REGISTERED COMPANY NUMBER: 03895635 (England atyd Wales) REGISTERED CHARITY NUMBER: 1087481 EPOR OF THE TRU TEES AND AUDIT DFIN CIAL TATEM NTSF R THE YEAR ENDED STMA H202 OR BRIGHTON & H VE COM A COMPA Y LIMITED BY NITY W RKS UARANTEE Chariot Hou5¢ Limited Chartered AccountanL8 44 Grdnd Parade Brighton Easi Sussex BN2 9QA RJGHT N&H VE COMM NITY W RKS NTENT FOR THE FTHEF EAR END ANCIAL STATEMENTS D31ST MARCH2021 P*ge Report of the Trn$tees I to 14 Ind¢pendtnt Examiner's Report 15 Statement of Fin8DciII Aetlyities 16 Balance Sheet 17 to 18 Cash Flow Statement 19 Notes to the Casb Flow Ststement 20 Notes to the Financial StAteThents 21 to 29 Detailed Ststetnent of Fin•nci*l Aetiyities 30 BRIGHT OVE COM UNITY WO EPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 T MARCH 2 21 The tti]Slees who are also directors of th¢ charity for th¢ purposes of the Companies Act 2000, present their report with the fJnan¢ial 5th1ements of th¢ charity for the year ended 31st March 2021. The trustees have adopted the provisions of Accounting and Reporting by Charities.. Statement of Recommended Practice applicabl¢ to charities preparing their accounts in accordance with the Financial Reponing Standard applicable in the UK and Republir of Ireland {FRS 102) (effective l January 2019). Poge I BRI &HOV MMUNI WOR EPORT OR THE HETR ES AR ENDED 31ST MARCH 2021 OWECTIVES AND ACTIVITIES Strategic Objectives 8nd aim5 Thc charitable objects for which Community W0￿S was established are set oui in its Memorandum and Articles of Association. They are: To promot¢ any charitsbl¢ purposes for the benefii of the publio principally bui not exclusively in the local government area of Brighton and Hove and its environs (hereinaft¢r called the "area of benefit") and, in parti¢ular. to build the capacity of third sector organisations and provide them with the necessary suppor4 inforniation and services to nable ihem io pursue or contribute to any charitable purpose. To promot¢, organise and facilitate c(￿peratIon and partnerthip worfling betweet) third sector, statutory and other relevant bodies in the achieYem¢nt ofthe al)OV¢ PUTposes within the area of benefit. The objects ¢nable the charity to offer and develop a broad range of supp)rt services ￿ the community and voluntary sector. Ensuring the ebarity deliverj OD its obSeets Community Works reviews its aims. objecthves and activities each year. This review looks at activities d¢livered. th¢ outcomes of thi5 and the impact on the gmups of people Clmnmunity Works is set up to work with. Twstees have r¢f¢Tred to the guidance contsined in the Ch8rity Commission's general guidance on public b¢n¢fit when reviewing Community Work5, aims and objectives alld in planning future activities. In particular, Tn￿eeS have onsidered how planned adivtties will contribute io the aims and objectives which have been set. During this year T￿￿tee$ and sthff have been reviewing the Mission, Vision, Values anil who we are here for along with key stakeholder5 to deierniine the overall $traiegi¢ direction of the organi5alion. The updated Mission. Vision. Values and who we are here for 8re fea￿red below: Our VisioD Resilient and happy communtties created when people. conjmunity organisations, businesses and the public sector work together solying problems and creating S￿la1 gcknj. Our Misslo CONNECTING We Connect people and organisations and creat¢ productive ¢ollabora¢ions capable of delivering change SUPPORTING We provide lead¢r5hip and learning opwTrrtunitie5 50 people can make a postiive difference in their communities CHALLENGING We look to challenge, seek oppornmities and fthd innov*iv¢ ways to create meaningful change Our Values We strive to be.. Bold, Conneaed, Knowledgeable, Inclusive We strive to with.. Int¢gTity, Comp&8sion. Focus Who we are her¢ for People who want to engage in their I{￿￿1 comrnunity Charities and community or8anisaiions that wani to hay¢ art evcn greater impa Public bodies and public servants who want IO WQTk in wider collaboTation Bu5ines5¢s that want to contribute io the community Servlees and 4¢tivitie8 Page 2 BRI HTO VE MMUNITY WORILS REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST M RCH 021 Community Works current Strategic obje¢tives {due forreview in 2021) are.. I: Strong voluntary and commuDlty organlsations for now #Dd for the future - Increase the number of voluntary and Gommunity organi5aiions which are more effecEive as a result of SUPFX)rt - Increase the number of voluntary and community sector (VCS) leadets who p055ess knowledge needed to nm more effective organisations leading in their field - Increase the number of voluntary and wmmunity organisations accessing exmise attd skills held in the sector and externally In¢Tease the ability of th¢ VCS to r¢5pond io the changing tnternal and ¢xtemal context Increase the number of VCS organisations which are more effective as a result of Improv￿ digital effectiveness 2: Strong and more diverse b&%e for voluni¢ering and voluDtsry activity In¢rease access to volunteering opportunities I￿allY by embedding volunteering supp)rt in the community Increase the number of organisations providing quality best prdctice volunteering programmes Increase commissioners and decision-makers understanding of the triple impad of volunleering Increase the appreciation, unders¢andin& value and impad of volunteering especially in underrepresented communities 3.. Collaborations which improve opportunities for local people - Increase the number of collabordtions re5ultin8 in services which better meet communities, needs Improve th¢ effectiven¢s5 of voluntsry orgthisations WOTking in a ¢ollaboNive way to bid for and deliver public services Increase the development of solution5 meeting l(Kal need l¢d by the VCS Increase the use of expertise held within the VCS on fom)ing and susthintng collabor4tion & partrerships Increase VCS, Businesses, & public s¢ctor collaborations by aligning Strdtegic PriOritie5 4.. Cross Cutting Enabl¢r.' Community Wot*s as a stronger and more resilient organi5ation Diversify and increase incolne & fundraising from different sources & invest in key services Increase the number of volunleers and consultsnts in our workforce and the capacity to support th¢m Increase awareness of our Services and the impact of our work Develop and make best us¢ of experti5¢ from within our team and improve leadership amoll8St the team In¢rease th¢ infrastructure and internal capacity around effective of digital tools to enhance delivery Increase the diversity & slwing of knowledg¢, skills and resources across the organisation Building a strong evidence base and resour¢¢ about the I￿al VCS Ensuring the Charity Delivers on Public Benefit All Community Works. charitable activities focu5 on infortning and engaging with our stake1￿IderS. representing voluntary and community organisations. building partnerships which will improve people's lives and Services, building the capacity of local voluntary and cornmunity or8anisation& and ensuring that volunteering is promoted and supported. These activities are undertaken to further Community WoTks' charitsble PUTpose for the public benefii. Opportunity to b¢nefi¢ is not r¢stricted, &$ c0￿munity Work5 proactively include5 all individuals in its aciiviiies (staff, volunteers and services user5 from voluntary and community organiwionsl. and particularly those from under-represented groups. COVID-19 During the year COVID-19 meant work carried out had to be reviewed. The strategic priorities were reviewed ¢0 focu5 on key areas of need during the evolving pandemic= l. Working strategically with other organisaiions across all sectors to ensure the VCS offer and needs are included in planning and d¢livery 2. Providing advice and guidance to organi5ati¢xJs on issues directly related to Covid-19. se¢ our websxte 3. Atnplifying relevant work acmss the $￿tOr 4. Supporting individua15 and organisations through th¢ Vohmteer Centr¢ Page 3 Blu & HOVE MUNITY W REP OF THE TR TEES FOR THE YEAR ENDED31ST MARCH 2021 OWECTIVES AND AcfIviTIES Ensuring the Charity Delivers on Public BeDefit All Comrnunity Works, charitsble activities fo¢us on informing and engaging with our stakeholders. repres¢nting voluntsry and community organisations, building partherships which will itnprove people's lives and services, building Ihe capacity of local voluntary and community organisations, and ensuring that volunteering is promoted and supported. These activities are undertaken to further Communiry Works. charitable purpose for the public benefit. Opportunity to benefit is not restricted, as Community Works proactively Includes all individuals in its a¢livities15taff, volunteers and services users frorn voluntsry and community organisations). and particularly those from under-represented groups. Page 4 IGHTON & HOVE OMM ITY WO REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST MARCH 2021 ACHIEVEMENT AND PERFORMANCE 2020ni (in lI￿e witb our missloll) Th¢ sample of outputs achieved b¢low ar¢ indicative of th¢ work we hav¢ undertaken during the ¢ourse of the year (a¢tivity exceeds what is represented below). We end¢d th¢ year with & tool rnemb¢r5hip of 618 or8ani5ations across Adur and Worthing, Brigh¢on and Hove. CONNECTING Community Works provided support for groups to come iogether in order to take forward work responding to identified gaps in provision and secure funding. We provided guidance on b¢5t praciice in designing partnerships and thi$ wotq( helped VCSE ¢on50rtia & partnerships to secur¢ £474000 during th¢ year. An example of the work w¢ wried out Includ￿ settÉng up a new Food Partnership initiative across Adur & Worthing. We facilitated meetings of fiTrod banks and food suppliers working io feed thos¢ in need and the group decided to forni a Tnore coherent parthership. We were su¢ce&sfvl in bidding for a National Lottery COv1r￿19 gt￿t to help with the work involved in doing this. As a resulL the Food Partnership sUPPOrted 3.879 individuals with 923 food parcel deliveries every month and nearly 2000 pre-prepared BATCH meal& by 153 volunteers. In response to requests from the Partn¢rship meInb￿ we also delivered a numljer of training 5¢ssions ts) local f￿)d projects and produced a short s¢ries of video•c&sts on key topics.. o basic awareness in Mental Health (deliv¢r¢d with Mind)- 63 vi￿5 o Debt and money advice- 66 views o Overview of advice and support (Citiuns Advi¢¢}- 102 vi¢w5 W¢ connethed local organisations to the changing external rn1￿ and regulations during the pandemic. CW Covid-19 ¢ommuniry n¢w51etters were developed to communicate alK)ut the pandemic and ke¢p organisations up to d￿¢ with what th¢y needed to do to keep their staff, Yolunteers, and those they work with, safe. The r¢gular updates from Community Works provided much needed infonnation in an accessible forniat and condensed all of the infgrniation coming from national and local ￿atu[ory partners into understsThdable follnats. "The ..emails from Community Works...gaYe updates and inforrnation were of great help and many of ow volunleers appreciated receiving them. Link5 included in thes¢ ¢Tnails wer¢ extremely useful as they Covered a wide range of community issues and concenis" They 5tart¢d as a daily r¢50urce due to the influx of Inforni￿10n being distribut¢d nationalty and locally, as the infom)ation flows slowed we altered the regularity of the llpdaÉ￿. We developed a new Instsgram plarforni @ comrnwjitywo￿ org to add to our social m¢dia channels and to share our WOTk and the amazing work of VCS organisations working across Brighton & Hove, Adur & Worthing and West Sussex. This qui¢kly accrn¢d followers IcuTrently 584). We also connccted people within local communiiies wanting th volunteer their time supporting others, with organisations looking for volunteers. W¢ brokered 484 volunteering opportuniiies and supported external partners including local authoritie5 and h¢alth partners in d¢veli)ping good practice around volunteerin8 and in designing the roles they ne¢ded to fill. We a150 recruiied 871 volunteers io support COV11>19 response work. Some who volunt¢¢r for our organisation ar¢ drawn from member organisations and elected by the memb¢TShip to act as representatives for the VCS in areas of expertise. OUT number of R¢p5 across th¢ arw we operate in is 34 and R¢p5 have been especially aciive during the COVID response where they have linked with local statutory s¢Thctures io inforn) the COVID response from a community perspective and raise community needs. Reps provide a ¢nJcial role in connecting the VCS with key strategir and operational developments across the are&s we coyer. They are seated at key decision making Meeting￿¢0mmitt￿5 and help inform policy d¢velopmeni Page 5 BRIGHTON & H VE COM UNITY W RKS REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST MARCH 2021 SUPPORTING Providing support to the VCSE is a key aspect of our mission and support is delivered via different mechanism5. As meniion¢d in the Connecting Se￿lOn above w¢ ￿ThIed out more communications work during the pandemit to connect communities with thc inforniation being distribuied by ststU￿ry and other partners throughout the pandemic. In doing so we were also contyibutin8 to the knowledge and ski115 of the sector. We had 143.569 web visits in 2020r21 and 20,896 newsletters were opened and read. The huge increase in infonnation and the need for clear and accessible inforni￿1On also rnanifested in the demand for (Mjr 1-2-1 support servi￿$ like advic¢ and training. We delivered 825 support and inf(wmation interdrtions with people from 324 organisations. We also delivered 115 training, learning and Netswork events took place desptie th¢ loss of face to face gatherings. We created new resources to ty and bring together information in ways which were clear and accessibl¢.' CW cfrcreated covidbrightonhove.org website. A fvlly translated website for infonnation and advice on all matters relating to COVIt%l9. CW created an online resource on Mentsl Health support available for VCSE organi5ations and the people they work with.. https.'Ilpadlet.comlhealthpromotionlwell W¢ supported 250 ¢)rganisations to improve their volunteering pr0grdmM￿ throughout a huge period of change for volunie¢ring The Covid 19 pand¢mi¢ and r¢5ultsnt lockdown in March led to ali ouipouring of offers of volunte¢ring. In response to this Community Works transfornjed their volunteer brokerage offer. We Developed template and b¢5poke volunteer rol¢ descriptions for orgs to help suppon their lack of capacity- -created a n¢w volunieer run ESVIBu5iness ski115 brokerage servi- Support the transfer of volunteers forni one organisation to another ￿ demand and supply changed D¢veloped and publicised best practice advice on voluntttring during the pandemic, including safeguarding and money handltng - Support¢d Adur and Worthing Council to develop & safe and effective volunteer programme Worked with Brighton & Hove City Council to recruit over 500 volunteers to deliver a city-wide n¢wsletter fro residents - Led the Brighton & Hove Voluntttring WO￿treatn response to covi[￿19 Based on ot]r experience we are now developing our volunteering platforni to enable rask-based roles to be brokered. and are focussing on inclusivity in volunteering. CHALLENGING A5 a key provider connecting the VCSE with sta￿lory developments at a local. regional and national level we were often invited to join strategic planning medings and contribute expertise obtained from our members to inforn) those plans. The challenge of adaptin8 delivery and plans io meet the needs of the public during the pandemic required collaboraiion from different setlors and the ability to challenge within a trusted relationship5 to ensure delivery adapted responsively ￿ the changing nttds of our communities. CW ensured VCSE knowledge and expertise contributed 10 5trategTc and operational planning at local regional and national level with staff and Reps joinÈng 32 regular statuiory groupslmeetings across Brighion & Hove tacklin8 varied theme5 ranging from Vulnerabl¢ Peopl¢ to Volunteetin& vaccinations to communications. Via our CEO'S role as Chair of the West Sus5¢x VCS Infrastrycwre alliance we also ensured VCSE Tepres¢nt*ion was delivered at 70 meeting5 during the year covering 24 areas of West Sussex $trategic development Pase 6 BR GHTON & H COM UNI wo REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST MAR 2021 WE also led work to bring togdher f¢￿back from th¢ VCSE on the itnpa¢i of the pandemi¢ on communities and th¢ ¢tor. We were able to challenge syst¢mic issu¢s which were holding back meaningfvl Collaboration at a syst¢mic level and Tnake r￿0m￿enda1IonS for future WOTking. We produced a surv¢y covering Brighton & Hove. Adur & Wonhing IhttP5.'Ih4w.bh¢ommunityworks.org.uklimpact4ovid-19-vcse4 whieh featured Case stydies fomi across the sector dem(Trnstraiing the expertise and Strategic leadership the sector contributed during the pandemic. We also ¢ollaboTated with peers a¢ross Su$5¢X to produce a wider r¢port for the Sussex Health and Care Partnership drawing on our re5e8xch and report produ￿1 by p¢¢rs acr055 Sussex {https.'I/www.su$s¢xhealth4ndcar¢.uWwwntentluploadsf20201121cOV￿￿I9-suss¢X-w7de-vcsE-re¥IeW-fllI1-report.P Pag¢ 7 BRI TON & HOVE C MMUNITY WOR EPOR FTHE USTEE FOR HE YEAR ENDED 31ST MARCH 2 FINANCIAL REVIEW FIMancial Review The accounts de¢lared in this report have been prepared in accordanc¢ wÈth Sthtement of Recommended Practice.. Accounting for Charities (SORP 2015) and with relevant company and charity legislation and regulations. The Statement of Financial A¢tivities thows Community Works, income from all sources and how this w&5 expended, and th¢ Split of activity between restricted and U￿r¢S￿l¢t¢d funds. Overview During th¢ year endtng 3 1st Mareh 2021 an overall deficit of £1 1,573 was incurred. After accounting for this deficit, unrestrict¢d reserves nevertheless now still stand ai £285,571. This shows an improvernent on the previous year when a deficil of £52.624 was incuTr¢d. Total incomirt8 T￿OUrceS for 2020r21 amounted to £867,165 compared to £1294256 in the prevtous year, a redu¢lion of £427.091. Thi$ reduction arises prirnarily from 2 main factors.. The recommissioning of the TSIP partnership arrAngements by Brighton & Hove Council from 1st April 2020 to separately fund infrastructur¢ SUP￿ incorporating fewer paTthers within the funding ¢nvelope managed via Community Works. - Delays in undertaking commissioned activities due to Covid-19 restrlctions which led ￿ the cany forward to 2021122, with agreemenÉ of the funding bodies, of grdnt fithds totalling £201.826. A full breakdown of grdnts re¢¢ived by Community Works is shown in No* 2 to the accounts. The note also includes d¢tails of all those grants carried forward to 2021ll2 with the consent of the funders. Total expendittwe for 2020r21 amounted to £878,738 compared io £1.346,880 in the previous year, a reduction of £468,142. The main factor5 accounting for this significant reduaion in expendilure ar¢ ￿ sei out above in respe£t of the income received during the year. In line with SORP 2015. expenditure is analysed into Iwo main Categories: charitable acttvities and ¢osts of generating fund5. Charitsbl¢ activities comprise the main Work of the charity. Expenditure on charitable activities w&8 £871,078 in 2020121, compared to £1.338,112 in the PTevious year. a reduction of £467.034. Flnaneial outlook Community Works, immediate fmancTal positton is strble and secure for 2021122. Trustees acknowledge and appreciate the on-going support of our major fimders Brighton and Hoye City Council. Brighion & Hove Clinical Cornmissioning Group, Adur and Worthing Coun¢il& West Sussex County Council and the Big Lottery Fund. Three-ye4r Ojnding aw¢ments rernain in place with each of the main fimders. Nevertheles4 Tn￿leeS are acut¢ly aware of the significant additional f￿anCial pressures on all Public Sector funders arising froln the Covid-19 pandemic. Currently funding continues to be received in respect of the new agreements and it has been possible to continue Community Work5 full range of activities, refocused andlor re-tim¢tabled where appropriate in consultation with funders. All staff coniinue to be fully employ￿ and it has not been. Iiecessary to aece5s centrdl government furlough fundin8. Trusiees have tecognised the need to bmaden the 50urce5 of inwme available to the organisation and, during 2021122, will continue to invest in Strengthening in¢ome generation capacity within the organisation. All organisattOlJS ID the voluntary sector face great uncerfainry and turbulence in the external funding environment and Community Works WTII work collaboratively with paTther5 lo mili￿e the impact on the often vulnerable communitie5 that we serye. Pwdent management of our reserv¢s and implemenlation of our reeently updated strategic plan plus ini¢gMion of new models of working which have become ever more ttecessary as a result of the Covid-19 pandemi should put ComTnunity Works in a 8(￿ place to respond to the challenges ahekd. Page IGHT &HO COMMUNITY WO PORT F THE TRUSTEES RTHEY AR ENDED 31 TMAR 2021 FINANCIAL REVIEW Investment policy TNstees budget to spend all of the or8anisation'5 income on platmed charithble activities and the funds held in reserve are modest in relation to ihe organisation's iurnover and may be required at short notice. The Trustee5 therefore considered it PTudent during 2020121 that funds should be retained a5 cash and held in bank accounts at the best rate of interest avaTlable. TTusie¢5 also re¢ognise that interest rates in the curretit ewnomie climate only proyide very limited opportunity lo generate profit on bank deposits and that protection under the FSCS bank deposii prottttion scheme is lirnited to £85,000 per in5tilution. Trustees th¢rcfore agrttd during 2020121 thal in order to reduce th¢ risk of fjnancial loss. the priority should remain for Community Works, surp1￿8 funds and reserves to be Spread widely aer05s a number of institutions. Reserves policy .Community Works is ¢ommitted to using its re5ou￿ in pursuit of its charitable objectives. It 15 also rommitted, however, lo maintaining a level of reserves that is prndent to mttiing on-going liabilitie4 sufficient to ensure that all delivery commitments can be met and to protect the long-terni futttre of Community Works, operation$. Community Work5, policy seek5 to balance these prioritie5 by holding a level of reserves whi¢h equate to behveen three and six month5 expenditur¢ of the charity. based on IOOOh expenditure on core costs for the year ahead. Core costs include all running costs such as payroll and ov¢thead5. The res¢rves policy will fund: - Any redundancy payments due to ¢mploytts and support to employees ID finding alter[￿tIve ¢mployrnent - Ongoing core running costs during any wind-up period - Tem)inating service contracts 5u¢h as office rent and equipment Accountancy, audit and other profe55ional costs Conting¢n¢y sum for outsthnding liabilities. The Trustees hav¢ established a Closure Costs Fund at a Sum approximately equatiD8 w three months pa)ToII and redundanry costs for all staff. As at 3 1st March 2021 this sum is £173.788. Additionally, in order to be able to respond in a tim¢ly manner to any addilional funding requirement arising from the current pandemic. Trustees have agreed to estsbli5h a Specific additional Covid-19 Resilience Reserve of £50,000. Trustees have also recognised the nttd io esthlish a further specifi¢ reserve of £40.000 io fimd improv¢m¢nts in the organisation's IT infrastrUC￿re to support new way5 of working as we move out of the pandemic. The Board of TTUSttts continu¢s io review the organisation's reserves ￿)17¢Y trking account of Chlrtty Commtssion guidan¢¢ as set out in its publicaiion 'Beyond Re5erve5'. As at 3 1st Ma￿h 2021, earniark¢d r¢serYes (including the Closure Costs Fund and the CoYid-19 Resili¢n¢¢ Fund) totsl £263,788 whilst the refftaining unrestricied general reserves have now been r¢duced to £21,783. Trusttts monitor the level of resetv¢s quarterly and take appropriate acti¢m if tes¢rves fa]1 outside the d¢sired range. Page 9 Rl N&H COM TYWO KS EPORT OF THE TRUSTEES R THEY AR END 31ST RCH 202 PLANS FOR THE FUTURE The pandemic meant we had to put many important pieces of wi)rk on hold or delay the slart of the work. This work will recomTnence in the next year and includes: - The need to ¢r¢ate a new Strategic plan for the organisation frorn 2021-2023 - Supponing th¢ organisation as we move to a new phas¢ following the pandemi¢ - A major piec¢ of work a¢r055 the organisation io improve our diversity and cre*e more inclusive working practiees - The introduction of a new CRM and web$it¢ - Appointing a new Chair of the Trustee Board Commencing a Trustee recruittnent process to ensure we have a fvll Board that can support us with future development - Development work related to incrwing VCSE leadership engagement with changing NHS stsucture5 locally - Ongoing support for the VCSE and Statutory parn)eT5 with the COVID pandemic response and &% we moye through the various sta8¢S towards opening up and business a8 usual or the new reality STRUCTURE, GOVERNANCE AND MANAGEMENr Governing document The charity is controlled by its goY¢rning documenL a deed of trus( constitutes a limited company, limited by guarantee. as defined by the Companies Act 2￿6. Working Name Community Works Structure ¥4nd MaDagtment Community Work5 is a ¢haritabl¢ company limited by 8uaTaniee: li was ine4)rpordted (as the Brighton and Hov¢ Community and Voluntary Sector Forum) on 13 December 1999 and registered 45 a charity on 13 July 2001. Its name W&5 Changed to Brighton & Hove Communtty Works on 17 December 2013. Community Works w&5 estsblished under a M¢moraDdum of As50ciation. which describes the objects and pow¢r5 of the charity. The charity is goveTned under its Articles of Ass(Kiation. Under those Articles, the TThsttts are elected from the Community Works. MeTnbership at the Annual General Meeting. On¢ thtrd of the elrfted. and all of the co-opted, TrU￿eeS must retire at each subs¢quent Amiual Genernl Meeting. All mernbers of the Trustee Board give their time voluntsrily and rec¢ived no b¢nefits from the charity. Any expens¢s reclaim¢d from the charity are s¢t out in the note 8 to the ¥counts. The Members have guaranteed to ¢ontribut¢ a maximum of £1 each in thc eveni of the charithble company being wound Goverttance and Deelston Maklng The Board of T￿￿teeS govems Community Works. It Meets at least four titnes a Y￿ to discuss and review strategy, planning, development and f￿anCIal matters. DaY-t(￿Y management of the charity is delegated io the Chief Executive. Jessica Sumner. Where appropriat¢ and n¢¢essary. su￿rnm1tte¢s or wthking groups are established, with delegated authority from the fvll Board to undertake detailed reviews, analysis or policy developmenL in conjunction with Community Works me]nbers. and to report back findings and rewmmendatiot)S lo the full Board. During 2020121 three suiFcommittees were in operation: Finance and Risk, Personnel aÉJd Equaliiies, Strategic D¢veloprneni with ad hoc Task and Finish Groups being formed to lake forward specific areas of work. Page 10 RIGHTON HOVE COMMUNITY WO REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST MARCH 2 21 STRUCTURE, GOVERNANCE AND MANAGEMENT Recrultment. appointmeDt, induction and traÉDing of trnstees Th¢ Trustee Board h&5 estsblished procedures for recruiting and supporting trustees. - TTusie¢s are re¢ruited from the membership through an ¢lection process and ratified by the Members at the Annual General Meeting. A fijrther fiv¢ Trustees can be c