolated people who live in the Glossopdale area, either as shorter-term social connectors working with someone towards an agreed goal or activity, or longer-term befrienders who will then act as “a good neighbour” by giving them some regular company/companionship over the phone or in person, depending on the COVID restrictions at the time.
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Mentors: Volunteers work predominantly with people on the Life Skills programme, supporting them in overcoming the barriers they are currently facing to achieve their goals, build their confidence, and connect socially.
2. Social Sessions:
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Time Out sessions – normally a weekly session for people to come and socialise, whilst also providing the opportunity to go out shopping locally, supported by the session volunteers – currently delivered as a Zoom social group and regular telephone calls for those digitally excluded.
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Community Navigation drop-in sessions – These weekly drop-in sessions normally welcome people referred in by the Community Navigation service and members of the local community. The group has been a springboard for many to reconnect with old friends and to build confidence and self-esteem. It currently offers peer support over the phone or via Zoom.
3. Volunteering:
Volunteering is at the heart of everything we do and has been a key part of the support we have offered our community during the pandemic. We offer a variety of volunteering roles from befriending, to driving, to reception and administration roles, including one-offs, 1-to-1 and group roles. Through ‘shout outs’ of one-off opportunities, we flexibly match people’s interests, time, skills, experience and enthusiasm to the needs of our clients. We currently have 190 active volunteers supporting our work – you can see in the section below some of the impact they have made on their local community, which has been inspiring and overwhelming.
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4. Supporting Community Wellbeing:
We are working as part of our local integrated care organisation to support our community and the individuals in it to increase their capacity to manage their own health and wellbeing, whilst reducing demand on overstretched statutory services. We are supporting this work through 3 strands of work:
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Community Navigation – This is a Social Prescribing model offering supported connection into local communitybased activities for a wide range of individuals with varying needs, as well as support and services that will improve health and wellbeing.
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Asset Based Community Development – in partnership with our local CVS, we have been working with our community to increase variety and resilience, so that it is equipped to support self-care. This enables us to map gaps and respond to them, and has stimulated the growth of condition specific support, particularly during the COVID-19 pandemic, helping key groups to keep active safely and providing our community with the support it needs.
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Condition Specific Support – Shaped by demand and passion within the community, we have developed various types of group support, including dementia support, sight loss support and wheelchair hire.
5. Pre-employment support:
These services are for people who face additional issues or barriers in their lives, including housing, mental ill health, drug and alcohol problems, and low confidence and self-esteem, helping to enable them to reach their goals. This support is offered through two key projects:
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Life Skills – Group work and 1-2-1 volunteer mentor support for those furthest away from working or engaging in meaningful activity.
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B.B.O. Work Coach – Pre-employment support with CV writing, interviews and training to support people into work activity.
6. Bureau Partnerships:
Our purpose is to create solutions and opportunities that enable people and communities to create positive social change and community benefit . We recognise that we can’t do this alone and to achieve this we need to work in partnership with other people and organisations that share our purpose. This year we have developed formal coworking partnerships with:
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Greater Manchester Health and Social Care Partnership to enable the spread and development of social prescribing.
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NHS England to enable the development and growth of social prescribing link workers.
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Move More Glossop , which is a partnership with GM moving, Greater Sport and Sport England, designed to encourage people to move more for health and wellbeing.
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Digital Health Pilot, which is a partnership project with PC Refurb, aimed at embedding volunteers into 4 GP surgeries, to educate and empower fellow patients to achieve an increase in uptake of digital health apps, support online bookings and repeat prescription ordering, and gather useful feedback from patients and surgeries about their experiences.
What we’ve achieved
Through working collaboratively with statutory organisations, other voluntary sector organisations, grass roots groups, local businesses, volunteers, individuals and our community as a whole, we have this year supported 1400 individuals with the help of our 190 active volunteers.
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Some stand out achievements from the last 12 months include:
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The Volunteer Car Scheme supported 164 clients to undertake a total of 435 passenger journeys. This was with the help of 20 volunteer drivers, with 95% of clients reporting that the car scheme was ‘excellent’ and 100% saying that they would recommend the service to a friend. Importantly, during the pandemic, 100% of clients reported that they felt safe while in our volunteers’ vehicles.
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The Call Companions Service has continued to increase the number of clients supported through the weekly telephone befriending service. 6865 calls – an increase of 1700 on last year - were made by 15 volunteers and the Call Companion Co-ordinator. 100 clients were being supported at the start of the period April 2020 to March 2021, and 120 clients were being supported at the end of the period. 135 calls were made on average per week, and an estimated 2288 hours of volunteer time was given to this project.
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Befriending and Social Connectors – 43 volunteers have supported 73 clients (over 200% increase on last year!) with regular telephone and face to face friendship and support, reaching the most lonely and isolated people within our community. Some reported outcomes include an increase in physical activity during Covid restrictions, increased independence and motivation and increase in social interactions.
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Time Out sessions, which are normally volunteer supported social groups, have been held via Zoom this year, with phone calls to other clients to keep in touch. We have supported an average of 10 people in each of 21 sessions, providing peer support and conversation.
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The Sight Loss Support and VIP group – 38 clients received phone call support during the last financial year, from 3 volunteers. This amounts to almost 2000 sight loss phone calls a year. The Newsdisc for the visually impaired is distributed to 35 clients in the Glossopdale area who are either sight impaired or lonely and isolated.
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Asset-Based Community Development – A total of £83k was awarded, with 20 projects benefitting. The panel awarding the grant consisted of partners from Tameside and Glossop CCG, Derbyshire County Council, local Patient Participant Groups, High Peak Borough Council and Tameside and Glossop Integrated Care Foundation NHS Trust. The main objectives of the grant fund were to support the principles of community wellbeing, through providing local services/activities that are engaging, accessible and meet the needs of people within the communities. The majority of the beneficiaries were involved in supporting the community during the Coronavirus pandemic, for example with access to food and activities.
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The Community Navigation Service has worked with 399 referrals clients during this period. Of these, the main reasons for referral were for support during Covid-19 lockdowns such as access to medicine or food, mental health, loneliness/isolation and problems coping. This work has resulted in 519 onward links with our partner organisations and a significant overall increase in SWEMWB’s wellbeing scores, demonstrating positive results for the people we work with.
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Life Skills has supported 37 different clients. The Project delivered 40 group work sessions over Zoom or in person where possible. During this period, there were 14 volunteer mentors supporting people to the following outcomes: 2 learners entered into employment, 15 entered into further education, 10 began volunteering and 35 qualifications were earned. Additionally, the groups formed their own independent social group via Zoom.
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BBO Towards Work has supported a total of 16 people experiencing barriers to employment. 3 have gone into further education and 5 have been referred onwards into other organisations for voluntary or life skills support.
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Move More Glossop aims to provide opportunities for increased physical activity, concentrating on the jobless, young people and people with long term health conditions, with a focus on walking during Coronavirus lockdowns. During this time, 500 residents took part in 2 accessible story walks and we worked in partnership with other community groups, schools and the local community.
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Digital Health Pilot was a partnership project with PC Refurb, and aimed to embed volunteers into 4 GP surgeries to educate and empower fellow patients to achieve an increase in uptake of digital health apps, support online bookings and repeat prescription ordering, and gather useful feedback from patients and surgeries about their experiences. 32 patients from two surgeries were supported by a tutor to download apps and information and learning was gathered from these participants and the surgeries, with recommendations made to ensure the success of future related works.
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Volunteering – We received an overwhelming response to our call for help in March 2020, with 107 members of our community registering with us to volunteer, of whom 14 moved on to long-term volunteering roles. We also worked with a number of external organisations to help them find volunteers, such as the NHS, Bellies not Bins, Haywill Animal Shelter, PCrefurb, Glossopdale School, Home Start High Peak and People of Whitfield.
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Bureau Partnerships: This year our partnerships have continued to grow. We have worked together with Greater Manchester Health and Social Care Partnership to support and grow social prescribing. We have delivered a successful link worker peer support network to upwards of 80 social prescribing link workers across the 10 areas of Greater Manchester (GM). We have successfully secured funding to develop green social prescribing. In addition, we have worked with Elemental to support the roll out of their social prescribing platform across 8 localities in GM and drawn in funding for them. Our work around social prescribing has seen us work with all 10 GM localities. We have developed working partnerships with PC Refurb to deliver on digital health and inclusion projects and have continued to work collaboratively with Connex, New Mills Volunteer Centre and High Peak CVS on the High Peak Community and Voluntary Alliance.
Response to and impact of Covid -19
Impact on Volunteers, Staff, and Beneficiaries
We have now spent a full financial year under Covid restrictions, and it continues to impact daily on our staff, volunteers and beneficiaries. As a wellbeing charity, focusing on social connections, this has fundamentally changed the way we operate, restricting the support we can offer. Demand for our support has remained high, with people feeling lonelier and more isolated than ever. We have received unwavering and tireless support from our wonderful volunteers, helping us, despite restrictions, to deliver all the wonderful impact outlined above. Our staff team has been outstanding, pulling together, working hard and showing true flexibility and commitment during this difficult year. We have avoided the need to make redundancies or end contracts, retaining our full staff team. Moving into the next year we are filled with hope and plans for how we can help rebuild our community and offer support to those who need it as we all recover from the effects of the pandemic.
Financial impact
The last financial year has been particularly challenging due to the changes in our business model and funding structures. We have seen a loss of most of our generated income from our community hub and donations. This has left a gap in our core funding and the need to generate more grant funding opportunities to allow our work with our beneficiaries to continue. This has been made more challenging by the short-term nature of grant funds, often awarded for only 6 months at a time. Despite a projected deficit at the beginning of the year we are ending the year in a strong position, with operating costs managed within available income and restricted funds to carry forward into the next financial year, thanks to the hard work of our staff and our excellent funders. The Board of Trustees consider that our charity remains a going concern notwithstanding the impact of Covid 19.
We are taking the following action to mitigate financial risk and effectively plan:
- Robust monthly profit and loss reports.
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Bi-monthly finance sub-groups.
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Regular Board meetings.
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Staff are equipped to work from home to ensure business continuity in the face of any further disruption and restrictions.
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Reviewing all our overheads and staffing structures to reduce all non-project costs to make us as resilient as possible for the future.
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The Bureau does not hold any external third-party investments.
Employees of The Bureau are entitled to join a defined contribution money purchase pension scheme. Two exemployees are members of a defined benefit pension scheme. The Bureau is liable to ongoing additional contributions to this scheme due to scheme underfunding. An underfunding recovery plan has been instigated by the trustees of this scheme with this position reviewed every 3 years. The last review was completed on the 30/9/20. The liability for each organisation is recalculated at review date. The current forecasted end date of the recovery plan is January 2025.
An ongoing financial risk remains here, dependent on the performance of the fund and the overall membership of the fund. Whilst there remains a deficit in the fund, our financial obligations will continue.
Recovery
We are now starting to plan the recovery phase for our services and that of the wider VCSE in Glossopdale. We want - to build on the energy and community mindedness that we have seen at this time, and make sure we give people the opportunity to continue to engage and support those that need it. Our plan is to:
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Reach more people in the community that need support, and continue to support those who already work with us.
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Continue to adapt all our current projects to reach people during and after isolation. This will mean more partnership approaches and initiatives to address digital exclusion.
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Look at opportunities and challenges within the recovery phase, and respond quickly to these by developing volunteering and community activity, and supporting other VCSE groups to respond to good ideas.
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Support the wider VCSE to recover and thrive.
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Support our partners and help to respond to gaps and meet needs.
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Understand how Covid-19 will affect both the funding landscape and the needs of our community.
Financial review
Year Summary
Operating costs were managed within the available income. The total income for the year was £793,598 with a total expenditure of £546,035 resulting in an operating surplus of £247,563. This surplus is made up of £55,338 of restricted funds, plus a £50,000 donation – leaving a true operating surplus of £142,225, £41,954 is earmarked for the continuation of our befriending project and increasing operational capacity in the next year.
Our main funders over the year were Tameside and Glossop Integrated Foundation Trust, Derbyshire County Council, NHS England, Greater Manchester Health and Social Care Partnership, High Peak Borough Council, Tameside and Glossop CCG, High Peak Public Health, the European Social Fund, and the Building Connections Fund.
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Reserves Policy
Overall reserves at 31/3/2021 were £549,200, comprising £121,351 restricted funds and £427,849 unrestricted funds. See note 20 in the accounts for more information.
The Bureau will seek, where possible, to maintain a general funds reserve equivalent to its running costs for a period of no less than three months and no more than six months.
Plans for the Future
The coming years are likely to bring more challenges and opportunities for the Bureau, local people across Glossopdale and the VCSE sector. However, we are well placed to respond to these. Whilst we cannot predict what these challenges and opportunities will be, there are a range of factors that will influence us over the coming years including:
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Covid-19 and funding cuts – The impact of Covid-19, along with national and local funding reductions, have taken their toll on services, adding stress to the system, whilst reducing the capacity of services to respond. We know this will make it harder for us to gain funding and reach the people we need to in our community. Due to changes in demand for our primary building in Glossop, we will need to reconsider our overhead costs associated with this which may require some changes. We are widening our income streams and diversifying our partnerships, as well as investing in the skills development of our staff to future-proof our organisation.
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NHS strategic direction - The NHS’s 2019 Long Term Plan articulates the need for more preventative and community-based interventions. The contribution to health and wellbeing outcomes that an organisation such as The Bureau can make is not universally recognised, funded or supported. In addition, new changes to Clinical Commissioning Groups and Integrated Care System structures will likely throw up further challenges. We aim to keep developing partnerships and promoting the worth of community approaches within health, social care and wider public sector areas.
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Geography – Glossopdale is a semi-rural area located in Derbyshire County Council and High Peak Borough Council for local services, whilst coming under Greater Manchester (GM) for Primary and Acute health services. This causes ongoing complexities for provision. At present, and uniquely, Glossopdale can only be considered for Health initiatives, at a time when greater integration of Health and Social Care is being pursued. This leaves us in a potential position of inequality, whilst also offering an opportunity for unique problem solving and innovative service design. We plan to continue to be a champion for Glossopdale and ensure this community gets its fair share of services and support. As above, new changes to CCG and ICS structures will mean Glossopdale will align with Derbyshire for Primary and Acute health services from April 2022, although the potential impact on Glossopdale and The Bureau is as yet unknown.
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Demographics – Glossopdale has a number of disadvantaged areas and the highest level of relative disadvantage in Derbyshire. There are two neighbourhoods in Gamesley in the top 10% most disadvantaged in Derbyshire (one is actually in the top 2%). Three further areas are in the top 20%. In contrast, three Glossopdale areas are in the top 10% least deprived, and part of Simmondley is the least deprived in Derbyshire. This is mirrored in life expectancy where it is 9.3 years lower for men and 7.7 years lower for women in some areas compared to more affluent ones. Whilst growing in many respects, Glossopdale has an ageing population and projections show a much larger ageing population with a deficit in numbers entering working age. We plan to spend time understanding the particular characteristics of our community and proactively problem solve gaps and needs by working in partnership and drawing in resources.
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Local VCSE sector – There is a strong and vibrant VCSE sector in Glossopdale, but it could be stronger and better resourced to meet the needs of the community. There is a lack of strategic planning or direction specific to the community of Glossopdale to cater for all its strengths and challenges. This leads at times to a -
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lack of local leadership and coordinated cross sector response. We aim to work with HPCVS to support the wider sector and develop our offer of support and grants to grow and develop the amount of VCSE activity within the community.
Structure, Governance and Management
The Bureau is a charitable company limited by guarantee, incorporated on 24 October 1987 and registered as a charity on 6 January 1998.
The company was established under a memorandum of association which established the objects and powers of the charitable company, and is governed under its articles of association.
Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The Board of Trustees are members of the charity but this entitles them only to voting rights. The Board has no beneficial interest in the charity.
All Board members give their time voluntarily and receive no benefits from the charity.
Under the requirements of the Memorandum and Articles of Association, the members of the Board of Trustees retire in rotation over a three-year period after which they must be re-elected at the next Annual General Meeting. Trustees may make a recommendation at an Annual General Meeting or through an ordinary resolution to either fill a vacancy or appoint an additional Trustee in accordance with the Articles of Association. New Trustees receive an induction from the Chief Officer and the Chair.
Risk Management
The Board of Trustees meets six times a year at which it reviews progress against budget and agreed plans, and considers and defines forward strategy. In particular, the Trustees consider appropriate action to mitigate risk as well as ensuring that planned activities contribute to The Bureau’s charitable objectives that have been set.
Statement of responsibilities of the Board of Trustees
The Board of Trustees (who are also directors of The Bureau for the purposes of company law) are responsible for preparing the Board’s annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the Board 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 Management Committee are required to:
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Select suitable accounting policies and then apply them consistently
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Observe the methods and principles in the Charities statements of recommended practice (SORP)
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Make judgements and estimates that are reasonable and prudent
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State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements
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Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation
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The Board is responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable it to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The Board is responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Independent Examiner
Christy Lau of Slade & Cooper Ltd was re-appointed as the charitable company's Independent Examiner during the year and has expressed her willingness to continue in that capacity.
This report has been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime of the Companies Act 2006.
The Board’s annual report has been approved by the Board on 23[rd] November 2021
and signed on its behalf by
Susan Nash
Chair
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I report to the charity trustees on my examination of the accounts of the company for the year ended 31[st] March 2021 which are set out on pages 14 to 36.
Responsibilities and basis of report
As the charity trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).
Having satisfied myself that the accounts of the company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your company’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Independent examiner's statement
Since the company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Association of Chartered Certified Accountants, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
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1) Accounting records were not kept in respect of the company as required by section 386 of the 2006 Act; or
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2) The accounts do not accord with those records; or
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3) The accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination; or
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4) The accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Christy Lau FCCA CTA DChA Association of Chartered Certified Accountants Slade & Cooper Limited Beehive Mill, Jersey Street Ancoats Manchester, M4 6JG
Date 1[st] December 2021
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