A Place To C311 Our Own Limited IA company limited by guarantee) Charity No. 1102516 Company No. 04708232 Trustees, Report and Unaudited Accounts 31 July 2021
A Place To Call Our Own Llmlted CONTENTS Pages Information Page Directors, and Strategic Report 3tolO Independent Examiner's Report li Statement of Financial Activities 12 Balance Sheet 13 Statement of Cashflows 14 Notes to the Accounts ISto24
A Place To Call Our Own Llmlted REFERENCE AND ADMINISTRATIVE DETAILS Company No. 04708232 Charity No. 1102516 Re£55tered Offlce Unit 15, 8otany Park Botany Avenue Mansfield Notts NG185NF Independent Examiner Caroline Hopkinson FMAAT Emerald Accountancy Servlces Thlrd Floor, Staveley Hall Staveley Hall Drive Staveley Chesterfleld S43 3TN Bankers Unity Trust Bank Four Brindleyplace Birmingham 812JB Dlrectors and Trustees The following served as directors and trustees during the year: David Liggins Chairman and lead trustee on governance and enterprise Patricia Green Lead trustee on care seThice5 and safe8uardin8 Lee Piercy Lead trustee on finance Michael Holmes Rebecca Hayes James Wilson Matthew Abdy Karen Kilner resigned 21 July 2020 appointed 7 April 2021 appointed 7 April 2021
A Place To Our Own Limited DIRECTORS, AND STRATEGIC REPORT STRuURE. GOVERNANCE AND MANAGEMENT Constitution and governin8 document Organlsatlonal structure The board, as a whole, and Trustees individually, accept collective responsibility for ensuring that the charity has a clear and relevant set of aims and an appropriate strategy for achieving them. The board agrees to the charitys vision, values and reputation and leads by example, requiring anyone representing the charity reflects its value5 P051tively. The board makes sure that the charity's values are reflected In all Its work, and that the ethos and culture of the organisation underpin the delivery of all activities. The Trustees of the charity are also the Board of Governors to the independent school who meet on a quarterly basis., whilst its sub-committees and task and finish groups meet monthly andlor as required. The boord periodically reviews the organisation's charitable purposes, and the external environment in which it works, to make sure that the charity, and its purposes, stay relevant and valid. The board lead5 the development of. and agrees. a strategy or plan that aims to achieve the organisation's charitable aims and objertives and is clear about the desired outputs, outcomes. and impacts. All Trustees can explain the charity's publlt benefit. The board evaluates the charitVs Impart, outputs, and outcomes on an ongoing basis. analysing the external environment and planning for sustainability. The CEO Ichlef Executive Officer) and Finance Lead attend the Trustee meetings- the Headteacher presents the school report and other members ofthe Senior Management Team report on operations and service developments of the charity and independent school. Reporting to the board are sub-committees linked to the strategic plan and or8ani5ational development.. Finance. Audit, Infrastructure and Estates Governance and Risk Safeguardln8. Quality of Teaching and Learnin& Looked After Children ILACI Business Development and Performance Equality Diversity & Inclusion - Community Engagement Organisational Development. Human Resources and Remuneration The board regularly review the sustainability of its income sources and their impact on achieving charitable purposes in the short. medlum, and longer term. Trustees consider the benefits and risks of partnership working, merger or di5501ution if other or8ani5ations are fulfilling similar charitable purposes more effectively and/or if the chafitws viability is uncertain. The board recognise its broader responsibilities towards cornmunities. stakeholder5, wider so¢lety and the environment, and acts on them in a manner consistent with the charit5 purposes, values, and available resources. Inductlon and training of new trnstee5 Prospective and new Trustees meet with the CEO. Chair of the Board, and members of the team to enable famillarlsation with the charity and the complexity of the working environment, to gain an understanding of the current financial position and funding arrangements, staffing and other resources. and the future and objectives of the charity. A comprehensive induction. training and development programme is planned and delivered for new Trustees including refresher training. Trustees attend staff training day5 to gain an understanding and ovetview of the quality of training for the team and the competency of
A Place To Our Own Limited DIRECTORS. AND STRATEGIC REPORT themselves and others. Trustees have access to online trainin& face to face and membership to NCVO (National Council for Voluntary Organisationsl, Andrew Hall Safeguardin8, and a range of Third Sector, Governance and Leadership publications. They are encouraged to visit the Charity Commission website, where documents outlining Trustee responsibilities. charity law and other training opportunities can be accessed. APTCOO IA Place to Call Our Ownl is pro-active in seeking out suitable potential Trustees through a wide range of methods such as word of mouth. AGM (Annual General Meeting) andlor advertising. Our alm Is always to achieve a diverse team with an appropriate skills mix, recruitment will always be based on merit. If approved, the Chair will then arrange for co-optionlelection at the earliest opportunity consistent with the Articles. Our effective system of integrated charity/school governance enables Trustee5 to make Informed decisions by providing them with an overview of the organisation's key objectives, the systems needed to achieve them and the risks that might be involved. Pay and remuneratlon APTCOO offer fair pay to attract and retaln appropriately qualified staff to lead, manage, support, and deliver the charity's aims. It should always be consistenl with these aims and recognise that for certain charlties it is possible to attract senior executives with lower pay than public or private sector market rates. Trustees are responsible for settin8 remuneration levels for the charity's most senior staff. These senior staff should be clearly identified by the Trustees and will typically. although not always, be part of the charitvs executive or senior mana8ement team. To set appropriate pay and rewards for these staff requires making informed jud8ments and following the charity's governance and constitutlonal arrangements. PUBLIC BENEFIT APTCOO is a trusted friend, a professional servite and more aware of the complex lives that our families live within. APTCOO services are per50n-centred. flexible, friendly, and delivered within non-cllnlcal envlronments. We work on i55ue5 that affect children and young people across the full range of education, health, and social care needs, from promotin8 public health needs throu8h to workin8 Wlth clinical colleagues providing highly 5pecialised services to children with the m05t complex health needs. APTCOO encourages the people's voice to share what IS sacred, what needs to change and what is currently not available. Family support helps to improve the mental and physical wellbein& increasinB people's resilience and improving health outcomes for the whole family untt. Our service provides a safety net working in partnership with local services whose primary aim is to support familie5 who often do not know where to turn for help or how to ask for help,. the Charity has evolved from listenin8 to parentslcarers who share 'that nobody want5 to know until it's too late., We offer preventive rather than reactive support that prevents the problem from deteriorating to the point where expensive specialist Services are needed. The public benefit of our service is to raise aspirations and improve the lrfe chances of disadvantaged families $0 that their negative experiences do not translate into poor outcome5. Research shows that children are less likely to suffer from serious mental health difficulties in later life if they receive support at an early age. often saving the far higher costs of enga8in8 ststutory mental health services.
A Place To Our Own Llmlted DIRECTORS. AND STrATEGIC REPORT Equality, Diversityi and Incluslon Given the many challenges presented by Covid-19 it is not surprising to see tonsiderable changes in the financial position of the Charity during a time of crisis. The potential impacts are widespread in many ways including reductions in contrarts, fewer donations. and a loss of income from trading activities. The speed and gravity of the change meant that our organisation had to change funding strategies very quickly. We have a fundraising strategy and an annual funding plan. suddenly those plans were out the window because they just c105ed. All Trustees have the same responsibilty for APTCOO, so they must have equal opportunity to contribute to decision making. Trustee diversity, in the widest Sense, is important because it encourages more balanced decision making, in turn this increases le8ltimary and impact. APTCOO ensures all trustees are welcomed. valued and able to contribute. Our Trustees commit to equality. diversity and inclusion and set a positive example and tone for the charity, delivering its purpose, and setting inclusive values and culture. The Trustees confirm that they have complied with the requirements of section 4 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wale5. OBJEcfivES AND AcfiviTIES APTCOO provides emotional, practical, and educational support to vulnerable children and young people with additional needs and life limiting conditions and their whole family unit; spe¢ialisinB in early intervention and preventative practise with an aim to keep children and young people safe, healthy, and happy. We work across and in between health. education, and social care, acting as a safety net and a professional ally to safeguard looked after children and vulnerable families. Our services are bespoke and flexible. designed to encourage engagement and participation at the right time for a family, bringing families together so they can support each other, make friends, and socialise reducing isolation and loneliness. The service is a Single polnt of contact and a one-stop walk in resource centre where famllles tan improve their health, education. and wellbein8 Within an inclusive community hub settin8. Our services include.. Cris15 SUPPOrt - nurture unit acting as safety net between agencies. DelNery of speciallst training programmes Emotional wellbelng 5UPPOrt for families After school activity Broups for children and young people across all age ranges Parent5 and Sibling groups Young carer group Therapeutic sensory space Outreach and home support Flexible short breaks Volunteering Education, trainin& and employability Workforce development APTCOO provides hosting to other complementary providers and agencies enabling families to benefit from joined up semces and coordinated care.
A Place To Our Own Limited DIRECTORS. AND STRATEGIC REPORT We embrace the importance and power of learning through fun without the fear of failure, chan8ing thÈ emphasis from surviving Into thriving. We support families to make informed choices and work together with a wide range of complementary partners to provide access to the right services, at the right time, with the right people. APTCOO is an Independent Special School using highly innovative and creative practical strategies that offer new opportunities for a small number of vulnerable young people together with their families. We are a positive learning centre where families and professionals come together to improve the health. education. and wellbeing of vulnerable within the local community. Volunteer5 We are committed to supporting, enablin& and celebrating volunteering in all its diversity. APTCOO volunteers include people from all levels of society. We have an e5tabli5hed and growing team of volunteers including parents, c3rer5. Students, professiona15. and willing members of the community. We recognise the value that volunteers bring to our services and to the individuals themselves. Over 80% of the APTCOO workforce started at APTCOO as volunteers. we sUPPOrt through a comprehensive training, coaching and mentoring programme. The natural development from passive recipient to becomin8 an active paid member of the workforce is now embedded within the culture of APTCOO, we call this Grow2Grow. Grow2Grow is now embedded within the culture of APTCOO,. this applies to how we deliver, as well as the social impact and value on families that we serve. We are motivated by the social, economic, health. environmental and community benefits,. we are committed to bringing those benefits to as many people as posslble, includlng marginalised and vulnerable groups. FINANCIAL REVIEW We are pleased to inform, that through prudent spendinL a balanced budget for both income and expenditure was set. and this has been achieved. It was clear that the income and sustainability provided through the Independent Special School remaining open throughout Covid-19. became the primary focus, added to 3 reduced reliance on small. Short term funding streams. By the end of the financial year. we are pleased to have achieved a Surplus. Furthermore, as we look to the next twelve-month perlod, we have a sustainable budget together with surplu5 that will suffice all the requirement5 of charity reserves. This includes capital investment, Ilabllity insurance salarles, Inflatlon r15es, and post covid financial uplifts that are set to increase. This is an exceptional turn around and the organisation is in a much Stronger posltlon financially than it has been for several years. Due to the restrictions bought about through Covid-19. all activities, resources and support have been developed with low cost, hi8h impact. Staff and volunteers who would normally support the groups and activities continued to support virtually and delivered food parcels door-to-door. It is truly clear, that in the light of unprecedented time brought about through Covid-19 together with year upon year of funding Cuts from local authorities and other ststutory agencies to the charitable sector that other methods of raisin8 funding to deliver services must be sourced, and plans have already been aBreed to do this. We have invested in our back-office functions. systems, and processes. with a new website and revised marketin8 and communications strategy. APTCOO will continue to invest resources into generating its own income through small niche social enterprise projects whilst maintaining the ethos, aims and objective5 of the organisation.
A Place To Our Own Llmited DIRECTORS, AND STRATEGIC REPORT Pollcy on ieserves The utilisation of the charity's reserves can only be undertaken within the limits and parameter5 set by the Trustees, who have agreed that sufficient reserves be retained to cover re-investment in capital/premises, equipment in addition to the funding needed to operate for a minimum of three months running costs. In the next financial year. we wlll work towards a target of 6 months reserves. reflecting organisational growth and sustainable business plans. Prlnclpal fvnding sources We strive to secure as many funding streams as possible to reduce risk by not depending on one source of income. Thi5 year and the previous year have been particularly difficult due to grant5 and donations in the form of direct Covid-19 response. In this regard we are happy to report funding to deliver'living well wst- Covid, from a wide and diverse range of both new and existing funders Such as grant making trusts, school partnerships, corporate sponsors, and individual donation5. We are incredibly grateful to have had continued fltndraising support from local communlty organisations and local authorities in¢ludin8.' Fundays in Nottinghamshire- Funding to support famllies access attivities and excursions throughout the summer holidays; Nottinghamshire County Council Short Break5- APTCOO provide a flexible Short 8reaks Service supporting young people with addltional needs, APTCOO activity groups and the local communitv,. Nottingham City Council and Nottinghamshire County Council IEducationl . APTCOO dellver commissioned education. health and care placements.. Nottin8hamshire County Council Local Improvement Scheme - APTCOO family support services; providing emotional and practical support to vulnerable chlldren and young people with additional needs and life Ilmitin8 conditions and their whole family unit,. spetialising in early intervention and preventative practise with an aim to keep children and young people safe, healthy and happy,. Bassetlaw CCG (Clinical Commissioning Group) - APTCOO in Bassetlaw provides a range of high quality support services to empower famllies pre and post diagnosis, who have children and young people with behaviours that challen8e including Autism, ADHD (attention deficit hyperactNity disorderl and SEND Ispecial Educational Needs and Disability). Services include information. advlce ASD lautism spectrum di50rderl guidance, famlly learning programme and ASD Sensory Therapies. Related parties There are no Directors or Trustees related party issues. Rlsk management The board make5 sure that its decision-makin8 processes are informed. rigorous and timely, and that effective delegation, control and risk-assessment, and management systems are set up and monitored. The board promote5 a culture of sound management of resources but also understands that being over- autious and risk averse can itself be a risk and hinder innovation. Where aspect5 of the board's role are delegated to tommittees. staff. volunteers or contractors, the board keeps responsibility and oversight. The board retains overall responsibility for risk management and dlscusses and decides the level of risk it is prepared to accept for specific and combined risks.
A Place To Our Own Limited DIRECTORS, AND STRATEGIC REPORT The board regularly reviews the charivs specific significant risks and the effect of these risks added together. It makes plans to mitigate and manage these risks appropriately. Trustee5 consider risk that relates to their Situation and where they work, for example charities working wtth children or vulnerable adults will look at risks relating to safeguarding. The board puts in place and regularly checks the charivs process for identifying, prioritising, escalating, and managing risk5 and, where applicable. the charivs system of internal controls to manage these risks. The board reviews the effectiveness of the charitvs approach to risk at least every year. The board describes the charity's approach to risk in its annual report and in line wlth regulatory requirements. The Trustees operate a risk management approach to the Charity's business and the process Involves.. Setting out objectivesltargets to be achieved annually Setting out an annual budget Delegating authority to ensure objectives and targets are achieved Undertaking an annual Financial Risk Assessment. In addition, the Trustees have also set out and implemented policies and procedures to cover quality assurance, equal opportunities, health and safety, environmental issues and recycling, IT dato and financial policies covering investment, reserves, and limits of authority for expenditure. These policie5 are reviewed annually, and monitoring takes place to measure the impact of the implementation of these policies. the results of which are used to improve the quality and effectiveness of staff and the services by the charity. Plans for the future The board Is now working with the APTCOO team and customers to revlew our 5-year strategy and revised business plan for the period 2021-2026. There are five key strategic obSectives: l. Agile and Responsive- always able to look ahead, to innovate and seize opportunities. 2. Managed Growth- continue to grow in a managed, sustainable way in order that we are able to help more families to have better lives. 3. Improved Quality- to ensure that our services are of the hi8hest quality. 4. Better Known with a bolder stronger voice for families- to build upon our local, regional, and natlonal profile to ensure we have increased influence and impact. 5. Valuing our People- investing in our staff and volunteers and their development In order that APTCOO becomes an even better place to work. We have worked tO8ether with Lloyds Bank Foundation throughout Covid-19, working together with consultants to share and contribute towards Yhe Organisational Resilience Guide. At its heart, the guide recognises that to build resilience we need to develop internal resilience, that IS the ability of our organisation to anticipate, prepare for. respond. and adapt to incremental change and sudden disruption5 to 5uryive and prosper. The Organisational Resilience Guide provides a framework around a set of ten principles split into three pillars of purpose, finance. and people.. l. Purpose- deliver with clarity and integrity. co-production with our people at the heart of all that we 2. Finance- manaRement with intention and control. usinR the Charitv Commission self-assessment. 3. People- with an appetite to learn and grow themselves as individuals and the organisation.
A PlaceTo Our Own Limited DIREcfoRS' AND STRATEGIC REPORT Involvement and engagement Our SeiCeS are co-designed with our customers to meet the needs of our communitie5. reducing the strain on public services and empower individuals by putting families and young people at the heart of what we do. Central to our core values is our abilty to tell a compelling story (through the APTCOO brand) and inspiring people to take action- whether getting and/or giving support- thereby increasing the impact we make on the lives of children. young people, and their families. We are developing our brand & marketing functions to integrate as part of an effective wider programme of fundraising and engagement campaigns. Far from hunkerin8 down, we have been fleet of foot, throughout Covid-19 we have taken a different journey, however this is not yet sufficient to make up for the declining statutory income and the hi8h demand for our services due to the closure of other similar support services. We have been on an extraordinary journey, we continue to diversify to build sustainable services, drive Innovation, to inspire and enable families, young people, volunteer5, and staff to realise and reach their full potential in life. APTCOO attrarts many people who really believe in what we are doing, we now need to grow relationship5 With partners, to diversify our income streams and become sustainable. Raising income through the delivery of our own bespoke services to expand 15 key to our sustainabilitv. We need to be pro-active when considering partnerships, seeking out good partners with shared values, and aligned servites to work collaboratively. Partners from public, private, and other VCSE Ivoluntary Community and Social Enterprise) who we can join up with to offer early interventional sUPPOrt that are Co-ordinated and paced to help families move forward rather than bein8 Pushed around from agency to gencv. What we do know is the significant role of the voluntary sector in supporting education. health, and soclal care as part of the local sustainability and transformation plans. APTCOO is a valued third sector partner in transformin8 our local tommunity services. STATEMENT OF TRUSTEES, RESPONSIBIUTIES The trustees Iwho are also the diredors of A Place To Call Our Own Limlted for the purposes of company lawl are responsible for preparing the trustees. report and the financial statements in atcordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Prarticel and pplicable law and re8ulations. Company law requires the trustees to prepare financial statements for each financial year. Under Company law. the trustees must not approve the financial statements unless they are Satisfied that they give a true and fair view of the state of affairs of the charitable company and of it5 incoming resources and application of resources. including its income and expenditure for that period. In preparing theses financial statements, the trustees are required to- select suitable accounting policies and apply them consistently.. observe the methods and principles in the Charities SORP make judgements and estimate5 that are reasonable and prudent,. state whether applicable UK Accounting Standards have been followed. subject to any material departures disclosed and explained in the financial statements: and prepare the financial statements on the going concern basis unless it is appropriate to presume that the charitable company will continue in business.
A Place To Our Own Limited DIRECTORS, AND STRATEGIC REPORT The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company's transattions, and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that they 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. The above report has been prepared in accordance with the provisions applicable to companies subject to the small companie5 regime as set out in Part 15 of the Companies Act 2006 and in accordance with the Charities SORP IFRS1021. Signed on behalf of the board Patricia Green Trustee 29 March 2022 io
A Place To Call Our Own Llmlted INDEPENDENT EXAMINER'S REPORT Independent Examlner's Report to the trustees of A Place To Call Our Own Limited I report to the charity trustees on my examination of the accounts of A Place To Call Our Own Limited I'the Company") for the period ended 31 July 2021. Responslblllties and basis of report As the charity's trustees of the Company land also its directors for the purposes of company lawl you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 20061'the 2006 Act'l. Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under section 145 of the Charities Act 20111'the 2011 Act'l. In carryin8 OLIt mv examination I have followed the directions given by the Charity Commission under sertion 145151 Ibl of the 2011 Act. Independent examSner's statement Since your charlty's Bross income exceeded £250.000 your examiner must be a member of a listed body. I can Confirm that l am qualified to undertake the examination because l am a registered member of Association of Accounting Technicians which is one of the listed bodies. I have completed my examinatlon. I confirm that no material matters have come to my attention in connectlon with the examination 8ivin8 me cause to believe: accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act- or the accounts do not accord with those records,. or the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter consldered as part of an independent examination; or the accounts have not been prepared in accordance wlth the methods and principles of the Statement of Recommended Practice for accounting and reporting by tharities lapplicable to charities preparin8 their accounts in accordance with the Financial Reportin8 Stand3rd applicable in the UK and RepublSc of Ireland IFRS 10211. I have no concerns and have come across no other matters in connection with the examination to whlch attention should be drawn in this report in order to enable è proper understandin8 of the accounts to be reached. Carollne Hopkinson FMAAT Association of Accounting Technicians Emerald Accountancy SeNi¢es Limited 3rd Floor, Staveley Hall Staveley Hall Drwe Staveley Chesterfield. Dat li
A Place To Call Our Own Ilmlted STATEMENT OF FINANCIAL ACTIVITIES Ilncluding Incomè and Expenditure Account and Statement of Totsl Recoznised Galns and Losses) tor the year ended 31 July 2021 Unrestrirted Restrlrted Total funds Totsl fund5 funds fvnds 31 July 31 Julv 2021 2021 2021 2020 Notes Income and endowments from: Donations and Legatles Charitable actlvltles Investments Total Income 886 757,062 10,455 566,172 206 576,833 23.540 733,522 24,426 733,522 757,948 Expendlture on: Raising funds Charitable activities Interest payable Total Expendlture 823 49,462 466 50,285 823 623,336 466 624,159 197 408,423 592 409,211 573.874 573.874 Net incomellexpend5turÈl 125.8591 159,648 133,789 167,622 Net Incomel{expendlturel before other galnsl{losses) Net movement In funds 125,8591 IS9,648 133,789 167,622 18 125,8591 159,648 133,789 167,622 Reconclllatlon of fvnds: Total funds brought forward {S2,0281 177,8871 272,880 220,852 53,230 Total funds carrled forward 18 432,528 354,641 220,852 All of the charity's actlvlties derive from continuing operatlons durin8 the above two periods. The statement of financial actlvitie5 for 2020 Is shown in Note 2 and the funds breakdown for 2020 15 Shown in Note 14. 12
A Place To Call Our Own Limited BALANCE SHEET at 31 Juty 2021 Company No. 4708232 Notes 2021 2020 Fixed assets Tangible assets li 16,256 16,256 4,036 4,036 Current assets Debtors Cash at bank and in hand 12 20,843 418,189 439,032 27,743 299,309 327,052 Uabllltles Creditors.. Amounts falling due within one year Net current assets 13 94,187 106,059 344,845 220,993 Tolal a55ets less Current liabilitles 361,101 225,029 4,177 220,852 Credltors: Amount falllng due after more than one year Tolal net assets 13 6,460 354.641 18 The funds of the Charlty Restrlrted funds Restricted income funds 14 485,286 485.286 1130,6461 354,641 280,344 280,344 159,4921 220,852 Unrestrfcted funds 14 Total funds 18 These accounts have been prepared in accordance with the special provislons of Part 15 of the Companles Act 2006 relating to small companies. For the year ended 31 March 2021 the company was entltled to exemption under section 477 of the Companies Act 2006 relatin8 to small compènies. The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006. The directors acknowledge their responsibilities for compIng with the requirements of the Companies Act 2006 with respect to accounting record5 and the preparation of accounts. Lee Piercy Trustee 29 March 2022 13
A Place To Call Our Own LFmited STATEMENT OF CASH FLOWS for ihe year ended 31 July 2021 Company No. 4708232 Notes 2021 2020 Net cash provided by/lused in) in operating acli¥ities 17 153,968 192,295 Cash fli)ws from investing activibe5 Interest received Purchase of tangible fixed assets Cash provlded by {used In) Investing artlvities 206 115,7491 115,7491 206 Cash flows from flnanclnz actfvltles Borrowing Repayment of borrowings Repayment of loans Amounts pald under finance lease Interest paid Cash provlded by Iu5ed ln) financlng artlvltles 12,904 {3,7531 123,6001 {4,8911 10,000 13,1271 12,7901 1861 3,997 119.3401 Increase (decrease) In cash and cash egulvalents In the year 118,880 196,498 Cash and cash equivalents at the beeinnin8 of the year 299,309 102,811 Total cash and cash equlvalents at the end of the year 418.189 299,309 14
A Plate To Call Our Own Umited NOTES TO THE ACCOUNTS forthe period ended 31 July 2021 l Attounting policies Basis of preparatlon The financial statements of the charitable company, which 15 3 public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP IFRS 1021 'AccountinB and Reporting by Charities.. Statement of Recommended Practice applicable to tharities preparing preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS 1021 (effective l January 20151,, Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland, and the Companies Art 2006. The financial statements have been prepared under the historical cost convention. Chan8e In basls ot aecountln8 or to prevlous attounts There has been no change to the accounting policies Ivaluètlon rules and method of accounting) since last year and no changes have been made to accounts for previous years. Golng concem The financial statements have been prepared on a going concern basis. The trustees assess whether the use of going concern is appropriate i.e. whether they are any materlal uncertainties related to events or conditions that may cast significant doubt on the abllity of the charity to continue as a going concern. The trustees make thi5 assessment in respert of a period of one year from the date of approval of the flnancial statements. Fund accountlng Unrestricted funds These are available for use at the discretion of the trustees in furtherance of the general objects of the charity- These are unrestricted funds eamarked by the trustees for particular These are unrestricted funds which include a revaluation reserve representing the restatement of investment assets at thelr market values. These are available for use subjett to restrictions imposed by the donor or through terms of the contract. Designated funds Revaluation funds Restrlcted funds Income Recognition of income and expenditure Income 15 included in the Statement of Financlal Activities ISOFAI when the charity becomes entitled to, and virtually certain to receive the Income and the amount of the income can be measured with sufficient reiability. Where income has related expenditure, the income and related expenditure is reported gros5 in the SOFA. Voluntary income received by way of donations and gifts is included in the SOFA when receivable and only when the Charity has unconditional entitlement to the income. Income from grants or'revenue, grants, is recognised when the charity has entitlement to the funds, any performance conditions attached be received and the amount can be measured reliably and Is not deferred. Donations and legacies Grants 15
A Place To Call Our Own Limited NOTES TO THE ACCOUNTS l Accountin8 policies {conllnued) Contracted services Income from contracted services is recognised as unrestricted income when the relevant service is performed. However, if the terms of the contract limit payments to amounts expended by the charity on purposes specified in the contract and restrirt the charity's use of any surplus then the income from that contraci is presented as restricted in the accounts. Tax reclaims on Income from tax reclaims is included in the SOFA at the same time as the donations and gifts 8ift/donation to which it relates. Donated services and These are only included in income (with an equivalent amount in expenditure) where the benefit to the Charity is reasonably quantifiable, meassjrable and The value of any volunteer help received is not included in the accounts. This is included in the accounts when receivable. This includes any gain or loss resulting from revaluing investments to market value at the end of the year. Thi5 include5 any gain or loss on the sale of investments. Volunteer help Investment income Gainslllossesl on revaluation of fixed Gainslllossesl on Investment assets Expendlture Reco8nition of expendlture Expendlturels recognised on an accruals basis. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which It relate5. Expenditure on raising funds Expenditure on charitable activities These comprise the costs as%Kiated with attracting voluntary income, fundraising trading Costs and investment management cost5. These comprise the costs incurred by the Charity in the delivery of its activities and services in the furtherance of its objects for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. All grant expenditure is accounted for on an actual paid basis plus an accrual for grants that have been approved by the trustees at the end of the year but not yet paid. These Include those cosis assoclated wlth meetlng the constltutlonal and statutory requirements of the Charity, including any auditlindependent examination fees, costs linked to the strategic management of the Charlty together with a share of other administration tosts. Grants payable Governance costs Other expenditure These are support costs not allocated to a particular activity- Taxation The charity is exempt from corporation tax on its charitable activities. Tanble Ilxed assets and depreciation Depreciation is provided 3t the followin8 annual rates in order to write off each asset over its estimated Land and Bulldings improvements IO% Straight line basis Motor vehicles 25% Reducing balance basis Equipment 20% Strai8ht line basis 16
A Plate To Call Our Own limited NOTES TO THE AccouMrs l A¢¢ounting policies (continued) Trade and other 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 ol any trade discounts due. Cash and cash equlvalents Cash and cash equivalents comprise cash at bank and on hand, demand deposits with banks and other short-term highly liquid investments with original maturitie5 of three months or less and bank In the statement of financial position. bank overdrafts are shown within borrowings or current liabilities. In the Statement of Cash Flows, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and form an integral part of the company's cash management. Tradè and oiher credltors Short term creditors are measured at the transaction prlce. Other creditors and provisions are recognised where the charity has è 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. Leased assets Where the charity enters into a lease which entalls taking substantlally all the risks and rewards of ownership of an asset. the lease is treated as a finance lease. Leases which do not transfer substantially all the risks and rewards of ownership to charity are classified as operating leases. Assets held under finance leases are initially recoEnised as assets of the charity at their fair value at the inception of the lease or, if lower, at the present value of the minimum lease payments. The corresponding liability to the lessor is included in the balance sheet as a finance lease obligation. Lease payments are apportioned between finance expenses and reduction of the lease obligation so as to achieve a constant rate of Interest on the remaining balance of the liabillty. Finance expenses are recognised immediately. unless they are directly attributable to qualifying assets, in which case they are capitalised in accordance with the tharity's poliry on borrowing costs. Assets held under finance leases are depreciated in the same way as owned assets. Operating lease payments are recognised as an expense on è straight-line basis over the lease term. In the event that lease incentives are received to enter into operating leases, such incentives are recognised as a liability. The aggregate benefit of incentives 15 recognised as a reduttion of rental expense orb a straight-line basis. 17
A Place To Call Our Own Llmlted NOTES TO THE ACCOUNTS l Accounling policles Icontlnued) Pension costs The charity operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which the eompany pays fixed contributions into a separate entity. Once the contributions have been paid the company has no further payments obligations. The contributions are recognised as expenses when they fall due. Amounts not paid are shown in accruals in the balance sheet. The 3$5ets of the plan are held separately from the company in independently administered funds. Company statUS The company is a private company limited by guarantee and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £1 towards the assets of the charity in the event of liquidation. 2 Statement of Flnanclal Artl¥ltles- prlor year Unrestrfrted fvnds 2020 Restrirted funds 2020 Total funds 2020 Income and endowments from: Donations and Legacies Charitable activities Investment5 Total 10,455 21,125 206 31,786 10,455 576,172 206 586,833 555,047 555,047 Expendlture on: Raisin8 funds Charitable activities Total Net expendlture Net Income before other 8alnslllosses} Prior year adlustment Net movemenl in funds 197 78,180 78,377 146,5911 146,5911 197 411,550 411,747 175,086 175,086 17,4641 167,622 333,370 333,370 221,677 221,677 17,4641 214,213 18 146.5911 Reconciliation of funds: Total funds brought forward Total fund5 rrIed forward 15,4371 152,0281 58,667 272,880 53,230 220,852 18
A Place To Call Our Own Limited NOTES TO THE ACCOUNTS 3 Income from donatlons and lÈgacles Unrestrlrted Restrkted Total 2021 Total 2020 Personal donations Donations from companies 122 764 886 122 764 886 10,455 10,455 4 Income from charltable artlvltles Unrestrlcted Restrlcted Total 2021 Total 2020 Contracted Services Grants Generated income 22,249 611,858 121,664 634,107 121,664 1,291 757,062 493,544 68,325 4,303 566,172 1,291 23.540 733.522 5 Income from investments Total 2021 Total 2020 Interest receivable on bank deposlts 206 206 6 Expendlture on r4151ng funds Unrestrlrted Restrlcted Total 2021 Total 2020 Activities and events 823 823 197 823 823 197 7 Expendlture on charltsble artlvltles Unrestrlrted Remrirted Total 2021 Total 2020 Expenditure on choritoble artivities Contracted Service5 Grants & donations Generated income 22.249 457,544 116,330 479,793 116,330 27,213 623,336 268,062 78,325 62,036 408.423 27,213 49.462 573.874 All cost relates to the Charity's primary activity. 19
A Place To Call Our Own Limited NOTES TO THE ACCOUNT5 8 Trustees remunefation and expenses No trustees, nor any persons connerted with them, have received any remuneration from the charitv during the period. 9 Net income before transfers 2021 2020 This is stated after charging.. Depreeiation of owned fixed assets Independent Examiner's fee Other fee5 paid to the auditor or independent examiner 3,529 1,800 3,355 2,017 1,650 3,355 Salaries and wages Social security C05t5 arbd pensions 368,868 34,362 403,230 228,256 9,473 237,729 No employee received emoluments in excess of £60.000. None of the trustees have been paid any remuneration or received any other benefits from an employment with the charlty or a related entity. The average monthly number of full tlme equivalent employees during the year was as follows: 2021 Number 2020 Number Management Admin sUPPQrt Frontline staff 12 19 16 11 Tanilble flxed assets Land and bullding Improvements Equlpment Motor vehicles Total Cost or revaluation At l August 2020 Additions Disposals At 31July 2021 29,744 1,350 12,105 12,9)4 41,849 15,749 1,495 31.094 1,495 25,CX)9 57,598 Depreciation and impalmient At l August 2020 Depreciation charge for the year Disposals At 31July 2021 29.744 117 8,069 3,404 37,813 3,529 29.861 11,473 41,342 Nei book values At 31 July 2021 At 31 July 2020 1.233 1,487 13.536 4,036 16,256 4,036 20
A Place To Call Our Own limited NOTES TO THE ACCOUNTS 12 Debtors 2021 2020 Trade debtors Prepayments and accrued income 2,678 18,165 20,843 1,378 26,365 27,743 13 Credltors: amounts falling due within one year 2021 2020 Obligations under finance lease and hire purchase wntracts Trade creditors Other taxes and social security Other loans Accrua15 and deferred Income 2.599 5.899 9,240 3,573 72.876 94,187 9,137 4,835 26,887 65,200 106,059 Credltors: amounts falling due after one year 2021 2020 Obligation5 under finance lease and hSre purchase contracts Other loans 5.856 4,177 4,177 6.460 The hire PLsrchase creditor is setured on the assets acquired under the contract. Deferred income includes a legacy donation of £55,033 which is preserved in a separate bank account and against which no expenditure has been incurred. The tharity is conducting a scoping exercise for a property in Bassetlaw that meets the tefms of the deed. Other loans total of £4,177 is owed to Big Issue from £IO.IM)O funding drawn down last year. See Note 18. 21
A Place To Call Our Own Limited NOTES TO THE ACCOUNTS 14 Movement in funds Incoming resources (In¢lud5n8 other galTrs/lo55esl At l August 2020 Resource5 expended Gross transfers At 31 Julv 2021 Restrirted lunds: Restrlcted Income fvnds". Education Fvndays in Nottinghamshlre Notts CC LIS Lloyds Foundation Teacher Pension Grant Notts CC Short Breaks Bassetlaw CCG Total 280,344 596,670 4.243 4,375 25.IX>O 5.334 10.945 86,955 733.522 {397,0621 14,2431 14,3751 125,0001 479,952 5,334 110,9451 186,9551 1528.5801 280,344 485,286 Unrestrlrted funds: General funds (59.4921 220,852 24,426 195,5791 1624.1591 1130,6461 354,641 Total funds 757.948 14 Movement In funds (contlnued) Purposes and rerICtIonS In relatlon to the funds: Restrlrted funds: Education Funding to deliver commissioned education, health and care placements. The education offer is supported by the holistic family support provided through the charity. Fundays in Nottinghamshire Funding to support our families throughout the Summer delivering Grow. Make and Eat sessions. these sessions inclLsded activities comprising simple construction. gardening, cooking, wildlife. friendly activities, maklng planting quick and easy. team artivtties increasing interest and engagement in gardening. cooking, and healthier lifestyles, raising self esteem, self-belief and enthusiasm. Funding was also awarded for trips out for families. APTCOO support service5 for Nottinghamshire County Councll. Investment for trainin& enterprise. and employability work carried out by the charity. The teachers. pension employer contribution grant ITPECGI supports schools and local authorities with the cost of the increase in employer contributions to the teachers. pension scheme. APTCOO is contracted to provide a Flexible Short Breaks Service supporting children and young people with speacial needs and disabilitles within the community, these children and young adults are unable to access universal settings. Notts CC LIS Lloyds Foundation Teacher Pension Grant Notts CC Short Breaks 22
A Place To Call Our Own Limited NOTES TO THE ACCOUNTS Movement In funds (continued) Purp05e5 and restrictions In relatlon to the funds: Restrlcted funds: Bassetlaw CCG To offer APTCOO support services from an approved location within Bassetlaw District. At ljuly 2019 Incoming resources Resources expended At 31 Julv 2020 Transfers Education Fundays in Nottin8hamshire Notts CC Grant Aid Uoyds Invest Notts CC Short Breaks Ba5setlaw CCG Total 24,689 452.401 7.198 40,625 1196,7461 {7,1981 140,6251 133,9781 117,1231 127.7001 1323.3701 280,344 33,978 17.123 27,7Tr) 545,047 58,667 280.344 Unrestrirted fvnds: General funds 15,4371 31,786 185.8411 159,4921 Total funds 53,230 576,833 1409.2111 220,8S2 IS Analysls of net •55ets between funds Unrestrlcted funds Restrltted funds Total Fixed assets Net current assets 16,256 202,308 218.564 16,256 338,385 354,641 136,077 Total Net Assets 136,077 16 Commltments Operatlng lease commltments Annual commitments under non-cancellable operating leases are as follows.. 2021 2021 Land and buildings 2020 Land and building$ 2020 Other Other Operating leases with expiry date.. Within one year In the second to fifth years inclusive Over flve years 10.8(Kl 1.013 51.6CKI 62,400 14,400 14.400 1,013 23
A Place To Call Our Own Llmlted NOTES TO THE ACCOUNT5 17 Reconclllatlon of net movement In funds to Thet cash flow from operating artivities 2021 2020 Net movement in funds 133.789 167,622 Add back depreciation char8e Add interest payable on hire purchase Add interest payable on loans Deduct interest income shown in investing activities Decrease lincreasel in debtors Increase Idecreasel in creditors Net cash generated by operatlng activitie5 3.529 442 465 2,017 86 592 12061 6,165 16,020 6,900 8.843 153,968 192,295 18 Prior year adlustment A 8rant of £10.0 recieved in the year ended 31 July 2020 treated as Income, is repayable as a Ilability due to a change to grant conditions. This error has been adjusted as a prior year adjustment. The Impart is to reduce the surplu5 for the year ended 31 July 2020 from £175.086 to £167,622. This reduction is comprised of reduced intome of £IO,OC() and interest on loan of £592 less repayments in the year of £3.127. Current liabilities of £7,464 are recognised which reduces total funds for that year from £228,316 to £220,852. 19 Related party d15c105ure5 There have been no related party transactions during the pèriod. Controlllnq party The company is limited by 8uarantee and has no share tapital: thu5 no sin8le party controls the company. 24