2024-03-31-accounts

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helping people to BE HEARD since 1995

Annual Report and Financial Annual Report and Financial StatementsStatements Year ended 31st March 2024 Year ended 31st March 2024

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

Introduction				3

Charity Details Chair’s Statement What We Do CEO’s Statement Values and Objectives Our Family of Services Where We Work How We’ve Supported People Public Benefit Number of People Supported What We’ve Achieved Feedback and Co-Design Social Value Financial Review Our Plans for the Future Structure, Governance and Management Risk Management Statement of Responsibilities of Trustees Auditors Independent Auditor’s Report Statement of Financial Activities Notes to the Accounts				4 5 9 6 7 8 11 12 22 23 24 27 28 29 31 33 35 37 38 39 43 46






	People







		of	Trustees
	Report Activities

Introduction

The trustees present their report and the audited financial statements for the year ended 31st March 2024. Included within the trustees’ report is the directors’ report as required by company law.

The reference and administrative information set out on page 4 forms part of this report. The financial statements on pages 43 to 58 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.

Charity Details

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

Mr J Hiscock (appointed as Vice-Chair May 2023)
Mrs J Wilson
Mr C Sutherland
Mr NE Whittingham
Mr D Foulds (appointed as Vice-Chair May 2023) - resigned September 2024
Dr P Roberts (re-appointed as Chair May 2023)
Mr D Cooper (appointed September 2024)
Mrs C Attwood (appointed September 2024, resigned October 2024)

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

Suzi Henderson, Chief Executive Officer

Senior Leadership Team - see page 33 for 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

Chair’s Statement

I am delighted to welcome you to Cloverleaf’s annual report in my role as Chair of the Trustees.

I am once again pleased to welcome you to Cloverleaf’s Annual Report in my role as Chair of the Trustees. As you will no doubt have realised, this report covers the year ending on 31st March 2024. The economic conditions we faced during the last financial year were once again very challenging, with inflation still remaining high and a rising degree of political uncertainty as the year progressed as thoughts turned to a potential general election and what that would mean for our sector.

The demand for our services has remained strong, with our teams able to put a strong case to local authority commissioners as to why they should partner with Cloverleaf for their advocacy services. This has resulted in us continuing to grow during the year as we won and retained contracts as they have been put out to tender. The growth will continue into the next financial year following success in wining new contracts in geographical areas where we had previously not been represented. The amount of work that goes on in putting tenders together is immense and has to run alongside normal day to day business.

I offer sincere thanks, on behalf of the trustees, to all the staff at Cloverleaf for all the work that they have put in over the last year to ensure that our success has continued. The needs of our clients has always remained uppermost in the work that we do to ensure that their voice is heard.

As always, I would also like to thank my fellow trustees for all their help and support over the last twelve months. The next financial year will be challenging, as always, but I am confident that with the teams we have in place at Cloverleaf, we will continue to be successful in our endeavours.

Dr Peter Roberts

CEO’s Statement

This past year has brought immense challenges but through it all, our organisation has continued to stand by those who need us most. In a health and social care system that often feels underfunded and fractured, we've remained committed to supporting some of the most unheard people in society, ensuring they are listened to and their rights upheld.

Our work also includes supporting unpaid carers— those remarkable individuals who work tirelessly, often without recognition, to look after their loved ones. Carers save the system millions of pounds each year, and we're proud to have our carers support workers on hand, helping them navigate the complexities of caregiving with the resources and emotional support they deserve.

The harsh realities faced by people we support drive home just how broken the system can be—and fuel our passion to fight for real change.

Despite all these challenges, we're thrilled to say that our organisation has continued to grow and thrive. The creativity and passion of our staff, along with new and innovative ways of delivering services, have been key to our success. Securing new contracts has allowed us to extend our reach, helping even more people in need of our advocacy and support.

Throughout the year, we've been humbled by the stories shared by our advocacy and carers services. Their courage, resilience, and determination remind us every day what a privilege it is to do the work we do. It's these moments that reinforce why we are here—standing alongside those who need our help the most, ensuring their voices are heard, and making a real difference in their lives.

On top of everything, we’ve also had to face the pressures of the cost of living crisis. We know how hard it’s been for our staff, so we made the decision to absorb the costs of salary increases, even in the face of minimal inflationary increases. Supporting our colleagues in these tough times has been a priority

As you read this report, we hope it gives you a glimpse into the impact we’ve made this year. From the people we’ve supported to the changes we’re fighting for, we’re proud of what we’ve achieved and are more determined than ever to push for a fairer, more compassionate health and social care system for all.

Suzi Henderson, CEO

Values and Objectives

Our core values underpin everything we do - the way the organisation is run, how we engage with each other, and the services we deliver.

Challenge Opression

Honesty

Choice

People have a right to choose how to live their lives.

People have a right to We challenge those who jargon-free information, tell people what to do provided openly. and bully or dominate.

Opportunity and Equality

Support

Involvement and consultation

People with any form of disability or mental health problem are equal.

Where people need support We actively encourage tailored to their needs, we involvement of people who will strive to listen and learn access our services. and help people realise their aims

Charitable Objectives

The Objects of the Charity as set out in its Articles of Association are:

To promote the wellbeing of people who are in need because of mental or physical illhealth, 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

To advance public education in the experiences and needs of users of care services.

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What we do

Putting our core values and objectives into action, we have four main service areas - advocacy, self-advocacy and inclusion, information and advice, and training.

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 other unpaid person in their lives who can put forward what they 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) supports people who are subject to a Deprivation of Liberty (DoLS) to understand the restrictions that are placed on them and can help people apply to the Court of Protection to challenge the DoLS.

Advocacy Services Continued/...

I ndependent Mental Health Advocacy (IMHA) supports people detained under the Mental Health Act, or subject to a Community Treatment Order, to 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, or 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, and making complaints about social care.

Self-Advocacy and Involvement

We work with groups and networks of disabled people 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.

Information and Advice

We provide specialist information and advice services for disabled people 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.

Training

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

Where we work

In the year 2023/2024 Cloverleaf Advocacy provided services within the following local authority areas: Barnsley, Calderdale, Durham, Hull, Kirklees, Lancashire, North Yorkshire, North Lincolnshire, North-East Lincolnshire, Rotherham and Sheffield. We also provided ‘spot purchase’ (case-by-case) advocacy services to over 75 local authorities.

Pat’s Story (IMCA)

A referral was received for Pat* from her GP. Pat is 68. She had been placed in a care home by the Court of Protection. Her GP wanted to explore a DNACPR (Do Not Attempt Cardiopulmonary Resuscitation Order) for Pat, should she become seriously unwell.

How we helped

Laura, the IMCA, spoke to the GP about his reason for wanting to look at a DNACPR – he explained it was due to Pat’s age, and dementia diagnosis. Pat has no other health issues except diabetes, which is well-managed by the care home.

Laura spoke to Pat to gather her views and wishes, using Easy Read and pictoral information. They talked about what DNACPR meant, and what she would like to happen. Pat was very clear that she would want to be given CPR and receive hospital treatment when she needs it – “I want them to do everything they can to keep me alive”.

Laura also spoke to the Advanced Nurse Practitioner at the surgery who knew Pat quite well. He felt that there was no clinical reason not to resuscitate Pat, should she need it.

Laura provided a report to the GP expressing Pat’s views and wishes, considerations about the Mental Capacity Act and relevant case law to the decision.

As a result of advocacy, the GP concluded that no DNACPR was needed at this time, and added the IMCA report into Pat’s NHS record, so that, in future, as her dementia progresses, medical professionals will have a record of her views and wishes.

*name changed

James’ Story (IMHA)

‘James’* is young man in his 20s. He was detained under Section 2 of the Mental Health Act with a referral made for support from an IMHA.

How we helped

We assigned ‘Claire’ as his Advocate. When she met James he said that he wanted to be discharged. He didn’t feel being on the ward was making any difference anymore because they had stopped making changes to his treatment. He was also worried about how his dad was coping and wanted to get home to care for him.

James had been detained in a hospital away from his home town and was concerned about his father, who wasn’t well. James was his father’s carer.

James had a ward review later in the week. Claire supported him to prepare for the review. At James’ request, his dad joined their meeting by Teams. They discussed how James felt, how he felt he would manage at home, and what he wanted to say in the meeting. James said that he had previously had issues with drugs and he thought this would be brought up. He agreed to Claire looking for local support for when he got home to help him manage this.

At the ward review, James used the list he had created with Claire to say what he wanted to and why he should be discharged. As agreed, where he forgot to say something, Claire prompted him. As James thought, the MDT brought up his previous drug use and he was able to say he planned on accessing support when he was home.

As a result of advocacy, the decision was made to discharge James the same afternoon. His dad came to pick him up. James was thrilled. After the meeting, he told Claire he was sorry that he had done all the talking and hadn’t given her time to speak. Claire told him that is what we want to see and congratulated James and a great job self-advocating, which she felt would help him in the future.

*name changed

Helen’s Story (Parenting Advocacy)

Helen has a learning disability. Her one year old daughter had been placed with her aunt and uncle due to social service concerns over Helen’s ability to care for her daughter, Jane (who was put under a child protection plan).

How we helped

Helen hadn’t been taking part in the child protection process. She didn’t attend many of the meetings and when she did, she got upset and angry. Helen didn’t answer calls from her daughter’s social worker. Helen’s aunt was worried that Helen was not able to put across her views, and so referred her for an Advocate.

Anna, Helen’s Advocate, met with Helen in a private room at the local library, as Helen didn’t want Anna to come to her home. Helen wanted her daughter to live at home with her. She said that the supervised contact with her daughter was not good quality time - she just wanted to be able to ‘snuggle and watch Disney movies with her’. Helen told Anna she often ignored calls from the Social Worker as she was worried it was ‘more bad news’. Helen said that she often got angry in meetings and shouted as she was so upset.

Anna and Helen discussed communication with the social worker, and how she would like to be heard in meetings without shouting. Helen thought she might be calmer if Anna supported her in the meeting.

Anna and Helen attended a core group meeting. They had written down the things that Helen wanted to say, and she was able to stay calm, and ask for a 10-minute break when she felt upset. After the meeting, Helen felt more able to answer calls from the social worker.

Anna supported Helen at family court, where the decision was made for her daughter to remain with her aunt. However, as a result of advocacy, Helen was able to have regular unsupervised contact with her daughter. Helen told Anna that her support meant she had at least felt listened to.

*name changed

Brenda’s Story (Care Act)

Brenda* was staying at a care home on a short term, respite placement, having previously lived at home on her own. A decision needed to be made about where Brenda lived long-term.

How we helped

Brenda was assessed as being able to make this decision herself. The shortterm placement had initially been for a few weeks but Brenda has now resided at the home for a number of months.

Brenda had initially wanted to return home, but concerns were raised that her family were insisting that Brenda stayed in the home. This had made Brenda indecisive and feeling unable to decide.

Ellen, the Advocate, met with Brenda at the care home. Brenda said that she knew she was unable to return home without support and would need help dressing and going to the toilet. Brenda said she wanted to go home, but felt her family wanted her to stay. Brenda asked Ellen to support her at a meeting with her social worker to talk about what she needed and her options.

Brenda and Ellen requested a physiotherapy referral to aid her recovery. The Social Worker explained what options Brenda had if she were to return home such as four daily care calls. Brenda still felt unsure about what to do.

Ellen and Brenda made a pros and cons list about where Brenda wanted to live. Brenda still wanted to go home but was worried she would lose her place at the care home if it didn’t work out. Ellen and Brenda talked about whether a trial period of going home would be an option, and Ellen agreed to contact the social worker to ask.

As a result of advocacy, Brenda was able to make a decision to return home with this and returned home, with a support package in place. After her trial, she decided to stay at home.

*name changed

Margaret’s Story (IHCA)

Margaret* contacted the service for support in raising a complaint about her daughter’s care with mental health services.

How we helped

Our Advocate, Lauren, visited the Margaret at home to discuss the complaint, as she wanted to speak face to face.

Lauren helped Margaret to draft a letter of complaint detailing all her concerns and questions. When Margaret received the initial response, she still had further questions and was offered a Local Resolution Meeting to discuss these.

Margaret was unsure whether she felt able to do this, so Lauren explained what would happen at the meeting, and they discussed the pros and cons. Margaret was clear she wanted to voice her concerns and have someone listen, as she felt it was an effective way of communicating her worries. She was not entirely convinced that the response she’d received had been sufficient.

Before the meeting, Lauren contacted Margaret to discuss her outstanding questions and concerns and wrote them down as a prompt. Lauren explained she would be there to support Margaret and could speak up for her if Margaret was struggling. The meeting took place and Margaret put her questions and concerns forward, with help from Lauren.

Margaret and Lauren spoke after the meeting. Margaret said that, because of advocacy support, she felt that the complaints manager had really listened to her and that they did seem as though they would take her comments on board. Margaret said this again when she got her written response from the hospital Trust.

*name changed

Steve’s Story (Carers)

Steve* felt his mum, who he cared for, was not receiving the right quality of care from her care agency and was struggling with the care costs.

How we helped

Steve’s mum was discharged from hospital, following a stroke. She was receiving four care calls a day from a care agency, which had been arranged by the hospital social work team. Steve was also caring for his mum - cooking, shopping, cleaning and staying with her as needed.

Steve felt the care agency were not providing his mum with the right quality of care, so he cancelled them, and got another care agency involved. As Steve hadn’t had any involvement with Adult Social Care previously, he didn’t realise that he could have asked them to help. As a result, the new care agency invoiced Steve’s mum for the full costs of her care, which she could not afford. In a panic, Steve cancelled two of the care calls. He then contacted Carers Count as he was worried about what was going to happen.

Adam, Steve’s advocate, helped Steve to contact Adult Social Care and explain what had happened. The new care agency could be funded by social care, but Steve’s mum would need a financial assessment to see what she would need to contribute. Adult Social Care arranged for Steve’s mum to have four care calls a day again. Adam explained that both Steve and his mum would be entitled to have an assessment – Steve as a carer, to see what support he might need as his mum would need his help long term.

As a result of advocacy, Steve received the support he needed to successful prepare for a carers assessment so he and his mum could get the support they needed. Steve also began attending our carers groups, which he says are a ‘lifeline’ as he no longer feels so alone.

*name changed

Petra’s Story (RPR)

How we helped

Petra* lives in a care home, and is under a Deprivation of Liberty. Her family and are grandchildren really important to her, as is spending time outdoors in green space. She has longterm complex mental health needs, a mild learning disability and self-harms.

Asma is Petra’s Relevant Person’s Representative. On their first meeting, Petra told Asma she agreed with social workers that she needed to be in a care home, but she hated the one she was in. It was a long way from her family, and with young grandchildren, they were unable to take the three buses from where they lived to visit her.

Petra also didn’t like having to have 1:1 support 24 hours a day. Whilst she knew this was to keep her safe, it also kept her from relaxing and sleeping, knowing someone was watching her. Asma talked about Petra’s options - including asking for her care to be reviewed, and asking a judge in the Court of Protection to decide where Petra lived. Petra asked Asma to contact her social worker and a solicitor.

The solicitor is now helping Asma to take her case to the Court of Protection. This will include a new assessment of her capacity to make a decision about where she lives. Asma has supported Petra at a care review, which resulted in the 1:1 being reduced. Petra has said this makes her feel much better - and she is now spending more time in communal areas, and feels like she has much more freedom. When she does have 1:1 support, she is going out more for walks in the countryside, which she feels is better for her mental health and has not self-harmed for several months.

Petra is waiting for her case to be heard in court, but feels that she is being listened to – and the changes that have been made so far with her are ‘fantastic!’

*name changed

Young Leaders (Self-Advocacy)

We delivered year three of the Young Leaders course, which is funded by Children in Need, in Kirklees between June and September 2023.

The courses are for young people aged between 13-17 with learning disabilities, autism or both. The aim of the courses are to help young people build confidence as well as developing and practising leadership skills.

Initially we met with young people and their parents to look around the venue Cliffe House, which gave the opportunity to answer any questions. We also had a 'getting to know you' session which encouraged people to talk and find out about each other.

We were able to run two, three-day, residential sessions over the summer bringing in guest speakers on a wide range of topics. This included self advocates delivering a session on why speaking up for yourself and others is important, and a poet who helped the young people to think about what qualities they personally have and what qualities their peers have.

Some of the young leaders had never spent time away from home on their own, so this was a huge and important step for them.The young leaders enthusiastically joined in activities such as archery, climbing walls and orientating. These activities helped to bond the group further, developing social and listening skills, as well as being incredible fun.

Throughout the course we gave the young leaders the opportunity to plan and organise a celebration event to mark the end of the course, this event was a great occasion that brought family and friends together to showcase and recognise peoples unique gifts and talents.

The Young Leaders project continues into 2024 with residential courses planned in Bradford.

Carers Groups

Our Carers Count groups in Kirklees have had a busy year with some day trips running alongside our regular groups. Carers have had the opportunity to have a full break for a day, speak to other carers and have a welcome change of scenery!

In April a group went on a barge trip. They were very excited about the trip as some of the members had not been on a barge before. Throughout the trip the carers enjoyed talking to each other, seeing the sights, and observing the wildlife. The group saw moorhens, ducks, swans and herons and took advantage of some scenic photo opportunities. They took turns to steer the boat and kept warm with hot drinks and snacks.

In June, many group members attended our trip to the Whitby coast. Due to the popularity of the trip, we had to hire an additional minibus! When we got to Whitby the carers decided to explore on their own visiting various places and enjoying fish and chips.

Later in the year, the groups visited Eden’s Forest in Huddersfield. On arrival to the forest they were ‘blown away’ by the beauty and tranquillity. They took part in various activities such as campfire, pizza making, whittling, printing and zip wire.

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was so relaxing. Thank
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It has been a great
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Chi Chi Fit

We delivered inclusive dance classes for people in Calderdale with learning disabilities, as well as their families and carers.

Our Lead the Way service had received a few referrals from people with learning disabilities who wanted to be more active. A couple of people had attended ‘Zumba’ type classes but had not found these inclusive.

After successfully applying and being given some grant funding by Active Calderdale we started Chi Chi Fit dance classes early in 2024 at Foundry Street Community Centre. We made sure that the class was well publicised and went to several day services to promote the class and to discuss the benefits of being active.

We still had a little trepidation on the day wondering if anybody was going to attend, but people started to turn up and we had 15 people at our first session.

The first session was a huge success and over the coming weeks more and more people wanted to join. We have gradually built the group up over the weeks and we have had 32 members of the group who have attended for two or more sessions. We have a core of 20 members who attend regularly.

The instructor broke down the routines so they are easy to follow and to act out, and asked people to request their favourite songs. People chose songs from Grease, Mamma Mia, The Lion King and The Greatest Showman. Members particularly enjoyed doing the Haka, based on the Maori culture with music from the film Moana.

Feedback from participants has been very positive and we aim to find funding to continue classes after the current sessions end.

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

During the year we worked alongside NCVO to look at our volunteering offer and complete a thorough review of our volunteering practice - from recruitment to induction, training and ongoing support. We currently have approximately 40 volunteers across the organisation and four dedicated Volunteer and Engagement Coordinators. 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. 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.

How we measure success

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

Positive outcomes achieved for people accessing our services

Staff retention Social Value

Number of People Supported

Last year, we supported over 12,500 people through our advocacy, unpaid carers, self-advocacy and inclusion services.

Self and Peer Advocacy

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5%
Carers
23.7%
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1:1 Advocacy
71.3%
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Outcomes

97% of people 93% of people 93% of people 85% of people 86% of people felt they had felt more felt they had a felt more felt more able been more confident in better listened to by to achieve involved in raising issues understanding professionals their goals meetings and that affect of their rights decisions their lives about their lives

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What We’ve Achieved

Outstanding Services
Worked with NCVO to develop our volunteer practices and policies
Established our People’s Panel for people with lived experience to shape our development
Developed partnerships with specialist organisations including Royal Association for the Deaf and National Youth Advocacy Service

Outstanding People

Completed an externally hosted employee satisfaction survey
Extended and expanded our training offer
Reviewed and developed our induction and onboarding
Continued wellbeing initiatives and staff peer support groups
Increased remuneration packages for all staff
Reviewed and implemented new infrastructure within our Contact and Support Team, and went out to recruit for two new Operations Director roles for our Advocacy Services.

Strong, Sound, Governance

Completed Cyber Essentials quality mark to demonstrate our commitment to data and cyber security
Reviewed our senior leadership team structure in line with continued growth
Ongoing reviews of policies and practice

What We’ve Achieved

Be a Trusted Voice

Ongoing active participation in National Advocacy Leaders Network

Speaking at two national conferences about advocacy and safeguarding

Increased networking and membership of groups, boards and forums across our region

Equitable, Accessible, and Fair

Reviewed guidance on language

Reviewed of promotional material with People’s Panel

Increased availability of advocacy skills training using a train the trainer approach with local community groups.

Financially Secure and Diverse

Secured additional total of £360,000 noncontract income, including National Lottery.

Awarded 5 new advocacy contracts during the year (some to start April 2024)

Effective budgetary planning and controls throughout the year

What We’ve Achieved

Awarded and successfully implemented two new advocacy services (Kirklees Advocacy Hub, Durham Advocacy Service) and one new Carers Support Service (Barnsley Carers)

Awarded new contracts for Derbyshire Advocacy Service, Wakefield Advocacy Service and Barnsley Independent Health and Social Care Complaints Advocacy services, all commencing April 2024.

Successfully retendered for our:

Hull Advocacy Service, delivering in partnership with National Youth Advocacy Service
Lead the Way Information and Advice Service in Calderdale for people with a learning disability
Support to the Calderdale Self Advocacy Network for people with a learning disability

Reviewed of promotional material with People’s Successfully completed our Health Inequalities for People with Serious Panel Mental Illness Project in Wakefield

Secured funding to develop Peer Support GrReviewed of promotional material with Pe o ups for Autistic People inple’s North Lincolnshire, based on what people told us they wanted.Panel

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What we’ve achievedFeedback and Co-Design

This year, we launched our People’s Panel, to consolidate our approach to co-design across the organisation.

We’ve been joined by over 20 people with lived experience, or who have drawn on our services, to help us with planning, decision-making and keep us on track! In this last year we’ve worked together on:

Promotional materials

How we get feedback on our services

Recruitment

What people have said about our services

“You have very much been his consistent person and the advocacy support he has got from you has been instrumental in making sure things are followed through, and the changes have been so positive”-Social Worker

“Thank you so much for your support and determination. We wouldn’t have made it this far without your energy and knowledge” -Dan

“I’ve had so many changes of social workers I am so glad I have the same advocate to support me and who knows me” -Elaine

“I am pleased I have you here to make sure the staff are listening to me. You help me understand the information given to me by the social worker” - Imran

“The advocate is really person-centred, fiercely independent and a credit to the organisation!” - Ward Manager

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What we’ve achievedSocial Value

This year we’ve been looking at ways to evidence the social and added value that Cloverleaf provides. We’ve been using different ways to do this, including the TOMS (Themes, Outcomes, Measures) framework to do just that. By taking a more structured approach, we’re able to better quantify the broader impact we’re having – not just on the individuals that we support, but also on the wider community.

Looking ahead, we’re excited to take this a step further by aiming to achieve our Bronze Social Value award in 2024-2025, which will be a great milestone for us. We’ve committed to a series of pledges designed to enhance the positive impact we create, and showcase even more clearly the difference we’re making. Examples of our social impact are:

3 social work degree placements offered across advocacy services
100% of advocates completed, or working towards their qualification in Independent Advocacy Practice
Donations to a local foodbank from colleagues attending our annual Get Connected event.
Over 950 CPD points claimed by staff through professional development.
12 self-advocacy skills sessions delivered in local communities, including a Train the Trainer approach with local organisations.
Over £103,000 spent in the voluntary and community sector
75% of staff employed locally (in the area in which they work)

2 84

What we’ve achievedFinancial Review

Total income generated by the Charity during the year to March 31st 2024 amounted to £5,278,909. We spent £5,296,875 on the delivery of our charitable activities. In light of the ongoing cost of living crisis, inflation costs and budget pressures on funding authorities, we operated at a very slight loss throughout the year. This was agreed by Trustees as part of budget planning as a positive use of reserves, to enable the Charity to uplift staff salaries and invest in short-term, additional infrastructure to support new service implementation.

Our total funds held at the end of the year are £1,628,884, including £76,455 held in restricted funds. Principal funding sources The primary sources of income continued to be commissions and grants from Local Authorities, Integrated Care Boards and other Commissioning Authorities.

The Charity doesn't undertake significant fundraising from the general public and total reserves held by Cloverleaf 2000 Limited as of 31st March 2024 amounted to £1,628,884.

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.

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.

Reserves policy continued / ...

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 £1.2 million and £1.5 million is the appropriate and prudent level of free reserves to hold at this point. As of 31st March 2024 total reserves amounted to £1,628,884 and after allowing for fixed assets in the balance sheet of £70,768 and £76,455 held in restricted funds, our free reserves total £1,481,661. This is within the policy level of free reserves, in the current operating climate of uncertainty around funding due to the ongoing cost of living crisis, 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 to retain flexibility, should there be a significant and swift unexpected downturn in income. Finally, the trustees consider it wise that, in the unlikely event of the Charity ceasing its activity entirely, it has sufficient resources to cover the cost of residual contractual obligations, for example, rent on leases.

3024

What we’ve achievedOur Plans for t e Future

Outstanding People Following a period of rapid growth over the last 18 months, our focus for the next financial year is one of consolidation, review and development, ensuring our systems, communications and approaches are fit for continued growth.

Outstanding Services

Develop ways to evidence our impact via Social Value and Social Return on Investment
Hold our second learning disability self-advocacy conference
Develop and launch new websites

Review infrastructure to ensure fit for purpose with growth

Outstanding People

Full benefits review

Learning and development review

Further investment in training and development for management roles and succession planning

Strong, Sound, Governance

Complete Cyber Essentials Plus Quality Mark

Board Development (recruitment of additional trustees

Review and develop our intranet

Our Plans for the Future Continued / ... What we’ve achieved

Be a Trusted Voice

Continue regular blog posts

Develop our brand and social media presence

Equitable, Accessible, and Fair

Review accessibility of all communications

Continue engagement with minoritised community groups to pilot approaches to skills development and develop our culturally appropriate support approaches

Continue to develop focussed staff support groups

Financially Secure and Diverse

Identify gaps with existing services and areas for grant funding

Explore use of online fundraising platforms

Retender for services due to be recommissioned.

Structure, Governance, and What we’ve achievedOur Plans for t e Future Management

Outstanding People

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.

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 and 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 Leadership 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 Leadership Team during the last year was made up of the Chief Executive Officer (Suzanne Henderson), Finance Director (Christopher West), Business Development Director (Emma Kleinfeldt), HR Director (Laura Hopewell), Director of Business Operations (Kristina Golijanin), Director of Carers, Self-Advocacy and Inclusion Services (Joanne Green).

Peter Roberts was re-elected as Chair of the Board of Trustees in May 2024, with David Foulds and Jason Hiscock continuing as Vice-Chairs.

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 looks at any specialist skills needed and the current make-up 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 Leadership 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 £90 trustee expenses claimed in the year ending 31st March 2024.

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 benchmark is the mid-point of the range paid for similar roles.

No employees recieved benefits totalling over £60,000 in the financial year.

What we’ve achievedOur Plans for t e Future Risk Management

Outstanding People

The trustees have a risk management strategy which comprises a full annual review, alongside a minimum of quarterly updates of the principal risks and uncertainties that the Charity faces

A comprehensive, high-level risk register is maintained covering the key themes recommended by the Charity Commission:

Governance
Operational
Financial
Environmental/External
Compliance

This co-exists with a detailed operational risk register which is reviewed six-weekly by the Senior Leadership Team. Heat maps and traffic light systems are used to highlight likelihood and severity of risk.

Risk mitigation is broadly managed through the establishment and implementation of policies and 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 ICB commissioners
Governance risks relating to financial management due to changes in government legislation, National Living Wage, pensions
Political uncertainty, including changes to social care legislation and policy, changes to local or central government

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.

Risk Management Continued / ...

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.
Specific procedures to manage the risk of fraudulent activity including increased measures around cybersecurity.

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

Statement of Responsibilities of What we’ve achievedOur Plans for t e Future Trustees

Outstanding People

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.

Auditors What we’ve achievedOur Plans for t e Future

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 19th December 2024 and signed on their behalf by:

Dr Peter Roberts Chairperson

Independent Auditor’s Report to What we’ve achievedOur Plans for t e Future the Members of Cloverleaf Advocacy 2000 Ltd

Opinion

We have audited the financial statements of Cloverleaf Advocacy 2000 Ltd (the ‘charitable company’) for the year ended 31 March 2024, 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).

In our opinion the financial statements:

· give a true and fair view of the state of the charitable company’s affairs as at 31 March 2024, 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

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on 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.

Auditor’s Report Continued / ...

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.

Opinions on other matters prescribed by the Companies Act 2006

In 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.

Auditor’s Report Continued / ...

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page XYZ, 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.

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.

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.

34 1

Auditor’s Report Continued / ...

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

Use of our report

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

Christy Lau FCCA DChA CTA Senior Statutory Auditor for and on behalf of

Slade & Cooper Limited Statutory Auditors Beehive Mill Jersey Street Manchester M4 6JG Date:

Cloverleaf Advocacy 2000 Limited

Statement of Financial Activities

(including Income and Expenditure account) for the 2023-24 ended 31 March 2024

		Unrestricted	Res tricted	Total funds	Total funds
		funds	funds	2024	2023
	Note	£	£	£	£
Income from:
Donations	3	3,072	-	3,072	8,321
Charitable activities:
	4
Advocacy		3,282,136	-	3,282,136	2,973,987
Self advocacy and involvement		247,458	32,392	279,850	273,004
Information and advice		1,630,690	60,538	1,691,228	970,036
Training		14,020	-	14,020	20,671
		8,603	-	8,603	2,495
Investments	5
Total income		5,185,979	92,930	5,278,909	4,248,514
Expenditure on:
Charitable activities:	6
Advocacy		3,273,727	-	3,273,727	3,101,127
Self advocacy and involvement		263,247	36,863	300,110	245,097
Information and advice		1,617,194	18,619	1,635,813	966,624
Training		87,225	-	87,225	58,981
Total expenditure		5,241,393	55,482	5,296,875	4,371,829
Net income/(expenditure) for the
year	8	(55,414)	37,448	(17,966)	(123,315)
Transfer between funds		-	-	-	-
Net movement in funds for the year		(55,414)	37,448	(17,966)	(123,315)
Reconciliation of funds
Total funds brought forward		1,607,843	39,007	1,646,850	1,770,165
Total funds carried forward		1,552,429	76,455	1,628,884	1,646,850

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

A full comparative SOFA is available on the last page of the financial statements.

Cloverleaf Advocacy 2000 Limited

Company number 3790911

Balance sheet as at 31 March 2024

		Note
			£	£	£	£
Fixed assets
Tangible assets		12		70,768		46,841
Total fixed assets
				70,768		46 ,84 1
Current assets
Debtors Cash at bank and in hand		13 14	678,608 1,230,532		640,810 1,336,829
Total current assets
			1,909,140		1,977,639
Liabilities
Creditors: amounts falling
due in less than one year		15	(351,024)		(377,630)
Net	current assets			1,558,116		1,600,009
Total assets less current liabilities				1,628,884		1,646,850
Net	assets			1,628,884		1,646,850
The	funds of the charity:
Restricted income funds		17		76,455		39,007
Unrestricted income funds		18		1,552,429		1,607,843
Total charity funds				1,628,884		1,646,850

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 xyz to xyz form part of these accounts.

Approved by the trustees on __1_8//1_2//2_0_2_4_ and signed on their behalf by:

Peter Roberts (Dec 18, 2024 13:17 GMT)Peter Roberts Chris Sutherland (Dec 18, 2024 14:06 GMT) Chris Sutherland

Peter Roberts (Chair)

Chris Sutherland (Trustee)

Cloverleaf Advocacy 2000 Limited

Statement of Cash Flows

for the 2023-24 ending 31 March 2024

	Note	2024	2023
		£	£
Cash provided by/(used in) operating activities	21	(50,363)	(95,133)
Cash flows from investing activities:
Interest		8,603	2,495
Purchase of tangible fixed assets		(64,537)	(14,926)
Cash provided by/(used in) investing activities		(55,934)	(12,431)
Increase/(decrease) in cash and cash
equivalents in the year		(106,297)	(107,564)
Cash and cash equivalents at the beginning of the year		1,336,829	1,444,393
Cash and cash equivalents at the end of the year		1,230,532	1,336,829

Cloverleaf Advocacy 2000 Limited Notes to the accounts for the 2023-24 ended 31 March 2024 Accountlng pollcles The principal accounting policies adopted, judgments and key sources of estimation uncertainty in the preparation of the financial statements are as follows.. a Ba$ls of preparatlon The financial statements have been prepared in accordance with Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021, second edition Ortober 2019 {Charities SORP IFRS 102}I, the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 and the Companies Act 2006 and UK Generally Accepted Accounting Practice. Cloverleaf Aévocacy 2000 Limited meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless Otherwise stated in the relevant accounting policy note. b Preparatlon of the accounts on a golng concern ba$ls The trustees have considered the potential impact of coronavlrus on the company's abi15ty to continue as a going concern and are satisfled after communclatlons wlth funders in relatlon to Procurement PolScy Note PPN 02120 that are no rnaterial uncertaintie5. The trustees conslder that there are no other materlal uncertalntles about the charltable company's ablllty to contlnue as a going concern. There have been no key judgments which trustees have made which have a significant effett on the accounts. The trustees do not conslder that there are any sources of estSmatlon uncertainty at the reportlng date that have a significant rlsk of causing a material adjustment to the carrying amount of assets and Ilabllitles wlthln the next reporting perlod. c Income Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item{51 of income have been met, it is probable that the income will be received and the amount can be measured reliably. Intome from government and other grants, whether 'capital' grants or 'revenue' grants, is recognised when the charlty has entltlement to the funds, any performance conditlons 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 recelvable Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charlty; thls Is normally upon notlflcatlon of the Interest paid or payable by the Bank. 46

Cloverleaf Advocacy 2000 Limited Notes to the accounts for the 2023-24 ended 31 March 2024 (continued) e Fund accountlng Unrestrfcted funds are avallable to spend on actlvltles that further any of the purposes of charfty. 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 charlty's work or for speclflc projects belng undertaken by the charSty. The charfty currently has no deslgnated funds. f Expendlture Jnd Irrecoverable VAT Expenditure Is recognlsed once there Is a legal or constructlve obllgatlon to make a payment to a thlrd party, St Is probable that settlement will be requlred and the amount of the obllgatlon can be measured reliably. Expendlture 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 dellverlng services and other tralnlng activities undertaken to further the purposes of the charlty and thelr associated support costs. other expenditure represents those items not falling into any other heading. Irrecoverable VAT Is charged as a cost agalnst the artlvlty for whlch the expendlture was incurred, g Allocatlon of support costs Support costs are those functions that assSst the work of the charity but do not dlrectly undertake charltable actlvlties. Support costs Include back offlce costs, flnance, personnel, payroll and governance costs which support the charity's programmes and activities. These costs have been allocated between the different charitable actlvltles. The bases on whlch support costs have been allocated are set out In note 7. h Operatlng leases Operating leases are leases in which the title to the assets, and the risks and rewards of ownershipi remaln with the lessor. Rental charges are charged on a straight line basls 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 Office fixtures and equipment 330/0 j Debtors Trade and other debtor5 are recognised at the settlement amount due after any trade discount offered. Prepayrnents are valued at the arnount prepaid net of any trade discounts due. 47

Cloverleaf Advocacy 2000 Limited Notes to the accounts for the 2023-24 ended 31 March 2024 (continued) k Cash at bank and In hand Cash at bank and cash in hand includes cash and short temi 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. I Creditors and provisions Creditors and provlsions are recognised where the charity has a present obligatlon 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 rneasured or estimated reliably. Creditors and provisions are normally recognised at thelr settlement amount after allowing for any trade dSscounts due. m Flnanclal 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 rneasured at their settlement value with the exceptlon of bank loans which are subsequently measured at amortised cost using the effective interest method. n Penslons Employees of the charity are entitled to Join a def1ned contribution 'money purchase, scheme. The charity's contribution is restrlcted to the contributions disclosed in note 11. There were outstandlng ontrlbutlon5 of £20,284 at the year end 12023.. E15,6101. The cost5 of the deflned contrlbutlon scheme are allocated to the funds of the charity using the methodology set out in note 9. Legal status of the charlty The charity is a company limited by guarantee registered in England and Wales and ha5 no Share capital. In the event of the charity being wound up, the liability in respect of the guarantee is Ilmlted to £1 per member of the charity. The registered office address is disclosed on page 4 Income from donatlons Current reportlng perlod Unrestricted Restricted Total 2024 Donations 3,072 3,072 Total 3,072 3,072 Prevlous reportlng perlod Unrestricted Restricted Total 2023 Donations 8,321 8,321 Total 8,321 8,321 48

Cloverleaf Advocacy 2000 Limited

Notes to the accounts for the 2023-24 ended 31 March 2024 (continued)

4 Income from charitable activities

Current reporting period Advocacy Income from grants/contracts Other income Subtotal for Advocacy Self advocacy and involvement Income from grants/contracts Other income Subtotal for Self advocacy and involvement Information and advice Income from grants/contracts Other income Subtotal for Information and advice Training Income from grants/contracts Other income Subtotal for training Total Previous reporting period Advocacy Income from grants/contracts Other income Subtotal for Advocacy Self advocacy and involvement Income from grants/contracts Other income Subtotal for Self advocacy and involvement	Unrestricted £ 3,271,112 11,024 3,282,136 247,373 85 247,458 1,623,810 6,880 1,630,690 13,999 21 14,020 5,174,304 Unrestricted £ 2,976,246 (2,259) 2,973,987 231,448 - 231,448	Restricted £ - - - 32,392 - 32,392 60,538 - 60,538 - - - 92,930 Restricted £ - - - 41,556 - 41,556	Total 2024 £ 3,271,112 11,024
			3,282,136 279,765 85
			279,850 1,684,348 6,880
			1,691,228 13,999 21
			14,020
			5,267,234
			Total 2023 £ 2,976,246 (2,259)
			2,973,987 273,004 -
			273,004

Cloverleaf Advocacy 2000 Limited Notes to the accounts for the 2023-24 ended 31 March 2024 (continued) Information and advice Income from grant5/contractS Other income 956,848 13,188 956,848 13,188 Subtotal for Informatlon and advice 970,036 970,036 Training Income from grants/contracts Other income 20,671 20,671 Subtotal for training 20,671 20,671 Total 4.196,142 41,556 4,237,698 Investment Income Current reportlng perlod Unrestrlcted Restrlcted 2024 Income from bank deposits 8,603 8,603 8,603 8,603 Prevlous reportlng perlod Unrestricted Restricted 2023 Income from bank deposits 2,495 2,495 2,495 2,495 50

Cloverleaf Advocacy 2000 Limited Notes to the accounts for the 2023-24 ended 31 March 2024 (continued) Analysis of expenditure on charitable activities Current reportlng perlod Self advocacy and involvement Information and advice Advocacy Training Total 2024 Salarie5 and wage5 Other staff costs Volunteer and group Office costs Premises costs Legal ana proTessionai fees Governance costs (see note 7) Support costs {see note 71 2,345,271 137,974 2,378 28,237 16,703 191,223 16,204 21,858 1,861 1,091 1,049,286 64,733 44,239 31,405 38,380 52,377 1,035 24 475 90 3,638,157 219,946 68,499 61,978 56,264 15,343 6,214 61,154 17,951 100,662 4,922 417 2,344 103 7,786 722,899 61,242 344,272 15,170 1,143,583 3,273,727 300, 110 1,635,813 87,225 5,296,875 Prevlous reportlng perlod Self advocacy and involvement Information and advlce Advocacy Tralnlng Total 2023 Salaries and wages Other staff costs Volunteer and group Office costs Premises costs Legal and professional Governance costs 15ee note 7) Support costs {see note 71 2,165,396 117,563 7,538 22,918 19,283 9,234 153,399 10,392 21,545 4,705 1,594 2,560 607,197 43,968 20,679 23,546 29,503 7,430 21,679 506 2,947,671 172,429 49,762 52,108 50,470 42,509 939 90 23,285 5,476 367 1,690 90 7,623 753,719 50,535 232,611 12,392 1,049,257 3,101,127 245,097 966,624 58,981 4,371,829 2024 2023 Total restricted expenditure Total unrestricted expenditure 55,482 5,241,393 26,677 4,345,152 5,296,875 4,371,829 51

Cloverleaf Advocacy 2000 Limited

Notes to the accounts for the 2023-24 ended 31 March 2024 (continued)

7 Analysis of governance and support costs

Current reporting period Basis of apportionment Staff costs Direct costs Office costs Direct costs Audit fees Direct costs Accountancy services Direct costs Legal and professional Direct costs Basis of Previous reporting period apportionment Staff costs Direct costs Office costs Direct costs Audit fees Direct costs Accountancy services Direct costs Legal and professional Direct costs 8 Net income/(expenditure) for the year This is stated after charging/(crediting): Depreciation Operating lease rentals: Property Other Auditor's remuneration - audit fees	Support £ 687,511 327,214 - - 127,108 1,141,833 Support £ 646,491 296,629 - - 104,886 1,048,006 2024 £ 40,610 18,500 2,223 7,786	Governance £ - - 7,786 1,750 - 9,536 Governance £ - - 7,623 1,250 - 8,873 2023 £ 47,614 18,500 9,266 7,623	Total 2024 £ 687,511 327,214 7,786 1,750 127,108
			1,151,369
			Total 2023 £ 646,491 296,629 7,623 1,250 104,886
			1,056,879

Cloverleaf Advocacy 2000 Limited Notes to the accounts for the 2023-24 ended 31 March 2024 (continued) Staff costs Staff costs during the year were as follows,. 2024 2023 Wages and salaries Social security costs Pension costs 3,966,743 256,431 102,494 3,261,317 246,813 86,033 4,325,668 3,594,162 Allocated as follows: Charitable artivities Support cost5 3,638,157 687,511 2,947,671 646,491 4,32S,668 3,594,162 No employees has employee beneflts In excess of £60,00012023: Nil). The average number of staff employed durbng the perlod was 2 11 {2023: 1841. The average full time equlvalent number of staff employed durlng the perlod was 152 (2023: 1341, The Key Management Personnel of the charity Comprise the Trustees and the Senior Management Team. The total employee beneflts of the key management personnel of the charlty were £252,513 12023.. £192,551). 10 Trustee remuneratlon and expenses, and related party transactlons One (2023.. None) rnember of the management committee received reimbursed expenses of £90 during the year (2023.. Nil). Neither the management committee nor any persons connected with them recebved any remuneration during the year12023'. Nil). No (2023.. 2) members of the management committee received travel and subslstence expenses during the year {2023.'£185). There are no donations from related parties which are outside the normal course of business and no restricted donations from related partles. No trustee or other person related to the charity had any personal interest in any contract or transaction entered into by the charityi including guarantees, during the year {2023'. nil}. 11 Corporation tax The charity is exempt from tax on income and gains falling within Chapter 3 of Part I l 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. 53

Cloverleaf Advocacy 2000 Limited

Notes to the accounts for the 2023-24 ended 31 March 2024 (continued)

12 Fixed assets: tangible assets

Cost Additions Disposals Depreciation Charge for the year Disposals Net book value 13 Debtors Trade debtors Other debtors Prepayments and accrued income 14 Cash at bank and in hand Short term deposits Cash at bank and on hand At 1 April 2023 At 31 March 2024 At 1 April 2023 At 31 March 2024 At 31 March 2024 At 31 March 2023	Computer equipment £ 306,498 64,537 (9,724) 361,311 259,657 40,610 (9,724) 290,543 70,768 46,841	Office equipment £ 15,146 - - 15,146 15,146 - - 15,146 - - 2024 £ 644,534 4,625 29,449 678,608 2024 £ 267,256 963,276 1,230,532	£ 321,644 64,537 (9,724) Total
			376,457
			274,803 40,610 (9,724)
			305,689
			70,768
			46,841
			2023 £ 586,653 4,894 49,263
			640,810
			2023 £ 64,150 1,272,679
			1,336,829

Cloverleaf Advocacy 2000 Limited Notes to the accounts for the 2023-24 ended 31 March 2024 (continued) 15 Creditors: amounts falling due within one year 2024 2023 Trade creditors Short term compensated absences (holiday payl other creditor5 and accruals Income received in advance Deferred income Taxation and social security costs 63,625 11,075 29,967 149,773 23,612 72,972 68,153 9,183 23,310 149,773 66,250 60.961 351,024 377,630 16 Deferred Income 2024 2023 Deferred grant brought forward Grant received Released to Income from charltable a¢tlvltles 66,250 23,612 (60,250) 910 66,250 (910) Deferred grant carried forward 23,612 66,250 17 Analysls of movements In restrlcted funds Current reportlng perlod Balance at 31 March 2024 Balance at i April 2023 Income Expendlture Transfers Self advocacy and Involvement Young Leaders 39,007 32.392 136,863) 34,536 39,007 32,392 136,863) 34,536 Information and advice Living Well Happy Healthy Relatbonshlps 24,523 117,419) 7,104 36,015 (1,200) 34,815 60,538 118,619) 41,919 Total 39,007 92,930 155,482) 76,455 55

Cloverleaf Advocacy 2000 Limited

Notes to the accounts for the 2023-24 ended 31 March 2024 (continued)

Balance at 1 April 2022 Income £ £ Self advocacy and involvement Young Leaders 20,446 31,556 LD Conference - 10,000 Total 20,446 41,556 18 Analysis of movement in unrestricted funds Balance at 1 April 2023 Income £ £ 1,607,843 5,185,979 1,607,843 5,185,979 Balance at 1 April 2022 Income £ £ 1,749,719 4,206,958 1,749,719 4,206,958 19 Analysis of net assets between funds Current reporting period General fund £ Tangible fixed assets 70,768 Net current assets/(liabilities) 1,481,661 Total 1,552,429 Previous reporting period General fund £ Tangible fixed assets 46,841 Net current assets/(liabilities) 1,561,002 Total 1,607,843 General fund Previous reporting period Current reporting period General fund Previous reporting period	Expenditure £ (12,995) (13,682) (26,677) Expenditure £ (5,241,393) (5,241,393) Expenditure £ (4,345,152) (4,345,152) Designated funds £ - - - Designated funds £ - - -	Transfers £ - 3,682 3,682 Transfers £ - - Transfers £ (3,682) (3,682) Restricted funds £ - 76,455 76,455 Restricted funds £ - 39,007 39,007	Balance at 31 March 2023 £ 39,007 -
			39,007
			As at 31 March 2024 £ 1,552,429
			1,552,429
			As at 31 March 2023 £ 1,607,843
			1,607,843
			Total £ 70,768 1,558,116
			1,628,884
			Total £ 46,841 1,600,009
			1,646,850

Cloverleaf Advocacy 2000 Limited Notes to the accounts for the 2023-24 ended 31 March 2024 (continued) 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.. Property Equipment 2024 2023 2024 2023 Less than one year One to five years Over five years 4,625 18,500 4,625 151 2,374 4,625 23,125 151 2.374 21 Reconclllatlon of net movement In funds to net cash flow from operatlng actlvltles 2024 2023 Net Income/(expendlture) for the year Adjustments for: Depreclatlon charge Bank interest Decrease/(increasel in debtors Increase/ldecreasel in creditors 117,966) (123,315) 40,610 18,603) 137,7981 126,606) 47,614 (2,495) (46,805) 29,868 Net cash provlded by/(used In) operatlng actlvltles 150,363) (95, 133) 57

Cloverleaf Advocacy 2000 Limited Notes to the accounts for the 2023-24 ended 31 March 2024 (continued) 22 Prior year Statement of Financial Activities (including Income and Expenditure account) Unrestricted funds Restricted funds Total funds 2023 Total funds 2022 Note Income from: Donations 8,321 8,321 1,921 Charitable activities: Advocacy Self advocacy and involvement Information and advice Training 2,973,987 231,448 970,036 20,671 2,973,987 273,004 970,036 20,671 3,173,927 243,497 1,055,245 31,351 41,556 Investments 2,495 2,495 1,086 Totsl Income 4,206,958 41,556 4,248,514 4,507,027 Expendlture on: Charitable activlties: Advocacy Self advocacy and involvement Informatlon and advSce Training 3,101,126 218,42 1 966,625 58,980 3,101,126 245,098 966,625 58,980 3,176,622 189,809 889,684 36,229 26,677 Total expendlture 4,345,152 26,677 4,371,829 4,292,344 Net Incomel{expendlture) for the vear {138,194) 14,879 (123,315) 214,683 Transfer between funds 13,682) 3,682 Net movement In funds for the yeJr (141,876) 18,561 (123,315) 214,683 Reconciliatlon of funds Total funds brought forward 1,749,719 20,446 1,770, 165 1,555,482 Total funds carrled forward 1,607,843 39,007 1,646,850 1,770,165 The statement of financial activities includes all gains and losses recogni5ed in the year. All income and expenditure derive from continuing activitie5. 58

Contents

Introduction

Charity Details

Trustees

Key Management Personnel

Bankers

Auditors

Chair’s Statement

CEO’s Statement

Values and Objectives

Charitable Objectives

What we do

Advocacy

Self-Advocacy and Involvement

Information and Advice

Training

Where we work

Pat’s Story (IMCA)

How we helped

James’ Story (IMHA)

How we helped

Helen’s Story (Parenting Advocacy)

How we helped

Brenda’s Story (Care Act)

How we helped

Margaret’s Story (IHCA)

How we helped

Steve’s Story (Carers)

How we helped

Petra’s Story (RPR)

How we helped

Young Leaders (Self-Advocacy)

Carers Groups

Chi Chi Fit

Public Benefit

Volunteers

How we measure success

Number of People Supported

Self and Peer Advocacy

Outcomes

What We’ve Achieved

Outstanding People

Strong, Sound, Governance

What We’ve Achieved

Be a Trusted Voice

Equitable, Accessible, and Fair

Financially Secure and Diverse

What We’ve Achieved

What we’ve achievedFeedback and Co-Design

What people have said about our services

What we’ve achievedSocial Value

What we’ve achievedFinancial Review

Reserves Policy

What we’ve achievedOur Plans for t e Future

Outstanding Services

Outstanding People

Strong, Sound, Governance

Our Plans for the Future Continued / ... What we’ve achieved

Be a Trusted Voice

Equitable, Accessible, and Fair

Financially Secure and Diverse

Structure, Governance, and What we’ve achievedOur Plans for t e Future Management

Related parties and relationships with other organisations

Remuneration policy for key management personnel

What we’ve achievedOur Plans for t e Future Risk Management

Outstanding People

Funds held as custodian trustee on behalf of others

Statement of Responsibilities of What we’ve achievedOur Plans for t e Future Trustees

Auditors What we’ve achievedOur Plans for t e Future

Independent Auditor’s Report to What we’ve achievedOur Plans for t e Future the Members of Cloverleaf Advocacy 2000 Ltd

Opinion

Basis for opinion

Conclusions relating to going concern

Other information

Opinions on other matters prescribed by the Companies Act 2006

Matters on which we are required to report by exception

Responsibilities of trustees

Auditor’s responsibilities for the audit of the financial statements

Use of our report