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2021-03-31-accounts

Company No. 05436062 Charity No. 1109639

Likewise Community

Report & Accounts For the Year Ended 31 March 2021

8 Fairhazel Gardens London NW6 3SG

Likewise Community

Report of the Board of Trustees

For the Year Ended 31 March 2021

The trustees present their report and the financial statements of the charitable company for the year ended 31 March 2021.

The trustees have complied with the duty to have due regard to guidance issued by the Charity Commission.

LEGAL AND ADMINISTRATIVE INFORMATION

Charity name Likewise Community (formerly Holy Cross Centre Trust) Charity registration number 1109639 Company registration number 05436062 Registered office 8 Fairhazel Gardens, London NW6 3SG Office address 8 Fairhazel Gardens, London NW6 3SG Telephone/email 020 7278 4437/ Hugo.Reggiani@likewise.org.uk

Trustees (Directors)

Hilary Wendt Chair Emily Graham (Appointed 2 April 2020) Lisa Clarke (Appointed 2 April 2020) Katherine Beeching (Appointed 2 April 2020)

Co - Officers

Matt Shepheard Hugo Reggiani

Independent Examiner

Harry Nicolaou FCA Of Harry Nicolaou & Co Chartered Accountants 21 Brendon Way, Enfield EN1 2LF

Bankers: HSBC plc, 31 Euston Road, London NW1 2ST Solicitors: Bates, Wells and Braithwaite Cheapside House 138 Cheapside London EC2V 6BB

1

Likewise Community

Report of the Board of Trustees

For the Year Ended 31 March 2021

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The organisation is a charitable company limited by guarantee, incorporated on 26 April 2005 and registered as a charity on 24 May 2005. The company was established under a Memorandum of Association which defined its objects and powers. It is governed under its Articles of Association. In the event of the company being wound up members are required to contribute an amount not exceeding £1 per member.

Recruitment, selection, induction and training of trustees

The charity trustees (under charity law) are also the directors of the company for the purposes of company law.

The Charity has detailed policies for the recruitment, selection, induction and training of our Trustees.

Contained within the Trustee Handbook are the Likewise Community Codes of Conduct and all policies relating to Trusteeship of the Trust.

Guidance is provided on:

The trustees who served in the year were as follows:

Hilary Wendt Emily Graham Lisa Clarke Katherine Beeching

Risk management

The major risks to which the charity is exposed, as identified by the trustees, have been reviewed, and systems or procedures have been established to manage those risks. We continue to invest in our people and are confident in the team we have established.

Organisational structure

The charity is administered by a board of a minimum of three trustees who meet on alternate months. The Trustees are responsible for the strategic policy and direction of the charity. A chief officer or Co - officers are appointed by the trustees to manage the day to day operations of the charity and is assisted by the staff of the charity.

Likewise Community continues to hold volunteering at the centre of its operations. The value of services provided by the 114 volunteers of the charity is not included in these accounts.

OBJECTIVES

The objects of the charity are:

The charity has focused its energies and resources on objective (a) since its inception, working with a range of socially excluded people for whom there is no or insufficient provision in the area.

2

Likewise Community

Report of the Board of Trustees

For the Year Ended 31 March 2021

REPORTING ON THE PUBLIC BENEFIT - ORGANISATIONA CHANGES, ACTIVITIES, ACHIEVEMENTS and FUTURE DEVELOPMENTS

This year has seen several turns for Likewise as an organisation. Like everyone else during the pandemic, we have creatively adapted the way we work both practically and conceptually. The world has demonstrated how fundamentally intertwined each one of us is and, beyond the pandemic, has brought key issues of social inequalities and social justice as well as the climate and ecological crises to the fore. We have been as affected as everyone else by the world around us this year, and our thinking has shifted considerably.

We will examine the impact of Covid on our work over the last year, before moving to a deeper consideration of what this means for our future.

We are including some ethnicity data in this report. We are aware it is somewhat tagged on and not properly addressed. This is because we see it as a first step in a much, much bigger conversation we have started - see ‘Diversity and Equality’ for more detail.

Floating Support

During lockdown periods, we moved as much work as we could to online, phone, or outdoor visits. Many of our clients understood this change, but a significant number paused or reduced their work with us as a result, feeling that there is less to do given the limitations.

We continued to visit those clients who needed face-to-face support (clients in crisis) using infection control guidelines. We continued to drop-off food and/or medication to anyone who needed it.

As regulations changed, we continually adapted our work to make sure we delivered as much face-to-face work as possible. Some clients preferred phone calls, so we made sure each person is in control of how their support is delivered within the government regulations.

These changes have been particularly impactful for those clients who were working with us for 6 hours or more a week - in many cases this was heavily cut, resulting in the loss of hundreds of hours of support work over the course of the year.

In March 2020 we were actively working with 68 Floating Support clients - as of March 2021, this was at 51, with a core reason being halting support due to the pandemic. We expect an increase as things continue to open up locally and nationally. Nonetheless, we were able to deliver 5660 hours of Floating Support over the course of the year.

Following on from last year we’ve continued to adapt the pod model to work with a mix of individual and contracted work, as this blended approach is more financially viable. We are also planning on several adjustments to increase sustainability, including additional support structures for key frontline roles (to reduce staff burn-out and enable stronger planning) and a small increase in charge per hour.

Feedback has continued to point to us delivering a strong Floating Support service. Satisfaction remains high, at 97%, and 74% of people feel they are achieving what they want in the service. 93% of people feel they have a good relationship with their key worker, and 80% feel that they are in control of the service. As such, whilst satisfaction is up from 93% last year, our benchmark scores are slightly down. This is hard to make sense of given the global situation, but qualitative feedback pointed to the frustrations around the disruption of the pandemic and the lack of face-to-face visits being particularly problematic, alongside a real relief that we were there at all. We will be monitoring and continually reflecting on what is going on for our clients to make sure we maintain high standards.

Approximately 34% of people we worked with were from BAME backgrounds, slightly below borough-wide statistics (and slightly lower than our other services). However, as demographic data for this service is not as clear as for other services, we will take another look later in the year.

3

Likewise Community

Report of the Board of Trustees

For the Year Ended 31 March 2021

Contracted Services

6-8 Session Prevention Service

Across the borough, commissioned preventative services saw a big reduction in numbers and we were no exception, working with just 61 people - less than half of our usual number of people in this service. This represented a particular shift in referral patterns - whereas last year clinical services made up 45% of our referrals, this year it was just 26%. This is in part because of the Resilience Network service (detailed below) but other pandemic factors played a role across Camden. Conversations with Commissioners around this have been very productive and understanding, and we are working to understand and adapt to these trends - we are already seeing a slow increase in referrals as the year comes to an end. 39% of people we worked with came from BAME backgrounds.

Impact data is promising - an average of +5 on WEMWBS scores and 100% satisfaction point to the service being particularly vital during this period. Much of the work this year focused on emergency provision (food and medication supplies) as well as much needed contact for people who were otherwise isolated.

The year coming may well be the last year of this service, and conversations have begun around what might happen next. We have been working closely with Commissioners and other local service providers (Mind in Camden, VoiceAbility, and The Advocacy Project) to think about a new alliance of partners than can deliver richer, more joined-up support to the people making use of these services. Camden Council is keen to commission something that makes the most out of these local partnerships, and we are keen to shape that process in a way that makes the most sense to the people we support. The relationships and conversations being had are again very promising so far.

Healthy Minds Academy Volunteer Programme

Like the rest of our services, volunteers were heavily impacted by the pandemic. This included a particular dip early in the year, from April through to August, as some volunteers felt unable to continue placements that involved face-to-face visits due to their living situations or personal health. Where we could, we moved things to distanced and online working, but this was not always possible. As such, overall volunteer numbers have gone down to 114 this year from 188 last year.

However, during lockdown we were able to recruit Creative Therapy students who worked with 22 people over ten weeks, providing over 300 hours of support and a much-needed outlet for many people stuck at home. We have continued recruiting these students, and have now supported 80 people with Art, Dance and Drama therapy, including people referred from outside of Likewise. The feedback has been excellent, and given the difficulty of accessing therapeutic offers in Camden for many of the people in our community, we will continue this throughout next year as a key offer to our community.

We have continued building partnerships with universities, working with 13 different institutions over the course of the year and reaching more spaces than before. This is looking particularly promising for the year ahead, with more opportunities to reach potential volunteers across campuses from Bournemouth to Birmingham.

43% of our volunteers came from BAME backgrounds, and between them spoke 15 languages. We were able to make use of this capacity to support several people who needed to communicate in other languages, including Farsi, Arabic, and French.

Community Programme

The community strand of our work was significantly impacted by Covid-19 between April 2020 - April 2021. In this period, the Likewise Hub building was closed for community events and activities, so the options available for people to tend to their wellbeing with Likewise outside of the one-to-one work changed a lot.

4

Likewise Community

Report of the Board of Trustees

For the Year Ended 31 March 2021

Whilst activities and events were paused, we maintained contact with over 30 clients through befriending calls, specifically created for those individuals we would normally see at the Likewise Hub, but who are not under our one-to-one services. These were delivered by a range of Likewise staff, placement students, and volunteers. The aforementioned Creative Therapies sessions were also an important point of connection. This year we also built momentum with work on the Community Impact Fund (CIF) - a project set up by Camden Council and a steering committee of VCS organisations. The overarching aim was to create community-based opportunities for people to improve their mental health and wellbeing in a way that was meaningful for them. Likewise and Mind in Camden were partnered with four community centres each and co-designed consultation with them to begin to understand what this could look like, and used this as a foundation to design individual projects.

This project was expected to have seen Likewise take part in sixteen separate projects with four community centres in Camden in this time period. In response to the pandemic, the majority of this work was paused. However, work with Holborn Community Association adapted quickly to offer online sessions. From April 2020 - 21, we delivered three initiatives in partnership with HCA; ‘Digital Storytelling’, ‘Virtual Gallery’ and ‘Art for Wellbeing’ projects worked with participants to explore wellbeing through creative exercises, which were tailored to working online. We also worked with King’s Cross New Brunswick Neighborhood Association from Jan - Apr 2021 to support them to plan and deliver an online ‘Healthy Body, Healthy Mind’ project for Somali Women. Likewise workers have been participating in sessions alongside facilitators, offering space for attendees to discuss their mental health experiences and signposting to other services as and when relevant.

A change in staff also occurred over this period as our Community Lead moved onto work with Barnet Council in July 2020. We decided that, whilst ‘business as usual’ wasn’t an option for the community work, there was an opportunity to take stock of our work and begin to consider what it could look like when reopening was an option. From Oct - Dec 2020, we moved one of our long-serving Pod Leaders into the Community Lead role, and she spent some time considering Likewise’s community history, current context and biggest hopes for the future. The output of this was a written document shared with Directors, Trustees, and staff, and it’s served to inform plans for re-opening.

- Support and Connect working systemically

On top of adapting our ongoing work, a more fundamental change has been in the work we have done with the Local Authority and the NHS Trust, who we worked with to create the Resilience Network Support and Connect Service, ensuring those in the most need got the support they needed, from food and medication to emotional, practical and crisis support.

The result has been hugely encouraging - we have worked closely, openly and productively with statutory and VCSE partners to provide vital support to hundreds more people during the crisis, and seem to have built a systemic response that has shared purpose, genuine collaboration, transparency and high functionality. Furthermore, we are now collaboratively leading efforts to use this as a basis for a much wider systemic change as part of the transformation of NHS community mental health services. We have moved from reluctant participant and critic of the system to fundamental shaper of it, reaching hundreds of people and winning awards for our efforts.

We were also asked to lead on the evaluation of the project, bringing a learning lens that included systemic and cultural analysis. This has been very well received and demonstrated significant outcomes for the people using the service as well as highlighted the key areas of systemic success, risk, and challenge. In particular, it drew out the potency of our cultural practices as we were able to draw out difficult and vital conversations, name the elephants we could see, and build genuinely mutual and open relationships with NHS and Camden Council staff.

5

Likewise Community

Report of the Board of Trustees

For the Year Ended 31 March 2021

Over the course of the year the service received 262 total referrals, of whom 206 received support from Likewise. The outcomes have been impressive - an average +2.6 increase in the Short Warwick-Edinburgh Mental Wellbeing Scale, a 93% reduction in hospitalisation compared to the 6 months prior to receiving the service, a 37% reduction in number of contacts with Secondary Care teams, as well as 91% satisfaction, and 77% of people finding the service either very or extremely useful. 39% of people were from BAME backgrounds.

As a result of this work, we were awarded Camden and Islington Trust Partner of the Year, and the project was a finalist in the HSJ Partnerships Awards.

Diversity and Equality

Global conversations around inequalities, race, and discrimination have affected all of us, and encouraged some rich, difficult and important conversations at Likewise. We recognise that our organisational make-up is less diverse than the community we serve, and that we need to develop our learning, thinking and action in responding to these issues. Our initial steps have included a Diversity Working Group, managed by Pod Leaders; a continual check-in during recruitment processes to ensure real thought is given to possible bias; and engaging with external organisations (eg. Cultural Advocacy Project) to learn about local community group concerns, issues, and nuances. Over the next year we will continually reflect on how our ways of working might exclude and include different people at the level of support, recruitment, and strategy.

- Strategic Change Systemic Awareness and Interdependence

A key theme that runs through all of this is an increasing awareness of interdependence . In our client work, we have become more aware of our role in people’s networks of relationships and support. Looking through this lens can help us better support people to maintain and build these networks, and better recognises the broader context in which people live their lives.

This also applies to our organisational strategy. Previously we had been operating independently, but this meant we were often picking up the pieces of the failings of the local mental health system. We have been referred more complex clients who have struggled in other services, whilst having shorter hours with clients due to changes in Personal Budgets. This has made it harder to reach planned capacity and financial independence.

However, working with our local partners as part of the Resilience Network project has given us a much stronger influence over the mental health and community support systems that impact the broader lives of people we work with in Camden. We have moved from being co-operative outsiders to collaborative insiders, gaining more voice and winning an award for our collaboration, which has been based on our values and ways of working.

This is particularly important given the national picture. Integrated Care Partnerships are coming to dominate the mental health and social care landscape, alongside strategies such as the Community Mental Health Framework, which set out a vision for local charities like Likewise to work much closer with GP Practices, NHS Trusts, and Secondary Care services to deliver more joined-up and integrated work. The vision makes inherent sense, and prioritises many of the things that Likewise does: localised sense-making that takes into account the social and practical elements of a person’s wellbeing, person-centred work, looking beyond clinical diagnoses and responses, and the importance of relationships and human experiences in services. There is also a significant financial factor to be aware of here: as the shape of the landscape shifts to such integrated working, there will likely be less money available to pay for distinct services in the way we have received income for the 6-8 Session and Healthy Minds Academy contracts.

6

Likewise Community

Report of the Board of Trustees

For the Year Ended 31 March 2021

All of these changes impact our Pods as they now need to become more. diversified, combining contracted and individual billable hours. It is vital that any contracts we deliver align with our values and ways of working - the way to do this is to play that key role in building relationships with key local partners to influence the local landscape. This not only supports our sustainability, but also means influence over the detrimental aspects of local mental health care as we have long been supporting people to manage the distress it has caused. We are hopeful more influence means we can get closer to that particular root cause, rather than dealing only with the symptoms.

This directional shift is not without risk. Firstly, there is a challenge in being more dependent on contracted work, something we had previously tried to move away from. We are confident that this is different from what has come before due to newly developed open and collegiate relationships with Commissioners - these allow for more honest and productive consideration of real costs, demands, and systemic obstacles in providing a Likewise service.

Secondly, being more embedded in a system risks organisational integrity. Ways of thinking, measuring, communicating, and caring can become diluted or influenced by contact and enmeshment with the broader system. Given the effort and care we have put into developing an internal culture that foregrounds a fundamentally human experience, this will require continual vigilance to make sure we stay bound to our values and avoid the pressures of mainstream care that can make humanity harder. The flip side of this is that the transference is mutual, and in exchange we are in a much better position to further embed our values into the broader system.

These considerations demonstrate the tensions between independence and dependence in a local social care system. Whilst more independence would keep us safe from the risks involved, it would also mean the system carries on without our voice and our values, and we would be in denial about organisational and human realities - we exist in a landscape in which we can't help but be connected. Connection brings opportunity and vulnerability and accepting this keeps us more alive to both of those.

The path ahead might be more complex, but the alternative is both financially risky (being left on the outside of funding decisions) and means we miss the opportunity to improve a system that has profound impact on the people we work with. As we have come to recognise our clients' interdependence, we have put ourselves in a position to make the most of our own.

The Covid pandemic was an extraordinary year with an uncertain outlook at the start. Likewise was able to secure additional funding to reduce the uncertainty, maintain our frontline capacity and ensure continuity of essential one-to-one services throughout. Likewise was able to increase its reserves to a more sustainable level, which the Board consider to be prudent and necessary given the uncertainties of the ongoing Covid context and beyond. This was achieved through good management of existing contracts and generating additional income through new contracts. Additionally we were able to reduce expenditure during the year by permanently closing an office, temporarily closing the community hub, saving on building maintenance and investment, and furloughing a staff member. This, alongside additional support from funders and Camden Borough supported our ability to financially navigate the year, and meant early fears did not materialise. The Board anticipate needing to use a portion of our reserves during 21/22 and 22/23 as we develop post pandemic.

FINANCIAL REVIEW AND RESERVES POLICY

At 31 March 2021 the Trust has free reserves of £421,228 (2020 £269,878).

Our reserves at 31 March 2021 stand at 7.6 months operating expenditure (2020 4.3 months).

This report has been prepared in accordance with the provisions in Part 15 of the Companies Act 2006 applicable to companies subject to the small companies regime.

Approved by the Board on . . .�.[k] � .. and signed on its behalf by Z.!>. Nt?'il 'bP.�l w � �AA � \J\j�";)---- chair

7

Independent Examiner's report to the Trustees of the Likewise Community

I report on the accounts of the company for the year ended 31 March 2021 set out on pages 9 to 19.

This report is made solely to the charity's trustees, as a body, in accordance with section 145 of the Charities Act 2011 and regulations made under section 154 of that Act. My work has been undertaken so that I might state to the charity's trustees those matters I am required to state to them in this report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the charity and the charity's trustees as a body, for my work, for this report, or for the opinions I have formed.

Respective responsibilities of trustees and examiner

The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed. The charity's gross income exceeded £250,000 and I am qualified to undertake the examination by being a qualified member of The Institute of Chartered Accountants in England and Wales.

Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:

Basis of independent examiner's report

My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a 'true and fair view' and the report is limited to those matters set out in the statement below.

Independent examiner’s statement

In connection with my examination, no matter has come to my attention:

have not been met; or

……………………………………………………………………..

Harry Nicolaou FCA Of Harry Nicolaou and Co Limited Chartered Accountants 21 Brendon Way, Enfield, EN1 2LF

9 December 2021

………………………………………………..

8

Likewise Community

Statement of Financial Activities (including Income and Expenditure Account)

For the Year Ended 31 March 2021

Note
INCOME from:
Donations and legacies
2
Charitable activities:
Grants
3
Contracts
4
Other income
Total income
EXPENDITURE on:
Charitable activities:
Hub and Prevention Services
Community Impact Fund
Resilience Network
LBC Healthy Minds
Refugee and Asylum Seekers Services
Community Support Services
Our Camden
Grants paid to individuals to relieve poverty
Governance costs
Total expenditure
5
Net income/(expenditure)
6
Transfers between funds
14
Net movement in funds
Reconciliation of funds
Total funds carried forward
14
Total funds brought
forward		 Unrestricted
funds
£
100
112,315
567,147
5,815
685,377
133,814
4,672
118,017
76,546
-
186,691
-
-
15,067
534,808
150,569
-
150,569
281,643
432,212		 Restricted
funds
£
-
252,352
-
-
252,352
-
-
-
-
-
130,842
-
1,250
-
132,092
120,260
-
120,260
10,794
131,054		 Total
2021
£
100
364,667
567,147
5,815
937,729
133,814
4,672
118,017
76,546
-
317,533
-
1,250
15,067
666,900
270,829
-
270,829
292,437
563,266		 Total
2020
£
3,350
330,352
365,652
32,654
732,008
343,326
6,963
-
97,661
9,417
272,995
-
2,151
16,782
749,295
(17,287)
-
(17,287)
309,724
292,437

9

Likewise Community Balance Sheet Company No. 05436062 As at 31 Mar¢h 2021 Note 2021 2020 Fixed assets Tangible assets 10.984 71,765 Current assèts Debtors Cash at bank and in hand 10 141.122 453,991 101,540 230,429 595.113 331,969 C￿dItors.. Amounts falling due within one year 142,8311 (51,297) Net current assets 552,282 280,672 Nèt assèts 13 563,266 292,437 FUNDS Unreslricled funds Restricted funds 432.212 131.054 281.643 10,794 Total funds 14 563,266 292,437 The directors are satisfied that the company is entided lo exemption from the requirement lo obtain an audit under section 477 of the Companies Act 2006 and that members have not required the company to obtain an audil in accordance wlh section 476 of the Act. The directors acknowledge their responsibilities for ¢omptying with the requirements of the Companie5 Act 2006 wlh respect lo accounting records and the preparatk)n of accounts. The accounts have been prepared in accordance with the provisions in Part 15 of the Companies Act 2006 applicable to companies subjeet to the small companies regime. Approved by Ihe Board on Is 7021 nd signed on rts behalf by.. -eMO Hila Chair endt 10

Likewise Community

Statement of Cash Flows

As at 31 March 2021

Cash flow from operating activities
Net income/(deficit) for the year
Depreciation of tangible fixed assets
(Increase)/decrease in debtors
Increase/decrease in creditors
Net cash flow from operating activities
Cash flow from investing activities
Payments to acquire tangible fixed assets
Net cash flow from investing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at 1 April 2020
Cash and cash equivalents at 31 March 2021		 2021
£
270,829
3,663
(39,582)
(8,466)
226,444
(2,882)
(2,882)
223,562
230,429
453,991		 2020
£
(17,287)
3,922
55,598
2,758
44,991
(6,809)
(6,809)
38,182
192,247
230,429

11

Notes to the Accounts

Likewise Community

1. Accounting policies

The principal accounting policies are summarised below. The accounting policies have been applied consistently throughout the year.

Basis of accounting

The accounts (financial statements) have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The charity constitutes a public benefit entity as defined by FRS 102.

The accounts have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for twelve months from authorising these accounts and have decided that the charity is able to continue as a going concern.

Income recognition

All income is recognised once the charity has entitlement to the income, there is sufficient certainty of receipt and so it is probable that the income will be received, and the amount of income receivable can be measured reliably.

Expenditure recognition

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that a settlement will be required and the amount of the obligation can be measured reliably.

All expenditure is accounted for on the accruals basis and is inclusive of VAT.

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. Costs are allocated to activities on the basis of percentages derived from the budget.

Governance costs, which are included in charitable expenditure, include those costs associated with meeting the constitutional and statutory requirements of the charity and include audit fees and costs linked to the strategic management of the charity.

Fund accounting

Unrestricted funds are grants, contracts, fees and other incoming resources receivable for the objects of the charity without further specified purpose and are available as general funds.

Restricted funds are grants and other incoming resources which are to be used for specific purposes as specified by the donor. Expenditure which meets this criteria is charged to the fund.

Designated funds are funds set aside out of unrestricted general funds by the trustees for specific future purposes or projects.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discounts offered. Prepayments are valued at the amount prepaid after taking account of any trade discounts due.

Creditors

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.

12

Likewise Community

Notes to the Accounts

Accounting policies continued

Fixed assets

Fixed assets are stated at cost less accumulated depreciation. Depreciation is provided on all tangible fixed assets at 25% of net book value per annum, a rate calculated to write off the cost of each asset, less its estimated residual value, over the useful economic life of that asset.

Operating leases

Rentals payable under operating leases are charged to the Statement of Financial Activities as incurred over the term of the lease.

Pension costs

The charity contributes to a workplace pension scheme. Pension costs are charged to the SOFA as incurred.

Continued

13

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2021

2. Donations

Karian & Box
St Pancras Welfare
Other donations
3.
Grants
Lankelly Chase Foundation
The National Lottery Community Fund
Tudor Trust Fund
Covid Support Grants
Power to Change
Lloyds Foundation
4.
Contracts
Hub Day opportunities Services
6 - 8 Weeks Prevention Services
Healthy Minds
Community Impact Fund
Resilience Network Project
Community support services		 Unrestricted
£
-
-
100
100
£
20,000
-
75,000
17,315
-
-
112,315
£
21,344
121,766
105,000
6,114
162,102
150,821
567,147		 Restricted
£
-
-
-
-
£
-
165,000
2,000
-
55,000
30,352
252,352
£
-
-
-
-
-
-
-		 Total
2021
£
-
-
100
100
£
20,000
165,000
77,000
17,315
55,000
30,352
364,667
£
21,344
121,766
105,000
6,114
162,102
150,821
567,147		 Total
2020
£
3,000
350
-
3,350
£
150,000
90,000
30,000
-
30,000
30,352
330,352
£
152,592
105,000
7,400
-
100,660
365,652

14

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2021

5. Total expenditure

Salaries (Note 7)
Other staffing costs
Accommodation costs
Volunteer costs
Catering
Insurance
Independent examination fee
Consultancy, legal and professional fees
Office and other costs
Depreciation
Grants paid to individuals
Costs allocated to activities directly where
possible and on percentages derived from
the budget for those costs which could not
be allocated directly.		 Hub Day
Opportunity
Services
£
27,525
303
9,366
-
-
229
-
475
728
121
-
38,748


 6-8 Weeks
Prevention
Service
Community
Impact Fund
£
£
79,639
3,825
871
41
2,834
136
4
-
-
-
1,148
56
-
-
1,829
410
8,137
175
605
30
-
-
95,066
4,672		 Resilience
Network
£
103,815
1,117
3,691
-
-
1,503
-
2,363
4,737
792
-
118,017		 Healthy
Minds
£
67,207
723
2,390
-
-
973
-
1,529
3,213
512
-
76,546		 Community
Support
Services
£
291,169
2,439
6,006
-
-
2,315
-
4,907
9,094
1,603
-
317,533		 Grants to
Individuals
£
-
-
-
-
-
-
-
-
-
-
1,250
1,250		 Governance
costs
£
5,457
170
369
-
-
728
4,500
3,330
513
-
-
15,067		 Total
2021
£
578,637
5,664
24,791
4
-
6,952
4,500
14,843
26,596
3,663
1,250
666,900		 Total
2020
£
565,180
13,814
48,163
158
10,775
16,841
4,500
53,327
30,464
3,922
2,151
749,295

15

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2021

6. Net incoming/outgoing resources for the year

This is stated after charging:
Depreciation
Independent examination fees
7.
Staff costs
Wages and salaries
Social security costs
Pension costs
The average number of employees during the period was:
Staff employed on permanent contracts
Staff employed on zero-hours contracts
No employee received emoluments of more than £60,000.		 2021
£
3,663
4,500
2021
£
495,170
44,470
38,997
578,637
2021
No.
19
10
29		 2020
£
3,922
4,500
2020
£
490,810
39,964
34,406
565,180
2020
No.
18
13
31

8. Trustee remuneration

No remuneration was paid to the trustees in their capacity as trustees. Travel expenses of £720 were reimbursed to one trustee (2020 £nil).

16

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2021

9. Tangible fixed assets

IT/Computer Other
equipment equipment Furniture Total
£ £ £ £
Cost
At 1 April 2020 40,851 47,297 40,378 128,526
Additions 2,882 - - 2,882
At 31 March 2021 43,733 47,297 40,378 131,408
Depreciation
At 1 April 2020 33,359 46,482 36,920 116,761
Charge for the year 2,594 204 865 3,663
At 31 March 2021 35,953 46,686 37,785 120,424
Net book value
At 31 March 2021 7,780 611 2,593 10,984
Net book value
At 31 March 2020 7,492 815 3,458 11,765
10. Debtors
2021 2020
£ £
Fees receivable 72,656 84,629
Other debtors 64,596 3,925
Prepayments 3,870 12,986
141,122 101,540
11. Creditors: amounts falling due within one year
2021 2020
£ £
Deferred income (note 12) 1,220 3,220
Other creditors and accruals 41,611 48,077
42,831 51,297

17

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2021

12.
Deferred income
Balance at 1 April 2020
Amount released to incoming resources
Amount deferred in year
Balance at 31 March 2021		 £
3,220
(3,220)
1,220
1,220

Deferred income represents grant and contract income received in advance.

13. Analysis of net assets between funds

Analysis of net assets between funds
Tangible fixed assets
Current assets
Current liabilities
Net assets at 31 March 2021
Movement in funds
Unrestricted funds
General funds
Restricted funds
Community Support Services
Individual Grants
Total restricted funds
Total funds		 At 1 April
2020
£
281,643
281,643
-
10,794
10,794
292,437		 £
685,377
685,377
252,352
-
252,352
937,729
Incoming
resources		 £
10,984
464,059
(42,831)
432,212
£
(534,808)
(534,808)
(130,842)
(1,250)
(132,092)
(666,900)
Outgoing
resources
Unrestricted
funds		 £
-
131,054
-
131,054
Transfers
£
-
-
-
-
-
-
Restricted
funds		 Total funds
2021
£
10,984
595,113
(42,831)
563,266
At 31 March
2021
£
432,212
432,212
121,510
9,544
131,054
563,266

14. Movement in funds

Purposes of restricted funds

15. Related Party Transactions

No related party transactions took place during the year.

18

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2021

16. Commitments

Operating lease commitments

The total of future minimum lease payments under non-cancellable operating leases at 31 March 2021 are as follows:

Not later than one year
Later than one year but less than five years		 2021
£
4,553
9,107
13,660		 2020
£
8,932
-
8,932

17. Pension costs

The employer's contribution is 8% of the salaries of eligible staff. The contribution is paid into a workplace pension scheme. Pension costs amounted to £38,997 (2020 £34,406).

19