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
STRu￿URE. 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 charit￿5 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 Se￿iCeS 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 comp￿Ing 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

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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.
Tan￿ble 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
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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

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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
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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.
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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
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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.
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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 re￿rICtIonS 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
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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
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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