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2021-03-31-accounts

Registered number: 03912530 England and Wales Charity Number: 1080735

ANNUAL REPORT AND AUDITED ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2021

ANNUAL REPORT AND ACCOUNTS YEAR ENDED TO 31 MARCH 2021

Contents

1 Legal & Administrative Information 3-25 Report of the Trustees 26-28 Auditors’ report Accounts comprising: 29 Statement of financial activities 30 Balance sheet 31 Statement of cashflows 32-42 Notes to the accounts

HILLSIDE CLUBHOUSE

REPORT OF THE TRUSTEES – 31 MARCH 2021

Legal & Administrative Information

Company number - 03912530 (England and Wales)
Charity number - 1080735
Trustees/Directors - D Barrett (Chairperson)
A Christie
S Rende
C Morton
J Cooke
G Sanford
Company secretary - G Jones (resigned 29 October 2021)
Registered office
and Operational address - Unit A
30 North Road
London
N7 9GJ
Auditors - Simpson Wreford LLP
Chartered Accountants &
Registered Auditors
Wellesley House
Duke of Wellington Avenue
Royal Arsenal
London
SE18 6SS

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REPORT OF THE TRUSTEES – 31 MARCH 2021

The Trustees present their report and the audited financial statements for the year ended 31 March 2020 which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.

The financial statements have been prepared in accordance with accounting policies set out in the notes to the accounts, the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association and Accounting, and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard in the UK and Republic of Ireland (FRS 102).

EXECUTIVE SUMMARY

We outline below a summary of the key points and achievements of the year.

OBJECTIVES AND ACTIVITIES

The Objects of the Charity are to relieve the needs of individuals suffering from mental or physical illness or impairment of any description, in particular but not exclusively by providing, or assisting in the provision of, psycho-social rehabilitative services in order that those individuals may regain their confidence and skills.

The main strategies employed to achieve the charity’s core objectives are to

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The main change that we seek to make is to ensure that our members become more confident, increase their skills base and become more socially included by way of working for mainstream employers, participating in training and education and leisure and social facilities in the mainstream and in the Clubhouse.

The Clubhouse has an extensive ‘portfolio’ of services to support member wellbeing and social inclusion:

• the Workday programme which helps members to develop life and workskills through volunteering to run the daily business functions of the Clubhouse

• Recovery! Project which provides practical help and support to those with personal problems or crises

• Mental Health Working Islington - information advice and guidance to mainstream employment, training and volunteering for Islington residents. Parts of the service work to the Individual Placement and Support Model within integrated NHS teams.

• Camden Work and Wellbeing – our mental health employment support service for Camden residents based on the Individual Placement and Support Model. The service also provides job sustainment and job retention support. We deliver the service in partnership with Camden and Islington NHS Foundation Trust

• Flexible work opportunities on our external catering service and in ‘The Kiosk’ for those that might need a stepped support to mainstream employment

• Catalyst Programme (a small individual grants scheme in partnership with the Cripplegate Foundation) for members’ personal development.

The trustees believe that they meet their public benefit obligation through the deployment of this strategy The result of such public benefit is that Clubhouse members, who are all people with mental health problems, increase skills for life and work and become more socially included in work related activity including mainstream employment and education.

In planning activities and delivering services the trustees have particular regard to the Charity Commission’s guidance on public benefit.

The criteria we used to measure success in the reporting period included:

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The Charity’s long term aim is to support people to lead more fulfilling lives and to be more socially included in their local communities and we do this through the various services and shorter and medium term interventions we deliver. These include:

Clubhouse members, while beneficiaries of the Charity, are also volunteers and make a significant contribution towards the day to day running of the Charity. The Clubhouse Model has an ethos of co-production whereby members are fully involved in the day to day running of the Clubhouse business functions alongside staff. This will include such services and processes as administration, catering, maintenance, business development, decision making, finance, project delivery, promotion, compliance and many other areas.

SUMMARY OF MAIN DEVELOPMENTS AND ACHIEVEMENTS

It has been without a doubt the most challenging year the Clubhouse has ever faced. However the Clubhouse has proved itself to be agile and responded well to the challenges of the pandemic. We had to close to face to face working at the start of the pandemic butt we quickly had telephone and virtual supports and communications up and running and we were also one of the only services in Islington of our kind to reopen when the Government’s guidance on the use of multiuse facilities allowed us to reopen in Summer 2020. Much work was put into a covid secure risk management plan and limited numbers of members returned to the building by appointment in the summer. Teams operated in separate ‘support bubbles’ to mitigate. This continued through the summer until 5 January when rising rates and reassessment led to the decision to return to remote working. We returned to face to face working (in early April 2021). Due to the need to provide some services remotely we worked hard to maximise access for our members and looked at alternative solutions during the year where we have not been able to provide a face to face service. In addition to face to face delivery where we could we provided the following:

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Members faced some significant challenges which have been supported including fear and anxiety due to the ongoing situation, loneliness, accessing food, not having access to or skills for digital inclusion. A lot of support has been focussing on staying well physically and mentally including staying active and mindful.

Outcomes

Despite such a difficult year some fantastic outcomes were yet again achieved: 114 people into work – a huge achievement in these times! and at least 101 undertook a wide range of training (accredited and non accredited). Furthermore 126 people were supported to return to or retain work, 24 members became external volunteers (some on covid emergency work ) and we supported at least 992* people during the year.

(*due to the need to transition quickly to remote services initial support provided by telephone and remotely might not all have been captured so 992 is a minimum).

Impact

We had anticipated a downturn in some of our impact measures from our annual evaluation given the coronavirus situation but we are incredibly pleased to actually see slight increases in satisfaction about the impact of our services during these very difficult times.

95% said that we had supported them to remain mentally well

97% said that we had supported them to increase self-esteem, confidence and motivation

95% said that we had helped them to improve life skills and/or improve self care

79% said that we had helped them to remain physically well

83% said that we had helped them become more involved in other activities outside the Clubhouse

During a period where people have been afraid of mixing indoors we are also pleased that 96% of those who have come to the Clubhouse have felt safe with our covid secure arrangements and social distancing measures and 97% were happy with the help and support they received during lockdown periods .

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Objective Achievement
Provide support to 550 people per year with
an average daily engagement on Workday
Programme of 40 per day		 Exceeded – 992/during covid when the
Clubhouse
was
allowed
to
open
our
maximum social distancing capacity in the
building was 10 but much support and
engagement
was
provided
additionally
remotely.
Provide social inclusion services that are
meaningful and suitable for needs. Target
85% satisfaction		 Exceeded – median score across a range of
indicators (outlined in more detail elsewhere
in this report) was 95%
Enable 90 people per year into mainstream
training		 Exceeded – 101
Support people into work We supported 112 people into work (of which
102 were unemployed).
Additionally we supported 126 people who
were struggling in work where mental health
was at risk to retain work or find another job.
Improve wellbeing and mental health Exceeded – median score across a range of
indicators (outlined in more detail elsewhere
in this report) was 92%

Number of people supported Provide support to 550 people per year Achievement exceeded - Supported 992 people

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REPORT OF THE TRUSTEES – 31 MARCH 2021

----- Start of picture text -----
Provision of social inclusion services
100%
95%
90%
85%
80%
75%
Provide social inclusion services that are meaningful and Exceeded - median score across a range of indicators
suitable for needs. Target 85% satisfaction (outlined in more detail elsewhere in this report) was
95%
----- End of picture text -----

----- Start of picture text -----
Mainstream training
100
98
96
94
92
90
88
86
84
Enable 90 people per year into mainstream training Exceeded - 101
----- End of picture text -----

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Employment

We supported 112 people into work (102 unemployed)

We supported 126 people who were struggling in work where mental health was at risk to retain work or find another job

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Wellbeing and Mental Health

----- Start of picture text -----
92% of people said Hillside improved mental health
----- End of picture text -----

----- Start of picture text -----
Wellbeing outcomes
100%
80%
60%
40%
20%
0%
97 per cent said that the 95 per cent said that the 79 per cent said that the 95 per cent said that the
Clubhouse had helped them Clubhouse had supported Clubhouse had supported Clubhouse had helped them
improve motivation and self them to remain mentally them to keep physically well to improve life skills and self
esteem well care
----- End of picture text -----

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Wider impact and satisfaction

----- Start of picture text -----
100%
80%
60%
40%
20%
0%
96 per cent 100 per cent 91 per cent 100 per cent 97 per cent 98 per cent 95 per cent 83 per cent 92 per cent
said that the said that said they were happy said they felt felt happy were said that the said they felt
Clubhouse they felt were happy with the their with the satisfied or Clubhouse this building
supported valued some with staff practical individual training very satisfied had was
future life or all of the attempts to suport needs and courses with the supported somewhere
and work time when at engage them offered by preferences delivered Clubhouse them to they liked to
ambitions Clubhouse staff to were given overall become come
resolve time in the more
practical help and involved in
problems support they external
needed activites
outside of
Clubhouse
----- End of picture text -----

In addition to the hard data in the satisfaction survey members have also said some very kind words about our services:

‘Help is always here at Hillside for us all’

‘Hillside has helped me improve my confidence, personal development and to interact to help and mentor other people’

‘Brilliant place in all senses of the word. It has helped me socially and practically. Helped me build my confidence and self-esteem, gain and improve my skill sets’

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REPORT OF THE TRUSTEES – 31 MARCH 2021

With the ongoing issues with my neighbours Hillside has been very helpful. Also helped me with my mental health, built my confidence and learnt new skills in the Kitchen.’

‘Hillside helped me improve my admin skills and my social skills.’

‘Hillside helped me with my confidence and to mix with other people’.

Brings joy to my life. Improved my social skills by working in the kitchen and improved my education skills’.

‘Hillside is very caring. When I arrived I was lacking in confidence but it helps my confidence grow. Hillside has been very supportive and given me structure to my day. I recently passed my reception training course at Hillside and I am very proud I have achieved that.’

‘For the good few years I have attended, Hillside Clubhouse has been a constant backbone of invaluable moral, emotional and practical support. A safe haven where I have always felt valued and assisted whenever needed’.

‘Coming to hillside has helped my confidence a lot. I now feel I have the support from staff to get a job a that will suit me.’

‘You have helped me to have purpose in life as before I felt that I couldn’t do things.’

‘After a terrible year being at home I am finally back at hillside everyone was so welcoming and kind it was like I had never been away.’

‘My mind was everywhere it shouldn’t be and Hillside has made me more stable’

GOVERNING DOCUMENT

Hillside Clubhouse Limited is a company limited by guarantee governed by its Memorandum and Articles of Association dated 6 December 1999 (as amended from time to time). It is registered as a charity with the Charity Commission (number: 1080735).

RECRUITMENT AND APPOINTMENT OF TRUSTEES

The Directors of the Company are also charity trustees for the purposes of charity law and under the company’s Articles are known as members of the Management Committee.

There is a trustee recruitment policy and new trustees are appointed on the basis of skills needed by the Board. Recruitment takes place through word of mouth, advertising through local bulletins and newsletters, through networking events, in newspapers and by mailouts as and when new trustees are needed.

REFERENCE AND ADMINISTRATIVE DETAILS

The Trustees delegate day to day management of the Charity to Graeme Jones, Executive Director.

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TRUSTEE INDUCTION AND TRAINING

There is an induction and training policy and all trustees have role descriptions. New trustees receive a thorough induction and comprehensive handbook (which sets out the obligations of trustees, contains the main documents relating to the Charity’s operation, contains up to date financial information including audited accounts and contains business plans).

Induction further consists of a visit to the Clubhouse and a meeting with the Executive Director, a written induction manual, attendance at two meetings as an observer prior to joining the Board of Directors, a named trustee as a ‘buddy’, notes of the last three Board meetings at least. All trustees are required to sign a declaration of commitment and qualification for trusteeship form and a signed declaration of any interest in the Charity.

All trustees receive the Charity Commission newsletters. Trustees have access to governance and management committee training provided by the local voluntary action council as well as attendance at any other relevant training.

RISK MANAGEMENT

The trustees maintain a comprehensive risk register and action plan to minimise risks. This was reviewed during the financial year. The corresponding action plan sets out systems and procedures to mitigate those risks identified in the plan and procedures are implemented to minimise any potential impact on the charity should those risks materialise. The main risks faced by the Charity fall into the following areas:

The main risks facing the Charity are typical for a charity of our size and structure and there were no major changes to the risks reported last year which continue to include:

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New areas of risk during the year included:

A comprehensive building risk assessment was also undertaken during the year as well as a covid secure risk management plan. The Programme Manager and Employment Support Team Manager oversaw the risk assessment and management of individual members.

The Trustees have a rigorous and robust approach to health and safety with robust policies and practices that are regularly reviewed as well as risk management being a standing item on board meeting agendas.

EQUALITY AND DIVERSITY AND SERVICE USER INVOLVEMENT

The trustees also apply a thorough and robust approach to equality and diversity. In addition to operating a general equal opportunities policy, equal opportunities and diversity run through all strands of the Clubhouse's policies, procedures, activities and monitoring and evaluation. This is further enhanced by member (service user) involvement running through all aspects of the Clubhouse's activities, delivery, management and planning. As a result of this the Clubhouse’s current demographic makeup in terms of ethnicity and culture continues to be higher than the local demographic averages both in terms of staffing and membership.

Hillside quickly responded to events following the Black Lives Matter movement with a thorough organisational review and we developed and implemented a comprehensive and robust Equality and Diversity action plan – the main tenets of which are published on our website.

Our Diversity is our Strength.

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Our Beneficiaries – Islington

----- Start of picture text -----
White/Black
White/Black Caribbean Ethnicity
African
2%
1%
Asian Other
White Polish
4% Bangladeshi
1%
4%
White Other
7%
Black African
20%
White British
30%
Black Caribbean
16%
Other
Turkish/Turkish 5%
Cypriot Mixed Black Other
3% Other Middle Eastern Chinese 4%
1% 1% 1%
----- End of picture text -----

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----- Start of picture text -----
Gender
Female
42%
Male
58%
----- End of picture text -----

----- Start of picture text -----
Age
19-20
1%
61-65
5% 21-24
12%
51-60
14%
25-30
15%
41-50
26%
31-40
27%
----- End of picture text -----

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REPORT OF THE TRUSTEES – 31 MARCH 2021

----- Start of picture text -----
Sexuality
Other Prefer not to say
Bisexual
Gay/Lesbian 1% 2%
1%
2%
Heterosexual
94%
----- End of picture text -----

----- Start of picture text -----
Prefer not to say Religion
3%
Other religion Buddhist
or belief 1%
2%
Catholic
8%
No religion or
belief
21%
Christian
43%
Muslim
20%
Hindu
2%
----- End of picture text -----

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Our Beneficiaries - Camden

----- Start of picture text -----
Ethnicity
White/Black
Caribbean
White/Black African 1%
1%
Asian Other
6%
White Other Bangladeshi
White Irish 13% 5%
1%
Black African
10%
Black
Caribbean
3%
Black Other
4%
Chinese
2%
White British Greek/Greek
33% Cypriot
1%
Mixed Middle Indian
Other Eastern 2%
4% 3%
Other Mixed White/Asian
8% 1%
Turkish/Turkish Prefer not to say
Cypriot 1%
1%
----- End of picture text -----

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----- Start of picture text -----
Gender
Male
43%
Female
57%
----- End of picture text -----

----- Start of picture text -----
Age 19-20
61-65 3%
66-67
3%
1%
21-24
51-60 9%
13%
25-30
22%
41-50
22%
31-40
27%
----- End of picture text -----

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----- Start of picture text -----
Sexual Orientation
Bisexual
4%
Prefer not to
Gay/Lesbian 4% say
14%
Heterosexual
78%
Religion Buddhist
1%
Catholic
8%
Christian
Prefer not to 19%
say
37%
Jewish
2%
Muslim
No religion or 12%
belief
Other religion
or belief 19%
2%
----- End of picture text -----

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ORGANISATIONAL STRUCTURE

Hillside Clubhouse has a trustee Board of no more than twelve and not less than four persons. The trustees, as directors are responsible for overall policy and meet on average every six weeks. There are additional sub committees for personnel and other ad hoc sub committees are convened as and when required. The Board of trustees are responsible for overall policy but much of the day to day activity is conducted by individuals to whom it delegates authority. Day to day responsibility is delegated to the Executive Director who has responsibility for the overall strategy and direction of the organisation and associated operational managers who have responsibility for day to day operational matters. The Employment Support Team Manager has operational responsibility for the Mental Health Working Team and there are two operational managers for Camden Work and Wellbeing (one in Primary Care and one in Secondary Care).

There were a maximum of 25 other members of staff who were responsible for delivery of the Clubhouse’s services to members in this year.

CHALLENGES AND OPPORTUNITIES

Restructure

Since our inception in 2000 we have grown in size five-fold. While this has obviously been positive for beneficiaries the growth, wide variety of services and their technical complexities had stretched the senior management infrastructure. We therefore commissioned an independent review from an expert consultancy who recommended deletion of one management role and the creation of two director roles (one for employment services and one for clubhouse operations) and an administration post. We have now completed that review and recruitment is live. Both new roles will also have a focus on further business development. This will enable us to be more agile and respond to challenges and opportunities ahead as well as being able to bid for more services and tenders. This will be essential as we face a number of challenges going forward – our specialist employment support contracts come to an end at the end of July 2022 and March 2022 respectively.

Sustainability of catering and retail

The long term sustainability of our catering and retail outlet is of concern given that we are unlikely to see returns to full time working for many of our customers so the new director appointed will be tasked with a full feasibility review and we may have to reconfigure this part of our business. Funding for core Clubhouse operations remains the hardest to come by and income from this outlet contributes towards that.

“Coccooning”

For members themselves – while looking forward to a sense of normality going forward – our experiences have also taught us that during periods of lockdown some members have ‘cocooned’ and much work may be needed to support some to re-engage and become confident to be socially included again after such long periods of isolation. In fact emerging from the last lockdown seemed harder for many than after the first lockdown.

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NHS Transformation

Our IPS employment services will face challenges in secondary care due to NHS reorganisation. The success of the model depends on how well integrated employment specialists are with their NHS clinical teams and this works very well with local community mental health teams but the NHS Transformation agenda with a move to the new Community Mental Health Framework will take up a lot of time due to the technical and far reaching changes these will bring not just locally but nationally in future. New ‘blended’ teams working with those with severe and enduring mental health issues will be set up around primary care networks and some of our specialists will need to work in these teams meaning whole new operational frameworks will need to be carefully planned to ensure successful integration within new teams.

- Covid 19

This remains a significant threat but the Clubhouse has a robust and ongoing covid risk management plan to minimise risk and ensure a safe working environment for members and staff and we have proved adept at responding to changes as well as successfully containing any covid cases.

NETWORKING AND PARTNERSHIPS

Hillside Clubhouse has a strong culture of working together with other organisations and this has been a key strength in both our sustainability plans and one of the reasons we are able to deliver high levels of outcomes for our members. We continue to be very widely networked in local, regional and national forums and networks for a wide range of purposes including strategic, operational, delivery, informational, quality and capacity building purposes. Some of the key networks we worked together with in the past year included:

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FINANCIAL REVIEW

Going forward the Charity has planned prudently to ensure that financial risks ahead are mitigated.

Balanced budgets to 31 March 2022 are anticipated and we continue to constantly review our Fundraising Strategy for future years. As before the focus is on securing tenders and maximising delivery on payment by results elements of contracts. The strategy also includes tendering for new contracts and approaching charitable foundations and trusts as well as increasing self generated income through catering operations to support the core Clubhouse. The two new directors are also expected to bring in additional income.

The principal sources of funding are explained in Note 14 to the accounts and all of these funds contribute towards the Charity’s aim of enabling Hillside Clubhouse members to lead more fulfilling lives and become more socially included in their communities.

At year end a surplus on general funds of £18,684 was held. This has been the result of sound financial planning and management.

The main sources of income during this period were: service level agreements and contracts with local authorities and grants. Smaller amounts of income were self generated including some external catering income.

The financial position is sound at year end and the organisation planned its budget for the next financial year during this period.

The organisation has worked hard to develop its financial sustainability again this year through fundraising, service development and securing extensions to contracts and the Trustees have designated reserves (including reserves for contingency) which are described elsewhere in this report.

Designated reserves are held and are explained below.

RESERVES POLICY

The trustees have examined the charity’s requirements for reserves in light of the main risks to the charity. £80,260 is held in a general reserve fund and designated funds of £806,692 were held. This is made up of £20,449 redundancy reserve, £415,000 contingency fund, £96,993 new

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business and development fund, £52,000 running costs in 2020/21, £120,000 property fund, £45,382 property refurbishment fund and a total of £44,667 of unspent funds from Stone Family Foundation and Camden IPS designated for future spend. At the year-end 199,536 was held in a restricted capital fund and £1,330 in a restricted fund.

Contingency reserve

While the current financial picture is healthy the Charity continues to be mindful of the current financial climate and we are also keen to protect our core Clubhouse so the Trustees have carefully and prudently planned for contingencies with the aim of building up the contingency reserve to equate to a readily realisable amount equivalent to six months current turnover - £500,000). This is particularly important in the post Covid 19 and Brexit era given that there may well be pressure on external finances particularly within the public sector. This reserve currently stands at £415,000 which equates to 5 months running costs at current levels. The Trustees continue to plan to mitigate any potential risks which include:

Capital asset (property reserve)

While this is presented as part of the Charity’s reserves it is in practice money tied up in the new building (which we purchased). The funds could only be realised on sale of the building. It is therefore not money which is readily accessible or available to the Charity.

PLANS FOR FUTURE PERIODS

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TRUSTEES’ RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS

The Trustees (who are also the directors of Hillside Clubhouse 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).

Company law requires the Trustees to prepare financial statements for each financial year that give a true and fair view of the state of the affairs of the charitable company as at the balance sheet date and of its incoming resources and application of resources, including income and expenditure, for the financial year. In preparing those financial statements, the Trustees are required to:

The Trustees are responsible for maintaining proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to 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 prevention and detection of fraud and other irregularities.

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

STATEMENT OF DISCLOSURE TO OUR AUDITORS

In so far as the trustees are aware at the time of approving our trustees’ annual report:

AUDITORS

Simpson Wreford LLP were appointed as Independent auditors during the year and have expressed their willingness to continue in that capacity.

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This report has been prepared in accordance with the Statement of Recommended Practice – Accounting and Reporting by charities and with the small company regime (section 419 (2)) of the Companies Act 2006.

The Trustees have complied with their duty in section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission.

Signed on behalf of the board of Trustees/directors on 22 December 2021

…………………D Barrett - Chairperson

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INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF HILLSIDE CLUBHOUSE FOR THE YEAR ENDED 31 MARCH 2021

Opinion

We have audited the financial statements of Hillside Clubhouse (‘the charity’) for the year ended 31 March 2021 which comprise the Statement of Financial Activities, Statement of Cashflows, Balance Sheet and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and the United Kingdom accounting standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

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 Charity 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.

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

Other information

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

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

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INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF HILLSIDE CLUBHOUSE FOR THE YEAR ENDED 31 MARCH 2021

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the Charity 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:

Responsibilities of the trustees

As explained more fully in the trustees’ responsibilities statement set out on page 20, the trustees 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 they 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 Charity’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 Charity or to cease operations, or have no realistic alternative but to do so.

Our 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.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: [www.frc.org.uk/auditorsresponsibilities]. This description forms part of our auditor’s report.

Extent to which the audit was considered capable of detecting irregularities, including fraud

27

HILLSIDE CLUBHOUSE

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF HILLSIDE CLUBHOUSE FOR THE YEAR ENDED 31 MARCH 2021

Audit response to risks identified

We assessed the susceptibility of the company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

To address the risk of fraud through management bias and override of controls, we:

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

Use of our report

This report is made solely to the Charityʼs 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 Charityʼs members those matters we are required to state to them in an auditorʼs 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 Charityʼs members as a body, for our audit work, for this report, or for the opinions we have formed.

Kate Taylor FCA (Senior Statutory Auditor) for and on behalf of Simpson Wreford LLP, Statutory Auditor

Wellesley House Duke of Wellington Avenue Royal Arsenal London SE18 6SS

Dated: 22 December 2021

28

HILLSIDE CLUBHOUSE

STATEMENT OF FINANCIAL ACTIVITIES (Including Income and Expenditure Account) FOR THE YEAR ENDED 31 MARCH 2021

Unrestricted Designated Restricted Capital Restricted Restricted Capital Restricted Total Total
Funds Funds Funds
Funds		 Funds Funds
(Stone Family &
Tudor Trust)
2021 2021 2021
2021		 2021 2020
Notes £ £ £
£		 £ £
Income and Endowments from:
Donations and legacies 2 164,676 8,000 51,000 - 223,676 212,626
Investments 152 - - - 152 1,552
Charitable activities 3 896,333 - 500 - 896,833 887,907
Total 1,061,161 8,000 51,500 - 1,120,661 1,102,086
Expenditure on:
Raising funds 11,040 - - - 11,040 10,742
Charitable Activities 1,045,298 - 53,665 1,958 1,100,921 1,061,970
Other 5,040 - - - 5,040 4,764
Total 4 1,061,378 - 53,665 1,958 1,117,001 1,077,476
Net income / (expenditure) (217) 8,000 (2,165) (1,958) 3,660 24,609
Transfers betw een funds 18,901 5,099 (24,000) - - -
Net movement in funds 13 18,684 13,099 (26,165) (1,958) 3,660 24,609
Reconciliation of Funds
Total Funds brought forw ard 61,576 801,593 27,495 201,494 1,092,158 1,067,549
Total Funds carried forward 80,260 814,692 1,330 199,536 1,095,818 1,092,158

The Statement of Financial Activities includes all gains and losses in the year. All incoming resources expended derive from continuing activities.

The notes on pages 32 to 42 form part of these financial statements.

29

HILLSIDE CLUBHOUSE

BALANCE SHEET AT 31 MARCH 2021

Notes 2021 2020
£ £ £ £
FIXED ASSETS
Tangible assets 9 555,399 555,270
CURRENT ASSETS
Stock 1,000 1,000
Debtors 10 233,516 236,579
Cash at bank and in hand 556,091 557,275
790,607 794,854
CREDITORS
Amounts falling due within one
year 11 76,886 74,667
NET CURRENT ASSETS 713,721 720,187
CREDITORS
Amounts falling due beyond
one year 12 173,302 183,299
NET ASSETS 1,095,818 1,092,158
FUNDS
Unrestricted 80,260 61,576
Unrestricted - designated 814,692 801,593
Restricted- capital 199,536 201,494
Restricted 1,330 27,495
TOTAL FUNDS 13 1,095,818 1,092,158

The accounts have been prepared in accordance with the special provisions of Part 15 of the Companies Act relating to small companies and constitute the annual accounts required by the Companies Act 2006 and in accordance with the Financial Reporting Standard in the UK and Republic of Ireland (FRS 102).

The financial statements on pages 29 to 42 were approved by the Trustees on 22 December 2021 and signed on their behalf by:

D Barrett (Chairperson) …………………………. Company number -03912530 (England & Wales)

30

HILLSIDE CLUBHOUSE

STATEMENT OF CASHFLOWS FOR THE YEAR ENDING 31 MARCH 2021

----- Start of picture text -----
2021 2020
Notes £ £
Cash used in operating activities 19 7,527 151,638
Cash flows from investing activities
Interest income 152 1,552
Purchase of tangible fixed assets (8,863) -
Cash used in investing activities (8,711) 1,552
(Decrease)/ increase in cash and cash equivalents in the year (1,184) 153,190
Cash and cash equivalents at the beginning of the year 557,275 404,085
Total cash and cash equivalents at the end of the year 556,091 557,275
----- End of picture text -----

31

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

1. ACCOUNTING POLICIES

The principal accounting policies are summarised below. The accounting policies have been applied consistently throughout the year and in the preceding year.

Company information

Hillside Clubhouse is a company limited by guarantee, incorporated in England and Wales and registered as a charity with the Charity Commission. The registered office is Unit A, 30 North Road, London, N7 9GJ, which is also the principal place of business.

(a) 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 (FRS102) – (Charities SORP (FRS102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the Companies Act 2006.

The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in the financial statements are rounded to the nearest £.

The effects of events relating to the year ended 31 March 2021 which occurred before the date of approval of the financial statements by the Trustees has been included in the financial statements to the extent required to show a true and fair view of the state of affairs at 31 March 2021 and the results for the year ended on that date.

Hillside Clubhouse meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

(b) Preparation of the accounts on a going concern basis

The charity is considered a going concern. Adequate funding has been achieved to facilitate the charities objectives and activities for the next 12 months. There are no material uncertainties about the charity’s ability to continue as a going concern.

(c) Incoming resources

Income represents grants, donations receivable and other sundry income receivable in the year ended 31 March 2021. All income is recognised over the period in which it relates to, following the accruals method. Grants for the purchase of fixed assets are credited to restricted incoming resources on the earlier date of when received or when they are receivable. Depreciation on the leasehold property is charged against the appropriate capital fund.

32

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

(d) Resources expended

Resources expended are recognised in the year in which they are incurred. Resources expended include attributable VAT which cannot be recovered.

Certain expenditure is directly attributable to specific activities and has been included in those cost categories. Certain other costs, which are attributable to more than one activity, are apportioned across cost categories on the basis of an estimate of the proportion of time spent by staff on those activities.

Charitable activities costs include the direct cost of providing services, as well as a share of overheads.

Other costs include the cost of compliance with the charity’s constitutional and statutory requirements.

The cost of generating funds relate to the costs incurred by the charity in raising funds for charitable work.

Depreciation on capital items is charged to the appropriate capital fund.

(e) Tangible fixed assets

Fixed assets are valued at cost, with impairment reviews performed annually. It is the policy of the company to provide depreciation at the following annual rate in order to write off each asset over its estimated useful economic life.

Leasehold property
 - Straight line over the 125-year duration of the lease
Integral features
 - Straight line over 50 years
Fixtures and equipment - 20% on cost
Computer equipment - 33.33% on cost

The Trustees have decided not to capitalise any item of equipment costing less than £500.

(f) Restricted funds

Restricted funds are to be used for specific purposes as lay down by the donor. Expenditure which meets these criteria is charged to the fund.

(g) Capital funds

Capital funds are restricted funds used to purchase capital items. Depreciation on the capital items is charged against the appropriate capital fund.

(h) Designated funds

Designated funds are unrestricted funds earmarked by the Management Committee for particular purposes.

(i) Unrestricted funds

Unrestricted funds are donations and other incoming resources receivable or generated for the objects of the charity without further specified purpose and are available as general funds.

33

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

(j) 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.

(k) Pension contributions

The charity provides a defined contribution pension scheme for employees, the assets of which are held separately from those of the company in an independently administered fund. Contributions to this scheme are charged to the income and expenditure account as they become payable.

(l) Cash at bank and in hand

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.

(m) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered.

(n) Financial instruments

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.

34

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

2. VOLUNTARY INCOME

**Unrestricted ** Restricted Capital Total Total
2021 2021 2021 2021 2020
Grant income £ £ £ £ £
Big Lottery Fund - Recovery Development - - - 25,709
Cripplegate Catalyst - 5,000 - 5,000 5,000
Henry Smith - 46,000 - 46,000 34,500
Stone Family Trust 134,000 - - 134,000 134,000
Anonymous Donation 10,000 - - 10,000 5,000
Drapers 10,000 - - 10,000 -
Donations 531 - - 531 910
Social Programme - - - - 1,969
HMRC - Job Retention Scheme 11,729 - - 11,729 -
Other 6,415 - - 6,415 5,538
172,676 51,000 - 223,676 212,626

3. INCOME FROM CHARITABLE ACTIVITIES

Local authority service contracts
Camden and Islington Foundation Trust
Camden
Hackney
Islington
Barnet
Other Service Contracts
Islington
Camden Work and Wellbeing
Camden Work and Wellbeing Wave 2
LCRF Wave 1
LCRF Wave 2
Mind in Camden
Tesco Bags of Help
Kiosk income
Canteen income
External catering
Food income		 Unrestricted Restricted
Capital
Total
Total
2021
2021
2021
2021
2020
£
£
£
£
£
-
16,668
8,365
-
-
8,365
8,260
-
-
-
-
3,074
12,000
-
-
12,000
-
-
-
-
-
1,680
246,948
-
-
246,948
215,672
576,711
-
-
576,711
549,586
44,700
-
-
44,700
35,942
-
-
-
-
1,120
6,960
-
-
6,960
-
-
-
-
-
2,000
-
500
-
500
1,000
246
-
-
246
22,109
402
-
-
402
2,479
-
-
-
-
23,617
-
-
-
-
4,700
896,333
500
-
896,833
887,907

35

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

4. TOTAL RESOURCES EXPENDED

----- Start of picture text -----
Charitable
activities:
Employment
Fundraising Other and support Total Total
2021 2021 2021 2021 2020
£ £ £ £ £
Operational costs
Personnel costs - - 937,900 937,900 847,070
Premises costs - - 18,711 18,711 23,955
- -
Direct operational costs 42,221 42,221 93,056
- - - - -
Grants payable
Depreciation - - 8,734 8,734 7,400
- -
1,007,565 1,007,565 971,481
Support costs
-
Management costs 11,040 44,160 55,200 53,712
-
Accountancy and audit 5,040 3,247 8,287 8,072
- -
Finance charges 5,936 5,936 7,640
- -
IT expenses 12,948 12,948 10,634
Administrative costs - - 27,066 27,066 25,936
11,040 5,040 93,356 109,436 105,995
11,040 5,040 1,100,921 1,117,001 1,077,476
----- End of picture text -----

Fundraising costs are composed of 20% of management costs on the basis of estimated time spent by staff on grant applications.

5. STAFF COSTS

Staff costs were as follows:
Salaries and wages
Social security costs
Redundancy costs
Pension		 2021
£
859,114
77,011
25,551
30,633
992,309		 2020
£
801,817
68,000
-
27,957
897,774

The average number of staff employed during the year, based on a full time equivalent, was as follows: -

2021

Management
5
Clubhouse workers/ employment support workers 19
Reablement
2
Kiosk workers
3
29		 2020
5
20
2
2
29

There were no employees with emoluments above £60,000.

36

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

6 . RELATED PARTY TRANSACTIONS

No Trustees’ expenses were reimbursed for during the year. There are no other related party transactions.

7. NET INCOME FOR THE YEAR

This is stated after charging:

Auditors’ remuneration - audit fee
Depreciation of owned assets		 2021
£
5,040
8,734		 2020
£
4,764
7,400

8. TAXATION

The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.

9. TANGIBLE FIXED ASSETS

Cost
At 1 April 2020
Additions
At 31 March 2021
Depreciation
At 1 April 2020
Charge for year
At 31 March 2021
Net book value
At 31 March 2021
At 31 March 2020		 Leasehold
property
Computer
equipment
Fixtures
and
equipment
Total
£
£
£
£
604,605
13,815
17,609
636,029
-
8,863
-
8,863
604,605
22,678
17,609
644,892
49,944
13,815
17,000
80,759
5,171
2,954
609
8,734
55,115
16,769
17,609
89,493
549,490
5,909
-
555,399
554,661
-
609
555,270

The leasehold property has been pledged as security for the bank loan, further details provided in note 12.

37

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

10. DEBTORS

Trade debtors 2021
£
227,780		 2020
£
220,897
Prepayments and accrued income 5,736 10,343
Other debtors - 5,339
Total 233,516 236,579

11. CREDITORS: amounts falling due within one year

Trade creditors
Accruals and deferred income
Other creditors
Bank loans
Total		 2021
2020
£
£
11,118
18,787
20,920
26,702
34,851
19,484
9,997
9,694
76,886
74,667

12. CREDITORS: amounts falling due after one year

Bank loans 2<5 years
Bank loans >5 years		 2021 2020
£ £
43,164 41,869
130,138 141,430
173,302 183,299

The bank loan is secured on the leasehold property. The total value secured as at 31 March 2021 is £183,299 (2020 £192,993). £173,302 is included in creditors due after 1 year. £9,997 is included within creditors due within 1 year. Interest of 2.75% per annum is charged on the loan, which is payable by instalments.

38

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

13. ANALYSIS OF INCOME AND EXPENDITURE BY FUND

Restricted Funds
Cripplegate Catalyst
Stone Family
Henry Smith
Tesco Bags of Help 2020
Tesco Bags of Help 2021
Total Restricted Funds
Capital
Tudor Trust Building fund
Stone Family
Awards for All
Total Capital Funds
Total Restricted Funds
Unrestricted Funds
General fund
Designated Funds
Property fund
Property refurbishment fund
New Business Development
Contingency fund
Redundancy reserve fund
Running costs - 2020 - 2022
Stone Family Foundation
Camden IPS
Total Designated Funds
Total Unrestricted Funds
Total Funds		 At 1 April
Incoming
Outgoing
Transfers At 31 March
2020 Resources
Resources
2021
£
£
£
£
£
2,495
5,000
6,185
-
1,310
24,000
-
-
(24,000)
-
-
46,000
46,000
-
-
1,000
-
1,000
-
-
-
500
480
-
20
27,495
51,500
53,665
(24,000)
1,330
184,000
-
1,600
-
182,400
8,747
-
179
-
8,568
8,747
-
179
-
8,568
201,494
-
1,958
-
199,536
228,989
51,500
55,623
(24,000)
200,866
61,576
1,061,161
1,061,378
18,901
80,260
120,000
-
-
-
120,000
45,382
-
-
-
45,382
42,343
-
-
54,650
96,993
415,000
-
-
-
415,000
46,000
-
-
(25,551)
20,449
52,000
-
-
-
52,000
60,667
8,000
-
(24,000)
44,667
20,201
-
-
-
20,201
801,593
8,000
-
5,099
814,692
863,169
1,069,161
1,061,378
24,000
894,952
1,092,158
1,120,661
1,117,001
-
1,095,818

39

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

14. ANALYSIS OF UNRESTRICTED AND RESTRICTED FUNDS

Purposes of capital restricted funds

The Tudor Trust grant of £200,000 was given specifically for the purpose of purchasing the leasehold building which Hillside Clubhouse moved into in 2011. Depreciation is charged against this fund on a straight-line basis over 125 years.

The Awards for All grant and Stone Family grant were both given for the purpose of purchasing partitions.

Purposes of designated funds

The property refurbishment fund is held separately for general future property repairs. The property reserve fund is shown separately to general reserves as this is the approximate amount of unrestricted reserves used in purchasing the new building and hence the fund has been set up for future depreciation charges. The redundancy reserve fund is held separately to general funds in case of the possibility of redundancies in the future. The New Business Development will fund the Director of Clubhouse Operations for two years. The Contingency fund contains approximately six months of income based on current levels in order to meet an unexpected call on funds, or to seize opportunities that may present themselves. The Camden IPS fund is for the 21/22 project costs, and will be repurposed into general funds if not required after 2022.

Purposes of revenue restricted funds

Balances on restricted funds represent unspent funds given specifically for individual projects. These balances will be carried forward and spent on each project in the following year. The purpose of each fund is as follows:-

Sufficient resources are held in each fund to enable the funds to be applied in accordance with any restrictions.

40

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

15. NET ASSETS

Capital Revenue
Restricted Restricted Designated General Total
Funds Funds Funds Funds Funds
2021 2021 2021 2021 2021
£ £ £ £ £
Tangible fixed assets 199,536 - 165,382 190,481 555,399
Net current assets - 1,330 641,310 71,081 713,721
Long term liability - - - (173,302) (173,302)
199,536 1,330 806,692 88,260 1,095,818

16. OTHER PROFESSIONAL SERVICES PROVIDED BY AUDITORS

In common with many other entities of our size and nature we use our auditors to assist with the preparation of the financial statements.

17. PENSION COMMITMENTS

The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The pension cost and charge in the accounts represents contributions payable by the company to the fund and amounted to £30,633 (2020 £27,957). At 31 March 2021 £4,257 (2020 £4,605) was payable to the fund. Pension costs are allocated to funds based on the staff that are assigned to the specific fund.

18. DEFERRED INCOME

Deferred income relates to grants received for which the charity has deferred into 2021/22. The deferred income of £11,500 relates to the grant from Henry Smith for £23,000, of which £11,500 has been deferred for the period 1 April 2021 – 30 June 2021.

Balance as at 1 April 2020
Amount released to income earned from charitable activities

Amount deferred in the year
Balance as at 31 March 2021		 Service
Contracts
£
16,500
(16,500)
11,500
11,500

41

HILLSIDE CLUBHOUSE

NOTES TO THE ACCOUNTS – 31 MARCH 2021

19. RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASH FLOW FROM OPERATING ACTIVITIES

----- Start of picture text -----
2021 2020
£ £
Net movements in funds 3,660 24,609
Add back: Depreciation 8,734 7,399
Deduct: Interest shown in investing activities (152) (1,552)
Decrease/ (increase) in debtors 3,063 116,065
Increase/ (decrease) in creditors (7,778) 5,117
7,527 151,638
----- End of picture text -----

20. LIMITED LIABILITY

The Trustees of the company guarantee to contribute an amount not exceeding £1 each to the assets of the charity in the event of winding up.

42