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|Contents|||||||Page|
|---|---|---|---|---|---|---|---|
|Reference and administrative||||details||||
|Report ofthe|trustees|||||||
|Independent|Auditor's|report|on the||financial|statements|22|
|Statement
of|financial|activities||||||
|incorporating|income|& expenditure|||account||25|
|Balance sheet|||||||26|
|Cash flow statement|||||||27|
|Notes forming|part of the financial statements,|||||incorporating:||
|Statement|of accounting||policies||||28|
|Other notes to the||financial||statements|||32|
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|||Engage with additional
younger disabled people &other|under-represented|under-represented|under-represented|under-represented||groups|groups||
|---|---|---|---|---|---|---|---|---|---|---|
|||Board &Staffing|||||||||
|||Robust succession
planning strategy/
arrangements
in|place||—board and|||management|||
|||Increase financial capacity &skills|||||||||
|||Robust people management
policies, staffing structures|and|HR support|||||||
|||Develop a robust, Rexible and multi tasking workforce through|||professional|||development|||
|||plans and training.|||||||||
|||Stakeholders|||||||||
|||Good working relationships
with commissioners
and funders|||||||||
|||Strong alliances
with third sector partnership
and networking|||||||||
|||Strengthen
the relationships
with employers
and routeways||to sustainable||||employment.|||
|||Create and develop strong corporate partnerships
and relationships|||||||||
|||Continue to raise the profile of IFA locagy and nationally,|through|||effective||and consistent|||
|||marketing
and promotion,|||||||||
|Our Premises|&|Sustainable,
secure (tenure) and fit for purpose
physical|assets/ locations||||||||
|Assets|||||||||||
|Development|&|DP|||||||||
|Funding ofOur|||||||||||
|Services||Roll out PA register|||||||||
|||Build range ofcomplementary
DP services e.g.appointeeship,|||ISA||||||
|||Maintain
current position with some small growth
for services|||linked to individual||||||
|||budgets and the personalisation
agenda e.g. Direct Payments.|||||||||
|||ILS/Peer Support|||||||||
|||Demonstrate
clear impact measures
for peer support
activity|||(link to impact focus area)||||||
|||Align and develop current
RS/Peer Support models with|direction|||oftravel||offunding||in|
|||this arena e.g. loneliness agenda.|||||||||
|||Grow ILS/Peer Support activities
funding
streams.|||||||||
|||Integrated
Services|||||||||
|||Safeguard
existing integrated
service delivery
large funding||&secure additional|||||funding||
|||allocated|||||||||
|||Demonstrate
clear impact measures
for peer support
activity||(link||to impact||focus|area)||
|||Align and develop current integrated
service models with|direction|||oftravel||offunding||in|
|||this arena e.g. mental
health, in-work support,
employer|engagement||||||||
|||Develop new partnership
approaches
tosecure large/area|based co-ordinated
funding||||||||
|||e.g.WMMC, CIS|||||||||
|||Social Enterprise/Trading
Income|||||||||
|||Expand and develop trading opportunities
through
the sales||ofgood &services,|||||||
|||particularly
focusing on the market gardens.|||||||||
|||Fundraising
Strategy|||||||||
|||Develop income through
fundraising
which complements|external|||funding|&trading||||
|||strategy.|||||||||
|||External
Funding
Strategy|||||||||
|||Continue to implement
a robust funding
strategy
and plan to||support
the sustainability||||||of|
|||existing services and identiTication
ofnew opportunities.|||||||||
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||||||Restricted|Osslsnsied|Unrestricted|Total|Total|
|---|---|---|---|---|---|---|---|---|---|
||||||funds|funds|funds|funds|funds|
||||||2021|2021|2021|2021|2020|
|||||Notes|5|5|f|5|5|
|Income from:||||||||||
|Income from chantable||activities||2|820,863|30,000|549,011|1,399,674|1,217,794|
|Donations
and legacies||||3|||2,005|2,005|3,269|
|Investments|||||||317|317|1,223|
|Total Income|||||820,863|30,000|551,333|1,402,196|1,222,266|
|Expenditure
on:||||||||||
|Charitable
activities:||||4, 5|817,805||411,607|1,229,612|1,042,361|
|Total expenditure|||||817,805||411,807|1,229,612|1,042.361|
|Net incomel(expenditure)|||before|||||||
|transfers|||||3,058|30,000|139,526|172,584|179,905|
|Gross transfers
between|||funds|13||||||
|Net movement
In funds|||||3,058|30,000|139,526|172,584|179,905|
|Reconc0lation
offunds||||||||||
|Total funds brought|forward|||||159,714|659,065|818,779|636,574|
|Total funds carried|forward||||3,058|189,714|798,591|991,363|818.779|
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|||||||Notes|2021|2020|
|---|---|---|---|---|---|---|---|---|
||||||||E|E|
|Cash flows from|operating||activities||||||
|Net cash provided|by I (used||in) operating||activities|15|244,649|196,567|
|Cash flows from|investing||activities||||||
|Investment
income|||||||317|1,223|
|Change
in cash and cash||equivalents||in|the year||244,966|197,790|
|Cash and cash equivalents||brought
forward|||||823,415|625,625|
|Cash and cash equivalents|||camed forward||||1,068,381|823,415|
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|Restricted
Designated|Unrestricted|Total|Total|
|---|---|---|---|
|funds
funds|funds|funds|funds|
|2021
2021|2021|2021|2020|
|E
E|E|E|E|
|Grants and contracts
Earned income
672,613
148,250
30,000|75,000
474,011|777,613
622,261|547,426
670,368|
|820 863
30,000|549,011|1,399,874|1,217,794|
|2020 total
562 048|655746|I 217794||
|Analysis ofgrants||||
|Sandwe8
MBC - peer suppori
Uoyds Foundation
Trust
Building Better Opp - Steps to Work
Building Better Opp - Heart of England
Foundation
Building Better Opp - Sandweg
Consortium
Communities
in Sync - Caring for Carers Project
Masonic Charitable
Foundation
Youth Loneliness
The National
Lottery Community
Fund - Growing
Buddies Project
SMBC - Voluntary
Sector Main Programme
Grant
SMBC - Advice
COLORS
CIS - Community
Offer
DPO COVID-19 Fund
Lloyds Bank Foundation
Tusi React (COVID)
PEBBLEFund (South Staffs Water)
Power to Change - C-19
School o(Social Entrepreneurs
SMBC - Community
Offer - Single Point ofAccess
The National
Lortleiy - Catalyst - CAST- COVID-19 Digital Response
The National
Lottery - Black Country e Futures (Steps lo Work)
The National
Lottery &Government
DCMS - COVID Response
The Wolfson Foundation
Mind - Women's
Menial Health Peer Supporl
Communities
in Sync - Empower
Project
SMBC||50,000
25,000
65,420
6,948
12,294
16,000
39,800
36,000
39,800
28,092
16,344
72,272
70,666
18,350
14,775
3,450
25,000
9,083
40,000
5,000
57,618
95,701
30,000|50,000
25,000
155,890
90,153
10,807
4,000
39,800
33,750
46,933
27,814
16,237
15,390
20,625
11,027|
|||777,613|547,426|
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||Restricted|Designated|Unrestricted|Total|Total|
|---|---|---|---|---|---|
||funds|funds|funds|funds|funds|
||2021|2021|2021|2021|2020|
||E|E|6|E|E|
|Donations|||2,005|2,005|3,269|
||||2 005|2,005|3269|
|2020 total|||3269|3269||
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|Expenditure
on c|hari|table
activities||||
|---|---|---|---|---|---|
|||||Total|Total|
|||||2021|2020|
|||||E|E|
|Dperatlonaland|supportcosts|||||
|Wages and salaries||||819,492|676,387|
|National
Insurance||||63,111|47,586|
|Pension costs||||19,911|17,143|
|Gardening
equipment||and horticultural|sundries|13,116|3,809|
|Equipment
leasing||||1,450|925|
|Computer
support||||20,628|35,207|
|User participation||||10,191|12,672|
|Advertising||||956||
|Stafftraining||||4,302|1,122|
|Travel &subsistence||expenses||2,450|9,868|
|Depreciation||||2,632|2,633|
|Support costs (see note 5)||||267,053|230,829|
|Governance
costs|(see note 5)|||4,320|4,200|
|||||1,229,612|1.042,381|
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||||Baste of|General|Governance|Total|Total|
|---|---|---|---|---|---|---|---|
||||anocetion|support|funotion|2021|2020|
|||||E|E|E|E|
|Wages and salaries|||Staff time|81,471||81,471|92,154|
|National
insurance|||Staff lime|7,382||7,382|7,882|
|Pension costs|||Staff time|2,256||2,256|2,538|
|Property
rental|||Usage|41,580||41,580|17,689|
|Utilities and maintenance|||Usage|38,644||38,644|29,438|
|Office costs|||Usage|44,224||44,224|54,230|
|Insurance|||Usage|4,335||4,335|3,667|
|Advertising
- Events|||Events|||||
|Legal, professional|&bank charges||Usage|47,161||47,161|23,231|
|Auditor's
remuneration|||Governance||4,320|4,320|4,200|
|||||267,053|4,320|271,373|235,029|
|et income||||||||
|This is stated after charging:||||||||
|||||||2021|2020|
|||||||E|E|
|Depreciation
oftangible||fixed assets.||||||
|- owned by the charily
Operating
lease rentals||||||2,632
37,800|2,633
12,834|
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|9.Tangible
Axed assets|Garden||||
|---|---|---|---|---|
||buildings|Furniture,|||
||and|Attings and|Technical||
||equipment|equipment|equipment|Total|
|||E|E|E|
|Cost|||||
|At 1 April 2020|||||
|and 31 March 2021|510,876|10,640|77,571|599,087|
|Depreciation|||||
|At 1 April 2020|505,611|10,640|77,571|593,822|
|Charge for the year|2,632|||2,632|
|At 31 March 2021|508,243|10,640|77,571|596454|
|Net book values|||||
|At 31 March 2021|2,633|||2,633|
|At 31 March 2020|5,265|||5,265|
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|Class ofshares||Holding|2021
E|2020
E|
|---|---|---|---|---|
|Ordinary||100%|||
||||2021|2020|
||||E|E|
|Aggregate
capital and reserves
Profit I(lass) for Ihe year|||575|575|
|Debtors|||||
||||2021|2020|
||||E|E|
|Grants and contracts receivable
Other debtors
Prepaymenls|||52,057
4,500
1,950|104,052
5,015
9,424|
||||58507|118491|
|Creditors:
Amounts
falling due within one year|||||
||||2021|2020|
||||E|E|
|Creditors
from operations
Other taxation
and social security
Other creditors
Accruals and deferred income|||18,607
40,832
4,583
74,137|15,277
43,960
3,840
65,316|
||||138,159|128393|
|Deferred income|||||
|Deferred income at I April 2020
Resources deferred
in the year
Amounts
released
from previous
years
Deferred income al 31 March 2021|||61,467
69,258
69,258|39,800
61,467
~9.8
61,467|
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|Statement offunds||- current year|- current year|||||||
|---|---|---|---|---|---|---|---|---|---|
|||||||Balance at|||Balance at|
|||||||1 April|||31 March|
|||||||2020|Income|Expenditure|2021|
|||||||E|E|E|E|
|Unrestricted
funds||||||||||
|General unrestricted||funds||||659,065|551,333
1,333|(411,807)
~33.|798,591
193,5 1|
|Restricted funds||||||||||
|DPO COVID-19 Fund|||||||18,350|(15,292)|3,058|
|Building Better Opp|-|Slaps to Work|||||65,420|(65,420)||
|Building Better Opp|-|Heart ofEngland|||Foundation||6,948|(6,948)||
|Building Better Opp|-|Sandwell|Consortium||||12,294|(12,294)||
|CCLORS|||||||72,272|(72,272)||
|CIS - Community
Offer|||||||77,416|(77,416)||
|Lloyds Bank Foundation
Tuel React||||(COVID)|||14,775|(14,775)||
|PEBBLEFund (South||Staffs Water)|||||3,450|(3,450)||
|Power to Change - C-19|||||||25,000|(25,000)||
|Solihull Specialist Employment|||||||141,500|(141,500)||
|Masonic Charitable|Foundaboin||||||39,800|(39,800)||
|School ofSocial Entrepreneurs|||||||9,083|(9,083)||
|SMBC - Community|Offer - Single Point ofAccess||||||40,000|(40,000)||
|The National
Lorttery||- Catalyst|- CAST- COVID-|||||||
|19Digital Response|||||||5,000|(5,000)||
|The National
Lottery|- Black Country|||e|Futures|||||
|(Steps to Work)|||||||57,618|(57,618)||
|Sandwell
Consortium||- Sandwell|MBC||Advice|||||
|Grant|||||||16,344|(16,344)||
|Sandwe8 MBC - Voluntary
Main|||Programme|||||||
|Grant|||||||28,092|(28,092)||
|The National
Louery|Community||Fund||- Gowing|||||
|Buddies Project|||||||39,800|(39,800)||
|Building Connections||Fund
Co-op -||Youth Strand|||36,000|(36,000)||
|Communities
in Sync||- BCC - Caring for Carers||||||||
|Project|||||||16,000|(16,000)||
|The National
Lottery|&Government|||DCMS-||||||
|COVID Response|||||||95,701|(95,701)||
|Designated
funds||||||||||
|Project reserves||||||159,714|30,000||189,714|
|Total of funds||||||818,779|1,402,196|(1,229,612)|991,363|
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|Statement offunds -prior year|||||
|---|---|---|---|---|
||Balance si|||Balance at|
|Unrestricted
funds|1 April
201S
E|Income
E|Expenditure
E|31 March
2020
E|
|General
unrestricted
funds|479,160|660,238|(480,333)|659,065|
||479 160|660.238|(480.333)|659,065|
|Restricted funds|||||
|Building Better Opp -Steps to Work
Building Better Opp - Heart of England
Foundation
Building Better Opp - Sandwe8 Consortium
Communities
in Sync - Empower Project
Communities
in Sync - Caring for Carers Project
Masonic Charitable
Foundation
Youth Loneliness
Mind - Women's
Mental
Health Peer Support
The National
Lottery Community
Fund - Growing||155,890
90,153
10,807
20,625
4,000
39,800
36,950
15,390|(155,890)
(90,153)
(10,807)
(20,625)
(4,000)
(39,800)
(36,950)
(15,390)||
|Buddies Project
Solihue Specialist Employmenl||46,933
141,500
6
.
8|(46,933)
(141,500)
~i.048||
|Designated
funds|||||
|Project reserves|159,714|||159,714|
|Total offunds|638,874|1,222,286|(1,042,381)|818,779|
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|Analysis ofnet assets between
funds -|current year||||
|---|---|---|---|---|
||Restricted|Designated|Unrestricted|Total|
||funds|funds|funds|funds|
||2021|2021|2021|2021|
||E|E|E|E|
|Tangible
fixed assets
Fixed asset investments
Current assets
Creditors due within one year|3,058|189,714|2,633
1
934,116
(138,159)|2,633
1
1,126,888
(138,159)|
|Total net assets|3,058|189,714|798,591|991,363|
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|Analysis|ofnet assets between|funds (continued)|||||
|---|---|---|---|---|---|---|
|Analysis|of net assets between|funds - prior year|||||
||||Restricted|Designated|Unrestricted|Total|
||||funds|funds|funds|funds|
||||2020|2020|2020|2020|
||||E|E|E|E|
|Tangible|fixed assets||||5,265|5,265|
|Fixed asset investments|||||1|1|
|Current assets||||159,714|782,192|941,906|
|Creditors|due viithin one year||||(128,393)|(128,393)|
|Total net assets||||159,714|659,065|818.779|
|15.|Reconciliation|ofnet|movement||in funds to net cash flow|||
|---|---|---|---|---|---|---|---|
||from operating|activities||||2021|2020|
|||||||E|E|
||Net income for|reporting|period (as||per Ihe SoFA)|172,584|179,905|
||Adjusted for:|||||||
||Depreciation|charges||||2,632|2,633|
||Interest receivable|||||(317)|(1,223)|
||Decrease
in|debtors||||59,984|14,468|
||Increase I(decrease)||in creditors|||9,766|784|
||Net cash provided
by||operating|activities||244,649|196,567|
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|Anal|ysi|s of|cash|a|nd cash equivalents|||
|---|---|---|---|---|---|---|---|
|||||||2021|2020|
|||||||E|E|
|Cash|at|bank|and|in|hand|1,068,381|823,415|
|||||||1,068,381|823,415|
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|||2021|2020|
|---|---|---|---|
|||E|E|
|Within
1 year
Between
1 and 5years
After more than 5 years||44,190
41,031
13,000|44,818
81,837
16,000|
|||98,221|142,655|
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