## **ANNUAL REPORT AND FINANCIAL STATEMENTS** 

## **Year ended 31st March 2021** 


**Charity Registration Number: 1097608 (England and Wales) Company Registration Number: 3790911** 



## **Trustees Annual Report Contents For the year ended 31st March 2021** 

## **2. Introduction** 

## **3. Trustees Annual Report** 

**4. Chairperson's Statement** 

**5. Our Coronavirus Response** 

**6. Our Values and Objectives** 

**7. What We Do** 

**10. Independent Mental Health Advocacy 11. Care Act Advocacy** 

**12. Carers Count** 

**14. Cloverleaf Connect** 

**15. Public Benefit** 

**16. Number of People We've Supported** 

## **17. What We've Achieved** 

**21. Equity, Diversity and Inclusion** 

**22. Financial Review** 

**24. Plans for the Future** 

**26. Structure, Governance and Management** 

**28. Risk Management** 

**30. Statement of Responsibilities of Trustees** 

**31. Auditors** 

**32. Independent Auditors Report** 

**37. Statement of Financial Activities** 

**40. Notes to the Accounts** 



The trustees present their report and the audited financial statements for the year ended 31st March 2021. Included within the trustees report is the directors' report as required by company law. 

The reference and administrative information set out on page 3 forms part of this report. The financial statements on pages 37 to 49 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. 

**2** 



## **Trustees Annual Report For the year ended 31st March 2021** 

**Company Number:** 3790911 **Charity Number:** 1097608 

**Registered office and operational address:** 5th Floor, Empire House, Wakefield Road, Dewsbury, WF12 8DJ 

## **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: 

- Mr M Chamberlain 

- Mrs D Hardwick 

- Mr J Hiscock 

- Mrs J Wilson 

- Mrs S Mitchell 

- Mr C Sutherland 

- Mr NE Whittingham 

- Mr D Foulds (Chair) 

- Mr P Roberts (appointed August 2020) 

Ms J Fearn (appointed August 2020, retired September 2021) 

There were no trustees who held title to property belonging to the Charity during the reporting period or at the date of approval 

## **Key Management Personnel:** 

Suzanne Henderson -Chief Executive Officer 

Senior Management Team - see page 26 for full details. 

## **Bankers:** 

Co-operative Bank PLC, 19/20 Commercial Street, Leeds, LS1 6AL 

## **Auditors:** 

Slade and Cooper Limited, Beehive Mill, Jersey Street, Ancoats, Manchester, M4 6JG 

**3** 



## **Chairperson's Statement** 

**"I would like to publicly state my gratitude to our staff teams, who handled themselves with great professionalism during the pandemic, adapting to different work practices and embracing technology to ensure the needs of people we support were met"** 

Last year when I wrote my report we were in the early stages of the Covid-19 pandemic. As we now know, the lockdowns we endured placed a huge amount of pressure on both the charity and social care sectors. 

Whilst front line teams tend to get the focus of attention, I would also like to thank our finance team for their close attention to the effects of the pandemic on our cashflow and budgeting. It is vital that Trustees have confidence in our finances to enable effective planning. Throughout the year we received regular updates on how Covid-19 was impacting us as we navigated through a most challenging time which allowed us to keep a keen overview. 

During 2021 we have sought to strengthen our leadership team, and it is with great pleasure that we have welcomed Emma Kleinfeldt, Laura Greenwood, Joanne Green and Barbara Dinsdale to new director roles within the organisation. This investment in senior infrastructure will reap great rewards in our ability to plan, bid for and manage contracts as well as giving improved support to our operational teams. The overall benefit of this new structure will be to put us in pole position to offer an even better quality of service to beneficiaries. 

Once again, I am grateful to my fellow Trustees for their help and support throughout the year, and as a group the Trustee board look forward to another successful year ahead. 

**4** 



## **Our Coronavirus Response** 

## **We are incredibly proud to have continued delivery of all our services during the pandemic.** 

No staff were furloughed and we worked closely with our commissioners and colleagues in health and social care to continue to support people have their rights upheld and have a voice during this critical time. We had no work-related cases of COVID among our 190+ staff. 

Our service delivery models adapted to keep the people we support and our staff safe. During the first lockdown, our services moved to remote delivery – including supporting people via telephone, video call and social media. As restrictions have eased, or been re-introduced over the year we reviewed and updated our practice guidance, risk assessments and delivery to continue to provide person-led services. We have monitored the amount of in-person support we were providing, liaising with care providers where blanket decisions about visits to the most vulnerable people were being made. We; 

- Implemented regular wellbeing calls for people we support who were isolated 

- Sourced funding to buy tablets and mobile phones and provide training to people to help them stay connected. 

- Set up What’s App peer support groups within our carers and self-advocacy services. 

We continuously engaged with our teams via Organisational Briefings to ensure that our approaches were meeting needs, adapting approaches based on feedback. Staff wellbeing has been a priority; we introduced a number of new initiatives which will continue post-pandemic including; Mindfulness and Meditation Sessions, Wellbeing Peer Support Groups, Working Carers Peer Support, Online Yoga, Team Quizzes,  and additional childcare leave when schools were closed. 



**5** 



## **Our Values and Objectives** 

## **Our core values underpin our objectives and the services we deliver;** 

The Objects of the Charity as set out in its Articles of Association are: 1.to promote the wellbeing of people who are in need because of mental or physical ill-health, disability, learning difficulties, age, or otherwise. To do this through: 

- ·the provision of an advocacy service to such people 

- ·facilitating self-advocacy amongst such people 

- ·encouraging and facilitating their access to, and involvement in, the delivery of care services; 

- 2.to advance public education in the experiences and needs of users of care services. 

**6** 



## **What we do** 

## **Putting our core values and objectives into action, we have four main service areas......** 

## 1 **.Advocacy:** 

" **Advocacy is taking action to help people say what they want, secure their rights, represent their interests and obtain services they need. Advocates and advocacy schemes work in partnership with the people they support and take their side. Advocacy promotes social inclusion, equality and social justice.' (National Development Team for Inclusion)** 

We deliver advocacy services through both one-to-one casework and group work. We provide statutory advocacy which is set out in legislation (the Mental Capacity Act, Mental Health Act, Care Act) and NHS Complaints Advocacy. We also offer community or non-statutory advocacy. For us, advocacy is as simple as helping people to have their voice heard and speak up about what they need and what is important to them. 

We provide advocacy services to people in hospitals, residential/nursing, community, mental health inpatient and secure hospital settings. 

**Independent Mental Capacity Advocacy (IMCA)** acts as a safeguard for people who lack the capacity to make specific decisions (for example about where they live, or serious medical treatment) and who have no-one else unpaid in their lives who can put forward what the person would want. The IMCA is there to put the person's views, wishes and feelings across to professionals making those decisions, and support the following of the Mental Capacity Act. 

**Relevant Person's Representative (RPR)** – this role supports people who are subject to a Deprivation of Liberty (DoLS) to understand the restrictions that are placed on them and can help people to apply to the Court of Protection to challenge the DoLS. 

**7** 



**Independent Mental Health Advocacy (IMHA)** supports people detained under the Mental Health Act, or subject to a Community Treatment Order to **What we do** communicate their views and wishes about their care and treatment. 

**Care Act Advocacy** supports people who have substantial difficulty in engaging in social care processes (for example with a needs assessment, care review, safeguarding process) to be as involved as possible and to communicate their views and needs to social care professionals. 

I **ndependent NHS Complaints Advocacy** supports people to raise complaints where they are unhappy about NHS funded care or treatment they have received. We offer support in writing a letter, attending a meeting, or making a complaint to the Ombudsman. 

**Non-statutory advocacy** can support a wide range of vulnerable people to have their voices heard about decisions and issues that matter to them. We can offer, for example, support to parents with a learning disability, issues about housing and accommodation, making complaints about social care. 

## **2. Self-advocacy and involvement** 

We work with groups and networks of people with disabilities who want to improve their lives or communities and come together to speak with one voice.We offer support to groups and individual members to access information, build confidence and speak out about how local health and social care services are designed and delivered. 


Self-advocates at Kirklees Involvement Network 

**8** 



## **3. Information and advice** 

We provide specialist information and advice services for people with **What we do** disabilities and their carers. Our services aim to provide a one-stop-shop for eligible people to access information, signposting and advice about their rights and entitlements, local support, community services and peer support. 

## **4** . **Training** 

Our training department, Cloverleaf Connect, is a registered City and Guilds centre to offer recognised qualifications. We offer the National Advocacy Qualification and a range of accredited and non-accredited training. 

## **Where we work;** 

In the year 2020/21 Cloverleaf Advocacy provided services within the following local authority areas; 

Kirklees, Calderdale, Tameside, Oldham, Rotherham, Sheffield, Barnsley, York, North Yorkshire, Hull, East Riding, North Lincolnshire, North East Lincolnshire and Lancashire. 

We also provided 'spot purchase' (case by case) advocacy services to over 45 local authorities. 

**9** 



## **Independent Mental Health Advocacy** 

**Our Independent Mental Health Advocates (IMHAs) support people who are detained under the Mental Health Act to uphold their rights and communicate their views and wishes about care and treatment. Last year our IMHAs supported 2650 people.** 

## **How we supported Tom** 

Tom is 23. He is autistic and had been detained in hospital for 2 years, recently moving to a new hospital. Due to COVID restrictions, Sarah, the IMHA, was not able to visit the ward. Instead, she set up regular telephone and video calls with Tom. Tom really wanted to be discharged from the hospital so he could ‘get on with his life'. Tom and Sarah spoke about his plans to go to college, go wild camping and get his own flat. Sarah realised that there had been lots of changes of people supporting Tom over the last few years. 


This had led to a lack of momentum in moving things forward. With Sarah’s support, Tom contacted his care coordinator and social worker and asked for regular meetings to keep him updated about his support. These meetings were held every week, initially using Microsoft Teams. Before each meeting, Sarh and Tom would speak and discuss what he wanted to say and find out. Initially, Sarah gave Tom a lot of support in the meetings, prompting him and sometimes speaking for him when he asked her to. As time went on, Tom started to speak for himself more and more. Eventually, once restrictions were lifted, Sarah and Tom started to meet face to face. Sarah helped Tom to speak with his care team to get a care plan in place –supported housing close to his family was identified, along with a college placement. Tom has now been discharged on a Community Treatment Order” 

**“Advocacy has helped immensely. My advocate was amazing at keeping me informed.  She was very empathetic. Without her help and knowledge, I would have been completely stuck in knowing** 

**what to do."** 

**10** 



## **Care Act Advocacy** 

**Care Act Advocates support people who are having an assessment, care plan or review with the local authority, and have difficulty in understanding or communicating their views. They can also support people who are involved in safeguarding. Last year we supported 1340 people using Care Act Advocacy.** 

## **How we supported Eleanor** 

Eleanor is aged 26, and lives in a flat, near to her mum. She has a learning disability and mental health needs. The safeguarding team became involved as there were worries about ‘coercion and control’ by her mum. Eleanor had become really withdrawn, was drinking a lot of alcohol and was self-harming. The social worker felt that Eleanor didn’t fully understand the safeguarding process, and what her choices were so made a referral for a Care Act Advocate. 

Laura, the advocate, met with Eleanor a few times to talk about the safeguarding process and what she wanted. Eleanor was really worried her mum would ‘get into trouble’, but she also wanted to have her own money and be more independent from her mum, making her own decisions about things. 


Laura explained to Eleanor how safeguarding could help her if she wanted their support. Laura helped Eleanor put forward her views and wishes at safeguarding meetings.  As a result, Eleanor agreed to a deputyship to help her with her money, instead of her mum. She also moved to a new flat, with a support package, which was a bit further away from her mum, but close enough they could still see each other regularly.  She felt much happier, and was self-harming much less. 

**“This is a great service. It helped me stay positive when I was having lots of mood swings. It gave me a lot of hope. My Advocate was always there for me whether by phone, in person or texts.”** 

**11** 



## **Carers Count Services** 

**Our Carers Count services support unpaid carers by providing information, advice, advocacy, emotional, practical and peer support. Last year we supported 2000+ carers** 

During lockdown, our Carers Count teams made regular welfare calls to carers we had supported, prioritising those who we knew did not have internet access, or were not confident using virtual means of communication. Fatima called John, who is 75 and caring for his wife who has dementia. On speaking to him, it appeared as they would be entitled to the higher rate of the Attendance Allowance benefit. John asked Fatima to help him apply for this, so she requested a form be sent out, and, over the course of a few phone calls, helped him to complete it.  Fatima also checked that he was receiving the correct Council Tax reduction and carers entitlement. John’s application was successful. 

Fatima gave John the contact details for the local Admiral Nurses team, as he felt he was starting to struggle in caring for his wife and the changes in her behaviour. 

Initially John did not want to receive help from anyone in his caring role, but over the course of a few weeks, Fatima and John started to talk about carers assessments, and a person-led assessment for John’s wife. They also discussed respite services that could provide John with a much needed break. John spent some time thinking about his options, and spoke to other members of his family. He asked Fatima to make a call to request assessments for him and his wife, which she did. John is now able to access respite services when he needs them, and knows that he can have additional support from paid carers should he and his wife need this. 

We also offered John some sunflower seeds, as part of our wellbeing activities –he sent us some lovely photos of the results! 



**12** 



## **Carers Count Services** 

**“I would like to say thank you so much for replying so promptly to my call for help. I contacted Carers Count late in the evening, after weeks without a break of looking after my mother with dementia, following my father’s death at the end of January. It has been such a hard time for me and I want to do my best by my mum whom I love dearly. It made such a difference to me to get your email response so quickly, followed up by a phone call. I felt like I wasn’t alone and that made such a big difference to me. And now to learn of some of the services, even in lockdown, that I can use is fantastic. Mum and I are looking forward to doing the Tai Chi on Friday and I am getting in touch with the Dementia Hub.  Thank you Carers Count. I know now that I don’t need to get to breaking point before I ask for help” - Janet** 

## H **ow we supported Amanda;** 

Amanda contacted Carers Count as she was finding it difficult to support her partner who has bipolar and mood swings. Amanda didn’t know how to best help her partner when she was really unwell. Amanda’s support worker, Lisa, listened to Amanda. Together they created an action plan to help both Amanda and her partner when things were more difficult. Amanda discussed the plan with her partner when she felt well; the actions included Amanda listening to her and giving her space if she needed it; for Amanda’s partner to understand that she is trying her best to support. This plan helped Amanda and her partner communicate more openly, and see the situation from each other’s perspective. This has helped Amanda and her partner resolve problems more quickly than before. Amanda said she feels more confident and happier in her life and in her caring role and feels supported by Carers Count. 

**13** 



## **Cloverleaf Connect** 

**Our training team, Cloverleaf Connect have had a busy year, firstly redesigning our training offer to be delivered remotely, and then writing full training packages for the newly launched Level 4 Qualification in Independent Advocacy Practice (replacing the previous Level 3 Qualification)** 

A national training centre for City & Guilds and First Aid Awards Ltd, our accredited and non-accredited courses are designed and delivered by skilled and experienced trainers with extensive experience of working in the public, private, and third sectors, including health and social care. We work closely with organisations and individuals to ensure courses meet their needs, adapting content to ensure everyone gets the most out of their experience and gains the skills they need to successfully carry out their role or progress within their career. 

We have written, developed and delivered a full range of training, some of which is also CPD accredited; 

- Active Listening Skills for Professionals (CPD accredited) Understanding the Care Act -for carers 

- Conflict Management 

- End of Life (CPD accredited) 

- Independent Advocacy Support Under the Care Act Independent Mental Capacity Advocacy (IMCA) 

- Independent Mental Health Advocacy (IMHA) 

- Level 2 Award in Independent Advocacy 

- Self Advocacy Skills (CPD accredited) 

- City and Guilds National Advocacy Qualification (all modules) 

- Level 2 Award in First Aid for Mental Health (FAA) 

- Level 3 Award in Supervising First Aid for Mental Health (FAA 

**222 33 training people courses attending delivered courses** 

**14** 



## **Public Benefit** 

**In shaping our objectives for the year and planning our activities, the trustees have considered the Charity Commission's guidance on public benefit, including the guidance 'public benefit: running a charity (PB2)'.** 

Cloverleaf aims to enable and support people to build a better life for themselves and be at the centre of decisions affecting their lives. Our primary beneficiaries are people with mental health needs, learning disabilities, autistic people,  people with an acquired brain injury, physical or sensory impairment, older people, carers and young people transitioning to adult social care services. We aim to do this through the provision of high quality and effective advocacy services, provision of advice and information, training and development. 

## **Volunteers:** 

We are continuing to develop and expand the opportunities for volunteer involvement and contribution to the delivery of our activities. We currently have approximately 25 volunteers across the organisation; a reduction from last year due to COVID. We plan to continue to recruit, train and support more volunteers over the next few years. Volunteers help us with a full range of things, including administration, advocacy assistance, group support, social media and marketing, volunteer recruitment and promotion. Volunteers are supporting a wide range of projects and services delivered by Cloverleaf, and we are continuing to develop our infrastructure to facilitate this in line with best practice. We are supported by volunteers who can give a regular time commitment to us, and by those who help out with one-off events and projects, and we are incredibly grateful for their continued support. 

## **We measure our success through:** 

·Services and contracts delivered within allocated budgets and meeting output and outcome targets 

- Positive outcomes achieved for people accessing advocacy, involvement and training services 

- Targets for staff retention 

**15** 



## **Number of People We've Supported** 

## **In the last year, we've directly supported over 11,800 people** 


**----- Start of picture text -----**<br>
I&A<br>Care Act<br>699<br>1337<br>NHS Complaints<br>576<br>IMHA<br>2643<br>IMCA<br>1547<br>Community Advocacy<br>1401<br>RPR<br>Appropriate Adult 1907<br>140<br>**----- End of picture text -----**<br>


**Carer Support 2002** 

**"My advocate has given me strength to challenge services and get my needs fully met and my voice heard by professionals. I cannot say how much I have appreciated having her support as my advocate, who knows me well and was the only person who I had to support me at my most vulnerable point. To help me move forward and get the services and support, I desperately needed"** 

**16** 



## **What We've Achieved** 

## **Despite the pandemic, we've continued to make progress with our strategic aims** 

## **Our Aim** 

## **What we've done this year** 

**Outstanding Quality Services -** _**ensuring our services are high quality, people and outcome focussed**_ 

- Continued to deliver high quality adovcacy and carer support services during a global pandemic 

- Relaunched our website after consultation with people who access our services Re-designed our self-help packs and factsheets 

- Engaged with people accessing our services about our outcome measures and toolkits 

**Outstanding People -** _**a highly supported, passionate, and welltrained workforce**_ 

- Invested in additional Senior Management posts to support operational staff 

- Launched new training programme for staff Started Menopause Cafe, Working Carers Peer Support and Wellbeing sessions for all staff 

- Flexible working offered as standard An additional days leave as a 'thank you' to staff during the pandemic. 

**Strong, sound governance** 

- Recruitment of new trustees with specific skills identified by the Board 

- Review of senior management team structure Continued development of governance arrangements through Board and Subgroups to ensure optimim support for the organisation. 

**17** 



## **What We've Achieved** 

## **Our Aim What we've done this year** 

|**A Trusted Voice -****_in the advocacy_**|Invested in our new website|
|---|---|
|**_and wider heath and social care_**|Developed a social media strategy|
|**_sector_**|Invested in a digital content and marketing|
||officer|
|**Financially secure, with diverse**|Successfully applied for new and|
|**income streams**|additional grants and funds totalling|
||£126,990 from a range of funders including|
||Tesco, National Lottery, Calderdale|
||Community Foundation, West Yorkshire|
||and Harrogate Partnership among others.|
|**A Stronger Voice -****_supporting_**|Active participants in the National|
|**_people's voices in local and_**|Advocacy Leaders Network|
|**_national policy decision_**|Worked with the CQC around their report|
||on blanket DNACPR|
||Supported advocacy responses to national|
||consultations including the Mental Health|
||Act Reform|
||Supported gathering the voice of the|
||advocacy sector in national survey|
||Led on engagement with the CQC around|
||advocacy involvement in their work|
||Participation in Regional Advocacy|
||Network across Yorkshire and Humber|
|**Equitable, Accessible and Fair -**|Identified there is work to do.|
|**_challenging ourselves to ensure_**|Engaged the services of an expert diversity|
|**_we are fully inclusive, accessible_**|consultant to review where we are and|
|**_and representative of the_**|where we want to be|
|**_communities we serve._**|Started developing a 3 year action plan|



**18** 



## **What We've Achieved** 


We were really proud and excited to be awarded two contracts by Lancashire County Council to set up new Peer and Group Advocacy services in March; one service for people with accessing mental health services and another for autistic people. The services will help people to speak up for themselves and each other, and get involved in local health and social care decision-making. We’ll be working closely with local people to develop the services and have recruited people with lived experience to lead them...watch this space! 


At the beginning of the year, we successfully retendered for the advocacy services contract in Rotherham, known as Absolute Advocacy. We were pleased to be able to include health complaints advocacy as part of this new contract. We are also working with other organisations, including Sense, to deliver the nonstatutory/community advocacy element of the service. 

**18** 



## **What We've Acheived** 

We were awarded specific funding from Calderdale Community Foundation, the National Lottery and Kirklees Council to provide tablets or smartphones to people who needed support to stay connected to their loved ones and local communities during the initial stages of the pandemic. Our team supported and trained people to set up and use their new technology, producing Easy Read guides for reference. In total we issued and provided training and support to 140 people, mainly family carers and people with a learning disability to stay connected using video calling and instant messaging apps. 


West Yorkshire and Harrogate Health Care Partnership funded an 8 week project in response to COVID-19. Keeping People Connected was focussed on reaching out to, and connecting Neurodivergent adults into local community services. Nine organisations across the area, including Cloverleaf, worked on the project. We used phone calls, video calls, text, online chat, social media to reach out to people in ways that worked for them. We provided information to people about local community support networks and helped people to understand the many rules and changes that were happening in lockdown. 

**“I really appreciate the calls you are making. It is good to be able to talk to someone, this is helping my mental health”** 

**19** 



## **What We've Achieved** 

**We continue to ask people who have drawn on, or referred into, our services what difference advocacy, information and advice has made to their lives** 

**89%** 

**"Having advocacy support gave me a voice when I needed it most"** 

**of people said advocacy had made a positive difference to their lives** 

**£1,061,191** 

**additional income secured for carers through unclaimed benefits** 

**85%** 

**of people said we helped them get their voices heard** 


**97%** 

**of people said they would recommend out services to someone else** 


**"Having advocacy support gave me a voice. My advocate supported me when I needed it most. When I felt powerless in the face of getting services to listen, my advocate was there"** 

**97%** 

**80%** 

**of people said they felt more positive about their lives** 

**of people said it was easy to access advocacy support** 



## **Equity, Diversity and Inclusion in our Services** 

**In 2020, we started on a journey to question and challenge ourselves about how inclusive we are in the way we work – looking within the organisation and at the services we deliver.** 

There are many things which influence our lives over and above the protected characteristics set out in the Equalities Act. We want to promote a culture of open discussion and debate which is respectful of different views and lifestyles. As an advocacy and support organisation, we want to take steps to ensure that structural inequalities and discrimination is removed, including in our own organisation. 

We engaged a consultant, Jacqui Jobson, to provide independent perspective and advice on our approaches. She undertook a policy review, and a staff survey to benchmark how things are, and help us action plan moving forward. 

A very high proportion of respondents (over 70%) strongly agree that everyone was treated with dignity and respect, that they would recommend Cloverleaf Advocacy as an employer and that people from different backgrounds are welcomed and accepted, with over 95% either agreeing or strongly agreeing. 51% of people strongly agree that there is a real commitment to equality, diversity and inclusion with 88% either agreeing or strongly agreeing. 

We have worked with the National Advocacy Leaders group to produce a statement of intent, which we have adopted, and now have in place a 3 year action plan to help us achieve long lasting and sustainable change. 

Our initial actions include; 

- Ensuring that we consistently ask for and record demographic data of people who access our services, our employees, trustees, volunteers and people who apply for jobs with us 

- Mapping access to our services against local demographic data and then action planning and developing strategies to better reflect the local communities we serve. 

- Producing and publishing pay gap data 

- Supporting staff awareness of diversity and challenging discrimination 

You can find our full statement here https://cloverleaf- 

advocacy.co.uk/userfiles/Policies/EquityDiversityandInclusionInterimStatement.pdf 

- **““The commitment to equality, diversity and inclusion is strong, I feel everyone is treated fairly, regardless of background and** 

- **have the same opportunity, no favourites, valued, Cloverleaf go above and beyond where other services wouldn’t.” 21** 



## **Financial Review** 

## **Total income generated by the Charity during the year to March 31st 2021 amounted to £4,199,698 We spent £3,788,918 on the delivery of our charitable activities** 

The surplus of £410,780 increased total funds held at the end of the year to £1,555,482, including £24,466 held in restricted funds. 

## **Principal funding sources** 

The primary sources of income continued to be commissions and grants from Local Authorities, Clinical Commissioning Groups and other Commissioning Authorities. The Charity doesn't undertake significant fundraising from the general public and total reserves held by Cloverleaf 2000 Limited as at 31st March 2021 amounted to £1,555,482. 

## **Reserves policy** 

The trustees have regularly reviewed the financial risks facing the Charity during the year as part of agreed risk management processes, and the main risk continues to be the loss of a significant source of funding. The financial impact of being unsuccessful in retaining funding will, in many cases, be mitigated by the fact that the services provided by the Charity are delivered in response to statutory commitments of public bodies. It follows that, if Cloverleaf were no longer funded to provide a particular service, another service provider would be funded to deliver the services instead. In such a case, the service and all staff members associated with the service would transfer to the new provider. However, loss of funding for several significant services would compound the risk to the Charity because time would be needed and expense incurred in reducing less variable and sometimes fixed central and other overhead costs to a level commensurate with reduced overall activity levels. For services provided outside of a statutory requirement, a loss of funding could result in the termination of the service; the trustees wish to have sufficient resource to cover the short-term cost of running a project whilst continuation funding is sought and the redundancy implications of such a scenario are evaluated. 

**22** 



## **Financial Review** 

In addition, trustees have reviewed the level of reserves required to ensure adequate cash-flow to enable the smooth running of the day-to-day operations of the organisation. This review took into account the fact that most of Cloverleaf's funding is contractually committed for a fixed term provided by bodies of good credit standing, with agreed payment terms – but acknowledged that delays in payments can occur and be substantial. 

The trustees consider that in the event of distress, little value would be realised from the Charity's fixed assets and therefore have focussed on the sufficiency of "free reserves" being unrestricted and undesignated reserves, less the net book value of fixed assets. 

As a result, the trustees feel that between £1,075,000 and £1,245,000 is the appropriate and prudent level of free reserves to hold at this point in time. As at 31st March 2021 total reserves amounted to £1,555,482, and after allowing for fixed assets in the balance sheet of £96,686 and £24,466 held in restricted funds, our free reserves total £1,434,330. Although this is above the policy level of free reserves, in the current operating climate of uncertainty around funding due to the ongoing Covid situation, uncertainty around inflation, and in particular wage inflation, trustees feel it is appropriate and prudent to maintain all unrestricted reserves as free reserves and not to designate an element for particular purposes in order to retain flexibility, should there be a significant and swift unexpected income downturn 

Finally, the trustees consider it wise that, in the unlikely event of Charity ceasing its activity entirely, it has sufficient resource to cover the cost of residual contractual obligations, for example, rent on leases. 

**23** 



**Our Plans for the Future** 

## **Our Strategic Plan covers the following key areas** 

## **Our Aim Plans for forthcoming year** 

**Outstanding Quality Services -** _**ensuring our services are high quality, people and outcome focussed**_ 

- Continue to deliver high quality advocacy and carer support services and take forward good practice developed during the pandemic. Undertake reassessment for the Quality Performance Mark for Advocacy Services Continue to engage with and involve people in how our services are designed and delivered 

**Outstanding People -** _**a highly supported, passionate, and welltrained workforce**_ 

- Invest in additional Senior Management posts to support operational staff Continue with wellbeing initiatives 

- Ensure all new advocates are qualified to Level 4 

- Ensure staff are upskilled and trained for implementation of LPS Review and refresh of all people-related policies and procedures. 

**Strong, sound governance** 

- Review of our governing documents to ensure they reflect our work, our culture and our languate 

- Recruitment of new trustees with specific skills identified by the Board Continued development of governance arrangements through Board and Subgroups to ensure optimim support for the organisation. 

**24** 



## **Our Plans for the Future** 

## **Our Aim Plans for forthcoming year** 

|**A Trusted Voice -****_in the advocacy_**|Implement our social media strategy|
|---|---|
|**_and wider heath and social care_**|Raise our profile through engagement,|
|**_sector_**|consultation and media presence.|
||Successfully retender for contracts due to|
|**Financially secure with diverse**|end.|
|**income streams**|Continue to apply for funding from non-|
||contract sources e.g. charitable trusts|
||Continue to participate in the National|
||Advocacy Leaders Network|
|**A Stronger Voice -****_supporting_**|Respond to and engage with consultations|
|**_people's voices in local and_**|and implementation plans for LPS|
|**_national policy decision_**|Continue to develop and support self-|
||advocacy provision and networks across|
||our region|



**Equitable, Accessible and Fair -** _**challenging ourselves to ensure we are fully inclusive, accessible and representative of the communities we serve.**_ 

Implementation of our action plan Initial focus on data gathering, collation and benchmarking to target specific actions Continue to challenge ourselves and our colleagues around EDI issues 

**25** 



## **Structure, Governance and Management** 

**Cloverleaf Advocacy is constituted as a company limited by guarantee and is registered as a charity by the Charity Commission. The Memorandum and Articles of Association act as the governing documents of the organisation. It has a Management Board who are Directors and Trustees. Approximately half of the members of the Board have lived experience.** 

All decisions in the following areas are referred to, and are subject to agreement by the Board: 

- the setting of strategic direction and the strategic plan 

- new policies, procedures that are deemed as higher risk 

- major revisions to existing policies and procedures 

The trustees receive and approve progress reports on developments in all parts of Cloverleaf's services. Any changes that fall outside previously agreed parameters require endorsement or approval by the trustees. 

The following functions are delegated to the Senior Management Team: 

- day to day operational decisions 

- responsibility to ensure that the organisation establishes and maintains good practice 

- that the Charity complies with contracts to which it is a party 

- that the organisation maintains agreed quality standards 

- that human resources are managed responsibly 

- that the Charity's products and services are appropriately marketed 

The Senior Management Team during the last year was made up of the Chief Executive Officer (Suzanne Henderson), Finance Director (Michael Jones), Business Development Director (Emma Kleinfeldt) and HR Director (Laura Greenwood) 

David Foulds was re-elected as Chair of the Board of Trustees in May 2020. 

**26** 



## **Structure, Governance and Management** 

## **Appointment of trustees** 

The trustees are the members of the Charity and as such recruit and appoint additional trustees who are considered able to contribute to the proper management and conduct of the business. When considering recruiting trustees, the Board has requirement for any specialist skills needed and the current makeup of the Board. Trustee opportunities are advertised on the Charity's website and via local networks and applications are submitted to the Board, and, if suitable, applicants are invited to attend in person to expand on their applications. They can then be co-opted onto the Board by majority vote. 

## **Trustee induction and training** 

New trustees undergo an induction to brief them on their legal obligations under charity and company law, and inform them of the content of Memorandum and Articles of Association, meetings, decision-making processes and the business plan and financial performance of the Charity. Trustees meet with key personnel within the Charity and can meet with operational managers in order to develop an understanding of the range of activities undertaken by the Charity. Trustees are also informed of appropriate external training events where these will facilitate the undertaking of their role. 

## **Related parties and relationships with other organisations** 

There are no related party relationships between the Charity and other organisations. 

## **Remuneration policy for key management personnel** 

The trustees consider that they and the senior management team comprise the key management personnel of the Charity in charge of directing and controlling, running and operating the Charity on a day to day basis. All trustees give of their time freely and no trustee received remuneration in the year. There were £112 trustee expenses claimed in the year ending 31st March 2021. 

The pay of senior management is reviewed annually by the Board of trustees.Trustees benchmark against pay levels of other charities of a similar size and/or delivering similar services. The bench-mark is the mid-point of the range paid for similar roles. 

**27** 



## **Risk Management** 

**Following the coronavirus outbreak we quickly developed our Covid 19 risk assessments to help keep our staff, people we support and other stakeholders as safe as possible during these challenging times** 

The risk assessments are reviewed regularly by the management team and we communicate them to staff and other stakeholders. We use video briefings within the organisation and have prepared briefings for commissioners regularly. Cloverleaf acted quickly to seek reassurance from funders about the continuity of funding during the pandemic. The positive reassurances received were factored into our budgetary planning for the year-ending 31st March 2021, and the trustees continue to keep management accounts and coronavirus related risk assessment and management reports under close review. 

The trustees have a risk management strategy which comprises a full annual review alongside regular updates of the principal risks and uncertainties that the Charity faces. A comprehensive risk register is maintained, and the establishment and implementation of policies, procedures and systems to mitigate those risks or manage any potential impact on the Charity should those risks materialise. 

The principal risks and uncertainties facing the charity include: 

- Loss of income relating to tendering processes 

- Loss of income linked to decreasing resources available to local authority and CCG commissioners 

- ·Governance risks relating to financial management due to changes in government legislation, pensions. 

- Political uncertainty, including changes to social care legislation and policy, changes to local or central government. 

**28** 



## **Risk Management** 

The Charity incorporates risk management into its strategic planning processes and seeks to ensure financial risks are mitigated as far as possible through: 

- Robust financial management policies and practices in place which are compliant with all relevant legislation and guidance. 

- Ensuring the submission of high-quality bids through quality service delivery and innovation, dedicated resource for tender preparations and exploration of local and national partnerships to strengthen the Cloverleaf offer. 

- Actively seeking to diversify funding streams and commissioning arrangements and via income generation from training and development work undertaken by the Charity. 

- Ensuring that the Charity is up to date with local and national policy direction concerning social care and performs impact analysis accordingly. 

We have also focussed attention on non-financial risks, including health and safety. We manage health and safety by working with external consultants, ensuring CHAS accreditation is up to date, having robust policies and procedures in place and regular training for staff as needed. 

There are no significant factors likely to affect the financial performance or position going forward. 

## **Funds held as custodian trustee on behalf of others** 

There are no funds held as a custodian trustee on behalf of others 

**29** 



## **Statement of Responsibilities of Trustees** 

The trustees (who are also directors of Cloverleaf Advocacy 2000 Ltd 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 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: 

- Select suitable accounting policies and then apply them consistently Observe the methods and principles in the Charities SORP 

- Make judgements and estimates that are reasonable and prudent State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements 

- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in operation 

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. 

In so far as the trustees are aware: 

- There is no relevant audit information of which the charitable company's auditors are unaware 

- The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information 

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. 

**30** 



## **Auditors** 

- . **Slade and Cooper Ltd were reappointed as the charitable** 

- **company's auditors during the year and have expressed their willingness to continue in that capacity.** 

This report has been prepared in accordance with the provisions applicable to companies subject to the small companies' regime of the Companies Act 2006. 

The trustees' annual report has been approved by the trustees on 8th December 2021 and signed on their behalf by: 


## David Foulds Chairman 


**31** 



## **Independent Auditors' Report To The Members of Cloverleaf Advocacy 2000ltd** 

## **Opinion** 

We have audited the financial statements of Cloverleaf Advocacy 2000 ltd (the 'charitable company') for the year ended 31st March 2021, which comprise the Statement of Financial Activities (including the income and expenditure account), the Balance Sheet, the Statement of Cash Flows and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and 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). 

## I **n our opinion the financial statements:** 

·give a true and fair view of the state of the charitable company's affairs as at 31st March 2021, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; 

·have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and 

·have been prepared in accordance with the requirements of the Companies Act 2006. 

## **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. 

**32** 



## **Independent Auditors' Report To The Members of Cloverleaf Advocacy 2000ltd** 

## **Conclusions relating to going concern** 

**I** n 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 the charitable company's 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. 

## **Other information** 

The trustees are responsible for the 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. 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. 

**33** 



## **Independent Auditors' Report To The Members of Cloverleaf Advocacy 2000ltd** 

## **Opinions on other matters prescribed by the Companies Act 2006** 

**I** n our opinion, based on the work undertaken in the course of the audit: 

· the information given in the trustees' report (incorporating the directors' report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the trustees' report has been prepared in accordance with applicable legal requirements. 

## **Matters on which we are required to report by exception** 

In the light of our 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' 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: 

- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or 

- the financial statements are not in agreement with the accounting records and returns; or 

- certain disclosures of trustees' remuneration specified by law are not made; or 

- we have not received all the information and explanations we require for our audit; 

## or 

·      the trustees were not entitled to prepare the financial statements in accordance with the small companies' regime and take advantage of the small companies' exemptions in preparing the Trustees' Annual Report and from the requirement to prepare a strategic report. 

## **Responsibilities of trustees** 

As explained more fully in the trustees' responsibilities statement set out on page 30, the trustees (who are also the directors of the charitable company 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. 

**34** 



## **Independent Auditors' Report To The Members of Cloverleaf Advocacy 2000ltd** 

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 specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below: 

· enquiry of management and those charged with governance around actual and potential litigation and claims. 

· enquiry of the charity's staff, management and those charged with governance to identify any instances of non-compliance with laws and regulations. 

· reviewing minutes of meetings of those charged with governance. 

· reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations. 

· auditing the risk of management override of controls, including through testing journal entries and other adjustments for appropriateness, and evaluating the business rationale of significant transactions outside the normal course of business. 

**35** 



## **Independent Auditors' Report To The Members of Cloverleaf Advocacy 2000ltd** 

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: https://www.frc.org.uk/Our-Work/Audit/Audit-andassurance/Standards-and-guidance/Standards-and-guidance-for-auditors/Auditorsresponsibilities-for-audit/Description-of-auditors-responsibilities-for-audit.aspx. 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. 

Catherine Hall FCCA DChA (Senior Statutory Auditor) for and on behalf of 

Slade & Cooper Limited Statutory Auditors Beehive Mill Jersey Street Manchester 


M4 6JG 

Date: 


**36** 



## Cloverleaf Advocacy 2000 Limited 

## Statement of Financial Activities 

(including Income and Expenditure account) for the year ended 31 March 2021 

|Unrestricted<br>funds<br>Note<br>£<br>**Income from:**<br>Donations<br>3<br>3,088<br>Charitable activities:<br>4<br>Advocacy<br>3,042,293<br>Self advocacy and involvement<br>136,765<br>Information and advice<br>954,647<br>Training<br>17,187<br>Investments<br>5<br>1,105<br>**Total income**<br>**4,155,085**<br>**Expenditure on:**<br>Charitable activities:<br>6<br>Advocacy<br>2,837,314<br>Self advocacy and involvement<br>77,016<br>Information and advice<br>823,020<br>Training<br>31,421<br>**Total expenditure**<br>**3,768,771**<br>8<br>**386,314**<br>Transfer between funds<br>-<br>**Net movement in funds for the year**<br>**386,314**<br>**Reconciliation of funds**<br>Total funds brought forward<br>1,144,702<br>**Total funds carried forward**<br>**1,531,016**<br>**Net income/(expenditure) for the**<br>**year**|Restricted<br>funds<br>£<br>-<br>-<br>44,613<br>-<br>-<br>-<br>**44,613**<br>-<br>20,147<br>-<br>-<br>**20,147**<br>**24,466**<br>-<br>**24,466**<br>-<br>**24,466**|Total funds<br>2021<br>£<br>3,088<br>3,042,293<br>181,378<br>954,647<br>17,187<br>1,105<br>**4,199,698**<br>2,837,314<br>97,163<br>823,020<br>31,421<br>**3,788,918**<br>**410,780**<br>-<br>**410,780**<br>1,144,702<br>**1,555,482**|_Total funds_<br>_2020_<br>_£_<br>_10,480_<br>_2,862,261_<br>_111,694_<br>_874,674_<br>_13,577_<br>_1,483_|
|---|---|---|---|
||||**_3,874,169_**|
||||_2,715,061_<br>_92,250_<br>_773,735_<br>_19,038_|
||||**_3,600,084_**|
||||**274,085**<br>_-_|
||||**_274,085_**<br>_-_|
||||**_274,085_**|



The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities. 

37 



## Cloverleaf Advocacy 2000 Limited 

## Company number 3790911 

Balance sheet as at 31 March 2021 

|Note<br>£<br>£<br>**Fixed assets**<br>Tangible assets<br>12<br>96,686<br>**Total fixed assets**<br>**96,686**<br>**Current assets**<br>Debtors<br>13<br>491,951<br>Cash at bank and in hand<br>14<br>1,377,766<br>**Total current assets**<br>**1,869,717**<br>**Liabilities**<br>Creditors: amounts falling<br>due in less than one year<br>15<br>(410,921)<br>**Net current assets**<br>**1,458,796**<br>**Total assets less current liabilities**<br>1,555,482<br>**Net assets**<br>**1,555,482**<br>**The funds of the charity:**<br>Restricted income funds<br>17<br>24,466<br>Unrestricted income funds<br>18<br>1,531,016<br>**Total charity funds**<br>**1,555,482**<br>2021|_£_<br>_£_<br>_61,594_<br>**_61,594_**<br>_462,074_<br>_906,232_<br>**_1,368,306_**<br>_(285,198)_<br>**_1,083,108_**<br>_1,144,702_<br>**_1,144,702_**<br>_-_<br>_1,144,702_<br>**_1,144,702_**<br>_2020_|_£_<br>_£_<br>_61,594_<br>**_61,594_**<br>_462,074_<br>_906,232_<br>**_1,368,306_**<br>_(285,198)_<br>**_1,083,108_**<br>_1,144,702_<br>**_1,144,702_**<br>_-_<br>_1,144,702_<br>**_1,144,702_**<br>_2020_|
|---|---|---|
|||**_61,594_**<br>**_1,083,108_**|
|||_1,144,702_|
|||**_1,144,702_**|
|||_-_<br>_1,144,702_|
|||**_1,144,702_**|



These accounts are prepared in accordance with the special provisions of part 15 of the Companies Act 2006 relating to small companies and constitute the annual accounts required by the Companies Act 2006 and are for circulation to members of the company. 

The notes on pages 40 to 49 form part of these accounts. 

Approved by the trustees on 8th December 2021 and signed on their behalf by: 



David Foulds (Chairman) 

Nick Whittingham (Trustee) 

38 



## Cloverleaf Advocacy 2000 Limited 

## Statement of Cash Flows for the year ending 31 March 2021 

|Note<br>**Cash provided by/(used in) operating activities**<br>21<br>_Cash flows from investing activities:_<br>Interest<br>Purchase of tangible fixed assets<br>**Cash provided by/(used in) investing activities**<br>Cash and cash equivalents at the beginning of the year<br>**Cash and cash equivalents at the end of the year**<br>Increase/(decrease) in cash and cash<br>equivalents in the year|2021<br>£<br>**544,047**<br>1,105<br>(73,618)<br>**(72,513)**<br>471,534<br>906,232<br>**1,377,766**|_2020_<br>_£_<br>**_178,171_**|
|---|---|---|
|||_1,483_<br>_(59,698)_|
|||**_(58,215)_**|
|||119,956<br>_786,276_|
|||**_906,232_**|



39 



Cloverleaf Advocacy 2000 Limited 

## Notes to the accounts for the year ended 31 March 2021 

## **1 Accounting policies** 

The principal accounting policies adopted, judgments and key sources of estimation uncertainty in the preparation of the financial statements are as follows: 

## **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 (FRS 102), second edition - October 2019 (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006 and UK Generally Accepted Accounting Practice. 

Cloverleaf Advocacy 2000 Limited 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. 

## **b Preparation of the accounts on a going concern basis** 

The trustees have considered the potential impact of coronavirus on the company's ability to continue as a going concern and are satisfied after communciations with funders in relation to Procurement Policy Note PPN 02/20 that are no material uncertainties. 

The trustees consider that there are no other material uncertainties about the charitable company's ability to continue as a going concern. There have been no key judgments which trustees have made which have a significant effect on the accounts. 

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 amount of assets and liabilities within the next reporting period. 

## **c Income** 

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

Income from 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. 

Income received in advance of a provision of a specified service is deferred until the criteria for income recognition are met. 

## **d 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. 

## **e Fund accounting** 

Unrestricted funds are available to spend on activities that further any of the purposes of charity. 

Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. 

Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work or for specific projects being undertaken by the charity. 

The charity currently has no designated funds. 

40 



Cloverleaf Advocacy 2000 Limited 

Notes to the accounts for the year ended 31 March 2021 (continued) 

## **f Expenditure and irrecoverable VAT** 

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: 

- The charity does not have any cost of raising funds. 

- Expenditure on charitable activities includes is allocated on an activity basis and includes the costs of delivering services and other training activities undertaken to further the purposes 

- - Other expenditure represents those items not falling into any other heading. 

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

## **g Allocation of support costs** 

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the charity's programmes and activities. These costs have been allocated between the different charitable activities. The bases on which support costs have been allocated are set out in note 7. 

## **h Operating leases** 

Operating leases are leases in which the title to the assets, and the risks and rewards of ownership, remain with the lessor. Rental charges are charged on a straight line basis over the term of the lease. 

## **i Tangible fixed assets** 

Individual fixed assets costing £500 or more are capitalised at cost and are depreciated over their estimated useful economic lives on a straight line basis as follows: 

IT equipment 33% Office fixtures and equipment 17% 

## **j 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. 

## **k 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. 

## **l 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. 

## **m 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 with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method. 

41 



Cloverleaf Advocacy 2000 Limited 

Notes to the accounts for the year ended 31 March 2021 (continued) 

## **n Pensions** 

Employees of the charity are entitled to join a defined contribution ‘money purchase’ scheme. The charity’s contribution is restricted to the contributions disclosed in note 11. There were outstanding contributions of £11,395 at the year end. The costs of the defined contribution scheme are allocated to the funds of the charity using the methodology set out in note 9. 

## **2 Legal status of the charity** 

The charity is a company limited by guarantee registered in England and Wales and has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The registered office address is disclosed on page 3. 

## **3 Income from donations** 

|**Current reporting period**<br>Donations<br>**Total**<br>**Previous reporting period**<br>Donations<br>**Total**<br>**4**<br>**Income from charitable activities**<br>**Current reporting period**<br>**Advocacy**<br>Income from grants/contracts<br>Other income<br>Subtotal for Advocacy<br>**Self advocacy and involvement**<br>Income from grants/contracts<br>Other income<br>Subtotal for Self advocacy and involvement<br>**Information and advice**<br>Income from grants/contracts<br>Other income<br>Subtotal for Information and advice<br>**Training**<br>Income from grants/contracts<br>Other income<br>Subtotal for training<br>**Total**|Unrestricted<br>£<br>3,088<br>3,088<br>Unrestricted<br>£<br>10,480<br>10,480<br>Unrestricted<br>£<br>3,034,622<br>7,671<br>3,042,293<br>136,560<br>205<br>136,765<br>949,044<br>5,603<br>954,647<br>-<br>17,187<br>17,187<br>4,150,892|Restricted<br>£<br>-<br>-<br>Restricted<br>£<br>-<br>-<br>Restricted<br>£<br>-<br>-<br>-<br>44,613<br>-<br>44,613<br>-<br>-<br>-<br>-<br>-<br>-<br>44,613|Total 2021<br>£<br>3,088|
|---|---|---|---|
||||3,088|
||||Total 2020<br>£<br>10,480|
||||10,480|
||||Total 2021<br>£<br>3,034,622<br>7,671|
||||3,042,293<br>181,173<br>205|
||||181,378<br>949,044<br>5,603|
||||954,647<br>-<br>17,187|
||||17,187|
||||4,195,505|



42 



## Cloverleaf Advocacy 2000 Limited 

Notes to the accounts for the year ended 31 March 2021 (continued) 

|**Previous reporting period**<br>**Advocacy**<br>Income from grants/contracts<br>Other income<br>Subtotal for Advocacy<br>**Self advocacy and involvement**<br>Income from grants/contracts<br>Other income<br>Subtotal for Self advocacy and involvement<br>**Information and advice**<br>Income from grants/contracts<br>Other income<br>Subtotal for Information and advice<br>**Training**<br>Income from grants/contracts<br>Other income<br>Subtotal for training<br>**Total**<br>**5**<br>**Investment income**<br>**Current reporting period**<br>Income from bank deposits<br>**Previous reporting period**<br>Income from bank deposits|Unrestricted<br>£<br>2,854,033<br>8,228<br>2,862,261<br>96,617<br>1,094<br>97,711<br>870,897<br>3,777<br>874,674<br>-<br>13,577<br>13,577<br>3,848,223<br>Unrestricted<br>£<br>1,105<br>1,105<br>Unrestricted<br>£<br>1,483<br>1,483|Restricted<br>£<br>-<br>-<br>-<br>13,983<br>-<br>13,983<br>-<br>-<br>-<br>-<br>-<br>-<br>13,983<br>Restricted<br>£<br>-<br>-<br>Restricted<br>£<br>-<br>-|Total 2020<br>£<br>2,854,033<br>8,228|
|---|---|---|---|
||||2,862,261<br>110,600<br>1,094|
||||111,694<br>870,897<br>3,777|
||||874,674<br>-<br>13,577|
||||13,577<br>3,862,206|
||||2021<br>£<br>1,105|
||||1,105|
||||2020<br>£<br>1,483|
||||1,483|



43 



Cloverleaf Advocacy 2000 Limited 

## Notes to the accounts for the year ended 31 March 2021 (continued) 

## **6 Analysis of expenditure on charitable activities** 

## **Current reporting period** 

|Salaries and wages<br>Other staff costs<br>Office costs<br>Premises costs<br>Volunteer and group<br>Legal and professional<br>fees<br>Governance costs<br>(see note 7)<br>Support costs (see<br>note 7)|£<br>2,075,556<br>100,771<br>66<br>26,415<br>58,106<br>6,473<br>3,662<br>566,265<br>2,837,314<br> <br>Advocacy|£<br>72,616<br>1,279<br>2,254<br>3,239<br>1,432<br>-<br>105<br>16,238<br>97,163<br>Self advocacy and<br>involvement|£<br>551,633<br>32,736<br>1,573<br>35,540<br>35,711<br>708<br>1,061<br>164,058<br>823,020<br> <br>Information<br>and advice|£<br>13,041<br>4,222<br>-<br>1,569<br>-<br>8,847<br>24<br>3,718<br>31,421<br>Training|Total 2021<br>£<br>2,712,846<br>139,008<br>3,893<br>66,763<br>95,249<br>16,028<br>4,852<br>750,279|
|---|---|---|---|---|---|
||||||3,788,918|



## **Previous reporting period** 

|Salaries and wages<br>1,896,534<br>Other staff costs<br>192,853<br>2,842<br>Office costs<br>31,753<br>Premises costs<br>68,485<br>5,843<br>4,194<br>512,557<br>2,715,061<br>Total restricted expenditure<br>Total unrestricted expenditure<br>Volunteer and group<br>Governance costs<br>(see note 7)<br>Support costs (see<br>note 7)<br>Legal and professional<br>Advocacy|£<br>62,920<br>3,612<br>7,060<br>1,398<br>1,768<br>51<br>125<br>15,316<br>92,250<br>Self advocacy and<br>involvement|£<br>476,284<br>48,901<br>21,331<br>33,377<br>43,233<br>3,032<br>1,198<br>146,379<br>773,735<br>Information<br>and advice<br>|£<br>13,509<br>464<br>538<br>219<br>-<br>744<br>29<br>3,535<br>19,038<br>2021<br>£<br>20,147<br>3,768,771<br>3,788,918<br>Training|Total 2020<br>£<br>2,449,247<br>245,830<br>31,771<br>66,747<br>113,486<br>9,670<br>5,546<br>677,787|
|---|---|---|---|---|
|||||3,600,084|
|||||_2020_<br>_£_<br>13,983<br>3,586,101|
|||||3,600,084|



44 



Cloverleaf Advocacy 2000 Limited 

## Notes to the accounts for the year ended 31 March 2021 (continued) 

## **7 Analysis of governance and support costs** 

|**Current reporting period**<br>Basis of<br>apportionment<br>Trustee expenses and related costs<br>Direct costs<br>Staff costs<br>Direct costs<br>Office costs<br>Direct costs<br>Audit fees<br>Direct costs<br>Accountancy services<br>Direct costs<br>Legal and professional<br>Direct costs<br>Basis of<br>**Previous reporting period**<br>apportionment<br>Trustee expenses and related costs<br>Direct costs<br>Staff costs<br>Direct costs<br>Office costs<br>Direct costs<br>Audit fees<br>Direct costs<br>Accountancy services<br>Direct costs<br>Legal and professional<br>Direct costs<br>**8**<br>**Net income/(expenditure) for the year**<br>This is stated after charging/(crediting):<br>Depreciation<br>Operating lease rentals:<br>Property<br>Other<br>Auditor's remuneration - audit fees|Support<br>£<br>-<br>393,948<br>254,741<br>101,590<br>750,279<br>Support<br>£<br>-<br>392,809<br>205,774<br>79,205<br>677,788<br>2021<br>£<br>38,526<br>42,625<br>12,804<br>4,740|Governance<br>£<br>112<br>4,740<br>-<br>-<br>4,852<br>Governance<br>£<br>806<br>4,740<br>-<br>-<br>5,546<br>_2020_<br>_£_<br>26,613<br>40,850<br>11,228<br>4,740|_Total 2021_<br>£<br>112<br>393,948<br>254,741<br>4,740<br>-<br>101,590|
|---|---|---|---|
||||755,131|
||||_Total 2020_<br>£<br>806<br>392,809<br>205,774<br>4,740<br>-<br>79,205|
||||683,334|
|||||



45 



Cloverleaf Advocacy 2000 Limited 

Notes to the accounts for the year ended 31 March 2021 (continued) 

## **9 Staff costs** 

Staff costs during the year were as follows: 

|Wages and salaries<br>Social security costs<br>Pension costs<br>Redundancy and termination costs<br>**Allocated as follows:**<br>Charitable activities<br>Support costs|2021<br>£<br>2,846,514<br>195,145<br>56,952<br>8,183<br>3,106,794<br>2,712,846<br>393,948<br>3,106,794|_2020_<br>_£_<br>_2,608,618_<br>_173,768_<br>_53,217_<br>_6,453_|
|---|---|---|
|||_2,842,056_|
|||_2,449,247_<br>_392,809_|
|||_2,842,056_|



No employees has employee benefits in excess of £60,000 (2020: Nil). 

The average number of staff employed during the period was 177 (2020: 166). The average full time equivalent number of staff employed during the period was 124 (2020: 117). 

The Key Management Personnel of the charity comprise the Trustees and the Senior Management Team (2020: trustees and the Chief Executive Officer only). The total employee benefits of the key management personnel of the charity were £103,820 (2020: £54,844). 

## **10 Trustee remuneration and expenses, and related party transactions** 

Neither the management committee nor any persons connected with them received any remuneration or reimbursed expenses during the year (2020: Nil). 

3 members of the management committee received travel and subsistence expenses during the year of £112 (2020:£806). 

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

No trustee or other person related to the charity had any personal interest in any contract or transaction entered into by the charity, including guarantees, during the year (2020: nil). 

## **11 Corporation tax** 

The charity is exempt from tax on income and gains falling within Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity. 

46 



Cloverleaf Advocacy 2000 Limited 

## Notes to the accounts for the year ended 31 March 2021 (continued) 

## **12 Fixed assets: tangible assets** 

|Computer<br>equipment<br>**Cost**<br>£<br>212,859<br>Additions<br>73,618<br>Disposals<br>(19,441)<br>267,036<br>**Depreciation**<br>151,265<br>Charge for the year<br>38,526<br>Disposals<br>(19,441)<br>170,350<br>**Net book value**<br>96,686<br>_61,594_<br>**13**<br>**Debtors**<br>Trade debtors<br>Other debtors<br>Prepayments and accrued income<br>**14**<br>**Cash at bank and in hand**<br>Short term deposits<br>Cash at bank and on hand<br>**15**<br>**Creditors: amounts falling due within one year**<br>Trade creditors<br>Short term compensated absences (holiday pay)<br>Other creditors and accruals<br>Income received in advance<br>Deferred income<br>Taxation and social security costs<br>At 1 April 2020<br>At 31 March 2021<br>At 1 April 2020<br>At 31 March 2021<br>At 31 March 2021<br>_At 31 March 2020_|Office<br>equipment<br>£<br>15,146<br>-<br>-<br>15,146<br>15,146<br>-<br>-<br>15,146<br>-<br>_-_<br>2021<br>£<br>390,829<br>4,625<br>96,497<br>491,951<br>2021<br>£<br>164,046<br>1,213,720<br>1,377,766<br>2021<br>£<br>85,971<br>8,505<br>23,576<br>192,174<br>50,393<br>50,302<br>410,921|£<br>228,005<br>73,618<br>(19,441)<br>Total|
|---|---|---|
|||282,182|
|||166,411<br>38,526<br>(19,441)|
|||185,496|
|||96,686|
|||_61,594_|
|||_2020_<br>_£_<br>_377,236_<br>_4,625_<br>_80,213_|
|||_462,074_|
|||_2020_<br>_£_<br>_131,344_<br>_774,888_|
|||_906,232_|
|||_2020_<br>_£_<br>_18,388_<br>_7,333_<br>_33,459_<br>_163,449_<br>_18,320_<br>_44,249_|
|||_285,198_|



47 



Cloverleaf Advocacy 2000 Limited 

Notes to the accounts for the year ended 31 March 2021 (continued) 

## **16 Deferred income** 

|Deferred grant brought forward<br>Grant received<br>Released to income from charitable activities<br>Deferred grant carried forward|2021<br>£<br>18,320<br>50,393<br>_(18,320)_<br>50,393|_2020_<br>_£_<br>_2,930_<br>_18,320_<br>_(2,930)_|
|---|---|---|
|||_18,320_|



## **17 Analysis of movements in restricted funds** 

|Balance at<br>1 April<br>2020<br>Income<br>£<br>£<br>**Self advocacy and involvement**<br>My Barnsley Too<br>-<br>9,000<br>Wednesday Voices<br>-<br>4,500<br>Young Leaders<br>-<br>31,113<br>-<br>44,613<br>Total<br>-<br>44,613<br>Balance at<br>1 April<br>2019<br>Income<br>£<br>£<br>**Self advocacy and involvement**<br>My Barnsley Too<br>-<br>9,000<br>Wednesday Voices<br>-<br>4,500<br>-<br>13,500<br>Total<br>-<br>13,500<br>**Analysis of movement in unrestricted funds**<br>Balance  at<br>1 April<br>2020<br>Income<br>£<br>£<br>1,144,702<br>4,155,085<br>1,144,702<br>4,155,085<br>Balance  at<br>1 April<br>2019<br>Income<br>£<br>£<br>870,617<br>3,860,186<br>870,617<br>3,860,186<br>General fund<br>**Previous reporting**<br>**period**<br>**Current reporting**<br>**period**<br>**Current reporting**<br>**period**<br>General fund<br>**Previous reporting**<br>**period**|Expenditure<br>£<br>(9,000)<br>(4,500)<br>(6,647)<br>(20,147)<br>(20,147)<br>Expenditure<br>£<br>(9,000)<br>(4,500)<br>(13,500)<br>(13,500)<br>Expenditure<br>£<br>(3,768,771)<br>(3,768,771)<br>Expenditure<br>£<br>(3,586,101)<br>(3,586,101)|Transfers<br>£<br>-<br>-<br>-<br>-<br>-<br>Transfers<br>£<br>-<br>-<br>-<br>-<br>Transfers<br>£<br>-<br>-<br>Transfers<br>£<br>-<br>-|Balance at<br>31 March<br>2021<br>£<br>-<br>-<br>24,466|
|---|---|---|---|
||||24,466|
||||24,466|
||||Balance at<br>31 March<br>2020<br>£<br>-<br>-|
||||-<br>-|
||||As at 31<br>March 2021<br>£<br>1,531,016<br>1,531,016|
||||As at 31<br>March 2020<br>£<br>1,144,702|
||||1,144,702|



## **18 Analysis of movement in unrestricted funds** 

48 



Cloverleaf Advocacy 2000 Limited 

## Notes to the accounts for the year ended 31 March 2021 (continued) 

## **19 Analysis of net assets between funds** 

|**Current reporting period**<br>Tangible fixed assets<br>Net current assets/(liabilities)<br>Total<br>**Previous reporting period**<br>Tangible fixed assets<br>Net current assets/(liabilities)<br>Total|General<br>fund<br>£<br>96,686<br>1,434,330<br>1,531,016<br>General<br>fund<br>£<br>61,594<br>1,083,108<br>1,144,702|Designated<br>funds<br>£<br>-<br>-<br>-<br>Designated<br>funds<br>£<br>-<br>-<br>-|Restricted<br>funds<br>£<br>-<br>24,466<br>24,466<br>Restricted<br>funds<br>£<br>-<br>-<br>-|Total<br>£<br>96,686<br>1,458,796|
|---|---|---|---|---|
|||||1,555,482|
|||||Total<br>£<br>61,594<br>1,083,108|
|||||1,144,702|



## **20 Operating lease commitments** 

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

|Less than one year<br>One to five years<br>Over five years|2021<br>_2020_<br>£<br>_£_<br>25,600<br>_37,825_<br>4,625<br>_29,308_<br>-<br>_-_<br>30,225<br>_67,133_<br>Property|2021<br>_2020_<br>£<br>_£_<br>12,806<br>_12,806_<br>11,640<br>_24,446_<br>-<br>_-_<br>24,446<br>_37,252_<br>Equipment|2021<br>_2020_<br>£<br>_£_<br>12,806<br>_12,806_<br>11,640<br>_24,446_<br>-<br>_-_<br>24,446<br>_37,252_<br>Equipment|
|---|---|---|---|
||||_37,252_|



## **21 Reconciliation of net movement in funds to net cash flow from operating activities** 

|**Net income/(expenditure) for the year**<br>**Adjustments for:**<br>Depreciation charge<br>Bank interest<br>Decrease/(increase) in debtors<br>Increase/(decrease) in creditors<br>**Net cash provided by/(used in) operating**|2021<br>£<br>410,780<br>38,526<br>(1,105)<br>(29,877)<br>125,723<br>544,047|_2020_<br>_£_<br>_274,085_<br>_26,613_<br>_(1,483)_<br>_(150,227)_<br>_29,183_|
|---|---|---|
|||_178,171_|



49