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2022-03-31-accounts

Contents Page
Reference and administrative details
Report ofthe trustees
Independent Auditor's report on the financial statements 17
Statement
of		 financial activities
incorporating income 6 expenditure account 20
Balance sheet 21
Cash flow statement 22
Notes forming part ofthe financial statements, incorporating:
Statement of accounting policies 23
Other notes to the financial statements 27

Chairperson Chairperson Chairperson Mrs C Goff
Trustees Mrs D Veale Vice Chairperson
Mr A Ashfield
Mr SVerma
Ms M Rees
Mr L Bucknor
Mr N Herman
Mrs D Campbell
Mrs K Kaur
Mr Laradi
Ms SOwo Appointed January 2021
Ms M Cooper Appointed January 2021
and Termination of appointment June 2021
Company secretary Mr J P W Fallows
Key management personnel Mrs K Patel Chief Executive Officer
Mrs M Robinson Contracts 8 Development Manager
Mr T Blake Contract Monitoring Officer
Mrs E Westwood Contracts 8 Development Manager
Miss M Drinkwater Direct Payment Manager
Registered office 100Oldbury
Road
Smethwick
B661JE
Charity registration number 1070112
Company registration number 03196518
Independent auditor Feltons
8 Sovereign
Court
8 Graham
Street
Birmingham
B13JR
Bankers The Punjab
National		 Bank (International Ltd)
290 Soho Road
Birmingham
B21 9LZ
Unity Trust Bank
Nine Brindley Place
4 Oozells Square
Birmingham
B1 2HE

Strate icAreas Ke
Ob'ectives/Develo
ments
Our People 8
Relationships Short term
Review recruitment
strategy		 including revisiting salary scale at regular
intervals
Revisit Growing
Opportunities/Garden		 structure in light of recruitment &
retention
challen
es.
Mid Term
Revisit develo
ment 8 succession		 lans
Review new structure
& roles		 includin sale
scale		 reviews
oa "-
a ..		 eq
Short term
Maximise membership
ofthe		 Institute of Employability Professionals (IEP)
to support development
&skills		 training ofSpecialist Employment Support
staff.
Mid to Lon
Term
Strengthen
skills audits/checks,		 training and development
plans for workforce
includin
di
ital skill develo
ment.
e
.j,e;eWto
ij
Short term		 «~, isa,logs
Implement
comms plans with all DP external leads,		 commissioners commissioners commissioners commissioners and and
funders.
Links to Service Area —DP
Build links with Solihull Specialist Employment
Support
new		 lead (Links to
Service Area —SES
Build meaningful
employer database
&strategy for		 sustainable employer
en a ement.
Links to Service Area —SES
Develop membership
&volunteer
engagement
&management		 approaches &
rocesses
Links to Service Area —Communit
Review comms
&feedback mechanisms
&processes to members		 &service
users across all service areas
Links to Di
ital Develo
ments
Mid to ion
term
Refresh overarching/
organisational
wide stakeholder
map, engagement		 8 comms
lans
Map & Implement
comms plan for Sandwell
MBC across all relevant		 teams
includin
H8SC, Public Health, Comrnunit,
Volunta
Sector,		 Di ital
Develop consistent
8 effective comms with local JcP offices &		 complementary
artner or anisations
links to Service Area —SES
Create and develo
stron
cor orate
artnershi
s and		 relationshi s
Continue to raise the profile of IFA locally and nationally,
through		 effective and
consistent
marketin
and
romotion.
Engage with additional
younger
disabled
people and other under-represented
Iou s.
Review and development
ofopportunities
for internal
engagement,		 communication
8 wellbein
su
ort of staff.
Physical & Digital „. rta e
sy
«
ea
"r
. s
Resources 8 Short term and de endent on external factors
Assets New leases on
ardens —lon
term & new conditions
ofo		 eration
Mid to ion
term
ILC —develo
communit
asset business case
Ex lore o
ortunities
to develo
new communit
assets
se
Short term
Roll out digital
information
& feedback as option		 across all service areas
usin
inte
rated CRM tool
Mid to ion
term
Identi
&secure further fundin
to su
ort on
oin
di		 ital develo ment work
Integrate
digital delivery options,
digital skills & digital inclusion		 approaches across
all service areas
Documented
di
ital strate
across whole or anisation
Develop a digital strategy
& plan for each service area		 to support improved digital
inclusion,
en a ementand
ex erience for service users.
.ae
Development & Communit
8 En a ement
Funding ofOur Short Term
Services Align and develop current ILS/Peer Support models with direction oftravel
of need 8 funding
in this arena e.g. long term impact of COVID		 on mental
health
& Minorit
Ethnic Communities,
loneliness
a		 enda, di ital inclusion.
Develop membership
&volunteer
engagement
&management		 approaches &
rocesses.
Mid to Lon
Term
Ex lore how the SPA can be develo
edlextended
sustainabl
S ecialist Em
lo mentSu
ort
Short Term
Enhance
ualit
assurance s stems,
rocesses and		 rocedures
Build links with Solihull SESnew lead
links to
eo le &relationshi		 riorit
Ex lore &secure
lace on FSF D namic Purchasin		 S stem
Mid to Lon
Term
Build meaningful
employer
database
8 strategy for sustainable
employer
en a ement
linksto
eo le8, relationshi
s
riorit
Ongoing
alignment
&development
ofservices with emerging
needs and		 focus e.g.
inte
rated wellbein
& mental
health su
ort.
Growin
0
ortunities/Wellbein
&Social Enter
rise Activities
Short Term
Revisit structure
for this division to include growth oftrading		 & social
enter
rise activities
links to
eo le &relationshi
s
riorit
Com
lete
ilot of
arden maintenance
&related services.
Mid to Lon
Term
Specific research
8 development
ofday services opportunities
using		 gardens
and/or
communit
rovision
cross reference
Communit
8 En a		 ement Team
Develop further added value wellbeing
interventions,
training
&support		 that can
be inte
rated into other services or delivered
on a standalone
basis.
Ex lore/
ilot other linked enter
rise activities —'sweat the assets'
Inte
rated —Cross Cuttin
Short term
Finalise &action fundin
lan for next 12-18months
Mid to Lon
Term
Continue
to develop new partnership
approaches
to secure large/area		 based co-
ordinated
fundin
e. .WMCA, CIS
Explore &test new trading
& social enterprise
(including
online) opportunities
across all integrated
services e.g. additional
garden
related services,		 disability
confident
support
for employers
& other organisations,
mental
health		 first aid &
related worksho
s.
Digital development
plan for all service areas —both hybrid services and		 extending
reach be ond local areas.
Watching
brief ofdevelopment
ofCRF programme
& new funding		 streams in
loneliness
and isolation and mental
health and wellbein
s ace.
Short term
Enhance
ualit
assurance s stems,
rocesses and
roced ures
Improved
communications
&engagement
with DP commissioners,		 funders
8 service mana
ers
link to
eo le & relationshi
riorit
Retender for/retain
existin
contracts e. .Walsall
DP
Finalise &action DP fundin
lan for next 12-18months
Mid to Lon
Term
Continue
to maintain
current
position
with retention
of existing contracts		 with small
rowth.
Working
with digital partner
continued
improvements
to PA register
(link		 to our
h sical and di
ital resources
8 assets
Ex lore new DP areas &corn
lementa
services
Quality, Outcomes Organisation
wide review
&development
of quality assurance		 framework
8 Impact includin
documented
rocesses 8
rocedures
AND feedback a		 roaches.
Improve
internal
and external
recording
and reporting
ofoutput,		 outcome
and im act data.
Mid to /on
term
Embeddin
new im act assessment
and re ortin
tools includin		 Work Star
Ensure
all systems
and processes are compliant
and monitored
in		 line with current
and chan
in
le islation, re ulations
and indust
relevant
uidance.
Continuously
develop a feedback and evaluation
cycle to support		 organisational
im rovements.
Develop
a digital
strategy
to support
improved
service
user
engagement		 and
ex erience.

Restricted Designated Unrestricted Total Total
funds funds funds funds funds
2022 2022 2022 2022 2021
Notes E
Income from
Income from charitable activities 723,983 525,303 1,249,286 1,399,874
Donations
and legacies		 2,616 2,616 2,005
Investments 2,462 2,462 317
Total income 723,983 530,3&1 1,254,364 1,402,196
Expenditure on:
Charitable
activities:		 4, 5 727,041 507,445 1,234,486 1,229,612
Total expenditure 727,041 507,445 1,234,486 1,229,612
Net incomel(expenditure) before
transfers (3.,058) 22,936 19,878 172,584
Gross transfers
between		 funds 13 111,000 (111,000)
Net movement
in funds		 (3,058) 111,000 (88,064) 19,878 172,5&4
Reconciliation
offunds
Total funds brought forward 3,058 189,714 798,591 991,363 818,779
Total funds carried forward 300,714 710,527 1,011,241 991,363

Notes 2022 2021
Cash flows from operating activities
Net cash (used in) / provided by operating activities (97,521) 244, 649
Cash flows from investing activities
Payments
to acquire tangible		 fixed assets (19,963)
investment
income		 2,462 317
Change
in cash and cash		 equivalents in the year (115,022) 244, 966
Cash and cash equivalents brought
forward		 1,068,381 823,415
Cash and cash equivalents carried forward 953,359 1,068,381

Restricted Designated Unrestricted Total Total
funds funds funds funds funds
2022 2022
f		 2022 2022 2021
F
Donations 2,616 2,616 2,005
2,616 2,616 2,005
2021 total 2,005 2,005

Expenditure
on chari		 table
activities
Total Total
2022 2021
E
Operational
and support costs
Wages and salaries 860,105 819,492
National
Insurance		 64,301 63,111
Pension costs 20,565 19,911
Gardening
equipment		 and horticultural sundries 7,594 13,116
Equipment
leasing		 1,340 1,450
Computer
support		 12,089 20,628
User participation 2,236 10,191
Advertising 956
Staff training 4,316 4,302
Travel 8 subsistence expenses 4,745 2,450
Depreciation 4,628 2,632
Support costs (see note 5) 248,537 267,053
Governance
costs (see note 5)		 4,030 4,320
1,234,486 1,229,612

Basis of General Governance Total Total
allocation support function
f		 2022 2021
E
Wages and salaries Staff time 78,304 78,3Q4 81,471
National
insurance		 Staff time 6,646 6,646 7,382
Pension costs Staff time 2,026 2,026 2,256
Property
rental		 Usage 34,398 34,398 41,580
Utilities and maintenance Usage 48,210 48,210 38,644
Office costs Usage 51,497 51,497 44,224
Insurance Usage 5,222 5,222 4,335
Legal, professional 8 bank charges Usage 22,234 22,234 47,161
Auditor's
remuneration		 Governance 4,030 4,030 4,320
248,537 4,Q30 252,567 271,373
et income
This is stated after charging:
2022 2021
E E
Depreciation
oftangible		 fixed assets:
-owned
by the		 charity 4,629 2,632
Operating
lease rentals		 37,800 37,800

Staff costs during
the period were:
Total Total
2022 2021
E
Wages and salaries 938,409 900,963
Social security costs 70,947 70,493
Pension costs 22,591 22,167
1,031,947 993,623

2022 2022 2021 2021
Number FTE Number FTE
43 41 39 38
9.Tangible fixed assets Garden
buildings Furniture,
and fittings and Technical
equipment equipment equipment
f		 Total
Cost
At 1 April 2021 510,876 10,641 77,571 599,088
Additions 19,963 19,963
At 31 March 2022 530,839 10,641 77,571 619,051
Depreciation
At 1 April 2021 508,243 10,641 77,571 596,455
Charge for the year 4,629 4,629
At 31 March 2022 512,872 10,641 77,571 601,084
Net book values
At 31 March 2022 17,967 1?,967
At 31 March 2021 2,633 2,633

Shares in
gi'oup
undertakings
E
Cost
At 1 April 2021 and 31 March 2022
The following
is a		 subsidiary undertaking of the company:
Ideal For All Enterprises Limited
Registered
office:		 100Oldbury Road, Smethwick, West Midlands, 866 1JE
Company number: 04158042
2022 2021
Class of shares Holding K
Ordinary 100%
2022 2021
f L
Aggregate
capital and reserves		 575 575
Profit
/ (loss) for the year
11. Debtors
2022 2021
E
Grants and contracts receivable 103,100 52,057
Other debtors 4,500 4,500
P repayments 9,515 1,950
117,115 58,507
12. Creditors:
Amounts
falling		 due within one year
2022 2021
'E E
Creditors from operations 11,885 18,607
Other taxation and social security 38,398 40,832
Other creditors 4,227 4,583
Accruals and deferred
income		 22,691 74,137
77,201 138,159
Deferred income
Deferred income at 1 April 2021 69,258 61,467
Resources deferred in the year 18,917 69,258
Amounts released from previous years 69,258 (61,467
Deferred income at 31 March 2022 18,917 69,258

Statement
offunds		 - current year
Balance at Expenditure Balance at
1 April (including 31 March
2021 Income transfer) 2022
E E
Unrestricted
funds
General
unrestricted		 funds 798,591 530,381 (618,445) 710,527
798,591 530,381 618,445) 710,527
Restricted funds
DPO COVID-19 Fund 3,058 6,117 (9,175)
Building Better Opp - Steps to Work 87,385 (87,385)
Building Better Opp - Heart of England Foundation 9,000 (9,000)
Building Better Opp - Sandwell Consortium 13,717 (13,717}
Catalyst - CAST- Digital Development &
Continuation
Funding		 10,000 (10,000)
CIS - Community
Offer		 74,416 (74,416)
EDP 41,758 (41,758)
West Midlands
Combined		 Authority - Stand Out
Project 27,867 (27,86?)
Shaw Trust 37,500 (37,500)
Communitys
ln Sync		 - Winter Pressure Fund 12,110 (12,110}
SMBC - Holiday Activities Funding 7,290 (7,290)
School of Social Entrepreneurs 1,667 (1,667)
SMBC - Community
Offer		 - Single Point ofAccess 40,000 (40,000)
SMBC - Better Mental Health 39,576 (39,576}
The National
Lottery - Black		 Country e Futures
(Steps to Work) 57,316 (57,316)
Sandwell
Consortium		 —Sandwell MBC Advice
Grant 16,344 (16,344)
Sandwell
MBC - Voluntary		 Main Programme Grant 28,092 (28,092)
Solihull Specialist Employment 141,500 (141,500)
The National
Lottery Community		 Fund - Gowing
Buddies Project 13,267 (13,267)
CIS - Kickstart Placements 27,598 (27,598)
CIS - Kickstart-Wraparound Employment support 5,400 (5,400)
Communities
in Sync		 - BCC - Caring for Carers
Project 16,000 (16„000)
Sandwell
Consortium		 -CRF 50+ 5,098 (5,098)
SCVO - SMBC - Vision 2030 Grant 4,965 (4,965}
3,058 723,983 727,041)
Designated
funds
Project reserves 189,714 111,000 300,714
Total offunds 991,363 1,254,364 (1,234,486) 1,011,241

Statement
offunds		 (continued) (continued)
Statement
offunds		 - prior year
Balance at Balance at
1 April 31 March
2020 Income Expenditure 2021
E C E E
Unrestricted
funds
General
unrestricted		 funds 659,065 551,333 (411,807) 798,591
659,065 551,333 (411,807} 798,591
Restricted funds
DPO COVID-19 Fund 18,350 (15,292) 3,058
Building
Better Opp		 - Steps to Work 65,420 (65,420)
Building Better Opp —Heart of England
Foundation		 6,948 (6,948)
Building Better Opp —Sandwell Consortium 12,294 (12,294)
CCLORS 72,272 (72,272)
Communities
in Sync		 - Caring for Carers Project 16,000 (16,000)
Masonic Charitable Foundation 39,800 (39,800)
CIS - Community
Offer		 77,416 (77,416)
Lloyds Bank Foundation
Tust React		 (COVID) 14,775 (14,??5}
The National
Lottery		 Community Fund - Growing 39,800 (39,800)
Buddies Project
Solihull Specialist Employment 141,500 (141,500)
PEBBLEFund (South Staffs Water) 3,450 (3,450)
Power to Change -C-19 25,000 (25,000)
School of Social Entrepreneurs 9,083 (9,083}
SMBC - Community Offer - Single Point ofAccess 40,000 (40,000)
The National
Lorttery		 —Catalyst -CAST- COVID-19
Digital 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)
Sandwell
MBC - Voluntary
Main		 Programme Grant 28,092 (28,092)
Building Connections Fund
Co-op -		 Youth Strand 36,000 (36,000)
The National
Lottery		 & Government DCMS-
COVID Response 95,701 (95,701)
820,863 (817,805) 3,058
Designated
funds
Project reserves 159,714 30,000 189,714
Total offunds 818,779 1,402,196 (1,229,612) 991,363

Analysis ofnet assets between
funds -		 current year
Restricted Designated Unrestricted Total
funds funds funds funds
2022 2022 2022f 2022
Tangible fixed assets 17,967 17,967
Fixed asset investments 1 1
Current assets 300,714 769,760 1,070,474
Creditors
due within one year		 (77,201) (77,201)
Total net assets 300,714 710,527 1,011,241
Restricted Restricted Designated Unrestricted Total
funds funds funds funds
2021
f		 2021f 2021f 2021
K
Tangible fixed assets 2,633 2,633
Fixed asset investments 1 1
Current assets 3,058 189,714 934,116 1,126,888
Creditors
due within one year		 (138,159) (138,159)
Total net assets 3,058 189,714 798,591 991,363
15. Reconciliation
ofnet		 movement in funds to net cash flow
from operating
activities		 2022f 2021
Net income for reporting period (as per the SoFA) 19,878 1?2,584
Adjusted for:
Depreciation
charges		 4,629 2,632
Interest receivable (2,462) (317)
(Increase)
/ decrease		 in debtors (58,608) 59,984
(Decrease)
/ increase		 in creditors (60,958) 9,766
Net cash (used in) / provided by operating activities (97,521) 244,649

At 31 March 2022 the total of the charity's March 2022 the total of the charity's future minimum lease payments under non-cancellable operating leases
was:
2022 2021
E
Within 1 year 32,031 44,190
Between 1 and 5 years 12,000 41,031
After more than 5 years 10,000 13,000
54,031 98,221