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2023-07-31-accounts

A Place To Call Our Own Limited

Charity No. 1102516

Trustees' Report and Unaudited Accounts

31 July 2023

Company number: 04708232

A Place To Call Our Own Limited Contents

Pages
Trustees' Annual Report 2 to 10
Independent Examiner's Report 11
Statement of Financial Activities 12
Balance Sheet 13
Notes to the Accounts 14 to 21
Detailed Statement of Financial Activities 22 to 23

Page 1

A Place To Call Our Own Limited Trustees Annual Report

The trustees present their report with the unaudited financial statements of the charity for the year ended 31 July 2023.

REFERENCE AND ADMINISTRATIVE DETAILS

Charity No. 1102516

Trustees

The following trustees served during the year:

M. Abdy

M. Holmes

K. Kilner

L. Piercy

P. Green

D. Liggins

Independent examiner

Neil M King The Greenhouse 106 - 108 Ashbourne Road Derby DE22 3AG

Bankers

Unity Trust Bank Four Brindley Place Birmingham B1 2JB

STRUCTURE, GOVERNANCE AND MANAGEMENT

Constitution and governing document

Introduction from Matt Abdy - APTCOO (A Place to Call Our Own) Chair

This year our AGM (Annual General Meeting) focussed on the sad passing of two of our long serving Trustees, Trish Green the founder member and David Liggins our long serving Chair. Their combined lifetime achievements are something that you can only feel proud and privileged to have worked closely with for many years.

I was honoured to be appointed as the Chair having previously served as a Trustee, I will endeavour to carry on the work and dedication of the Charity and its legacy held sacred by many.

I am delighted to present APTCOO’s trustee report for 2022/2023. This has been another extraordinary year for the Charity. The highlight of the year was the acquisition, refurbishment, and grand opening of our own premises namely Tall Trees. This started the new year with an exciting development plan – a Specialist Family Hub in Retford serving the Bassetlaw locality together with an ambitious plan to deliver new services co-produced with partners, parents, and young people.

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A Place To Call Our Own Limited Trustees Annual Report

I am proud of the leadership, drive, and determination that APTCOO shows every day. This year is certain to have more than its fair share of political, economic, and social change. But we have also entered a year of choices, challenges, and opportunities.

To successfully navigate the uncertainties of the future, we are proactively addressing our strategic plans and priorities that will keep APTCOO fleet of foot. By embracing change, collaborating with key stakeholders, and leveraging the power of people and technology, we are confident that we can not only weather the storm of postCovid, running alongside the cost-of-living crisis together with the political unknowns but come through stronger and more resilient.

The Charity is always looking for ways in which it can make a positive difference to family lives. Trustees recognise the exceptional leadership of the Chief Executive, and Senior Leadership Team, staff, volunteers, and supporters, I would like to thank them all.

Chief Executive Officer (CEO) Review

This year we have grown from the pandemic as a changed organisation. We have learned a great deal about providing services virtually when that works well and when it does not replace face to face contact. We have invested in our Infrastructure, technology and communications retaining agility and forward thinking with the hindsight of safety and GDPR (General Data Protection Regulations).

We have reviewed and renewed the services that we put in place to respond to the post-pandemic and cost of living crisis.

We know there is a rising demand and limited resources to address the increase in family/teenage emotional wellbeing, we are working together with our local mental health teams and crisis support offering intensive family therapy at the right time, in the right place, with the right people. A single point of access helps enormously, that has ‘no wrong door’ and provides several types of support at various levels of engagement as families need it.

This means that families can step into support when life becomes complex in any given areas and feel welcomed in a place they belong. We offer a comprehensive, one-stop shop with fully accessible and multi-functional space. Families enjoy and benefit from learning more about themselves, making friends and feeling valued. Our facilities offer an equal opportunity for positive play and educational development.

We have also made great strides forward in terms of our organisation-wide ability to use technology well. Many meetings across the organisation are now taking place virtually and that will remain the case as it serves to be effective, economical, and efficient.

Organisational 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 charity’s vision, values and reputation and leads by example, requiring anyone representing the charity reflects its values positively; they oversee the ethos and culture of the organisation underpinning 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 and/or as required. The Trustees periodically review 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 regularly reviews the sustainability of its income sources and their impact on achieving charitable purposes in the short, medium, and longer term.

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A Place To Call Our Own Limited Trustees Annual Report

Trustees consider the benefits and risks of partnership working, its broader responsibilities towards communities, stakeholders, wider society and the environment, and acts on them in a manner consistent with the charity’s purposes, values, and available resources.

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 Wales.

Induction and training of new Trustees

All new Trustees receive a bespoke induction plan according to individual need. As a minimum, this includes meetings with the Chair, CEO, Senior Leadership Team and other key staff, the opportunity to observe a Board meeting before joining the Board. The CEO presents in detail on the charity’s history, strategy, services, finances, and current operating environment.

As part of the recruitment process, prospective trustees receive a Trustee Information Pack, which includes the Charity Commission publication “CC3 The Essential Trustee: What you need to know”. The pack also contains information on the charity’s structure, aims and objectives, policies and procedures, sub-committees, latest Annual Report & Accounts and Memorandum and Articles of Association. Prospective Trustees are invited to attend a full board meeting to observe and discuss the responsibilities of being a APTCOO trustee. They visit the activity groups, meet with parents to see, and feel the Charity in operation, meet the staff and volunteers and follow an induction programme. Trustee training is continually reviewed, and information is provided of training courses available. Trustees have access to online training, face to face and membership to NCVO (National Council for Voluntary Organisations), Andrew Hall Safeguarding, and a range of Third Sector, Governance and Leadership publications. They are encouraged to visit Charity Commission and Companies House websites, where documents outlining Trustee responsibilities, charity law and other training opportunities can be accessed.

Our effective system of integrated charity/school governance enables the Trustees 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. A designated member of the senior leadership team supports the school Governor role with training and overall compliance responsibilities.

Pay and Remuneration

APTCOO offer generous, family friendly terms and conditions with flexible working agreements that continue to attract and to retain the while team to lead, manage, support, and deliver the Charity’s aims We are immensely proud of the diverse make-up of the team who bring their own lived experience, understanding and added value.

Trustees are responsible for setting remuneration levels for the Charity’s most senior staff. These senior staff are identified by the Trustees and will typically, although not always, be part of the charity’s executive or senior management team.

To set appropriate pay and rewards for these staff requires making informed judgments and following the Charity’s governance and constitutional arrangements.

Public Benefit and Activities

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; specialising 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.

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A Place To Call Our Own Limited Trustees Annual Report

Our services include:

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 within our locations each with their own specialism based in the local community and close to home. Our Independent Special School offers an inclusive, safe, and nurturing environment supporting learners with special educational needs and/or disabilities (SEND) who have struggled to make progress in mainstream or special school settings.

We have created an all-encompassing curriculum that provides emotional, practical, and educational support to vulnerable children and young people together with their whole family unit; specialising in early life trauma, intervention, and preventative practise with an aim to keep young people safe, healthy, happy, and achieving together with ambitions for the brightest future.

There is a rising demand and limited resources to address the increase in family/teenage depression, we work together with our local mental health teams and crisis support offering intensive family therapy within the community hub offering a positive learning environment. We continue to develop volunteer champions working to improve family health and well-being, they have lived through the experience and make the best teachers of life skills and an increasingly competitive jobs market. We have implemented a whole system approach to well-being for all service users, staff and volunteers aiming to prevent the onset of long-term mental health conditions.

Over the last year we have adapted and delivered personalised training remotely and face to face to over 400 families, and over 100 paediatric health, education, and social care teams. Reflective parenting is an approach, which helps parents better understand their children’s behaviour and their own. From this we start to build their relationship and connection with the whole family unit, removing the conflict. We have delivered this service in partnership with the commissioners and funding received from the newly formed Nottinghamshire Integrated Care Board.

During the past 12 months we have taken some significant steps on our journey towards delivering ‘outstanding’ specialist family services, improving the quality of the services that support children and young people with Special Educational Needs (SEND) and their whole family unit in Nottinghamshire. Our service provides a safety net working in partnership with local services whose primary aim is to support families who often do not know where to turn for help or how to ask for help; the Charity has worked closely with social workers, the virtual school and paediatric team, mental health and the police offering a reliable safety net with wrap around care and support.

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A Place To Call Our Own Limited Trustees Annual Report

APTCOO in Bassetlaw

This year we opened the doors to our newly acquired and refurbished premises in Retford, locally known as Tall Trees. The day was a celebration, the opening of our much-needed SEND (Special Educational Needs and Disabilities) Family Hub and the Specialist Multi-Sensory Therapy Suite, a project that started many years ago when the Trustees of a legacy were looking for a suitable charity to benefit from the funds raised by local people. The Trustees were delighted to see their hopes, dreams and aspirations transformed into reality meeting their four main criteria; local, children, disabled or disadvantaged. We have been on a journey working together with the Trustees to overcome the storm of Covid and retaining momentum in the project. Celebrating the opening of the centre and sharing our heartfelt thanks with the Trustees and local community was a testament to the legacy and longevity of the investment.

The centre has a therapeutic spa feeling both inside and out with beautiful gardens and growing spaces and a centralised café for that all important coffee and catch up. We have opened the doors and now it is time for the centre to come to life, a place in the community that is fit for purpose for our parents and partners to work together under one roof to meet the needs, wants and choices of our families in Bassetlaw.

APTCOO has worked in Bassetlaw for many years as a satellite service, working together with our partners in Health who have supported and encouraged our innovative and ambitious plans to meet the needs of Bassetlaw families and the gaps identified through creative commissioning. APTCOO services in Bassetlaw have expanded offering a sensory therapy suite, a community café, enterprise, training and education for young adults, parents, carers, and the local community.

With a small project team and committed volunteers and local business partners we have transformed Tall Trees into a place for families to flourish. We would like to thank the local community who have welcomed and shared their pleasure on a great facility and restoration of a lovely building, grounds, and gardens. We would like to thank Key Fund who offered early investment allowing the fast-paced project to come to life.

Impact

To deliver the Charity’s vision APTCOO provides safe environments offering a wide range of support and specialist services, achieving an outcome of increased resilience and empowerment within our families. APTCOO shares its hands-on experience to advocate that the needs of the child and family are fully understood. The Trustees carefully consider how planned activities will contribute to APTCOO’s aims and objectives. To ensure APTCOO’s work remains focused on our stated aims and objectives, performance and outcomes are continuously monitored. APTCOO systematically seeks feedback from our families which, along with monitoring and evaluation, indicates we are providing essential and high-quality services and activities. We are committed to measuring the impact of our work. We seek to triangulate the impact of our services through service user feedback, compliance with contractually agreed outcomes and self-assessment of the effectiveness of our service models.

We are seeing and feeling better impacts for children, young people, families, post-Covid we have re-energised our workforce together with flexible working options, responding to the changes and family dynamics post-Covid. Our strengthened capacity means we can be equal partners contributing locally and nationally to the enhanced reputation and value of Education, Health, and Social Care Services within the community setting.

Objectives

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A Place To Call Our Own Limited Trustees Annual Report

Equality, Diversity, and Inclusion

APTCOO is committed to encouraging diversity, promoting equal opportunities, and providing fair treatment in all that we do. We strive for a working environment that is inclusive, free from discrimination and where everyone is treated with dignity and respect. We believe that people with diverse backgrounds, skills, attitudes, and experiences bring fresh ideas and perspectives to the workplace. We seek to encourage and harness these differences to meet the changing needs and requirements of our staff, volunteers, service users, governance, partners, funders, and supporters.

The APTCOO team represents health and care, education, private and voluntary sector. Our investment in training and development is exemplary. Each year we support staff and volunteers within their chosen fields of work to develop their skills, qualifications, and aspirations. We work together with local colleges and universities providing high quality clinical placements. Our safe and complex environments lend themselves to research and development, this is recognised and rewarded with master's level students, paediatric doctors and qualified therapists spending quality time with APTCOO, and in some cases continuing to volunteer and becoming part of the APTCOO workforce.

Addressing equality, diversity and inclusion helps APTCOO make better decisions. This requires commitment, but it means that a charity is more likely to stay relevant to those it serves and to deliver its public benefit. Recognising and countering any imbalances in power, perspectives, and opportunities in the charity, and in the attitudes and behaviour of Trustees, staff and volunteers, helps to make sure that a charity achieves its aims.

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.

Volunteers

We are committed to supporting, enabling, and celebrating volunteering in all its diversity. APTCOO volunteers include people from all levels of society. We have an established and growing team of volunteers including parents, carers, students, professionals, and willing members of the community.

The natural development from passive recipient to becoming an active paid member of the workforce is now embedded within the culture of APTCOO, we call this Grow2Grow. 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 possible, including marginalised and vulnerable groups.

FINANCIAL REVIEW

Policy on reserves

The utilisation of the charity's reserves can only be undertaken within the limits and parameters set by the Trustees, who have agreed that sufficient reserves be retained to cover re-investment in capital/premises, equipment and the funding needed to operate for a minimum of three months running costs. In the next budget year, we are working towards a target of six months reserves, dependent on organisational growth and sustainable business plans.

Principal funding sources

We strive to secure as many funding streams as possible to reduce risk by not depending on one source of income. In this regard we are happy to report funding to deliver specialist education continues to provide the sustainability of our wrap-around Charity support without any extra cost to the families. We are grateful to have had continued fundraising support from local community, organisations and contracted income through the local authority, and Health including:

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A Place To Call Our Own Limited Trustees Annual Report

APTCOO strategic plans support the combination of integrated health and social care services becoming a valued partner within multi-speciality community teams with a broader approach to improving family and community wellbeing.

This year we have intensively transformed our organisation without losing any understanding of the local community, new insights are based on revealed capabilities rather than limitations, we find out what we can do to help develop these capabilities only through openness to learning.

The public, private and voluntary sector is fragmented, APTCOO needs to ensure a quality offer if we are to survive in a competitive environment.

We learn as equals on a journey of discovery, the destination is not always clear but will equate to permanent positive change in a clear process rather than chance benefits from routine delivery. The boundary between beneficiary and provider is not blurred in any way but the reciprocal learning process defines something very equal and dignifying from where we can all grow!

This means, joining up the dots between the range of services that are currently too often treated separately, enabling families to access support at the right time, in the right place with the right people. Involvement and engagement

Our services are co-designed with our customers to meet the needs of our communities, reducing the strain on public services and empowering individuals by putting families and young people at the heart of what we do.

Raising income through expanding the delivery of our own bespoke services is key to our sustainability. We need to be pro-active when considering partnerships, seeking out good partners with shared values, and aligned services to work collaboratively. We are working together with our partners from public, private, and other VCSE (Voluntary Community and Social Enterprise).

What we do know is the significant role of the voluntary sector in supporting education, health, and social care as part of the local sustainability and transformation plans. APTCOO is a valued third sector partner in transforming our local community services.

APTCOO’s support is holistic and evolves over time, in response to the level of need and age of the children and young people with additional needs and disabilities. APTCOO recognises the changes and demands that families encounter as their children grow older. Families develop new skills and resilience with the knowledge that APTCOO is always there when needed. APTCOO actively seeks the views and opinions of our families to help measure the impact of services and to assist in the development and planning of future provision.

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A Place To Call Our Own Limited Trustees Annual Report

Related parties

There are no Directors or Trustees related party issues.

Risk management

The Trustees have a risk register acting as a management strategy which comprises:

The Trustees ensure the decision-making processes are informed, rigorous and timely, and that effective delegation, control and risk-assessment and management systems are set up and monitored.

The Trustees promote a culture of sound management of resources but also understand that being over-cautious and risk averse can itself be a risk and hinder innovation.

Where aspects of a Trustee’s role are delegated to committees, staff, volunteers, or contractors, they keep responsibility and oversight.

The Board of Trustees retain overall responsibility for risk management and discusses and decides the level of risk it is prepared to accept for specific and combined risks. It regularly reviews the Charity’s specific significant risks and the effect of these risks added together. It makes plans to mitigate and manage these risks appropriately. Trustees consider risk that relates to their situation and where they work, for example charities working with children or vulnerable adults will look at risks relating to safeguarding.

The Trustees put in place and regularly checks the Charity’s process for identifying, prioritising, escalating, and managing risks and, where applicable, the Charity’s system of internal controls to manage these risks. They review the effectiveness of the Charity’s approach to risk at least every quarter or as and when required. The Trustees describe the Charity’s approach to risk in its annual report and in line with regulatory requirements.

The Trustees operate a risk management approach to the charity's business and the process involves:

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 data and financial policies covering investment, reserves, and limits of authority for expenditure.

These policies 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.

In concluding this review of 2022/2023, we would like to thank every member of the APTCOO Team; our members of staff, or our tremendous volunteers and fundraisers, commissioners, donors including acts of kindness from the local communities. Without these we could not offer such highly valued services for our families, employment training and volunteering opportunities that remain our golden thread.

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A Place To Call Our Own Limited Trustees Annual Report

STATEMENT OF TRUSTEES' RESPONSIBILITIES

The charity trustees are responsible for preparing a trustees' annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charities Act 2011, the applicable Charities (Accounts and Reports) Regulations, and the provisions of the Trust deed. The Trustees are also responsible for safeguarding the assets of the charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

Signed on behalf of the charity's trustees

M. Abdy Trustee Dated 24/04/24

Page 10

A Place To Call Our Own Limited Independent Examiners Report

Independent Examiner's Report to the trustees of A Place To Call Our Own Limited

I report to the trustees on my examination of the financial statements of A Place To Call Our Own Limited for the year ended 31 July 2023 which comprise the Statement of Financial Activities, the Balance Sheet and the related notes.

Responsibilities and basis of report

As the charity's trustees you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011('the Act'). The trustees consider that an audit is not required for this year under the Charities Act 2011, s.144(2) (the 2011 Act) and that an independent examination is needed.

I report in respect of my examination of the charity's financial statements carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent examiner's statement

As the charity's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination by being a qualified member of Association of Chartered Certified Accountants.

I have completed my examination. I can confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in, any material respect:

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

Neil M King FCCA Cedar & Co The Greenhouse 106 - 108 Ashbourne Road Derby DE22 3AG Dated: 24/04/2024

Page 11

A Place To Call Our Own Limited Statement of Financial Activities

for the year ended 31 July 2023

Income and endowments
from:
Notes
Donations and legacies
2
Charitable activities
3
Other
4
Total
Expenditure on:
Charitable activities
5
Other
6
Total
Net gains on investments
Net income
7
Transfers between funds
Net income before other
gains/(losses)
Other gains and losses
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
funds
Total funds
2023
2023
2,313
2,313
984,944
984,944
839
839		 Total funds
2022
5,759
989,384
81
988,096
988,096
2,437
2,437
978,969
978,969		 995,224
16
729,435
981,406
981,406
-
-		 729,451
-
6,690
6,690
-
-		 265,773
-
6,690
6,690		 265,773
6,690
6,690
620,412
620,412		 265,773
354,641
627,102
627,102		 620,414

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A Place To Call Our Own Limited

Balance Sheet

at 31 July 2023
Charity No. 1102516
Fixed assets
Tangible assets
9
Investments
10
Current assets
Debtors
11
Cash at bank and in hand
Creditors:Amount falling due within one year
12
Net current assets
Total assets less current liabilities
Creditors:Amounts falling due after more than one year
13
Net assets excluding pension asset or liability
Total net assets
The funds of the charity
Restricted funds
14
Unrestricted funds
General funds
14
Designated funds
Reserves
14
Total funds
Approved by the trustees on 31 July 2023
And signed on their behalf by:		 2023
9,615
450,842
460,457
61,674
310,963
372,637
(124,538)
248,099
708,556
(81,454)
627,102
627,102


620,412
6,690
627,102

627,102		 2022
12,440
-
12,440
179,524
552,143
731,667
(119,831)
611,836
624,276
(3,862)
620,414
620,414
620,412
-
620,412
620,414

L. Piercy Trustee

24 April 2024

Page 13

A Place To Call Our Own Limited Notes to the Accounts

for the year ended 31 July 2023

Basis of preparation

The financial statements have been prepared in accordance with Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic if Ireland (FRS 102) issued on 16 July 2014 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

Change in basis of accounting or to previous accounts

There has been no change to the accounting policies (valuation rules and method of accounting) since last year and no changes have been made to accounts for previous years.

Fund accounting

Unrestricted funds These are available for use at the discretion of the trustees in furtherance of the general objects of the charity. Designated funds These are unrestricted funds earmarked by the trustees for particular purposes. Revaluation funds These are unrestricted funds which include a revaluation reserve representing the restatement of investment assets at their market values. Restricted funds These are available for use subject to restrictions imposed by the donor or through terms of an appeal.

Income

Recognition of Income is included in the Statement of Financial Activities (SoFA) when the charity income becomes entitled to, and virtually certain to receive, the income and the amount of the income can be measured with sufficient reliability.

Income with related Where income has related expenditure the income and related expenditure is expenditure reported gross in the SoFA. Donations and Voluntary income received by way of grants, donations and gifts is included in the legacies the SoFA when receivable and only when the Charity has unconditional entitlement to the income. Tax reclaims on Income from tax reclaims is included in the SoFA at the same time as the donations and gifts gift/donation to which it relates. Donated services These are only included in income (with an equivalent amount in expenditure) and facilities where the benefit to the Charity is reasonably quantifiable, measurable and material. Volunteer help The value of any volunteer help received is not included in the accounts. Investment income This is included in the accounts when receivable. Gains/(losses) on This includes any gain or loss resulting from revaluing investments to market value revaluation of fixed at the end of the year. assets Gains/(losses) on This includes any gain or loss on the sale of investments. investment assets

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A Place To Call Our Own Limited Notes to the Accounts

Expenditure

Recognition of Expenditure is recognised on an accruals basis. Expenditure includes any VAT which expenditure cannot be fully recovered, and is reported as part of the expenditure to which it relates. Expenditure on These comprise the costs associated with attracting voluntary income, fundraising raising funds trading costs and investment management costs. Expenditure on These comprise the costs incurred by the Charity in the delivery of its activities and charitable activities services in the furtherance of its objects, including the making of grants and governance costs. Grants payable 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. Governance costs These include those costs associated with meeting the constitutional and statutory requirements of the Charity, including any audit/independent examination fees, costs linked to the strategic management of the Charity, together with a share of other administration costs. Other expenditure These are support costs not allocated to a particular activity.

Taxation

The charity is exempt from tax on its charitable activities.

Tangible fixed assets and depreciation

Depreciation is provided at the following annual rates in order to write off each asset over its estimated

useful life: Land and Buildings 10% Straight line improvements Equipment 20% Straight line Motor 25% Reducing balance Computer 33% Straight line

Freehold investment property

Investment properties are measured initially at cost and subsequently at fair value at each balance sheet date and are not depreciated. All gains or losses are taken to the Statement of Financial Activities as they arise.

Stocks

Stock is included at the lower of cost or net realisable value. Donated items of stock are recognised at fair value which is the amount the charity would have been willing to pay for the items on the open market.

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 of any trade discounts due.

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A Place To Call Our Own Limited

Notes to the Accounts

Cash and cash equivalents

Cash and cash equivalents comprise cash at bank and on hand, demand deposits with banks and other short-term highly liquid investments with original maturities of three months or less and bank overdrafts. 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.

Trade and other creditors

Short term creditors are measured at the transaction price. Other creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Research and development

Expenditure on research and development is written off in the year in which it is incurred.

Foreign currencies

Monetary assets and liabilities denominated in currencies other than the functional currency of the charity are translated at the rates of exchange prevailing at the end of the reporting period. Transactions in currencies other than the functional currency of the charity are recorded at the rate of exchange on the date that the transaction occurred.

All exchange differences are are taken into account in arriving at net income/expenditure.

Leased assets

Where the charity enters into a lease which entails taking substantially 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 recognised 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 date 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 liability. Finance expenses are recognised immediately, unless they are directly attributable to qualifying assets, in which case they are capitalised in accordance with the charity's policy 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 a 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 is recognised as a reduction of rental expense on a straight-line basis.

Pension costs

The charity operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which the charity pays fixed contributions into a separate entity. Once the contributions have been paid the charity 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 assets of the plan are held separately from the charity in independently administered funds.

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A Place To Call Our Own Limited

Notes to the Accounts

Receipt of donated goods, facilities and services

All donated goods, facilities and services received are recognised within incoming resources and expenditure at an estimate of the value to the charity.

2 Income from donations and legacies

Personal donations
Donations from companies
3
Income from charitable activities
Contracted Services
Grants
4
Other income
Interest receivable on bank
deposits
5
Expenditure on charitable activities
Expenditure on charitable
activities
Contracted Services
Governance costs		 Unrestricted
10
2,303
2,313
Unrestricted
883,173
101,771
984,944
Unrestricted
839
839
Unrestricted
2,437
2,437		 Total
2023
10
2,303
2,313
Total
2023
883,173
101,771
984,944
Total
2023
839
839
Total
2023
2,437
2,437		 Total
2022
783
4,976
5,759
Total
2022
837,699
151,685
989,384
Total
2022
81
81
Total
2022
16
16

Page 17

A Place To Call Our Own Limited Notes to the Accounts

6 Other expenditure
Unrestricted Total Total
2023 2022
~~£~~
£
£
Bank loan and overdraft 4,375 4,375 427
interest payable
Other interest payable 589 589 589
Employee costs 728,118 728,118 541,866
Motor and travel costs 6,139 6,139 20,418
Premises costs 127,619 127,619 88,838
Amortisation, depreciation,
impairment, profit/loss on 3,045 3,045 3,816
disposal of fixed assets
General administrative costs 91,516 91,516 54,006
Legal and professional costs 17,568 17,568 19,475
978,969 978,969 729,435
7 Net income before transfers
2023 2022
This is stated after charging: ££
Depreciation of owned fixed assets 3,045 3,816
8 Staff costs
2023 2022
Salaries and wages 642,934 420,180
Social security costs 52,339 52,598
Pension costs 12,121 18,868
707,394 491,646

No employee received emoluments in excess of

The average number of employees in the year was 26.

Page 18

A Place To Call Our Own Limited

Notes to the Accounts

9 Tangible fixed assets

At 31 July 2023
30,131
Net book values
At 31 July 2023
963
At 31 July 2022
1,098
10Investments
Cost or revaluation
Additions
At 31 July 2023
Net book values
At 31 July 2023
11Debtors
Trade debtors
Prepayments and accrued income
Cost or revaluation
Land and
buildings
At 1 August 2022
31,094
Additions
-
At 31 July 2023
31,094
Depreciation and
impairment
At 1 August 2022
29,996

Depreciation charge for the
year
135		 604
891
1,190

Equipment
1,495
-
1,495
305

299		 17,395
7,614
10,152

2023
56,634
5,040
61,674
Motor
25,009
-
25,009
14,857

2,538		 73
147
-
Freehold
Investment
Property

450,842
450,842
450,842

Computer
-
220
220
-

73		 Total
57,598
220
57,818
45,158
3,045
48,203
9,615
12,440
Total
450,842
450,842
450,842
2022
174,484
5,040
179,524

Page 19

A Place To Call Our Own Limited

Notes to the Accounts

12 Creditors:

amounts falling due within one year

Bank loans and overdrafts
Obligations under finance lease and hire
purchase contracts
Trade creditors
Other taxes and social security
Other creditors
Accruals
Deferred income
Creditors:
amounts falling due after more than one year
Bank loans and overdrafts
Obligations under finance lease and hire
purchase contracts
Movement in funds
Restricted funds:
Unrestricted funds:
General funds
Designated funds:
Total
Total funds


At 1 August
2022
620,412

-
-
620,412		 2023
23,080
1,264
23,694
13,436
2,754
3,506
56,804
124,538
2023
78,856
2,598
81,454
Incoming
resources
(including

other
gains/losses
)
-

988,096
988,096
988,096

Resources

expended
-

(981,406)
(981,406)
(981,406)		 2022
-
2,598
15,746
13,786
2,057
3,840
81,804
119,831
2022
-
3,862
3,862
At 31 July
2023
620,412
6,690
6,690
627,102

13 Creditors:

14 Movement in funds

Page 20

A Place To Call Our Own Limited Notes to the Accounts

15 Analysis of net assets between funds

Analysis of net assets between funds
Fixed assets
Investments
Net current assets
Creditors due in more than one year and
provisions		 Unrestricted
funds
9,615
450,842
248,099
(81,454)
627,102		 Total
9,615
450,842
248,099
(81,454)
627,102

16 Reconciliation of net debt

Cash and cash equivalents
Bank loans
Obligations under HP/Finance leases
Net debt		 At 1 August
2022
552,143
552,143
-
(6,460)
(6,460)		 Cash flows
(241,180)
(241,180)
(101,936)
2,598
(99,338)		 At 31 July
2023
310,963
310,963
(101,936)
(3,862)
(105,798)
545,683 (340,518) 205,165

17 Commitments

Operating lease commitments

Annual commitments under non-cancellable operating leases are as follows:

2023 2023 2022 2022
Land and Land and
Other Other
buildings buildings
Operating leases with expiry date:
Pension commitments
The pension cost charge to the charity 2023 2022
amounted to: 12,121 18,868

Page 21

A Place To Call Our Own Limited Detailed Statement of Financial Activities

for the year ended 31 July 2023

Income and endowments from:
Donations and legacies
Personal donations
Donations from companies
Charitable activities
Contracted Services
Grants
Other
Interest receivable on bank deposits
Total income and endowments
Expenditure on:
Charitable activities
Contracted Services
Total of expenditure on charitable
activities
Other expenditure
Bank loan and overdraft interest
payable
Other interest payable
Employee costs
Salaries/wages
Employer's NIC
Pension costs
Staff training
Temporary staff
Motor and travel costs
Travel and subsistence
Business mileage costs reimbursed
Premises costs
Rent
Rates
Light, heat and power		 Unrestricted
funds

2023
10
2,303
2,313
883,173
101,771
984,944
839

839
988,096
2,437
2,437		 Total funds

2023
10
2,303
2,313
883,173
101,771
984,944
839

839
988,096
2,437
2,437
2,437
4,375
589
4,964
642,934
52,339
12,121
20,724
-
728,118
6,139
-
6,139
81,909
41,755
-		 Total funds
2022
783
4,976
5,759
837,699
151,685
989,384
81
81
995,224
16
16
2,437
4,375
589
4,964
642,934
52,339
12,121
20,724
-
728,118
6,139
-
6,139
81,909
41,755
-		 16
427
589
1,016
420,180
52,598
18,868
17,345
32,875
541,866
6,877
13,541
20,418
76,718
-
9,848

Page 22

A Place To Call Our Own Limited Detailed Statement of Financial Activities

Premises cleaning
General administrative costs, including
depreciation and amortisation
Depreciation of land and buildings
Depreciation of Equipment
Depreciation of Motor
Depreciation of Computer
Bank charges
Equipment expensed
Equipment repairs and maintenance
General insurances
Information and publications
Stationery and printing
Subscriptions
Sundry expenses
Telephone, fax and broadband
Legal and professional costs
Accountancy and bookkeeping
Other legal and professional costs
Total of expenditure of other costs
Total expenditure
Net gains on investments
Net income
Net income before other gains/(losses)
Other Gains
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 3,955
127,619
135
299
2,538
73
2,111
19,585
34,649
7,650
5,854
4,534
6,504
2,023
8,606		 3,955
127,619
135
299
2,538
73
2,111
19,585
34,649
7,650
5,854
4,534
6,504
2,023
8,606
94,561
6,110
11,458
17,568
978,969
981,406
-
6,690
620,412

627,102
6,690
6,690
-		 2,272
88,838
135
297
3,384
-
4,035
11,807
16,845
5,505
1,250
2,341
4,708
1,575
5,940
94,561 57,822
6,110
11,458		 3,840
15,635
17,568 19,475
978,969 729,435
981,406
-		 729,451
-
6,690 265,773
6,690
-		 265,773
-
6,690 265,773
620,412

627,102		 354,641
620,414

Page 23