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2021-03-31-accounts

Annual report and financial statements for the year ended 31 March 2021

Clinks / Annual report and financial statements for the year ended 31 March 2021

Covid-19 has had a profound and unprecedented impact on everyone working in, and affected by, the criminal justice system.

Voluntary organisations have continued to support people in these extraordinary times, their resilience tested to the extreme. They have had to make difficult choices as they reckoned with the disruptive impact of the pandemic on their services, dramatically increased need among the people they support and significant financial pressure.

We've seen countless examples of the resilience and flexibility in our sector as it has grappled with these challenges. Clinks, working alongside the sector, has continued to support, promote and represent voluntary organisations throughout this extremely challenging time.

We too have needed to rapidly adapt to new ways of working, as many in our sector have done. 2020-21 saw us respond creatively and work flexibly to continue to deliver the ambitious aims set out in our strategy, Creating change together , in the context of the pandemic.

This report details our achievements and progress towards our goals in the second year of our three year strategy, plus our plans for the future, set out across our five strategic objectives, followed by a financial review.

Cover photo: Clinks AGM 2018

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Clinks / Annual report and financial statements for the year ended 31 March 2021

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Annual report

Financial review

Our charity

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Strategic objective 2 Support

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Strategic objective 4

Identify solutions

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Strategic objective 1 Promote

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Strategic objective 3 Represent

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Strategic objective 5 Effective and efficient

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Financial review

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Financial statements

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Reference and administrative information

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Independent auditor’s report

Notes to the financial statements

Thank you to our funders

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Annual report

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Clinks member 1625 Independent People
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Clinks / Annual report and financial statements for the year ended 31 March 2021

Our charity

Our vision

A vibrant, independent and resilient voluntary sector that enables people to transform their lives.

Our mission

To support, represent and advocate for the voluntary sector in criminal justice, enabling it to provide the best possible opportunities for individuals and their families.

Our strategic objectives

Our values

Our members

Voluntary organisations play an essential role at the heart of our criminal justice system.

Using evidence

In order to improve the system we must amplify the voices of voluntary organisations working in criminal justice.

Involving service users

We are committed to supporting the effective involvement of people with lived experience of the criminal justice system to inform policy and practice.

The trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning its future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives that have been set.

People’s capacity to change

We believe that every individual should have the right support so they can transform their lives.

Equality

We proactively identify and tackle disadvantage, discrimination and inequality in our criminal justice system.

Inclusivity

We strive to be approachable, accessible, inclusive and collaborative.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Strategic objective 1

Promote

Clinks promotes the work and value of the voluntary sector in the criminal justice system, with a particular focus on smaller specialist organisations.

By 2022 we will increase and improve the knowledge and understanding of the role and value of voluntary organisations, especially small and specialist ones, amongst criminal justice system practitioners.

Clinks AGM 2019

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Our achievements

A comprehensive communications programme

In 2020-2021 we delivered a wide range of communications across our various channels to meet the information needs of voluntary organisations working in the criminal justice system, and support Clinks to deliver objective 1, and our staff to deliver the communications needed to deliver objectives 2-4.

A strategic communications offer during the Covid-19 crisis

Covid-19 meant that we needed to quickly adapt our work to meet the changing communications needs of organisations in the pandemic. Presented with this new and unpredictable situation, in March and April 2020 we revisited our communications plans and set out how we would use our channels flexibly and effectively whilst new challenges were presenting themselves. These challenges included:

Clinks conference 2019

Due to the urgency of this need, our communications were balanced more towards this than towards championing the role of the sector than they may have been in other years. However, we also continued to ensure that our communications channels supported the work of other teams to promote, support and represent the sector.

Our aim was to prioritise content that was voluntary sector and criminal justice-specific, whilst also disseminating more content from across the wider sector than we usually would. Throughout the year we worked closely with communications colleagues in HMPPS to ensure we had the most up to date information to disseminate to our audiences.

Through a range of channels we publicised our regular surveys to obtain timely information on the impact of the pandemic on voluntary organisations. On average, 118 people responded to each survey, giving us rich and robust information with which to inform MoJ/HMPPS and our own support to the sector. The findings of this research were published in December 2020.

We have clearly communicated, through our channels, the role and value of the voluntary sector both in meeting the needs of people in prison and throughout the probation programme development and the commissioning process.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Ebulletins

Social media

Ebulletins played an important role while delivering our objectives during the pandemic, including to deliver information to – and promote the work of – small and specialist organisations. We delivered 121 emails over the year. We continued to see an increase in subscribers across our ebulletins and had 23,243 subscriptions to our ebulletins at 31 March 2021. Thematic ebulletins were delivered based on areas of work including policy, health and justice, arts, and women. Updates from HMPPS were delivered to subscribers where possible regarding the status of prisons, regarding social visits, and access to prisons for voluntary organisations. This included:

Our two Twitter accounts, @Clinks_tweets, and the National Criminal Justice Arts Alliance account @ArtsCJS were used throughout the year to deliver breaking sector-specific news, and deliver information in a timely manner. Followers also interacted with us using this platform, creating a space for discussion and debate. Using these accounts, we highlighted our members' work, and that of the wider sector, amplifying their voice and showcasing how organisations were adapting during the pandemic. As part of a coalition of infrastructure organisations we advocated for the financial needs of voluntary organisations with the #NeverMoreNeeded campaign, and its component hashtag #RightNow.

50 12 12 5 12 National Women’s Light Health and Policy Criminal Criminal Lunch Justice Briefing Justice Arts Justice Alliance 50 editions of our 12 editions of our 12 editions of our 5 editions of our 12 editions of our weekly Light Lunch Health and justice Policy briefing quarterly Women’s monthly National ebulletin to 13,485 bulletin to over ebulletin to over criminal justice Criminal Justice subscribers . 2,000 subscribers . 2,000 subscribers . bulletin to over Arts Alliance Delivered as part 400 subscribers . (NCJAA) newsletter our work with the to over 6,153 VCSE Health and subscribers . Wellbeing Alliance.

The National Criminal Justice Arts Alliance Facebook page delivered news and updates of specific relevance to staff at arts organisations and individual practitioners. Our LinkedIn account also saw an increase in popularity. Followers could receive priority updates from Clinks regarding news and developments in the criminal justice system. Being a professional networking platform followers engaged with our posts advertising job vacancies, and funding opportunities relating to Covid-19.

25,478 followers across all Clinks and NCJAA accounts at 31 March 2021, an increase of 3,806 since 31 March 2020

We also sent newsflashes to our Light Lunch audience, up to twice weekly. We sent out more newsflashes than we usually would, and at a different schedule, to deliver urgent information where that was needed. We successfully publicised our expanded digital events programme using our channels, with the largest number of bookings coming through our newsflash programme.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Websites

Due to the fast-paced, changing and unpredictable nature of the information regarding the pandemic, we set up a dedicated 'live' web page, which we kept updated regularly – often daily during the first few months of the pandemic. This allowed us to reach the sector with the latest information we had available as the situation evolved.

The page contributed to a key aim of our communications during this time to make the amount of information less overwhelming and easier to navigate for organisations. The page gave sector-specific information, collated essential updates and signposted to helpful information from the wider voluntary sector and arts and culture sector. We populated a frequently asked questions sections of this page through our engagement with the sector through our dedicated Covid-19 mailbox and our regular engagement with HMPPS regarding the sector's concerns.

Blogs

Our website blog function published longer pieces of written content giving updates on Clinks' work, discussing the challenges and opportunities in the sector, and highlighting organisations' work during the pandemic. Blogs were used as a key part of our communications celebrating the success of our Covid-19 Response Grants programme, and Winter Support programme. We announced the successful organisations, updated our audiences on this piece of work, and used it as a platform to share our key messages around our work as part of the #NeverMoreNeeded campaign.

Blogs provided regular information and commentary on the progress of the probation reform programme. This kept the sector up to date, promoted its role in supporting people under probation supervision and highlighted where there were barriers to the sector’s involvement and the policy solutions we advocated for.

News articles on the NCJAA website kept arts and cultural organisations and practitioners up to date with arts-specific news whilst signposting to the Clinks website as the main hub of information.

To provide and contribute to thought leadership in the sector, this year we continued our commitment to remove stigmatising language from our communications by . removing the word ‘offender’ from the title of our Directory of Services

178,598 website users across the Clinks and NCJAA websites

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Publications

We launched 43 publications . Key reports, briefings, responses and other documents published throughout the year included:

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March 2020
The target operating model
for probation
Introduction
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Last year following a consultation on the structure and services provided by the probation system, the government announced that from spring 2021, all sentence management in England and Wales will be brought

back under responsibility of the National Probation Service (NPS).

Over the past year the Ministry of Justice (MoJ) and Her Majesty’s Prison and Probation Service (HMPPS) have delivered a number of events and webinars to provide further details on their plans for probation services and in June 2019, published a draft operating blueprint for the new probation model.[1]

More recently the department published a target operating model for probation which supersedes the blueprint. The target operating model provides further information on the department’s intentions for how the future probation system will work. It outlines the structures and responsibilities of probation and its partners, how the system intends to support people under probation supervision and transition planning.

This briefing summarises the key points in the target operating model, to support voluntary organisations to stay up-to-date on the most important information for them and the people they support. It also includes our analysis of how the future proposed model will impact the voluntary sector. We have provided this as feedback to HMPPS and will continue to discuss these areas with them.

The new model: an overview

Under the new model all responsibility for sentence management will move back to the NPS which will be split into 11 regions across England and one NPS area covering the whole of Wales. Each NPS area will be overseen by a regional probation director who will have responsibility for the overall delivery and commissioning of probation services in their area.[2]

In each area, NPS operational delivery will be reorganised around ‘Probation Delivery Units’, led by a single Head of Service. These units will likely be based around local authority boundaries but HMPPS is still in the process of defining the units’ geographies.

The government is committed to maintaining a mixed market in the probation system and creating a clear role for the private and voluntary sectors. With this in mind, a Probation Delivery Partner (previously referred to as ‘Innovation Partner’) will be appointed in each NPS area to provide unpaid work, accredited programmes and what has been termed ‘structured interventions’. The commissioning process for

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The target operating model for probation

An in-depth analysis

of Her Majesty’s Prison and Probation Service's

(HMPPS) target operating model for probation published on 3 March 2020 and its implications

for the voluntary sector.

Managing volunteers

A guide produced in partnership with NCVO, including guidance on developing a volunteer programme, recruiting volunteers, and rewarding, recognising and Managing retaining volunteers. volunteers Managing volunteers in organisations working in the criminal justice system

June 2020 What does recovery look like? The post-Covid-19 landscape for delivery of services by voluntary organisations for people in the criminal justice system The chair for the Reducing Reoffending Third Sector Advisory Group and its secretariat is provided by Clinks. Clinks is hugely grateful to consultant Russell Webster for his work in drafting this paper in consultation with voluntary organisations.

Contents

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Introduction 2
This document 2
The three questions 2
Key principles 2
Communication is the key 3
What will the impact of the Covid-19 crisis be on the sector? 4
Context 4
The impact of Covid-19 4
Structural issues 5
The new normal – problems, solutions and barriers 6
The impact on BAME people in contact with prisons and/or probation 6
The impact on women in contact with prisons and/or probation 7
Safe working practices through the pandemic 8
The future of voluntary sector work in prison 9
The future of voluntary sector work with families of prisoners 10
The future of voluntary sector Through-The-Gate work 11
The future of voluntary sector work with probationers 13
The future of voluntary sector work with Covid-vulnerable people 14
Empowering people in prison to do more to manage their own support 15
The views of people with lived experience 15
ICT in prison 17
Conclusion 18
Appendix: Contributing organisations 20
End notes 21
1
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What does recovery look like?

A paper from the Reducing Reoffending Third Sector Advisory Group, looking at the post-Covid-19 landscape for delivery of services by voluntary organisations for people in the criminal justice system.

To provide and contribute to thought leadership in the sector, as a member of the Monument Fellowship we supported Khulisa to compile, curate and promote Humane Justice , a collection of essays, poetry and art, that highlights the roles kindness, hope and compassion play, and should play, in the criminal justice system.

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Dr Jo Farrar
CEO Tavistock House
Her Majesty’s Prison & Probation service Via email ceohmpps@justice.gov.uk London WC1H 9NATavistock Square020 7383 0966
info@clinks.org
11 [th] June 2020 @Clinks_Tweetswww.clinks.org
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Race and ethnicity: a critical moment

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Dear Dr Farrar,
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We have very much welcomed the public stance you have taken in championing issues of diversity in your leadership of HMPPS. We are therefore pleased to bring to your attention the excellent paper (attached) prepared by a small group of BAME led organisations in response to a request for assistance channelled through the RR3 special interest group on Covid 19. We hope you will agree that it makes a series of practical suggestions for how the recovery process in prisons and probation can meet its obligations to the people from minority communities who are so disproportionately disadvantaged in our current criminal justice system.

We wanted to write to you as a group representing a much wider spectrum of the sector, however, to underline a key message from those specialist organisations. It’s a message that has been very prominent in the coverage of events both in the United States and here in recent weeks.

It is that the task of eradicating discrimination based on race and ethnicity belongs to all of us. It requires leadership from those who hold power and influence now, not just those from minority communities who have for so long struggled to fill those positions or command that influence.

You made your personal passion for equality very clear when you took up post. As tends to happen, events have intervened and we understand how the attention of HMPPS has been pulled in many directions over the last 6 months in particular. But events in the wider world convince us that we are at a critical moment on equality, charged with both opportunity and risk.

So we ask you to act promptly and decisively on the advice that this particular report contains. The people whose views it represents have been disappointed on many occasions, and feel let down by their experience of communication with HMPPS in recent months. There is an opportunity to put that right by deeds rather than words, and inspire trust for the future.

But we also hope that you will feel able to take practical and very visible action that demonstrates that HMPPS corporately is changing gear on equality in response to the outpouring of public anger and shame that we have witnessed. Your strategic plan made commitments to change the make up of the organisation you lead, and that is welcome. We are focussed on the people for whom you care, however, and the plan says much less about the discrimination that many of them are experiencing and have experienced for many years. They, and the organisations that know them best, are looking for evidence that they have been heard. We look forward to your response.

Race and ethnicity: a critical moment – a letter to Dr Jo Farrar

In this letter, voluntary organisations led by racially minoritised people set out five areas for action that HMPPS must take in order to address the challenges of these organisations in the criminal justice system.

Impacts of Covid-19 on the financial Impacts of Covid-19 on the financial sustainability of the voluntary sector working in sustainability criminal justicejusticeustice of the voluntary Introduction This paper has been produced by the Reducing Reoffending Third Sector Advisory Group (RR3) special interest group (SIG) on Covid-19, to explore the impacts of the pandemic on the sustainability of the voluntary sector working in the criminal justice system. This paper was commissioned by the Ministry of Justice (MoJ) sector working in and HM Prison and Probation Service’s (HMPPS) Third Sector Task Force. The paper draws together evidence and insight collected by Clinks and the RR3 SIG, further exploring and illuminating those findings to better understand what criminal justice

July 2020 Impacts of Covid-19 on the financial sustainability of the voluntary sector working in criminal justicejusticeustice

The paper draws together evidence and insight collected by Clinks and the RR3 SIG, further exploring and illuminating those findings to better understand what Covid-19 means for the medium to long term financial sustainability of the voluntary sector working in the criminal justice system. Evidence has been gathered from leading voluntary sector experts across 12 meetings of the RR3 Covid-19 SIG, Clinks’ surveys of the voluntary sector working in criminal justice and a series of national regional network events held by Clinks for voluntary sector organisations. This report took learning from nearly 40 events held by Clinks, attended by over 400 different organisations. The paper accompanies and sits alongside another RR3 paper produced for the Third Sector Task Force, What does recovery look A Reducing Reoffending like? which explores issues related to voluntary sector services in criminal justice returning to normal, or rather a new normal. The aim of this second paper is to provide further focussed attention to the issue of financial sustainability. Third Sector Advisory Summary of recommendations To support the financial sustainability of the voluntary sector working in the criminal justice system, the RR3 Special Interest Group on Covid-19 makes the following recommendations: 1. Commissioners at the national and local level including, but not limited to MoJ’s Group paper exploring the Contracts and Commercial Directorate and the newly appointed Regional Probation Directors, should engage with the voluntary sector at the earliest opportunity to understand the costs associated with delivering good practice to meet the needs identified. An alternative needs-led model could allocate funds based on identified need and quality of service, rather than price per head. imp ~~acts of the pandemic~~ 2. MoJ and HMPPS should recognise the importance of using discretionary public sector grants as low bureaucracy tools to provide sustainable grant funding for core costs. MoJ should work with the Cabinet Office to ensure that such grants are made available at the local level to small and specialist organisations working across the criminal justice system, on t ~~he sustainability of the~~ 1 voluntary sector working in the criminal justice system.

Shared expectations

Clinks membership code of conduct

Clinks membership

Shared expectations: Clinks membership code of conduct

This code of conduct outlines Clinks’ values, our expectations of each other, and expectations regarding the behaviour of our members and their ~~staff towards Clinks, other members and overall.~~

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The impact of Covid-19 on the
voluntary sector in criminal justice
BEST VIEWED FULL SCREEN Ctrl L Cmd L
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The impact of Covid-19 on the voluntary sector in criminal justice

An in-depth report examining the profound impact Covid-19 has had on voluntary organisations in the criminal justice system and the people they support.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Press and media coverage

Next year we will

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Strategic objective 2

Support

Clinks supports voluntary organisations working in the criminal justice system with individuals and their families.

By 2022 we will have established thematic and location based networks for voluntary organisations and practitioners supporting people in England and Wales with specific needs or protected characteristics. Organisations across the country working in a range of ways will have improved access to Clinks’ offer.

Clinks conference 2019

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Our achievements

Built on our events and training offer

The pandemic made physical events impossible at the beginning of the financial year. We embraced online platforms to host our events and ensure that we could provide an enhanced events offer which supported our members and the wider voluntary sector to connect and develop at a crucial time.

Utilising digital technology has been vital in enabling our work and engagement with the sector to continue. Delivering events online has led to a significant increase in both the number of events and the participation from the voluntary sector across England and Wales. Video conferencing technology reduced costs meaning we could offer free attendance. Our events were much more accessible, including to those who had experienced a reduction in income during the pandemic.

We held monthly events for organisations to meet and network thematically and geographically. This also allowed us to increase our reach incorporating the whole of Wales and England. We have increased our members’ involvement in planning our events and 70% of our members attended at least one event.

Clinks AGM 2019

Amazing event. Congratulations to all involved in bringing it together, presenting brilliantly, sharing your words, performing your art. An enriching reminder about the incredible community of people who are delivering and creating fantastic art and opportunities.”

5,025 event registrations for 114 events

We supported our members through the early stages

of the pandemic with monthly events, bringing together a wide range of organisations that had ceased delivering their services, to ensure information was flowing between them and prisons, the Ministry of Justice and Her Majesty’s Prison and Probation Service.

Thank you everyone for putting this together, sharing yourselves in your art, your truth. I feel very privileged. So much to take back with me for the young people I work with.”

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Highlights from our events and training programme

Ahh man! Thank you fabulous NCJAA and Clinks! You’ve been a lifeline to us organisations this year! And agree with other organisations that actually this works well for those with less capacity to travel.”

Incredible event. I feel inspired and re-energised!! Thanks to everyone.”

Due to the focus of our Working and Volunteering in Prisons training, and as a result of the restrictions on accessing prisons during the pandemic, we suspended this training programme this year.

Our local work

The area development team utilised digital technology in place of physical face-to-face meetings to build on existing relationships with the sector and to continue to provide support and opportunities for organisations to come together regularly through region-specific criminal justice forums. Delivering support in this way also meant we could extend our reach in other areas through running ‘All England’ and ‘Wales’ forums. We saw higher involvement from organisations that are based in areas where we do not have a dedicated area development officer – overall, 44% of those that attended an event were in an unstaffed area (across our entire events programme). These events provided opportunities for information sharing, discussion and feedback, focussing in particular on the challenges that the voluntary sector has faced during the Covid-19 pandemic in operating and delivering services and the recovery landscape.

19 16 800 regional national delegates forums forums

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Clinks / Annual report and financial statements for the year ended 31 March 2021

We have continued to grow our regional presence, recruiting a London Area Development Officer. Almost half of voluntary organisations working in the criminal justice system have a presence in London according to our most recent State of the sector research.

The team continued to provide one-to-one support and information to members through online meetings, email and phone conversations around a range of subjects and issues, including funding challenges, partnership working and, in particular, the complexities faced by the sector working in the criminal justice system during Covid-19 and the probation reform agenda and commissioning process. In response to this we set up dedicated Covid-19 and probation email mailboxes for organisations to send us information and queries. The information received enabled us to inform and influence at both a national and local level.

Our area development team has worked together during the pandemic to provide a more joinedup offer to organisations. We developed a dedicated role working alongside our networks and staffed areas to ensure there is a good flow of information and support to organisations sitting outside of those areas and specialisms. This has been particularly focused on Covid-19 and the probation reform programme, managing the Covid-19 and probation email mailboxes to triage support requests and collate information to inform our support offer and influencing work.

Delivered consultancy support to racially minoritised organisations

In January 2021, with funding from Her Majesty’s Prison and Probation Service, Clinks developed a consultancy support programme to support and strengthen voluntary organisations working in the criminal justice system that are led by and focused on racially minoritised people.

Delivered in partnership with the Black Training and Enterprise Group and Eastside Primetimers, the programme aimed to:

Expressions of interest were received from 60 organisations. 50 eligible organisations had development conversations with consultants to identify their areas of priority and focus for the consultancy. This was followed by up to three days of individual consultancy support, based on their organisations’ needs, alongside a programme of workshops, small group sessions and coaching opportunities.

The area development team has continued to provide representation at regional and sub-regional strategic boards and meetings in the North East, North West, London and Wales. These included reducing reoffending boards, local criminal justice boards and cross-sector thematic groups to influence and ensure sector involvement and engagement in regional policy and strategy development. We have worked with senior stakeholders from national government in Wales, local and devolved authorities, police and crime commissioners and prisons, and have fostered relationships with the newly appointed regional probation directors in areas where we have staff representation and beyond into unstaffed areas. These will continue to be key relationships so that we can ensure that organisations are engaged in future probation commissioning.

We aim to build on the insights from this programme to support organisations through our recently established race and justice network.

50 organisations supported by our consultancy support for racially minoritised people specialists

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Next year we will

In 2021-22 we will focus on meeting the needs of the voluntary sector at a time of unprecedented challenge, particularly in recovering from the Covid-19 pandemic and in the context of a new probation model.

Strengthen our area-based support

Review membership, events and training

Focus on Covid-19 recovery and probation reform

Clinks conference 2019

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Strategic objective 3

Represent

Clinks represents and advocates for the voluntary sector and its service users.

By 2022 we will build on our established reputation as a trusted advocate and work with a range of UK and Welsh government departments, national and local agencies. We will be widely known for our ability to connect people with practical expertise in an impactful way with those developing policy and services.

Clinks conference 2019

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Our achievements

Represented organisations during the reforms to probation

Our engagement with the probation reform programme – highlighting challenges and barriers for voluntary organisations to engage with the commissioning of rehabilitation and resettlement services – successfully led to the voluntary sector emerging as the main partner. Two thirds of the total contract value for day one probation services has been awarded to voluntary organisations. We built strong and constructive relationships with the probation reform team and facilitated their engagement with voluntary sector organisations to support their understanding of organisations’ experience of the commissioning process and the team’s ability to draw upon the voluntary sector’s knowledge and expertise.

Our influencing led to a more holistic service being commissioned for women than was originally planned – which was subsequently awarded to only voluntary sector organisations, the majority of which were specialist women's centres – and changes to some of the technical requirements for the contracts meaning more organisations were able to be involved.

Responded to the impact of Covid-19

The Covid-19 pandemic has had severe and far reaching consequences for voluntary organisations working in the criminal justice system. There was a clear need to understand the impact the pandemic had on organisations during the pandemic to inform our work. We ran six surveys over a six month period between March 2020 and August 2020 to understand the impact of the pandemic on voluntary organisations working in the criminal justice system. On average, 118 organisations responded to each survey. At the beginning of the pandemic we shared our findings with the Justice Select Committee and Ministry of Justice. The research culminated in a report, The impact of Covid-19 on the voluntary sector in criminal justice , which we launched at an event, and at which we heard about the impact of the pandemic directly from our members. The event was attended by a number of key stakeholders, including officials from Her Majesty’s Prison and Probation Service and the Ministry of Justice.

In 2020-21 we were active members of the #NeverMoreNeeded campaign alongside other voluntary organisations. Through this work we collaborated with our partners to advocate on behalf of the sector, outlining the important work organisations have undertaken during the pandemic as well as outlining their important role as restrictions eased and we moved towards recovery. Through this campaign we demonstrated the sector’s financial challenges and advocated for additional government funding – informed by our research – to address this.

Amplifying the sector’s voice

We were pleased to have received funding from Lloyds Bank Foundation for England and Wales for our Stronger Voice project. This aims to support the sector to influence policy, both nationally and locally, and come together to speak with a unified voice. Earlier this year we started our series of expert seminars. We heard from Prison Reform Trust and Unlock about their approaches to influencing policy as well as from our own policy team about Clinks’ work. We were pleased to see an interest in these – with over 100 people signed up to each seminar.

We are exploring how we can work with the sector to develop shared policy messages. As part of this we have reviewed with the sector the policy priorities on which we advocate for change to ensure they accurately reflect the experiences of voluntary organisations working in criminal justice. We kicked off this process with a survey to consult the voluntary sector about its views of our current priorities and will use that information to help us develop and refine our policy messages further.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Advised the government

Clinks provides the chair and secretariat for the Reducing Reoffending Third Sector Advisory Group (RR3). The RR3 provides the key interface between the voluntary sector and the Ministry of Justice, in order to increase mutual understanding and build a strong and effective partnership. The RR3 continued to hold its quarterly meetings online.

The group was joined by numerous senior officials from the Ministry of Justice and Her Majesty’s Prison and Probation Service to advise on policy development across a number of areas, including the community sentence commitments in the A Smarter Approach to Sentencing White Paper, the Prison Leavers Project and the probation reform programme. The group was joined twice by the then Minister of State for Prisons and Probation, Lucy Frazer QC MP.

Responding to government inquiries and consultations

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May 2020 October 2020 October 2020
Department for Digital, Culture, The Justice Committee The House of Lords Covid-19
Media and Sport select committee inquiry on the future of Committee inquiry on life
inquiry into the impact of the probation service beyond Covid
Covid-19 on the charity sector
About Clinks About Clinks About Clinks
Clinks is the national infrastructure organisation supporting voluntary sector organisations working in the criminal justice system (CJS). Our aim is to ensure the sector, and those with whom it works, are informed and engaged in order to transform the lives of people in the CJS and their communities. We do this by providing specialist information and support, with a particular focus on smaller voluntary sector organisations, to inform them about changes in policy and commissioning, to help them build effective partnerships and provide innovative services that respond directly to the needs of their users. Clinks is the national infrastructure organisation supporting voluntary sector organisations working in the criminal justice system. Our aim is to ensure the sector and those with whom it works are informed and engaged in order to transform the lives of people in the criminal justice system and their communities. We do this by providing specialist information and support, with a particular focus on smaller voluntary sector organisations, to inform them about changes in policy and commissioning, to help them build effective partnerships and provide innovative services that respond directly to the needs of their users. Clinks is the national infrastructure organisation supporting voluntary sector organisations working in the criminal justice system (CJS). Our aim is to ensure the sector and those with whom it works are informed and engaged in order to transform the lives of people in the CJS and their communities. We do this by providing specialist information and support, with a particular focus on smaller voluntary sector organisations, to inform them about changes in policy and commissioning, to help them build effective partnerships and provide innovative services that respond directly to the needs of their users.
We are a membership organisation with over 500 members, including the voluntary sector’s largest providers as well as its smallest. Our wider national network reaches 4,000 voluntary sector contacts. Overall, through our weekly e-bulletin Light Lunch and our social media activity, we have a network of over 13,000 contacts. These include individuals and agencies with an interest in the CJS and the role of the voluntary sector in rehabilitation and resettlement. We are a membership organisation with over 500 members, including the voluntary sector’s largest providers as well as its smallest. Our wider national network reaches 4,000 voluntary sector contacts. Overall, through our weekly e-bulletin Light Lunch and our social media activity, we have a network of over 13,000 contacts. These include individuals and agencies with an interest in the CJS and the role of the voluntary sector in rehabilitation and resettlement. We are a membership organisation with over 500 members, including the voluntary sector’s largest providers as well as its smallest. Our wider national network reaches 4,000 voluntary sector contacts. Overall, through our weekly e-bulletin Light Lunch and our social media activity, we have a network of over 13,000 contacts. These include individuals and agencies with an interest in the CJS and the role of the voluntary sector in rehabilitation and resettlement.
Clinks manages the National Criminal Justice Arts Alliance, a national network of over 800 artists, arts organisations and criminal justice practitioners using creative approaches to reduce reoffending. We also support a network of women’s centres and specialist women’s services working in the CJS. Clinks manages the National Criminal Justice Arts Alliance (NCJAA), a national network of over 800 artists, arts organisations and criminal justice practitioners using creative approaches to reduce reoffending. We also support a network of women’s centres and specialist women’s services working in the CJS. Clinks manages the National Criminal Justice Arts Alliance (NCJAA), a national network of over 800 artists, arts organisations and criminal justice practitioners using creative approaches to reduce reoffending. We also support a network of women’s centres and specialist women’s services working in the CJS.
Clinks also chairs and coordinates the Reducing Reoffending Third Sector
The voluntary sector working Advisory Group (RR3), a formal voluntary sector advisory group to the Ministry of Justice (MoJ) and HM Prison and Probation Service (HMPPS), consisting of 17 About this response
in criminal justice Voluntary organisations working with people in contact with the criminal justice system provide essential services to people who often exist on the margins senior voluntary sector leaders. This RR3 has set up a special interest group (SIG) on probation, to provide a formal avenue to channel voluntary sector advice to HMPPS, ahead of the planned implementation of the new probation model. We welcome the opportunity to respond to this inquiry. Our response focuses on the impact of – and recovery from – Covid-19 in the CJS and the voluntary sector that works alongside criminal justice public services
of society. Estimates suggest there are around 1,700 voluntary organisations to support people in contact with the CJS and their families.
working in the criminal justice system and they provide a wide range of
services, including resettlement support, advocacy, housing advice, mental health service and arts-based provision to name but a few examples.Clinks’ annual organisations are experiencing. Our most recent report, published in 2019, shows there are a number of deep-seated and systematic challenges facing organisations including; a rise in service user need and number; struggling to achieve full cost recovery on contacts; and a reduction in grant funding, which is essential for small, community based organisations. The Covid-19 pandemic is exacerbating these already acute challenges State of the Sector research demonstrates the successes and challenges About this response We welcome the opportunity to respond to this inquiry and particularly welcome the committee’s clear interest in the experiences and views of the voluntary sector. This response brings together a rich body of existing evidence, including our extensive work over the past few years to both monitor the impact of Transforming Rehabilitation and to influence the new model of probation. Following publication of our TrackTR research we were invited by the MoJ to sign a Clinks has taken several measures to respond to Covid-19:a. b. Covid-19 mailbox organisations who have concerns or questions regarding how the justice system’s response to Covid-19 will affect their operations or the information they should provide to service users. Clinks has a dedicated line of communication with Her Majesty’s Prison and Probation Service (HMPPS) to discuss the issues being raised and develop solutions. The RR3 Special Interest Group – We have a designated Covid-19 mailbox for voluntary – In response to Covid-19, the Reducing
the sector are experiencing, putting them under increased pressure and questioning non-disclosure agreement ahead of the launch of the consultation on the future of Reoffending Third Sector Advisory Group (RR3)1 – an advisory group to the
their long-term sustainability as they continue to work to provide their services. probation so that we were best placed to advise on engagement with the voluntary Ministry of Justice (MoJ) chaired and coordinated by Clinks – has set up a
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The RR3 set up a special interest group on Covid-19 in March 2020. Meeting over 31 times over the course of the year, it communicated to senior officials the challenges voluntary organisations and their beneficiaries faced during the pandemic. The group built a strong relationship with the operational ‘gold command’ of prisons and helped to facilitate better exchange of key operational information between the government and the voluntary sector.

Department for Digital, The Justice Select Culture, Media and Committee Inquiry Sport Select Committee into the future of inquiry into the probation services impact of Covid-19 on the charity sector

House of Lords inquiry into the impact of life beyond the Covid-19 pandemic

In 2020-21 we set up a special interest group on probation reform to help feed in the experiences of the sector into the design of the new reformed probation model which went live on 26th June 2021. The group developed a productive relationship with the HMPPS probation reform programme and met four times across the year with officials to provide advice on the design of the Dynamic Framework, the values and volumes of contract lots, the mobilisation of contracts and the commissioning of future services.

14 We responded to 14 government consultations

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Shone a spotlight on women’s specialist services

We continued to be members of the Ministry of Justice’s Advisory Board for Female Offenders, advising on the implementation of the Female Offender Strategy. Alongside other voluntary sector members of the board we wrote to the prisons and probation minister to raise our concerns about women the planned addition of 500 prison places for . We also raised concern regarding the lack of diversity in the membership of the board, in particular with regards to representation from people with lived experience of the criminal justice system and from organisations led by and focussed on racially minoritised people. This resulted in the Ministry of Justice committing to refreshing the membership. We provided comment on the development of the Concordat for Female Offenders which was published in January 2021 and facilitated two consultation events with our members to inform the development of the Residential Women’s Centres. Both events had over 100 delegates, demonstrating the interest from voluntary organisations in this programme of work.

Spoke up for racial equality

As part of our continuing efforts to realise our ambition to become an antiracist organisation, we reviewed the language we use when talking about race and racism to ensure that it challenges – and doesn’t reinforce – racist policies, ideas and structures. Through the year we worked closely with leaders across the voluntary sector from organisations led by, and focussed on, racially minoritised people, our trustees and staff team, to inform this work.

Clinks member RSVP

As a member of the HMPPS external advice and scrutiny panel we fed into the development of the HMPPS Race Action Plan and consistently called for focus to remain on improving outcomes for racially minoritised people in prison and under probation supervision alongside addressing equality and diversity within the HMPPS workforce. We have highlighted that actions taken in response to the Lammy Review recommendations haven’t necessarily led to a change in outcomes and that it is therefore vital that MoJ/ HMPPS continue to review policy and practice until there is positive change.

Alongside our partners, we highlighted that the Police, Crime, Sentencing and Courts Bill will further entrench race inequality in the criminal justice system. Working with Agenda, Barrow Cadbury Trust, the Criminal Justice Alliance, EQUAL, Leaders Unlocked, the Prison Reform Trust, Race on the Agenda, the Alliance for Youth Justice and the Zahid Mubarek Trust, we coordinated an open letter, parliamentary briefing, petition and social media campaign. We called for the government to withdraw the elements of the Bill it concedes will increase racial inequality.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Next year we will

Clinks AGM 2019

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Strategic objective 4

Identify solutions

Clinks identifies challenges and opportunities facing the voluntary sector and its service users, and works together to find and implement solutions.

By 2022 we will work with the sector to identify emerging issues and provide effective responses. We will champion coproduction, women specific support, effective solutions to multiple and complex needs and reducing the health inequalities of people in the criminal justice system. We will advocate for the value and the specific needs of organisations working in prisons and for small and specialist organisations to be funded to do the work best suited to their skills and ways of working.

Clinks AGM 2018

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Our achievements

Grants programmes to support organisations during the pandemic In the early stages of the pandemic it became clear that its impact would mean some organisations would face a financial ‘cliff edge’ over the summer. We quickly set up the Covid-19 small grants programme to provide organisations access to funding on behalf of the Ministry of Justice/Her Majesty’s Prison and Probation Service, with some additional funding from Paul Hamlyn Foundation.

Voluntary organisations working in the criminal justice system were facing a financial crisis and Ministry of Justice/Her Majesty’s Prison and Probation Service was offering financial support to them if Clinks managed the programme. There was no guarantee that this funding would be available if Clinks didn’t do this, which was key to our decision to do so.

Clinks AGM 2019

£463,500 Across 90 grants given in the summer and winter grants programmes. 86 funded by Ministry of Justice, four by Paul Hamlyn Foundation.

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Examples of how the Covid-19 response grants were used

In custody

New Bridge Foundation’s Befriending Service sent out over 2,000 letters and cards and introduced phone befriending for the first time.

To receive my letters and visits from my befriender really is life changing for me. I no longer feel isolated, alone or that nobody cares. I’ve never been judged, and my past mistakes have never been raised unless by me. Receiving letters has made me feel ‘normal’ and connected and that I have someone who cares.”

Through the gate

StandOut’s Helpline service received 1173 calls from prisoners leaving HMP Wandsworth and HMP Pentonville between May-October 2020, and supported 99 men to access basic needs such as accommodation, bank accounts, benefits, emergency grants and food bank vouchers. Many of the men were at a crisis point, particularly in August when Homelessness Prevention Team provision came to an end.

After spending six nights sleeping in a park following release from prison, ‘Harry’, aged 24, reached out to the StandOut Helpline in crisis – he was dirty, itchy and had no money for warm clothing. Coaches liaised with his probation officer and provided Henry with a grant for a one-night emergency stay in a hotel so that he could shower, have a good night’s sleep and a cooked meal. StandOut then liaised with Streetlink to arrange a visit from their Outreach team. Harry has now been supported to find more permanent accommodation.

In the community

Tomorrow’s Women Wirral provided wellbeing packs to women in the community, including food and toiletries. They also engaged a number of service users who had previously been reluctant to attend groups through remote one-to-one work in areas such as domestic abuse.

You wonderful support workers are life savers. I cannot thank you enough, the domestic abuse course helped me massively during lockdown. Your training helped me recognise a narcissistic predator before it was too late. For that I am eternally grateful.”

Established a race and justice network

Covid-19 has had a devastating impact on racially minoritised communities. In mid-2020, we had exploratory discussions with a number of organisations we have open and honest relationships with that are led by and focused on racially minoritised people. This allowed us to develop a programme which included the consultancy support described above, as well as establishing a dedicated race and justice network. To support this development we added a portal through which to find specialist voluntary race and justice organisations on our Directory.

In February 2020 we recruited a Race and Justice Coordinator who has worked alongside the consultancy programme and those organisations involved in it, whilst engaging with a broader set of organisations. The network is in its early stages of development, with individual discussions with the majority of the 60 or so organisations within scope. The first network meetings are planned for June 2021. The early signs are that the network is already proving valuable to these organisations.

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Developed a network of organisations working with women

We have continued to develop our understanding of, and provide support for, specialist organisations who work with women. The network has around 55 active members with 35 being women-specific organisations.

Following a review of how the network operates and a survey to identify priorities, we secured funding for a specific capacity building programme. The aim was to strengthen leadership and build skills and knowledge in specialist organisations working with women. We developed emerging leaders through a coaching and mentoring scheme and provided expert seminars and training courses. We ran training courses on fundraising and impact, and webinars on topics including involving service users in co-production, lived experience leadership and feminist leadership. The latter was especially valued and we ran it twice to meet demand.

In response to survey findings about how best to support specialist organisations that work with women, we re-launched the women’s network and opened up participation to practitioners and volunteers. We moved quarterly national network meetings online and covered themes including:

We brought together women’s leads in prisons, probation and police with women-specific voluntary organisations in their areas so that women could be offered extra support in the pandemic. These regional meetings resulted in mapping of services which HMPPS included as part of a package of information handed to women leaving prison during lockdown.

Clinks member RSVP

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Intelligence gathered about these organisations’ needs during the year helped us provide advocacy and support. The major area of need was the probation commissioning process and we attended weekly meetings convened by a group of small organisations to understand the challenges they faced in qualifying on the Dynamic Framework and tendering for contracts. Where needed, we raised issues with officials and advocated for solutions to problems.

Promoted, supported and represented families organisations

Voluntary sector organisations that provide family support in prisons – and delivering services through the family and significant others service contract – have had a particularly difficult year as a result of the pandemic. It became clear in the early stages of lockdown that many providers relied significantly on so-called ‘tea bar’ income to support the financial viability of their services.

We secured funding to support these organisations during this period. We took part in fortnightly calls set up by HMPPS so that they could maintain regular contact with the families organisations who currently hold the contracts to provide family services in prison settings. We also provided support ahead of an upcoming re-commissioning process which was originally expected in Autumn 2021. After liaising with families organisations, it became clear that the next commissioning round should be delayed and we were pleased that the existing contracts were extended for a further year.

Supported effective service user involvement

Clinks continued to run service user involvement managers network events. We brought organisations together to discuss: an introduction to service user involvement, diversity in service user involvement, and service user involvement during Covid-19. This year, we had six different Clinks member organisations and people with lived experience of the criminal justice system present at our events, who work on issues ranging from prison reform, older people in the criminal justice system, Muslim people in the criminal justice system, mentoring and training, and multiple disadvantage. Attendees learnt from organisations who embed service user involvement in their work in different ways, and explored successes, barriers, and challenges.

The events showcased the innovative ways some organisations are embedding service user involvement in the design and delivery of their services, and built the capacity of others to do so.

Clinks’ membership of the HMPPS service user advisory group continued. We met with other voluntary sector organisations and officials from HMPPS to discuss policy and practice relating to service user involvement. We have been engaged in ongoing discussions around the language surrounding ‘service user involvement’ and advertised procurement opportunities.

Making every adult matter

Alongside Homeless Link and Mind, Clinks is a founding member of the Making Every Adult Matter (MEAM) coalition. Our MEAM Partnership Managers in the South West and North East have continued to support and develop local areas, working in Bristol, Plymouth, Cornwall, Exeter, Sunderland, Redcar and Cleveland. They work with these areas to adopt the MEAM Approach to better meet the needs of, and improve outcomes for, adults facing multiple disadvantage, through better partnership and cross-sector working to advocate for wider systems change.

During this last year three new areas have joined the MEAM Network (Durham, Middlesbrough and North Devon) to develop approaches to supporting women with multiple disadvantage, area-based approaches to bringing about system change and supporting people to move from emergency services to planned interventions.

A new funding stream entitled Changing Futures was launched in 2019 and, in response, MEAM provided significant support to areas to submit partnership bids. In 2020-21, our South West MEAM Partnerships Manager supported the set-up of a coalition as part of the Changing Futures bid and worked with the steering group to write a bid alongside the North Devon and Exeter leads. She is a part of a core systems change group with the Clinical Commissioning Group and the MEAM leads which have formed into the Systems Change Action Alliance. This is a cross-sector partnership focusing on creating trauma-informed systems change.

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Supported and promoted the arts in criminal justice

From March 2020, due to the pandemic, the focus of the National Criminal Justice Arts Alliance (NCJAA) pivoted to promoting ongoing arts activities under restricted prison regimes and promoting practical information on how to continue provision of in-cell activities to our network and to HMPPS staff. In partnership with the Arts Forum,* we led on the development of a new guide for prison staff which contains practical guidance and case studies of how to enable creativity in a restricted regime.

[I’ll go away with] a realistic view of how the arts can positively impact people who have been in the criminal justice system.”

I learned so much about the criminal justice system. I never had experience before but this was a great jumping-off point!”

From attendees at The Anne Peaker lecture, with author Lemn Sissay as keynote speaker

So pleased to have been able to attend, as geographically, being in Devon, this has previously been challenging.”

In early 2021 we supported arts practitioners in criminal justice settings through our professional development bursary scheme. This enabled 17 recipients to complete a range of professional development activities including training courses and shadowing prison work practice.

In response to calls for ways to keep people across the sector connected, we launched a series of online network hangouts as a space for those working in arts and criminal justice to connect and share good practice around adapting work for Covid-19 restrictions. Feedback was that attendees came away from events with a sense of hope, renewed connection, and inspiration around ways to continue working through the pandemic.

We carried out a review of the future governance and management arrangements of the National Criminal Justice Arts Alliance. This looked at the best way forward in both the interests of Clinks as a whole and the Alliance embedded in Clinks with its own vision and aims. It was clear that the Alliance is held in high regard, its success welcomed, and its future success hoped for by all. Changes to the governance arrangements are due to be agreed and implemented in early summer 2021, alongside the recruitment of a new NCJAA manager. The current terms of reference will be replaced with a new system for governance and management which will align better with Clinks’ other governance and management processes. A new Advisory Board for NCJAA will be established with its own terms of reference, with an independent chair.

Clinks AGM 2018

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Influenced health and justice initiatives

In response to the Covid-19 pandemic we convened meetings of our health and justice network, an informal network for all voluntary sector organisations who deliver health and care services to people in contact with the criminal justice system. We gathered intelligence from our members on the continuing impact of the pandemic on organisations’ service delivery and service users, as well as concerns around sustainability and contract requirements. Concerns were fed back to the NHS England Health and Justice team, and key information from this team disseminated to voluntary organisations. This included updates on vaccinations in prisons and how the health needs of people in contact with the criminal justice system were being met during Covid-19.

Provided access to evidence

In 2020-2021 we began publishing an online evidence base for the voluntary sector working in the criminal justice system. This series of articles aims to develop a far-reaching and accessible evidence base covering the most common types of activity undertaken within the criminal justice system. It aims to increase the extent to which the voluntary sector bases its services on the available evidence base, and encourage commissioners to award contracts to organisations delivering an evidence-based approach. Each article is written by a leading academic with particular expertise on the topic in question. The topics are selected by Clinks’ members as areas of priority interest. The three articles published this year were:

We became members of the RECONNECT: Care after Custody programme project board, representing the voluntary sector in the continuing roll-out of this programme across the country. We conducted three Community Sentence Treatment Requirements (CSTR) site visits to understand the role of the voluntary sector in the CSTR programme, how the sites function and the benefits of the programme.

Through our membership of the VCSE Health and Wellbeing Alliance we were able to form partnerships with two member organisations – Birth Companions and Recoop – to undertake work that amplified their efforts to highlight the specific needs of the people they work with – pregnant women and recent mothers, and older people in the criminal justice system. Reports from both these pieces of work will be published in 2021.

Community empowerment approaches

The key to overcoming institutionalised racism in work with black, Asian and minority ethnic (BAME) people in contact with the criminal justice system

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Dr Patrick Williams
Senior lecturer
Manchester Metropolitan University
August 2020
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Community empowerment approaches: The key to overcoming institutionalised racism in work with black, Asian and minority ethnic people in contact with the criminal justice system

by Patrick Williams, Senior lecturer at Manchester Metropolitan University

A bolder cost-benefit approach to capture the contribution of the voluntary sector in criminal justice

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Dr Mary Corcoran
Reader and Director of Postgraduate programmes in Criminology
Keele University
October 2020
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A bolder cost-benefit approach to capture the contribution of the voluntary sector in criminal justice

by Dr Mary Corcoran, Reader and Director of Postgraduate programmes in Criminology at Keele University

Director of Postgraduate programmes

Trauma-informed work with people in contact with the criminal justice system

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Patricia Durr
Chief Executive Officer
ECPAT UK
September 2020
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Trauma-informed work with people in contact with the criminal justice system

by Patricia Durr, former Director of Operations at One Small Thing

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Ensuring financial sustainability

We worked closely with funders, including the Association of Charitable Funders Criminal Justice Network and Livery Companies through the Lord Mayor of the City of London, to keep them informed of the impact of Covid-19 on the sector and the development of the new probation model and the sector’s experience of the commissioning process. We facilitated two roundtables between HMPPS and charitable trusts and foundations to explore opportunities for strategic relationships and collaborative working to better enable the voluntary sector to meet the needs of people in contact with the criminal justice system.

112 funding opportunities publicised

Next year we will

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Strategic objective 5

Effective and efficient

Clinks is effective, efficient and professional in our work and operations. Ensuring we have the systems, resources and processes to achieve maximum impact.

By 2022 we will grow our membership and the number of paid and voluntary practitioners we have regular contact with. We will be effective users of digital technology to reach and support small and specialist organisations that have limited resources. We will retain a valued core staff team with the skills and expertise to meet the needs of our sector. We will continue to generate income in a way that supports our core functions without compromise.

Clinks conference 2019

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Our achievements

In 2020-21 we supported the Board of Trustees and Chair to understand the impact of Covid-19 on Clinks and our ability to deliver on our objectives and work effectively in this context. We worked closely with the board to make the necessary changes in response to the challenges presented by the pandemic.

Offered free membership

The pandemic has had a massive financial impact on the voluntary sector working in criminal justice and our members. We made the decision to offer all voluntary organisations free membership for the year. Smaller organisations with under £100,000 income won’t pay membership fees until April 2023 – thanks partly to funding from the Garfield Weston Foundation.

To do this we utilised our research on the impact of Covid-19 on voluntary organisations working in the criminal justice system and carefully considered the changing needs of our beneficiaries. We adjusted our offer accordingly, including making greater use of digital technology and offering free membership.

Developed funder relationships and raised funding

We have continued to build and maintain positive and trusted relationships with our funders and we appreciate the flexible approach they have taken during the pandemic.

We worked to understand the impact of the pandemic on the staff team and adjusted our working practice to enable us to continue to deliver high quality services to meet the needs of the sector alongside supporting staff wellbeing. This included moving all staff to work from home and introducing weekly online staff briefings, virtual team meetings, and informal catch ups to ensure information exchange and cross-team working.

We reviewed our income generation strategy and, in the context of demands on both funders and the sector, made sure we did not apply for funds better suited to small and specialist organisations who need them most.

This year we were able to secure additional investment, including from:

During the year we co-opted two trustees to the board and appointed a Governance and Executive Manager to support all trustees and the senior management team.

657 181 members at members received 31 March 2021 free membership

Embedded our new organisational structure

Over the year we worked to embed our new organisational structure, creating a new senior leadership group. The new structure means our CEO and new Director roles work alongside our board on specific strategic areas and objectives. Staff teams now form clear directorates supported by the directors.

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Our Influence and Communications directorate is responsible for our work to promote, represent and advocate for the voluntary sector working in criminal justice. Our Support and Development directorate is responsible for supporting voluntary organisations in the voluntary sector and identifying challenges and opportunities facing the sector and working to find solutions. Our Corporate Services directorate is responsible for ensuring we are efficient, effective and professional in our work and have the resources, systems and processes to achieve maximum impact.

Adjusted our recruitment processes

We rapidly adjusted our recruitment and induction process in response to the restrictions imposed as a result of Covid-19. We have:

Due to an increase in staff numbers, and increased recruitment activity, we have improved and streamlined our virtual recruitment processes. In response to staff and candidates working remotely we have utilised video conference technology during both recruitment and induction. To facilitate a welcoming environment for new starters, and to help support colleagues to build strong relationships, our virtual inductions to train staff in our processes and systems were carried out in pairs and with teams. We continue to prioritise diversity and equality in our recruitment processes and during the year we undertook equalities monitoring surveys with both existing and prospective staff so that we can assess our impact in this area.

Worked on our culture and to become an antiracist organisation

In the context of our restructure we have also worked on our organisational culture with an external consultant guiding us through the process. Paired coaching sessions

Clinks conference 2019

have supported staff in their work and development and work has begun to promote cross team working and identify areas which need focus and improvement.

In 2020 following the murder of George Floyd in the US, a spotlight was rightly shone on racism and discrimination across the world. In August we announced our aspiration to make Clinks a truly antiracist organisation in all we say and do, and how we operate internally and externally. Our work towards this is ongoing. We have a working group made up of staff and trustees to take this activity forwards and have identified and are working on activities across all of our strategic objectives to be undertaken towards this aspiration.

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Next year we will

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Financial review

Clinks AGM 2019

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Clinks / Annual report and financial statements for the year ended 31 March 2021

The financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice – Accounting and Reporting by Charities (SORP) applicable to charities preparing their accounts in accordance with FRS 102.

Financial review

Funded primarily by HMPPS, a Summer and Winter Covid-19 Response Grants programme was designed, developed and executed. This allowed much needed unrestricted income to be injected into the sector as it responded to the restrictions imposed by Covid-19.

We provided support and resource for voluntary organisations working with families in the criminal justice system, including advocating for further investment in family services and appropriate procurement processes as part of the future commissioning of these contracts.

With regard to financial planning for the 2020-21 year, Clinks’ unrestricted reserves were reduced further in accordance with the provisions set out in our revised reserves policy (which is detailed under Reserves and Going Concern) from £432,005 to £424,700 (excluding designated funds of £29,113). There is a carry-over of £21,406 in restricted income due to restrictions imposed by Covid-19 curbing face-to-face activity and travel.

There was additional dedicated resource to support our work around the development of the future model for probation. The probation reforms presented potential to provide a significant role for the voluntary sector and to maximise this opportunity for the sector, support was needed to ensure that the sector was able to engage with this and that challenges and barriers were identified and highlighted.

Trustees gave permission to invest £100,000 (over two financial years, 2019-20 and 202021) of our free reserves to develop our work with women, following the integration of Women’s Breakout. This investment continues and will bring welcome additional capacity to build on our influencing work and further develop our network. Looking ahead, we now aim to secure funding from other sources to continue the success of this work.

The Race and Justice Network was introduced to support organisations led by, and focused on, racially minoritised people to facilitate better engagement with the criminal justice system.

Commissioned professional advice was sought on behalf of the sector from a variety of sector specialists in response to the uncertainties that arose from Covid-19 during the evolving environment throughout the year.

Additional and unplanned resource was secured from both current and new funders as we diverted planned activity for the 2020-21 year to a direct Covid-19 response. We tried to ease some of the financial and logistical hardship that the voluntary sector working in the criminal justice system was feeling.

We were able to waive all membership fees and deliver free online events, roundtables and webinars for all Clinks members.

We acknowledge the vital support of our long-standing and new funders which enables the fulfilment of our strategic objectives to support the voluntary sector working in criminal justice and to implement our ambitious strategy for next year. This funding allows Clinks to create positive change for people in the criminal justice system by supporting a vibrant and resilient voluntary sector and working with our members to influence policy and practice across England and Wales.

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Principal risks and uncertainties

We have continued to improve our governance by further developing the work of the Finance and Human Resources Committee – Headed by Simon Alsop, Treasurer – including appointing new members to the committee alongside existing members who have wide reaching skills and disciplines in charity business development. The committee has supported the board in the overall management and monitoring of finance and staffing matters in Clinks by providing an appropriate level of scrutiny of the finances, HR policies and practices of Clinks prior to making recommendations on these matters to the trustees for their decision.

Clinks’ trustees acknowledge their responsibility for identifying and managing the risks to which the charity is exposed. Quarterly reviews of the risk register ensure that the trustees are well informed to arrive at a set of parameters and decisions for the amount of risk they consider to be acceptable. The trustees continue to review and question the reserves policy to establish and agree an appropriate level of reserves. With this information the trustees can make informed choices about the strategic proposals put forward by the executive.

Recent years have been characterised by large scale changes in the criminal justice policy and operating environment which have provided opportunities as well as challenges for voluntary organisations working in criminal justice.

There are risks that our influencing activity and work alongside criminal justice agencies lose impact as policy priorities and emphasis change and we are required to adjust direction in order to provide a responsive and reactive programme of support to the sector.

In our work as a critical friend to the government to influence key policy areas and service development, there is risk that we are perceived as not providing sufficient challenge to the government as some in the sector may wish us to do.

In such a time of change there is a risk that Clinks’ dedicated staff team and limited resources will be overburdened. In turn our work to respond to this change may create pressure on the time and resources of the smaller specialist organisations.

Reserves policy and going concern

The principal risk, which continues to cause uncertainty for Clinks, is its reliance on an infrastructure grant from the Ministry of Justice which has historically provided in excess of a third of our income.

Looking back over the year and the impact the pandemic has had on the voluntary sector, and more specifically in the field of criminal justice, we understand that the impact Covid-19 has had on investments and portfolios will be felt for a significant period while investments slowly recover and the demand for funding is greater than ever. Voluntary organisations working in the criminal justice system currently struggle with the inability to cover core costs. Voluntary sector investment portfolios have suffered from the fall of the stock market and some charities have little or no financial reserves. Therefore, the need for a deliberately cautious approach to spending and preservation of Clinks’ reserves is paramount to ensure financial stability in the approaching times of austerity.

Trustees and the Finance and Human Resources Committee continue to assess Clinks’ approach to risk and our need for reserves. To establish the appropriate level of reserves in March 2021 we adopted the same methods of calculations to consider how Clinks could continue to operate in the event of a critical loss of funding as we feel that this is where we are most at risk and most vulnerable.

If this were to occur we believe that our work is essential to the sector and that there is a longer term need for Clinks’ support. Our operating reserves would need to allow us to continue to operate, albeit potentially with a reduced offer and a reduced staffing team.

On that basis, the trustees agreed on a deliberately prudent approach to risk and this is the foundation on which specific scenarios have been fully costed to ensure Clinks has a margin of safety.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Clinks’ business model means that income and expenditure can be forecast with reasonable accuracy. However, due to the turbulence of voluntary sector funding; uncertainty of external factors; potential delays or cessation of previously relied-upon income streams and the potential impact of Covid 19 on both the sector and investments and portfolios, the trustees feel that an operating reserve needs to be introduced to provide a core service plus the cost of an orderly wind-down of operations under the most extreme scenario.

Therefore, the reserves level Clinks needs to hold is based on the scenario in which Clinks was faced with a critical loss of funding, making the continuation of the current model untenable, but in which the board wished to continue to provide core services to the sector.

Clinks will continue to monitor this position and a review will be undertaken in March 2022 to determine Clinks’ appropriate level of reserves in relation to functionality.

Statement on fundraising practices

Clinks holds fundraising targets for charitable trusts and statutory sources. We do not fundraise from the general public. We do occasionally ask for donations from our members by email but never through telephone or face-to-face appeals. We do occasionally use professional fundraisers to provide additional capacity for writing funding applications. Clinks keeps abreast of applicable fundraising regulation and compliance codes. We have never received a complaint for our fundraising activities.

An operating reserve was costed based on a transition period with a core team to allow Clinks to re-assess and plan an alternative direction and, therefore, alternative income streams. This core staff approach would achieve maximum reach and value, until such times that financial security could be restored and a restructure and rebuild plan could be devised and executed.

Based on the recent trend of expenditure levels, the minimum amount required to execute the above is £469,709. Clinks free reserves at 31 March 2021 are £453,813.

Forecasting suggests that we would need a minimum of six months to allow Clinks the time to explore new strategies and income streams to rebuild. Should this approach be adopted, and reserves used, consideration has to be given to replenish depleted funds used in the restructure.

Caution and vigilance are paramount whilst operating at the lower levels of reserves, so that a decrease in funding or unplanned/increased expenditure (other than natural inflation or planned additional expenditure due to growth and expansion) can be weathered. Holding enough free reserves is essential should climate, attitude or policy alter substantially enough and force a position of financial hardship. Therefore a slight up-lift of 5% is included within these costings to give a smoothing effect to funding troughs.

Structure, governance and management

Clinks is governed by a Board of Trustees, which consists of at least eight members elected by members of the charity and up to four other people who may be coopted by the Board of Trustees. The Board of Trustees co-opts additional members to ensure a diverse board with the right mix of skills and experience.

Clinks has a Finance and Human Resources (HR) committee which meets quarterly to discuss key finance and HR issues and reports back to the Board of Trustees. It is chaired by the Treasurer. Clinks’ business model now has expertise in-house for business functions such as Finance, HR and fundraising, overseen by the CEO with expertise added by Clinks’ Treasurer. For any arising complex HR issues we benefit from the services of a highly experienced HR consultant who, in addition to advising the CEO, occasionally attends the Finance and HR Committee meetings to offer support and expertise to trustees.

The organisation is a charitable company limited by guarantee, incorporated on 12 May 1998 and registered as a charity on March 5 1999.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

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.

the business plan and minutes of previous meetings. The new trustees meet with the Chief Executive Officer and key staff to discuss the role and priorities.

All trustees give their time voluntarily and receive no benefits from the charity. Expenses reclaimed from the charity are set out in note 8 to the accounts.

A scheme of delegation from the Board of Trustees to the Chief Executive, and close co-operation of sub-committees, allows appropriate decision-making between formal meetings.

Depending on their existing experience and current role, trustees are encouraged to attend seminars and other training events provided by our Auditors and the Charity Finance Group. Presentations are made at trustee meetings to provide insight into the work of Clinks and our members.

Remuneration policy for key management personnel

Appointment of trustees

Clinks benefits from an extremely experienced Chair in terms of both criminal justice expertise and experience of being a chair of the board. Roma Hooper (OBE) understands the role and contribution of the voluntary sector working with people in the criminal justice system and their families and can also help Clinks to broaden our reach and connections across the wider statutory, private and voluntary sectors so we can better support and represent the sector’s needs.

Clinks aims to have a reward strategy which attracts, rewards and retains staff. The salaries and benefits Clinks offers to its staff, including to the senior management team and chief executive are intended to be:

A full review of the trustee recruitment journey and development has started with planned recruitment due in late spring of 2021 to identify potential new trustees in a variety of different ways, including publicising vacancies through Clinks communications channels, and a wider audience of stakeholders and the exploration of trustee recruitment platforms. We carry out regular skills audits to identify what skills gaps there might be and we are committed to improving the diversity of the board with a focus on ensuring we are able to avail ourselves of the skills and expertise offered by people with lived experience of the criminal justice system and racially minoritised people.

Trustee induction and training

New trustees are given a copy of the Clinks Trustee Handbook, which includes a range of key documents, including the articles of association, recent accounts,

Clinks aims to pay a starting salary at the median for relevant comparators, subject to affordability.

Starting salary and increments

Posts are advertised at the base rate, with one increment awarded after one year’s service and after five years’ service.

Clinks’ salaries are informed by the NJC salary scale and Clinks will aim to implement their cost of living award annually (subject to affordability).

The Finance and HR committee oversee the salary policy.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Statement of responsibilities of the trustees

The trustees (who are also directors of Clinks for the purposes of company law) are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

In so far as the trustees are aware:

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:

The trustees are 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.

The trustees are responsible for keeping proper 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.

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 total number of such guarantees at 31 March 2021 was eight (in 2020 it was nine). The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.

Auditors

Sayer Vincent LLP was re-appointed as the charitable company's auditor during the year and has expressed its willingness to continue in that capacity.

The trustees’ annual report has been approved by the trustees on 5 November 2021 and signed on their behalf by Simon Alsop, Treasurer.

Simon Alsop Simon Alsop (Nov 5, 2021 12:24 GMT)

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Independent auditor’s report

Opinion

We have audited the financial statements of Clinks (the ‘charitable company’) for the year ended 31 March 2021 which comprise the statement of financial activities, balance sheet, statement of cash flows 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 FRS 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:

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on Clinks' ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled 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.

Other information

The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. 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.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

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 charitable company’s ability to continue 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 charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our 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 extent to which our procedures are capable of detecting irregularities, including fraud are set out below.

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees (who are also the directors of the charitable company

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

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 responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company's members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Jonathan Orchard (Senior statutory auditor)

5 November 2021

for and on behalf of Sayer Vincent LLP, Statutory Auditor

Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Financial statements

Statement of financial activities

(incorporating an income and expenditure account)

----- Start of picture text -----
2021 2020
Unrestricted Restricted Total Unrestricted Restricted Total
Note £ £ £ £ £ £
Income from:
Charitable activities
Support, representation
and promotion 2 464,424 1,681,290 2,145,714 317,869 1,034,796 1,352,665
Other trading activities 3 51,599 100 51,699 100,489 7,072 107,561
Interest 4 - - - - - -
Total income 516,023 1,681,390 2,197,413 418,358 1,041,868 1,460,226
Expenditure on:
Charitable activities
Support, representation
and promotion 5a 573,277 1,701,810 2,275,087 505,434 1,060,420 1,565,854
Total expenditure 573,277 1,701,810 2,275,087 505,434 1,060,420 1,565,854
Net (expenditure) /
income for the year 7 (57,254) (20,420) (77,674) (87,076) (18,552) (105,628)
- -
Transfers between funds 1,033 (1,033) (8,348) 8,348
Net movement in funds (56,221) (21,453) (77,674) (95,424) (10,204) (105,628)
Reconciliation of funds:
Total funds brought forward 510,034 42,859 552,893 605,458 53,063 658,521
Total funds carried forward 453,813 21,406 475,219 510,034 42,859 552,893
----- End of picture text -----

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 17 to the financial statements.

Balance sheet

as at 31 March 2021

----- Start of picture text -----
2021 2020
Note £ £ £ £
Fixed assets:
Tangible assets 12 18,394 9,202
Current assets:
Debtors 13 39,521 267,704
Short term deposit 297,903 297,971
Cash at bank and in hand 343,371 330,003
680,795 895,678
Liabilities:
Creditors: amounts falling
due within one year 14 223,970 351,986
Net current assets 456,825 543,691
Total net assets 475,219 552,893
The funds of the charity: 18a
-
Restricted income funds 21,406 42,859
Unrestricted income funds:
General funds 424,700 432,005
Designated funds 29,113 78,029
Total unrestricted funds 453,813 510,034
Total charity funds 475,219 552,893
----- End of picture text -----

Approved by the management committee on 5 November 2021 and signed on its behalf by: Simon Alsop Treasurer Simon Alsop Simon Alsop (Nov 5, 2021 12:24 GMT)

Clinks is a registered charity no. 1074546 and a company limited by guarantee, registered in England and Wales no. 3562176.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

Statement of cash flows

for the year ended 31 March 2021

Notes to the financial statements

for the year ended 31 March 2021

Reconciliation of net income / (expenditure) to net cash flow from operating activities

----- Start of picture text -----
2021 2020
£ £
Net income / (expenditure) for the reporting period
(as per the statement of financial activities) (77,674) (105,628)
Depreciation charges 9,612 5,737
(Increase)/decrease in debtors 228,179 (58,140)
Increase/(decrease) in creditors (128,016) 155,948
Net cash provided by / (used in) operating activities 32,101 (2,083)
2021 2020
Note £ £ £ £
Cash flows from operating activities
Net cash provided by / (used in)
operating activities 18 32,101 (2,083)
Cash flows from investing activities:
Dividends, interest and rents
- -
from investments
Purchase of fixed assets (18,804) (2,520)
Net cash provided by / (used in)
investing activities (18,804) (2,520)
Change in cash and cash
equivalents in the year 13,297 (4,603)
Cash and cash equivalents at
the beginning of the year 627,977 632,580
Cash and cash equivalents
at the end of the year 19 641,274 627,977
----- End of picture text -----

1. Accounting policies

a. Statutory information

Clinks is a charitable company limited by guarantee and is incorporated in the United Kingdom.

The registered office address is Block C 5[th] Floor, Tavistock House, Tavistock Square, London WC1H 9JJ.

b. Basis of preparation

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 (FRS 102) (effective 1 January 2015) – (Charities SORP FRS 102), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (September 2015/March 2018) and the Companies Act 2006/Charities Act 2011.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements 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. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

c. Public benefit entity

The charitable company meets the definition of a public benefit entity under FRS 102.

g. Fund accounting

Restricted funds are to be used for specific purposes as laid down by the

donor. Expenditure which meets these criteria is charged to the fund.

d. Going concern

The trustees consider that there are no material uncertainties about the charitable company’s ability to continue as a going concern. Clinks has taken a deliberately prudent approach in reserves planning to ensure smoothing over austere and uncertain times.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

h. Expenditure and irrecoverable VAT

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

e. Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Income from the government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

f. Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

i. Allocation of support costs

Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned based on the estimated staff time attributable to each activity.

92%

8%

~~45~~

Clinks / Annual report and financial statements for the year ended 31 March 2021

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

j. Operating leases

n. Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Rental charges are charged on a straight line basis over the term of the lease.

o. Financial instruments

k. Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £150. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Where fixed assets have been revalued, any excess between the revalued amount and the historic cost of the asset will be shown as a revaluation reserve in the balance sheet.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method. Grants payable are made to third parties in furtherance of the charity’s objects. Single or multi-year grants are accounted for when either the recipient has a reasonable expectation that they will receive a grant and the trustees have agreed to pay the grant without condition, or the recipient has a reasonable expectation that they will receive a grant and that any condition attaching to the grant is outside of the control of the charity.

Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty about either the timing of the grant or the amount of grant payable.

l. Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

m. Cash at bank and in hand

p. Pensions

The charity makes contributions to a defined contribution scheme and to employees’ personal pension plans based on a fixed percentage of salary. Contributions are charged as expenditure in the year in which they are incurred.

Cash at bank and cash 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. Cash balances exclude any funds held on behalf of service users.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

2. Income from charitable activities

3. Income from other trading activities

----- Start of picture text -----
2021 2020
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
Grants 464,424 1,681,290 2,145,714 317,869 1,034,796 1,352,665
Total income from charitable activities 464,424 1,681,290 2,145,714 317,869 1,034,796 1,352,665
Restricted grants consist of:
- -
Lloyds Bank Foundation for England & Wales 92,390 92,390 25,491 25,491
- -
Woolbeding Charity (Monument Trust) 50,000 50,000 50,000 50,000
- -
Barrow Cadbury Trust 50,000 50,000 52,000 52,000
- -
Ministry of Justice – Infrastructure Grant 1,210,000 1,210,000 550,000 550,000
- - - -
City Bridge Trust 54,000 54,000
Ministry of Justice – - - - -
35,000 35,000
Women’s Capacity Building
Ministry of Justice – - - - -
32,492 32,492
10 Prisons Project
- -
Arts Council England 66,196 66,196 65,000 65,000
- - - -
Paul Hamlyn Foundation (Inspiring Futures) 110,000 110,000
- -
Rothschild Foundation 21,500 21,500 28,500 28,500
- -
Cambridge University 8,712 8,712 4,356 4,356
- -
Making Every Adult Matter (MEAM) 23,492 23,492 21,957 21,957
Department of Health and Social Care - -
80,000 80,000 60,000 60,000
VCSE Health and Wellbeing Alliance
Department of Health and Social Care
- - - - - -
VCSE Health and Wellbeing Alliance
– Mental Health Work
Greater London Authority – - - - -
25,000 25,000
Civil Society Roots Fund
- - - - - -
Stiftung Auxilium – Porticus UK
- -
Sub-total 1,681,290 1,681,290 1,034,796 1,034,796
----- End of picture text -----

----- Start of picture text -----
2021 2020
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
- -
Membership fees 23,301 23,301 54,884 54,884
- -
Associate membership fees 8,130 8,130 4,500 4,500
- -
Consultancy Fees Earned 500 500 1,625 1,625
- -
Paid listings 3,440 3,440 2,940 2,940
-
Conference fees 750 750 11,806 940 12,746
- - - -
Sales of Publications 140 140
-
Donations 1,185 1,185 600 573 1,173
Other income 14,294 100 14,394 23,994 5,559 29,553
Sub-total 51,599 100 51,699 100,489 7,072 107,561
4. Income from investments
2021 2020
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
- - - - - -
Interest receivable
- - - - - -
Sub-total
----- End of picture text -----

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Clinks / Annual report and financial statements for the year ended 31 March 2021

5a. Analysis of expenditure

----- Start of picture text -----
Direct cost Grant funding Support 2021 2020
of activities of activities costs Total Total
£ £ £ £ £
Ministry of Justice – Infrastructure Fund 509,764 645,760 54,476 1,210,000 550,000
Other support, representation
325,361 20,000 110,227 455,588 439,643
and promotion activities
- - -
West Yorkshire PCC 30,888
Department of Health and Social Care
57,458 34,499 288 92,245 70,791
– VCSE Health and Wellbeing Alliance
Arts Alliance 163,109 8,900 3,942 175,951 118,404
-
Rothschild Foundation 5,976 5,976 13,626
- - -
Paul Hamlyn Foundation (Inspiring Futures) 110,579
- - -
The Good Prison (Lemos and Crane) 2,430
- - -
Ministry of Justice – 10 Prisons Project 32,492
- -
City Bridge Trust 37,614 7,259 44,873
-
Lloyds Bank Foundation for England & Wales 81,483 6,867 88,350
Greater London Authority – -
14,057 2,704 16,761
Civil Society Roots Fund
- -
Women’s Network 10,691 10,691 7,344
Ministry of Justice – Women’s Capacity Building 33,745 808 34,553 27,460
- -
Policy Engagement – Barrow Cadbury Trust 50,174 50,174 58,081
- -
Making Every Adult Matter (MEAM) – Policy 22,246 22,246 30,305
-
NE Local Development 42,815 8,715 51,530 47,099
-
NW Local Development 15,532 617 16,149 18,692
- - - -
Farmer Review 8,021
1,370,025 709,159 195,903 2,275,087 1,565,854
----- End of picture text -----

----- Start of picture text -----
(Note 5a continued) Grant
Direct cost funding of Support 2021 2020
of activities activities costs Total Total
£ £ £ £ £
-
Grants and partnership payments made (note 6) 709,159 709,159 114,795
- -
Salaries 1,161,011 1,161,011 1,059,060
- -
Travel and subsistence for staff 185 185 69,756
- -
Recruitment costs 6,019 6,019 2,497
- -
Fees for freelance workers 65,997 65,997 58,570
- -
Rent 106,335 106,335 45,628
- -
Insurance 1,353 1,353 1,134
-
Stationery, printing and photocopy 16,096 16,096 13,407
-
Telephone and internet charges 18,171 18,171 14,050
-
Postage 1,991 1,991 1,589
- -
Computer software and maintenance 15,461 15,461 21,272
- -
Subscriptions 1,949 1,949 3,919
- -
Newsletter and publications 13,906 13,906 33,256
-
Training for staff and volunteers 16,315 16,315 9,761
- -
Training for beneficiaries 13,400 13,400 6,409
-
Depreciation 9,612 9,612 5,737
- -
Conference costs 9,123 9,123 20,293
- - -
Database development 7,878
- -
Professional fees 74,304 74,304 24,188
- - - -
Rates, light and heat
- -
Bank charges and interest 69 69 208
- -
Meeting costs 1,316 1,316 14,293
- -
Website development 26,175 26,175 36,429
- - -
Partners staff fees 1,550
-
Digital media - licences 7,140 7,140 121
- - -
Health & safety 54
1,393,575 709,159 172,353 2,275,087 1,565,854
----- End of picture text -----

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Clinks / Annual report and financial statements for the year ended 31 March 2021

5b. Analysis of expenditure (prior year)

----- Start of picture text -----
Direct cost Grant funding Support 2020 2019
of activities of activities costs Total Total
£ £ £ £ £
-
Ministry of Justice – Infrastructure Fund 515,021 34,979 550,000 550,000
Other support, representation -
378,532 61,110 439,643 333,164
and promotion activities
-
West Yorkshire PCC 30,233 655 30,888 32,840
Department of Health and Social Care
54,981 15,000 809 70,791 60,000
– VCSE Health and Wellbeing Alliance
-
Arts Alliance 115,100 3,304 118,404 122,313
- -
Rothschild Foundation 13,510 116 13,626
-
Paul Hamlyn Foundation (Inspiring Futures) 14,833 89,579 6,167 110,579
- -
The Good Prison (Lemos and Crane) 2,430 2,430 143
-
Ministry of Justice – 10 Prisons Project 22,276 10,216 32,492 36,497
Department of Health and Social Care
- - - -
VCSE Health and Wellbeing Alliance 25,000
– Mental Health Work
- -
Women’s Network 7,344 7,344 20,305
- -
Ministry of Justice – Women’s Capacity Building 26,982 478 27,460
- -
Policy Engagement – Barrow Cadbury Trust 58,081 58,081 42,919
- -
Making Every Adult Matter (MEAM) – Policy 30,305 30,305 25,013
-
NE Local Development 39,802 7,297 47,099 48,987
-
NW Local Development 18,255 437 18,692 25,441
- -
Farmer Review 8,021 8,021 25,568
1,335,707 114,795 115,352 1,565,854 1,348,190
----- End of picture text -----

----- Start of picture text -----
(Note 5b continued) Grant
Direct cost funding of Support 2020 2019
of activities activities costs Total Total
£ £ £ £ £
- -
Grants and partnership payments made (note 6) 114,795 114,795 59,507
- -
Salaries 1,059,060 1,059,060 867,394
- -
Travel and subsistence for staff 69,756 69,756 63,864
- -
Recruitment costs 2,497 2,497 13,055
- -
Fees for freelance workers 58,570 58,570 60,142
- -
Rent 45,628 45,628 30,605
- - -
Insurance 1,134 1,134
- -
Stationery, printing and photocopy 13,407 13,407 16,575
- -
Telephone and internet charges 14,050 14,050 13,573
- -
Postage 1,589 1,589 4,323
- -
Computer software and maintenance 21,272 21,272 15,948
- -
Subscriptions 3,919 3,919 2,519
- -
Newsletter and publications 33,256 33,256 19,613
- -
Training for staff and volunteers 9,761 9,761 8,856
- -
Training for beneficiaries 6,409 6,409 6,238
- -
Depreciation 5,737 5,737 5,673
- -
Conference costs 20,293 20,293 50,719
- -
Database development 7,878 7,878 4,200
- -
Professional fees 24,188 24,188 21,083
- - - - -
Rates, light and heat
- -
Bank charges and interest 208 208 295
- -
Meeting costs 14,293 14,293 13,082
- -
Website development 36,429 36,429 65,260
- -
Partners staff fees 1,550 1,550 1,504
- -
Digital media - licences 121 121 3,389
- -
Health & safety 54 54 773
1,333,687 114,795 117,372 1,565,854 1,348,190
----- End of picture text -----

~~49~~

Clinks / Annual report and financial statements for the year ended 31 March 2021

6a. Grant making (current year)

6b. Grant making (prior year)

----- Start of picture text -----
Grants to
institutions 2021 2020
£ £ £
Department of Health and Social Care
34,499 34,499 15,000
– VCSE Health and Wellbeing Alliance
Summer & Winter Covid-19 recovery grants 463,500 463,500 10,216
Race and justice probation grants 202,260 202,260 89,576
-
Arts Council England Bursary Scheme 8,900 8,900
At the end of the year 709,159 709,159 114,792
----- End of picture text -----

Most grants are made to solicit expertise from specialist organisations: Clinks has been working in partnership with Nacro on the Health and Wellbeing Alliance since 2017. Nacro brings a unique perspective to the health work due to its experience of delivering key health in justice interventions, such as community-based substance misuse services, as well as working on intersecting issues such as housing and education. An additional £20,000 was secured by Clinks for additional partnership working with Recoop and Birth Companions.

Race and justice probation grants

We were funded by the Ministry of Justice to promote and develop stewardship of organisations led by, and focused on, racially minoritised people to facilitate better engagement with the criminal justice system. The purpose of the work is to build capacity within voluntary organisations led by and focused on racially minoritised people to prepare them to participate fully in new probation arrangements and other opportunities that may be provided by the co-commissioning of services by probation regional directors with PCCs and other statutory partners, to improve rehabilitation outcomes and divert people from the criminal justice system.

NCJAA was supported by Tipp to deliver on the Arts Council England bursary scheme.

----- Start of picture text -----
Grants to
institutions 2020 2019
£ £ £
-
NACRO 15,000 16,008
2 [nd] Chance - - -
-
10 Prisons Project 10,216 30,653
- - -
Homeless Link
-
HWA Mental Health Work 89,576 12,846
-
At the end of the year 114,792 59,507
7. Net income / (expenditure) for the year
This is stated after charging / (crediting):
2021 2020
£ £
Depreciation 9,612 5,737
Operating lease rentals:
Property 67,000 74,794
Auditor’s remuneration (excluding VAT):
Other services 7,400 7,400
----- End of picture text -----

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Clinks / Annual report and financial statements for the year ended 31 March 2021

8. Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

9. Staff numbers

The average number of employees (head count based on number of staff employed) during the year was as follows:

Staff costs were as follows:

----- Start of picture text -----
2021 2020
£ £
Salaries and wages 1,012,188 864,564
-
Termination cost 60,000
Social security costs 97,703 88,239
Pension contributions and
51,123 46,257
other employee benefits
1,161,014 1,059,060
----- End of picture text -----

Regular reviews are undertaken to ensure that Clinks has the right blend of professional business focus, strategic direction and sector knowledge.

----- Start of picture text -----
2021 2020
No. No.
Projects 16.0 13.0
Support 10.0 10.0
Governance 1.0 1.0
27.0 24.0
----- End of picture text -----

10. Related party transactions

There are no related party transactions to disclose for 2021 (2020: none).

The following number of employees received salary and employee benefits (excluding employer pension costs) during the year between:

----- Start of picture text -----
2021 2020
No. No.
£80,000 - £89,999 1 1
----- End of picture text -----

The total employee benefits including pension contributions of the key management personnel were £382,751 (2020: £324,600). In the year ending March 2021, the senior management team comprised of the CEO plus four key employees.

There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.

11. Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

The charity trustees were not paid or received any other benefits from employment with the charity in the year (2020: £nil). No charity trustee received payment for professional or other services supplied to the charity (2020: £nil).

Trustees’ expenses represents the payment or reimbursement of travel and subsistence costs totalling nil (virtual engagement due to Covid 19) (2020: £9,534) incurred by 11 (2020: 11) members relating to attendance at meetings of the trustees.

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Clinks / Annual report and financial statements for the year ended 31 March 2021

12. Tangible fixed assets

13. Debtors

Computer
equipment
£		 Total
£
Cost or valuation
At the start of the year
Additions in year		 72,700
18,804		 72,700
18,804
At the end of the year 91,504 91,504
Depreciation
At the start of the year
Charge for the year		 63,499
9,612		 63,499
9,612
At the end of the year 73,111 73,111
Net book value at the
end of the year		 18,394 18,394
At the start of the year 9,202 9,202
All of the above assets are used for charitable purposes.

----- Start of picture text -----
2021 2020
£ £
Trade debtors 26,499 244,202
Other debtors 2,248 10,844
Prepayments 10,774 12,658
39,521 267,704
14. Creditors: amounts falling due within one year
2021 2020
£ £
Trade creditors 6,006 74,942
Taxation and social security 38,088 31,788
Other creditors (10,231) (6,409)
Accruals 43,107 95,414
Deferred income 147,000 156,251
223,970 351,986
----- End of picture text -----

14. Creditors: amounts falling due within one year

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Clinks / Annual report and financial statements for the year ended 31 March 2021

15. Deferred income

Deferred income comprises membership and grant income received during the year for use in 2020-21.

----- Start of picture text -----
2021 2020
£ £
Balance at the beginning of the year 156,251 100,458
Amount released to income in the year (156,251) (100,458)
Amount deferred in the year 147,000 156,251
Balance at the end of the year 147,000 156,251
----- End of picture text -----

17a. Analysis of net assets between funds (current year)

----- Start of picture text -----
General
unrestricted Restricted Total funds
£ £ £
-
Tangible fixed assets 18,394 18,394
Net current assets 435,419 21,406 456,825
Net assets at the end of the year 453,813 21,406 475,219
----- End of picture text -----

17b. Analysis of net assets between funds (prior year)

----- Start of picture text -----
General
unrestricted Restricted Total funds
£ £ £
-
Tangible fixed assets 9,202 9,202
Net current assets 500,832 42,859 543,691
Net assets at the end of the year 510,034 42,859 552,893
----- End of picture text -----

18a. Movements in funds (current year)

----- Start of picture text -----
at 1 April Income Expenditure at 31 March
2020 & gains & losses Transfers 2021
£ £ £ £ £
Restricted funds:
Arts Alliance 35,319 146,508 (181,927) 100 ()
- -
Lloyds Bank Foundation for England & Wales 92,390 (88,350) 4,040
- - - - -
Women’s Network
- - -
Ministry of Justice – Women’s Capacity Building 7,540 (7,540)
Department of Health and Social Care - - -
80,000 (80,000)
– VCSE Health and Wellbeing Alliance
- -
Making Every Adult Matter (MEAM) – Policy 23,492 (22,246) (1,246)
- -
City Bridge Trust 54,000 (44,873) 9,127
- -
Ministry of Justice – Infrastructure Fund 1,210,000 (1,209,939) (61)
- -
Greater London Authority – Civil Society Roots Fund 25,000 (16,761) 8,239
Barrow Cadbury Trust – Policy - 50,000 (50,174) 174 -
Total restricted funds 42,859 1,681,390 (1,701,810) (1,033) 21,406
Unrestricted funds:
- - -
Paul Hamlyn Foundation 70,000 (70,000)
- - -
Esmée Fairbairn Foundation 97,500 (97,500)
- -
AB Charitable Trust 50,000 (50,000)
- -
Tudor Trust 15,000 (15,000)
- -
Garfield Weston Foundation 75,000 (75,000)
-
Goldsmith’s Company Charity 30,000 (30,000)
- - -
Woolbeding Charity (Monument Trust) 50,000 (50,000)
-
General funds 432,005 128,523 (135,828) 424,700
-
Total unrestricted funds 432,005 516,023 (523,328) 424,700
Designated Funds:
-
Web development, office move and Women’s Work 78,029 (49,949) 1,033 29,113
Total unrestricted funds 510,034 516,023 (573,277) 1,033 453,813
-
Total funds 552,893 2,197,413 (2,275,087) 475,219
----- End of picture text -----

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Clinks / Annual report and financial statements for the year ended 31 March 2021

18b. Movements in funds (prior year)

Purposes of restricted funds

----- Start of picture text -----
At 1 April Income Expenditure At 31 March
2019 & gains & losses Transfers 2020
£ £ £ £ £
Restricted funds:
-
Arts Alliance 13,000 264,928 (242,609) 35,319
- - -
Farmer Review 8,021 (8,021)
- - -
Women’s Network 7,344 (7,344)
- -
Ministry of Justice – Women’s Capacity Building 35,000 (27,460) 7,540
Department of Health and Social Care - -
10,790 60,000 (70,790)
– VCSE Health and Wellbeing Alliance
- -
Making Every Adult Matter (MEAM) – Policy 21,957 (30,305) 8,348
- - -
Ministry of Justice – 10 Prisons Project 32,492 (32,492)
- - -
Ministry of Justice – Infrastructure Fund 550,000 (550,000)
- - -
The Good Prison (Lemos and Crane) 2,430 (2,430)
- -
Barrow Cadbury Trust – Policy 6,081 52,000 (58,081)
- -
Yorkshire Local Development 5,397 25,491 (30,888)
Total restricted funds 53,063 1,041,868 (1,060,420) 8,348 42,859
Unrestricted funds:
- - -
Paul Hamlyn Foundation 100,000 (100,000)
- - -
Bromley Trust 10,000 (10,000)
- - -
Esmée Fairbairn Foundation 65,000 (65,000)
- - -
Goldsmith’s Company Charity 30,000 (30,000)
- - -
Woolbeding Charity (Monument Trust) 50,000 (50,000)
General funds 464,598 163,358 (187,604) (8,348) 432,005
Total unrestricted funds 464,598 418,358 (442,604) (8,348) 432,005
Designated Funds:
- -
Web development, office move and Women’s Work 140,860 (62,831) 78,029
Total unrestricted funds 605,458 418,358 (505,435) (8,348) 510,034
-
Total funds 658,521 1,460,226 (1,565,855) 552,893
----- End of picture text -----

Arts Alliance

Clinks is working with a range of different organisations to improve policies and practice in relation to arts-based work with people in the criminal justice system and their families. This includes developing the National Criminal Justice Arts Alliance as the main national network for arts organisations that work in the criminal justice system.

Lloyds Bank Foundation for England & Wales

Aims to develop an influential sector voice and leadership with vision for the voluntary sector working in criminal justice, in particular small and specialist organisations by building on our existing strong relationships with key stakeholders, at both national and regional levels, in order to increase engagement and influence.

City Bridge Trust and Greater London Authority Civil Society Roots Fund

Funding for London Development Officer to: develop expertise on the voluntary sector working in criminal justice in London, its strengths and weaknesses and its challenges and opportunities; provide a range of support to the sector, including a comprehensive programme of information; ensure the London sector’s voice is heard and its important work is recognised, at both national and regional levels; support partnerships within and between sectors.

Ministry of Justice – Women’s Capacity Building

Funded by the MoJ, Clinks will deliver a programme of training and support to voluntary organisations that offer specialist services to vulnerable women. The programme will focus on capacity building and sustainable development, providing a range of interventions alongside a legacy of resources and toolkits that can be used to support continued development.

Women’s Network

On the dissolution of Women’s Breakout, the balance of assets was transferred to Clinks. Clinks has committed to continue its work on women in the criminal justice system committing £100,000 (2 x £50,000 over the 2019/20 and 2020/21 years respectively) to grow support for the women’s sector.

Department of Health and Social Care – VCSE Health and Wellbeing Alliance

Clinks is a member of the VCSE Health and Wellbeing Alliance, a partnership between the Department of Health, NHS England and Public Health England and 21 national voluntary sector organisations and consortia. The HW Alliance aims to bring the voice of the voluntary sector and people with lived experience into national policy making, to promote equality and reduce health inequalities. Clinks works with Nacro to raise awareness of the health needs of people in the criminal justice system and the vital role the voluntary sector can play in addressing them.

~~54~~

Clinks / Annual report and financial statements for the year ended 31 March 2021

MEAM – Local Development/ MEAM – Policy

20. Operating lease commitments

Local Development

The MEAM approach was developed to provide a non-prescriptive framework for areas to develop a coordinated and flexible approach to supporting adults with multiple and complex needs. At present there are 11 areas across the country developing the MEAM approach and Clinks provides local development support to two of these. The MEAM Coalition also provides support to the 12 Big Lottery Fulfilling Lives areas.

Policy

Clinks contributes to the Making Every Adult Matter embedded policy team across the MEAM coalition partners to influence government policy and amplify the voice of people with multiple and complex needs.

Barrow Cadbury Trust – Policy

To support Clinks’ senior level policy and political influencing.

Ministry of Justice – Infrastructure Fund

A strategic grant from the Criminal Justice Group to deliver outcomes in relation to representation and voice, communication and partnership working.

The charity’s total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods.

----- Start of picture text -----
Property Property
2021 2020
£ £
Less than one year 67,000 67,000
One to five years 268,000 335,000
- -
Over five years
335,000 402,000
----- End of picture text -----

Legal status of the charity

19. Analysis of cash and cash equivalents

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.

----- Start of picture text -----
at 31 March
at 1 April 2020 Cash flows 2021
£ £ £
Cash at bank and in hand 330,068 13,303 343,371
-
Notice deposits (less than three months) 297,903 297,903
Total cash and cash equivalents 627,971 13,303 641,274
----- End of picture text -----

~~55~~

Clinks / Annual report and financial statements for the year ended 31 March 2021

Reference and administrative information

Company number

3562176

Charity number

1074546

Registered office and operational address

Block C, 5[th] floor, Tavistock House, Tavistock Square, London WC1H 9JJ

Country of registration

England and Wales

Country of incorporation United Kingdom

Trustees

Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:

Helen Attewell – resigned in April 2020

Key management Anne Fox – Chief Executive Officer personnel

Bankers

CAF Bank Limited, 25 Kingshill Avenue, West Malling, Kent ME19 4JQ

Auditor

Sayer Vincent LLP, Chartered Accountants and Statutory Auditor Invicta House, 108-114 Golden Lane, London EC1Y 0TL

~~56~~

Clinks / Annual report and financial statements for the year ended 31 March 2021

Thank you to our funders

We would like to take this opportunity to thank all of those who have donated to our work and supported us during what has been a challenging year for both Clinks and the voluntary sector working in the criminal justice system. The flexibility, understanding and support from our funders and partners has ensured we have continued to provide vital support to the sector over the year.

~~57~~

Block C, 5[th] Floor Tavistock House Tavistock Square London WC1H 9JJ

020 7383 0966 info@clinks.org

@Clinks_Tweets www.clinks.org

Our vision

Our vision is of a vibrant, independent and resilient voluntary sector that enables people to transform their lives.

Our mission

To support, represent and advocate for the voluntary sector in criminal justice, enabling it to provide the best possible opportunities for individuals and their families.

Join Clinks: be heard, informed, and supported

Are you a voluntary organisation supporting people in the criminal justice system?

Join our network of over 600 members. Clinks membership offers you:

We are offering free membership to all voluntary organisations until March 2022, and to those with annual income less than £100,000 until the end of March 2023.

www.clinks.org/membership

Design: Fovea Creative / www.foveacreative.uk Photographs: © Ian Cuthbert, Fovea Creative / www.foveacreative.uk

Published by Clinks © 2021. All rights reserved. Clinks is a registered charity no. 1074546 and a company limited by guarantee, registered in England and Wales no. 3562176.