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|---|---|---|---|---|
|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||||||
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|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.|
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|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.|
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|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|
##
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|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.||||||||
##
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|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.||
##
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|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.||
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|||||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|