2021-03-31-accounts

				Page
Reference and administrative		details ofthe Company,	its Trustees and advisers
Trustees' report				2-24
Independent auditor's	report	on the financial statements		25-28
Statement offinancial	activities			29
Balance sheet				30-31
Statement ofcash flows				32
Notes to the financial	statements			33-49

REFERENCE AND ADMINISTRATIVE	REFERENCE AND ADMINISTRATIVE	REFERENCE AND ADMINISTRATIVE	REFERENCE AND ADMINISTRATIVE	REFERENCE AND ADMINISTRATIVE	DETAILS OF THE	DETAILS OF THE	DETAILS OF THE	COMPANY, ITSTRUSTEES AND ADVISERS
			FOR	THE YEAR ENDED 31 MARCH 2021
Trustees			P R Bruce, Chair
			R K Parke (Resigned				11 May 2021)
			V M Roddy (Resigned				11January	2021)
			RJ Swannell
			H Tucker (Resigned 30April 2021)
			REA Long
			B M Sturdy (Appointed				12 May 2020)
			L D Couves	(Appointed			23 February 2021)
			C L Robinson-Learoyd				(Appointed	23 February 2021)
			R Fyfe (Appointed			23	February 2021, resigned 26 July 2021)
Company	registered
number			05000185
Charity registered
number			01103063
Registered		office	14Granville	Street
			Aylesbury
			Bucks
			HP20 2JR
Company	secretary		A McCubbin
Chief executive officer			A McCubbin
Independent		auditor	Hillier Hopkins		LLP
			Chartered Accountants
			Radius House
			51 Clarendon		Road
			Watford
			Herts
			WD17 1HP
Bankers			Lloyds Bank
			1 Market Square
			Aylesbury
			Bucks
			HP20 1TD

he key ris	he key ris	ks to wh	ich the charity is exposed, along with the current situation, are outlined	ich the charity is exposed, along with the current situation, are outlined	ich the charity is exposed, along with the current situation, are outlined	below:
Princi	al Risk		Current situation
Ongoing Business			Building on the creative abilities the organisation demonstrated		during the
Interruption		due to	lockdowns we will continue to	work within our flexible Covid-19 risk
Covid-1	9		assessment framework for the	delivery of all services. This	framework
			allows the organisation to respond quickly according to		the local
			restrictions in place. Alongside	this we will continue to leam	from best
			practice in the delivery of digital	services whilst also acknowledging that,
			for some people, technology can	create barriers.
			We have strengthened our digital security by achieving Cyber		Essentials
			accreditation and will continue to	invest in IT infrastructure and	support to
			ensure we are truly fit for the future.
			During 2021 we will be reviewing	our ongoing accommodation	needs in
			line with our longer-term hybrid	working model. We will also have a
			continued focus on ensuring we	support the workplace wellbeing of our
			colleagues and volunteers.

tructure	, go	verna	nce and management (continued)
Capacity			In August 2021 Buckinghamshire Mind published its new 3-year strategy
constraints		to	which demonstrates the scale of our collective ambitions and the projected
deliver	the	new	growth in service delivery ahead. To ensure sufficient capacity to successfully
strategy			deliver this strategy we will:-
			Strengthen our strategic thinking and governance by recruiting
			additional trustees, ensuring a diverse skills mix.
			Ensure that all overhead costs (including management time) are fully
			incorporated so that all existing and new programmes are resourced
			appropriately and capacity challenges are managed effectively.
			Invest further in training and development opportunities to build the
			confidence and skills to succeed.
			Offer a workplace which enables flexibility, promotes wellbeing and
			makes people feel valued, enabling us to attract and retain colleagues
			and volunteers.
			Plan and recruit for growth and succession.
Sustainability		of	We are starting to see an impact on our community fundraising activities due
Funding	Sources		to a reduced ability to engage with face-to-face community fundraising events.
			To help mitigate this risk we will explore new digital fundraising opportunities
			and strengthen our offer to corporate partners.
			All stakeholder relationships with commissioners and funders continue to be
			positive. We thank all our funders for the flexibility they have shown us during
			this challenging time. There is new investment coming into the mental health
			system over the coming months, particularly in relation to the Community
			Mental Health Framework, the NHS Long Term Plan and the Integrated Care
			System. Buckinghamshire Mind remains well positioned to work with mental
			health system partners on these opportunities across both Buckinghamshire
			and East Berkshire.
			However, the continued pressure on statutory budgets means we must ensure
			that plans are in place in the event of funding being withdrawn. This is
			particularly the case for those services currently funded by grants from
			Buckinghamshire Council.

Objectives	Objectives	Objectives	Objectives	and acti	and acti	and acti	vitie	vitie	s	(	continu	continu	ed)	ed)
Communicate				effectively			via		our		website,		social		A dedicated Covid-1S information page was set
media		channels,			emails		and		telephone			calls so			up on our website to signpost to sources of
that	service			users		are	aware			of how		we		will	support. This was kept regularly updated with
support		them		during		this	period			and have			every		service information bulletins.
opportunity				to	continue			to	engage			with		us
according			to	their preference.											The overall percentage increase for social media
															of 19.4'/0 is almost double the percentage
															increase we saw the previous year (10/o). In
															addition, we have been successful in attracting
															diverse media coverage via local newspapers
															and on the radio.
															AII services deployed a wide range of
															communication channels (emails, phone calls,
															zoom calls both individually and in groups,
															posted care packages) to ensure those using our
															services continued to feel connected to
															Buckin hamshire Mind.
Capture		the key			learning		from		our		organisational				The key learning from the past year has been
response			to	reflect		upon		and			address			post	captured in the 3golden threads that run through
pandemic.															the newly revised 3-year strategy, "We are
															Buckinghamsh/re Mind, 2021-2024". These
															golden threads shape the ambitions for the
															organisation and describe the mindset with which
															we approach our activities. They are the areas in
															which we agree we must continue to do more.
															Our golden threads are:-
															Inclusive —we will reach out to enable access to
															people where we know the need for our services
															is greatest and where we can have the greatest
															impact. In addition, we will improve inclusion and
															diversity within our own staff and volunteering
															opportunities.
															Informed —we will ensure we have the right
															information to ask the right questions and make
															good decisions.
															Agile —we will embrace the mantra of "Listen,
															Leam, Adapt", keeping people at the centre ofall
															we do.

Objecti	Objecti	ves	ves	and activ	and activ	and activ	ities (continued)	ities (continued)	ities (continued)	ities (continued)	ities (continued)	ities (continued)	ities (continued)
Manage		the		relationships			with key stakeholders							In April 2020 Buckinghamshire Mind was pleased
and	strategic partners							to	identify				new	to be asked to convene and co-Chair the Covid-19
partnership				initiatives		to benefit service users.								VCSE Mental Health Response Group. This
														regular monthly meeting of charities supporting
														mental health in our communities provided an
														opportunity to:-
														o Share key updates, challenges, best practice
														and resources
														o Discuss the VCSE response across mental
														health and provide a valuable interface with
														system colleagues working in primary and
														secondary care and public health.
														o Provide peer support, particularly in relation to
														workforce/volunteer wellbeing
														o Provide a forum to co-create solutions and
														plan a response together to be respond to
														increased demand for mental health support.
														o Maximise the reach of key messages through
														our communication channels.
														o Share updates on funding opportunities to
														ensure that our services remain adequately
														resourced and sustainable in the face of
														increased demand.
														As an example, Safe Haven+ is a new partnership
														with Oasis, Connection Support and Citizen
														Advice Bucks to further enhance our existing
														alternative to crisis model. With service user
														consent, the partnership enables Safe Haven to
														refer service users directly to a dedicated mental
														health support worker, employed within each
														partner organisation to provide timely access to
														targeted support with issues potentially
														contributin to mental health crisis.
Supporting				staff and		volunteers
Ensure		that		staff	and		volunteers				are	well-		Throughout the pandemic staff and volunteers
supported			and consulted				on	the	revised			plans		were regularly consulted to support their
for service			delivery.											workplace wellbeing and ensure that any concerns
														around our interpretation ofthe changing Covid-10
														restrictions and their impact on our service delivery
														were able to be raised.
Maintaining				financial		sustainablllty
Stabilise		the		organisation			to	ensure			short		and	Through prudent financial management and
longer-term				financial		viability		and		identify			and	access to emergency Covid-19 funding the charity
mitigate		any		new risks		to	the	business.						returned an in-year surplus. This strengthened
														further our reserves position and helps to underpin
														our growth and sustainability. The Finance and
														Risk committee met more frequently this year to
														ensure a robust a roach to miti atin risk.
Pursue		new		sources		of emergency					funding		to	All services have continued to operate throughout
ensure	all our services					continue operating.								the period. Opportunities for emergency funding
														from a variety of predominantly local emergency
														funding sources have been pursued, including a
														significant infection control grant from
														Buckinghamshire Council.

Explore	the	potential	for	new	forms	of digital	of digital	In 2020/21 the Fundraising and
fun draising.								Communications Team launched a range of
								virtual fundraising offers in response to the
								restrictions placed on fundraising activity due to
								the pandemic. These included: The Great Art
								and Craft Fundraiser, BeActive for Bucks Mind,
								Game for Bucks Mind and Virtual Craftemoons.
								We also joined national virtual fundraising
								events, including the 2.6 challenge and virtual
								Action Challenge events. A particular success
								was the growth ofFacebook Birthday
								Fundraisers. In addition, the website was
								updated to include a range of virtual fundraising
								ideas for our supporters to choose from.
								Towards the end of2020/21 we began to
								explore new areas ofdigital fundraising,
								including Giving Checkout, QR codes, Text
								Donate, GoFundMe, e-Christmas cards and the
								PayPal Giving Fund.
Pursue	opportunities		to collaborate,			work	with	In addition to Safe Haven+ mentioned above we
and support		other voluntary		sector organisations				are pleased to be part ofthe Listen, Leam, Adapt
working	across the mental			health	system.			partnership.
								This is a partnership with four other
								Buckinghamshire based charities (Wycombe
								Wanderers Sports & Education Trust, The Oasis
								Partnership, Age UK Buckinghamshire, Citizens
								Advice Bucks). Our organisations recognised
								that our engagement levels with people from
								minority ethnicity backgrounds don't correlate
								with the make-up of our local community and we
								wanted to take action to remed this.

addition	, we have	been succes	sful in attract	ing diverse medi	a coverag
The data	relatin to our	social media	reach is outlined	in the table below:-
		FY2019/20	FY2020/21	Increase	%Change
Twitter	impressions	221,544	263,300	41,756	19
Facebook reach)		41,455	50,667	9,412	22.7%
Social	Media Total	262,999	314,167	51,166	194'I

2.Counselling	2.Counselling	2.Counselling	2.Counselling	Service (continued)	Service (continued)
Strategic		Objectives for the forthcoming year
ln August		2021		we	launched our new strategy, "We are Buckinghamshire	Mind, 2021-2024". We				have written
five statements				that describe our ambition in each of the following key areas			—people,		impact,	engagement,
sustainability			and resources.
As we face			issues		and opportunities during the 3 years ahead we will	repeatedly		ask ourselves			how	our
decisions		fulfil at least one of these ambitions and how they align with our golden threads							of agile,	inclusive		and
informed.		These		ambitions provide the framework against which we will measure			our impact.
1. People:- "We will ensure we are a great place forpeople to work, volunteer and experience services"
Culture					Champion our culture of kindness, respect, empathy and understanding	and
					will maintain the sense ofa single team that was created in 2020.We will
					provide opportunities for everyone to strengthen relationships and share
					great ideas.
Workplace					Offe a workplace which enables flexibility, promotes wsllbsing and makes
					people feel valued, enabling us to attract and retain staff and volunteers.
Training					Provide everyone with the training and development opportunities they	need
					to build their confidence and skills to succeed in their role.
Capacity					Plan and recruit for growth and succession.
Diversity					Improve the breadth and depth of our understanding ofour local community
					and aim to represent its diversity amongst our staff and volunteers, including
					at Board level.
Engagement					Expand the ways in which our service users can gst involved and influence
					the shape of our services.
2. Impact:-		"We will target our services where we can have greatestimpact"
Prevention					Build awareness ofwellbeing at a time when so many have experienced
					challenges with their mental health.
Need					Seek external data on local need as well as the experience ofthose using
					our services to develop a fuller understanding of how to prioritise expanded
					service delivery.
Access					Reach out and find new ways to make our services more accessible to
					those identified as having a need but who are currently under-represented	in
					our services.
Choice					Embrace both digital and physical, rscognising the value ofchoice and
					broadening ths range ofways in which people can engage.
Feedback					Use the experience ofthose using our services as a measure ofquality	and
					to inform how we develop our services.
Physical	health				Work with other organisations, providing opportunities to be active,
					developing ths connection between mental and physical health, especially
					for those with existing mental health problems.
The difference			we		Develop more sophisticated ways to understand our reach and demonstrate
make					both the short and (ong-tsrm impact of our work.

3. Engagement:-	3. Engagement:-	3. Engagement:-	"We will build engagement, increase ourinfluence and champion our	"We will build engagement, increase ourinfluence and champion our
vision	for mental health"
Profile			Continue to increase our profile through high level engagement with the
			Integrated Care System, Oxford Health NHS Foundation Trust,
			Buckinghamshire Council, Berkshire Healthcare Trust, the local Mind
			network and national Mind.
Influence			Use our knowledge from delivering services and working collaboratively	to
			influence high level decision makers and the shape offuture commissioned
			services.
Inclusion			Adapt our services to be more accessible, with a specific focus on people
			experiencing racial inequality; facing financial hardship and financial
			insecurity; at risk of, or enduring homelessness and to LGBTQI+ identities.
Awareness			Increase understanding ofthe experience ofpeople with mental health
			problems and keep mental health firmly on the agenda ofthose around	us.
Information			Improve access to information about sources of mental health support.
Community	and		Ensure all our supporters feel valued and recognise the vital role they are
corporate			playing in our future.
fundraisin
4. Sustainability:- "We will improve sustainabiiity ata time ofunprecedented need, building coliaborations and partnerships with other service providers. "
Responding	to		Expand capacity in specific areas, mindful ofthe impact ofthe pandemic	on
demand			people with existing mental health problems and children and young people.
Impact led			Create a funding strategy focused on impact —developing a rich picture	of
			data and anecdotes to access new sources offunding.
Income generation			Develop services that enable self-funded expansion in both our counselling
			and training services.
Partnerships			Seek additional partners to enhance our existing services and develop new
			services, helping to bring organisations together to address the growing
			need. This focus allows us to target some ofthe non-health factors which
			impact mental health - financial insecurity, threatened homelessness and
			substance abuse.
Tackling the			Reduce our environmental impact by minimising our operational carbon
climate emergency			usage.

5.	Resources:- "We will invest in and maximise our resources to develop an organisation fit for the future. "	Resources:- "We will invest in and maximise our resources to develop an organisation fit for the future. "	Resources:- "We will invest in and maximise our resources to develop an organisation fit for the future. "
Technology		Continue to invest in technology that improves our efficiency, sustainability,
		reach and ability to communicate. We will embrace digital	and provide the
		right tools for the job.
Data		Implement a Customer Relationship Management system	that improves
		management information and enables us to put evidence	at the heart ofour
		decision-making processes.
Premises		Review our requirements and ensure our accommodation	is fit for our needs
		and our new ways ofworking and delivering services.
Funding		Diversify our sources of income to enable our ambition and build visibility
		and resilience.
Skills		Ensure we have the capabilities to respond to specific challenges-
		geographical expansion; increased reach; commissioning	within the
		Integrated Care System and within the voluntary and community sector.
Assets		Ensure our investments are working hard for us.

				Restricted	Unrestricted	Total	Total
				funds	funds	funds	funds
			Note	2021 f	2021 f	2021f	2020
Income from:
Donations and legacies					31,570	31,570	44,706
Charitable activities				213,664	1,129,583	1,343,247	1,111,670
Other trading activities					90,404	90,404	145,442
Investments					10,214	10,214	13,222
Other income					27,609	27,609
Total income				213,664	1,289,380	1,503,044	1,315,040
Expenditure on:
Raising funds:
Costs of raising voluntary		income			1,182	1,182	3,396
Other trading activities					34,095	34,095	34,058
Charitable activities				213,664	1,157,684	1,371,348	1,221,788
Total expenditure				213,664	1,192,961	1,406,625	1,259,242
Net income before net gains/(losses)
on investments					96,419	96,419	55,798
Net gains/(losses)	on investments				43,367	43,367	(53,795)
					139,786	139,786	2,003
Net movement in	funds
Reconciliation of	funds:
Total funds brought	forward				513,016	513,016	51/,013
Net movement in funds					139,786	139,786	2,003
					652,802	652,802	513,016
Total funds carried forward

						2021		2020
				Note		F
Fixed assets
Tangible assets				12		220,800		224,000
Investments				13		230,569		187,202
						451,369		411,202
Current assets
Debtors				14	38,614		47,415
Cash at bank and	in hand				395,352		279,474
					433,966		326,889
Creditors: amounts	falling		due within one
year				15	(232,533)		(225,075)
Net current assets						201,433		101,814
Total assets less	current		liabilities			652,802		513,016
Net assets excluding		pension asset				652,802		513,016
Tota I net assets						652,802		513,016
Charity funds
Restricted funds				16
Unrestricted funds
General funds				16	432,002		289,016
Revaluation reserve					220,800		224,000
Total unrestricted	funds			16		652,802		513,016
Total funds						652,802		513,016

	STATEMENT OF CASH FLOWS	STATEMENT OF CASH FLOWS
	FOR THE YEAR ENDED 31 MARCH 2021
			2021	2020
			F
Cash flows from operating	activities
Net cash used in operating	activities		105,664	115,972
Cash flows from investing	activities
Dividends, interests and rents from investments			10,214	13,222
Net cash provided by investing activities			10,214	13,222
Cash flows from financing	activities
Net cash provided by financing activities
Change in cash and cash	equivalents in	the year	115,878	129,194
Cash and cash equivalents	at the beginning	ofthe year	279,474	150,280
Cash and cash equivalents	at the end of	the year	395,352	279,474
The notes on pages 33to49 form part ofthese financial statements

	Unrestricted	Total	Total
	funds	funds	funds
	2021	2021	2020
	F
Donations	31,570	31,570	39,706
Legacies			5,000
Total 2021	31,570	31,570	44,706

		Restricted	Unrestricted	Total	Total
		funds	funds	funds	funds
		2021	2021	2021	2020
Counselling		9,924	46,282	56,206	67,616
Community	Services	183,554	1,083,301	1,266,855	1,023,868
Prevention	Services	20,186		20,186	20,186
Total 2021		213,664	1,129,583	1,343,247	1,111,670
Total 2020		26,045	1,085,625	1,111,670

			Unrestricted	Total	Total
			funds	funds	funds
			2021	2021	2020
				E
Sponsorship	and fundraising		90,308	90,308	107,115
Rental property		income	96	96	38,327
Total 2021			90,404	90,404	145,442
Investment	income
			Unrestricted	Total	Total
			funds	funds	funds
			2021f	2021	2020
Income from	listed investments		10,100	10,100	13,076
Bank interest			114	114	146
Total 2021			10,214	10,214	13,222

Unrestricted	Total	Total
funds	funds	funds
2021	2021	2020
27,609	27,609

				Unrestricted	Total	Total
				funds	funds	funds
				2021	2021f	2020f
Costs	of raising	voluntary	income	1,182	1,182	3,396
Other	trading	activities
				Unrestricted	Total	Total
				funds	funds	funds
				2021	2021	2020
				F	F
Rental	property	costs		34,095	34,095	34,058

		Activities
		undertaken	Support	Total	Total
		directly	costs	funds	funds
		2021	2021	2021 E	2020f
Counselling		125,843	40,494	166,337	156,275
Community	Services	998,250	76,090	1,074,340	939,310
Prevention	Services	82,078	48,593	130,671	126,203
		1,206,171	165,177	1,371,348	1,221,788
Total 2020		1,073,001	148,787	1,221,788

		Community	Prevention	Total	Total
	Counselling	Services	Services	funds	funds
	2021 f	2021 f	2021	2021	2020f
Staff costs	119,205	952,796	82,014	1,154,015	958,216
Direct costs	6,638	45,454	64	52,156	114,785
Total 2021	125,843	998,250	82,078	1,206,171	1,073,001
Total 2020	119,878	870,596	82,527	1,073,001

		Community	Prevention	Total	Total
	Counselling	Services	Services	funds	funds
	2021	2021	2021	2021	2020
		F		E
Depreciation		3,200		3,200	3,200
Support costs	40,494	72,890	48,593	161,977	145,587
	40,494	76,090	48,593	165,177	148,787
Total 2020	36,397	68,714	43,676	148,787

Staff costs
				2021	2020
Wages and	salaries			1,054,084	878,563
Social security costs				72,086	57,546
Contribution	to defined	contribution	pension schemes	27,845	22,107
				1,154,015	958,216

	2021	2020
	No.	No.
Employees	65	63

	Freehold	Office	Other fixed
	property f	equipment f	assets	Total
Cost or valuation
At 1 April 2020	240,000	76,044	15,421	331,465
At 31 March 2021	240,000	76,044	15,421	331,465
Depreciation
At 1 April 2020	16,000	76,044	15,421	107,465
Charge for the year	3,200			3,200
At 31 March 2021	19,200	76,044	15,421	110,665
Net book value
At 31 March 2021	220,800			220,800
At 31March 2020	224,000			224,000

	Listed
	investmentsf
Cost or valuation
At 1 April 2020	187,202
Revaluations	43,367
At 31 March 2021	230,569
Net book value
At 31 March 2021	230,569
At 31March 2020	187,202

		2021f	2020
Due within one year
Trade debtors		21,797	17,328
Prepayments	and accrued income	16,817	30,087
		38,614	47,415

Creditors: Amounts	falling due within one year
		2021f	2020
Trade creditors		17,329	14,351
'Other taxation and social security		27,187	26,659
Other creditors		14,401	5,894
Accruals and deferred	income	173,616	178,171
		232,533	225,075

			FOR	THE YEAR ENDED 31 IIA	RCH 2021
					2021	2020
Deferred	income
Deferred	income at 1 April		2020		155,076	119,468
Resources deferred		during	the year		153,571	155,076
Amounts	released	from previous		periods	(155,076)	(119,468)
Deferred	income at 31 March 2021				153,571	155,076

						Balance at
	Balance at 1			Transfers	Gains/	31 March
	April 2020	Income	Expenditure	in/out	(Losses)	2021
Unrestricted
funds
General Funds-
all funds	289,016	1,289,380	(1,192,961)	3,200	43,367	432,002
Revaluation
reserve	224,000			(3,200)		220,800
	513,016	1,289,380	(1,192,961)		43,367	652,802
Restricted
funds
Counselling		9,924	(9,924)
Local Mind
Grant Fund		6,000	(6,000)
Befriending
Services		88,858	(88,858)
Employment
Support		41,018	(41,018)
Older Adults
Service		67,864	(67,864)
		213,664	(213,664)
Total offunds	513,016	1,503,044	(1,406,625)		43,367	652,802

Statement offun	ds - prior year
						Balance at
	Balance at			Transfers	Gains/	31March
	1April 2019	Income	Expenditure	in/out	(Losses)	2020
					E
Unrestricted
funds
General Funds-
all funds	283,813	1,288,995	(1,233,197)	3,200	(53,795)	289,016
Revaluation
reserve	227,200			(3,200)		224,000
	511,013	1,288,995	(1,233,197)		(53,795)	513,016
Restricted
funds
Lloyds Bank
Foundation		2,069	(2,069)
Counselling		12,406	(12,406)
Next Steps
Employment
Fund		1,982	(1,982)
Local Mind
Grant Fund		9,588	(9,588)
		26,045	(26,045)
Total offunds	511,013	26,045	(1,259,242)		(53,795)	513,016

Summary	offun	ds - current yea	r
							Balance at
		Balance at 1			Transfers	Gains/	31 March
		April 2020	Income	Expenditure	in/out	(Losses)f	2021
General funds		513,016	1,289,380	(1,192,961)		43,367	652,802
Restricted	funds		213,664	(213,664)
		513,016	1,503,044	(1,406,625)		43,367	652,802

Summary	offund	s - prior year
							Balance at
		Balance at			Transfers	Gaina'	31March
		1 April 2019	Income	Expenditure	in/out	(Losses)	2020
General funds		511,013	1,288,995	(1,233,197)		(53,795)	513,016
Restricted	funds		26,045	(26,045)
		511,013	1,315,040	(1,259,242)		(53,795)	513,016

Analysis of net assets between funds - current ye	ar
	Unrestricted	Total
	funds	funds
	2021	2021f
Tangible fixed assets	220,800	220,800
Fixed asset investments	230,569	230,569
Current assets	433,966	433,966
Creditors due within one year	(232,533)	(232,533)
Total	652,802	652,802

Analysis	of net assets between funds - prior year
		Unrestricted	Total
		funds	funds
		2020	2020
Tangible	fixed assets	224,000	224,000
Fixed asset investments		187,202	187,202
Current	assets	326,889	326,889
Creditors	due within one year	(225,075)	(225,075)
Total		513,016	513,016

19.	Reconciliation ofnet movement	in funds	to net cash flow from operating	activities
				2021	2020
				F
	Net income for the year (as per Statement		of Financial Activities)	139,786	2,003
	Adjustments for:
	Depreciation charges			3,200	3,200
	Gains/(losses) on investments			(43,367)	53,795
	Dividends, interests and rents from	investments		(10,214)	(13,222)
	Decrease in debtors			8,801	17,471
	Increase in creditors			7,458	52,725
	Net cash provided by operating	activities		105,664	115,972
20.	Analysis ofcash and cash equivalents
				2021	2020
					E
	Cash in hand			395,352	279,474
	Total cash and cash equivalents			395,352	279,474

						At 1 April		At 31 March
						2020	Cash flows	2021f
Cash	at	bank	and	in	hand	279,474	115,878	395,352
						279,474	115,878	395,352

			2021f	2020f
Not later than		1 year	29,339	38,365
Later than	1 year and not later than 5years		13,656	42,994
			42,995	81,359