Daybreak Living Well with Defflentla DAYBREAK OXFORD Report and Unaudited Financial Statements Year ended: 31 March 2024 Charity no: 1113182 Company no: 5641765
REFERENCE AND ADMINISTRATIVE INFORMATION Registered Company Name: Daybreak Oxford Charity Number: 1113182 Company Number: 5641765 Registered Offlce: The Clockhouse Long Ground Greater Leys Oxford OX4 7FX TrusteeslDirectors: C Grand-scrutton (Chair) S Hewett-Avison (Resigned 5 April 2023) (Vice-chair) P Gregory ffreasurer) J Atherton (Vice-chair) J Fenton (Resigned 7 March 2024) S Skyte (Resigned 22 January 2024) M Tovey (Resigned 22 January 2024) (Secretary) Chief Executive Officer: Lee Gray Bankers: CAF Bank Ltd 25 Kings Hill Avenue Kings Hill Kent ME19 4JQ Accountants: Wenn Townsend 30 St Giles, Oxford OX13LE Bookkeeper: Samuel ljaopo (started 1 November 2022) Legal Advisers: Tessa Hennessy Solicitor 27 Hugh Allen Crescent. Marston Oxford OX3 OHL Contact Information: Office: The Clockhouse Long Ground Greater Leys Oxford OX4 7FX Telephone: 01865 776744 Email: admin break-oxford. Website: htt s.-Ilda break-oxford.or The TrusteeslDirectors are pleased to present their report together with the financial statements of the company for the year ended 31 March 2024. Legal and administrative information set out in this document forms part of this Report. The financial statements comply with current statLrtory reqU1mentS, the Trust Deed and applicable law, and Statement of Recommended Practice.. Accounting and Reporting by Charities 2019.
Objects Our charity objectives are to support persons living with dementia and their carers by the provision of relief through day Centre services. We offer day Centres where adults with dementia can enjoy a safe, caring and stimulating environment with activities suited to their needs. The service is also a respite for carers, who can enjoy other activities knowing their family member is well looked after by trained and experienced staff. Governance Goveming Document Daybreak Oxford was registered as a company on 1 December 2005 and became a registered charity on 7 March 2006. It commenced operating as a charity 1 April 2006 with the transfer to Daybreak Oxford with the assets and liabilities of the InterAgency Day Care Group Oxford. Appointment of Trustees The TrusteeslDirectors of the charity are appointed according to the rules detailed in the Memorandum and Articles of Association of Daybreak Oxford. Where possible Trustees are given a specific portfolio of responsibility within the charity depending on their skills and experience. Trustee engaged in regular communications with staff which enables them to gain an understanding of operations to support well-informed board decision making. Governance Structure Daybreak Oxford is a company limited by guarantee through which it delivers its charitable purposes. All employees of Daybreak Oxford are employed directly by the charÉty. Our three dementia clubs are Rosewood, Limes and Lilacs. During the year. the charity was governed by a Board of Trustees. The trustees have a great deal of experience, including in the charty sector, management, operations, finance, matl(eting, public relations and the care sector. Cliff Grand-scrutton. Chair.. Cliff has worked extensively in various part5 of the healthcare sector and owns and operates care homes in Surrey. Berkshire and Devon and is also a director of local care associations and national social care organisations. Simon Hewett-Avison, Vice Chair.. Simon has spent the last 11 years in the charity sector and is CEO of a homeless charity in Oxfordshire Phil Gregory is a financial controller and is the Honorary Treasurer. Jonathan Atherton, Vice Chair (partial year).. has extensive operations experience. Julia Fenton has more than 20 years of experience in publishing, sales and markeling. Stuart Skyte is a public relations and communications consultant and fomier economist. Mary Tovoy Honorary Secretary Additional communty members were in the process of joining the board at the close of the fiscal year, including Sir Christopher Ball, who joined the board immediately following the close of the fiscal year. Among Sir Christopher Ball's long list of accomplishments includes the Warden of Keble College, the Chancellor of the University of Derby, an esteemed educator and a sought-after fundraiser. Lee Gray is the Chief Executive Officer with more than 20 years of charity leadership experience. Governance Meetlngs The TrusteeslDirectors meet more than once every quarter. The Board's additional meetings throughout the year are designed to address the increased care needed for our vulnerable population and oversight of the general running of the charity. Specifically, the meetings considered strategic questions in order to develop a robust three year strategic plan. In terms of financial guidance, the charity was supported by Samuel ljaopo, an independent bookkeeper, and Jane Bull and Andrew Rodzynski at Wenn Townsend Chartered Accountants with regards to the yearend accounts and related queries.
The Trustees have referred to Charity Commission guidance on public benefit when delivering the work of the charity and discharging their duties as Trustees. Data Protection Act 2018 and Fundraising Code of Practice Daybreak has produced a Data Protection Policy and revised procedures to recognise the provisions of the Data Protection Act 2018, and to incorporate the recommendations of the Fundraising Code of Practice. The systems are reviewed. revised, and updated regularly in order to be fully compliant. Activities throughout the year Daybreak Oxford has been running day Centres for people living with dementia in Oxfordshire for 30 years. We pride ourselves on supporting the most vulnerable members of the communty. Daybreak has always protected vulnerable members from accident, injury. illness, as well as the Covid-19 pandemic. This is a core principle Ihat continues to this day. Clubs to Centres During this year the trustees detemiined the clubs should be referred to as Centres going forward. This represented the growing person-centred engagement of staff during the day. The three Daybreak Centre5 listed below are located throughout Oxfordshire to meet the greatest areas of need. Lilacs, managed by Caroline Morris for the 10 year. is located in Kidlington. Centre members come from Kidlington, Yarnton. Cumnor, Eynsham, Woodstock, and Botley. Limes. managed by Jitka Fort for over 6 years, is situated in North Oxford. Members come from a wide area, including Oxford city, Summertown, Cumnor, Botley, Abingdon. and Wallingford. In May 2023 Ms Fort resigned and Lisa Collier, Limes deputy manager, stepped in as acting manager until October 2023 when Dawn Williams was appointed the new manager of Limes. Rosewood, managed by Rachel Clark, is situated in Greater Leys. Members come from a wide Catchment area, including Blackbird Leys, Rose Hill, Headington, Marston, Wheatley, Thame, Barton. East Oxford, and Cowley. Year after year. our members have benefrted from the stimulating and therapeutic activities we provide. These undertakings are central in providing support. as they are integral to improving the emotional and physical well-being of our members. These undertakings include a variety of socially interactive and cognitively stimulating therapies including music. art, singing, and movement. These regular therapies make a visible difference for the members. Singing and music are especially popular (94Yo Strongly agree with the phrase .1 enjoy the activities.). We found that singing. playing instruments, and dancing to music are the most beneficial aclivities. Staff members note, 'Everyone loves the music. It doesn't matter if they are tiTrd, hot, in a wheelchair, or unable to speak - they dance. Music always makes them smile.. Each staff member actively engages with our members during these sessions. It is the individualised work which supports personal improvements. Social interaction is especially important for those with dementia. Research has found isolation can threaten people's mental and physical heatth. As some of our members live alone, members have a focus on social interaction while at our Centres, including during lunch. A hot lunch is critical for our members, who struggle to make regular balanced meals, and rely on Daybreak for their main hot healthy meal of the day. The popularity of lunch is evident from our annual survey. In 2023, 970/0 of respondents agreed that the food was good. With comments like .1 have a wonderful time here. Tre staff treat me with the utmost spect and I love all the puddings." Daybreak's 2023-2024 Strategy and Impact Across the UK inflationary pressures were affecting all charities with falling income and rising operating costs. In fact, the Charity Commission reported that more than 5,000 charities closed their doors in one year alone. Daybreak's Board of Trustees determined the operational strategy over 2023-2024 fiscal year was to demonstrate stability.
We did this by focusing in five key areas: 1) Centre attendance, 2) communication 3) staffing 4) sustainable income, and 5) board govemance. 1) Centre Attendance Participation was stable throughout the year. Attendance stabilised to pre-covid levels, averaging over 80% capacity at all three Centres (Diagram.. Average Monthly Bookings Per Cenlre). This is an improvement over the previous years and is due in part to a consistent pipeline of new member recruitment throughout the year, with an average of 7 new members each month. This offsets the natural loss of members due to health-related issues. It was evident throughout the year that Lilacs Centre needed additional support. Therefore it was decided that our highly successful community bus programme would grow and support the Lilacs Centre. We believe adding transport in the next year will support Lilacs to exed 80% bookings. The pipeline of new members was developed through new and strengthening partnerships with social prescribers and Dementia Oxfordshire. Therefore, it is safe to assume that the attendance numbers are stable and are likely to improve in the next year. Daybreak Centres are open for a total of eleven days each week and can accommodate 8,000 attendees throughout the year. In the 2023-2024 fiscal year, we supported 7040 attendees or 88 % of Capacity. This is an improvement over the previous years. Average Monthly Bookings Per Centre Ipercent capacity) 120¥ Lilac5 R4*wDod 2) Communication Open and transparent communication fosters an environment with information flowing freely. This creates trust among the stakeholders. Throughout the year Daybreak set out several initiatives lo stabilize communications to improve staff engagement, internal and external communications, and beneficiary involvement. We did this by increasing communication in six ways. 1. Expanded weekly internal news. A weekly internal newsletter is distributed every Friday. This document is written by Centre managers and is shared with all staff and trustees. It contains updates for each area of Daybreak. Weekly highlights are now shared on social media. 2. Launched a Centre newsletter. A weekly newsletter was launched for the Limes Centre to share information, updates, activities, and answer carer questions. 3. Launched a bi-monthly external newsletter. This updates the wider community wrth general infomiation and inspirational stories. 4. Managers present at quarterly board meetings. Speaking at board meetings is an important professional development opportunity for the managers. It also supports a culture of open communication, allowing all voices to be heard. 5. Ad hoc carer forums. Daybreak's trustees and CEO along with Centre managers have held open Carer forums. The purpose was to listen to concerns and share information. 6. Collecting feedback: Each year Daybreak conducts a survey of our members, clients, and staff in order to gain an understanding of what is going well orwhat is not going as well. In 2023, we enlisted
an external facilitator in an effort to collect unbiased results. We received ovehelMlngIY positive responses.. Carer Feedback .1 recognised the moment I walked in. how skilled everyone was. The staff are remarkable. There is a real art to what they do. They bring the best out of people. Everylhing about Ihe experience was positive.. °The staffs interaction with my husband had a positive effect on us bolh. especially forhim. It is without a doubt a wonderful place. I cannot speak highly enough about the staff. I would recommend Daybreak to anyone. It is the most positive pla I've ever seen.. "Daybreak has provided exemplary day care and SpIre for the family. Mum always enjoys going. She loves to see people, to laugh. to sing, to dance, and join in with all activities. This has proven a fantastic support for all of us and our dearly loved Mum and Grandmother and Wife. Daybreak is a class act, and we cannot recommend it orpraise the wonderful staff enough." "When i first came into Daybreak, it feltlike a massive hug...the empathy in the group is immense. Daybreak has proved that mum can do more. They enCOuged her independence - through Daybak I found a different mum. She is a new lady and so am l.. "Daybreak has instilled positivity in ourlives and had a wonderful impact on my husband's overnll well-being and mine too. The staff feels like part of the family." Staff Feedback °Wothing forDaybreak makes me feel so proud. The working environment is fair, happy, and my team has helped me to grow as a manager and as a pe{.° .1 like how we've all come together to work as a team helping each other when needed. I look fonyard to seeing how we grow in the next year.. .1 am very proud to be a member of the Daybreak leam. As a new member I have been supported by everyone. I mean everyone. This is the best job I have ever had." °It feels like Daybreak has been refreshed. The additions and changes have made a huge improvement making it 8 great place to work." "I'm proud to say that we have a strong team that supports each other and the Glients with their needs. I'm very happy to wort in an atmosphere of fun and joy, I have been able to leam and grow as a person. I can say that it makes my life happier every day.. -I'm thankful for this sustained improvement. Managers a excellent, very p(lfiVe and conscientious, really listening to staff and clients and considering theirneeds, communicating well without conflict. Member feedback °This is my lifeline whelp I can talk to people my own age. It's the only Ghance I get to meet other people - lrfe is very lonely otherwise." °It is like a second home. I have fiiends and the staff is very kind to me." "I have a wonderful time, the staff treat me with respecr
Throughout the year, Daybreak set out several initiatives to stabilize employee retention and improve staff engagement. We did this in three afeas.. 1) focus on diversity, 2) employee retention I turnover reduction, and 3) emphasis on training. 1. Focus on Dlversity: Diversity brings together a wide array of dislinct experiences, skills, perspectives, and insights, which has supported our beneficiaries and improved Daybreak's overall staff performance. Daybreak has a commitment to diversity, equity. and inclusion. Over the last 12 months, Daybreak's staff s ethnic and racial diversity has increased by 20 %. This was achieved by implementing a standardised hiring process with a diversity and inclusion hiring strategy. Daybreak's growing diverse team is highly qualified and top talent, with several staff holding graduate degrees in areas such as social work and studies in dementia. We acknowledge there is more work to do. 2. Employee Retentionrrurnover: Employee retention can create a sense of slability in both employees and beneficiaries. It's critical in any organisation but more so in one focused on dementia, where care worker consislency is paramount. Recent research found UK charities areall experiencing high labour turnover, pointing to the low rates of pay in the voluntary sector during a time of high inflation. To combat this, at the end of the fiscal year, the trustees voted to be an Oxford Living Wage employer. We hope this will support retention in the future. Daybreak has faced challenges with retention, as well. This included a loss of key employees (Jitka Fort-Limes Manager and Lisa Collier-Limes Deputy Manager}. which caused instability at our Limes Centre. We were fortunate to hire Dawn Williams as Limes Manager and Silvana Rodriguez as Limes Deputy Manager. Dawn comes to Limes with decades of management experience with vulnerable populations. working. with Oxfordshire's largest charities. Her knowledge was evident, earning a Dementia Level 2 certification, in half the time Silvana added diversity and years of dementia and management expertise. as well as other unique skills. For example, Silvana speaks several languages. and she can communicate to beneficiaries whose primary language is not English. We hope they remain for years to come. 3. Emphasis on training." By nurturing a culture of learning (cross-training, retraining, upskilling) within Daybreak's talented employees, we are focusing on more than succession planning-we are creating a more stable organisation. Cross-training and job rotation are initiatives that expose employees to different Centres within Daybreak. In this way, talented and diverse staff expand their skill sets. support open shifts with permanent staff instead of temporary workers, and prepare themselves for promotions. By instituting regular formal and informal trainings to support to employees. upskilling, we have seen staff confidence increase, performance improve and productivity increase. Additionally, we have found it increases job satisfaction, and reduces costs and risks. Income eneration Daybreak continues to receive diverse income, reducing risk and creating long-term financial stability. The ongoing giving from donors year after year is also signal of Daybreak's stability. in-demand service. and exceptional stewardship. We would like to thank our amazing volunteer fundraisers, most notably, Sir Christopher Ball. whose expertise, inspiration, and strategic advice were the reason this year was successful. We are incredibly appreciative of all those who supported Daybreak for the running of our clubs and have made a difference to people living well with dementia in Oxfordshire. We welcomed new donors such as Childwick Trust and Headley Trust, and celebrated the return of our beloved long-time donors, including Oxfordshire Counly Council. the Art Society of Oxford, MacFarlane Foundation. PF Charitable Trust, and Dorothy Holmes Trust and others.
Daybreak Oxford is funded by grants from charitable trusts and foundations, community fundraising, legacy giving, donations from individuals and Corporate partnerships, and club membership fees. Our total income in 2023-24 was £427,884 {2022-23: £319,564). The main expenditure is staff costs in support of our member seNices. Other costs include Centre rent meals, and o*fice running costs, including the community bus. The total spent in 2023-24 was £430,264 {2022-23'. £446,433). We did see changes in our expense over the year. Ongoing Covid impact has resulted in members attending al a later stage of dementia. This requires staff with more capability. and Therefore, new hires were required to have higher qualifications, than previous staff and regular staff trainings began. Additionally, Limes expanded to an additional day, and Rosewood increased their capacity. S) Board overnance The trustees ensured Daybreak's aims were carried out and delivered effectively and sustainably. They did this in three ways 1) regular reviews and analysis of the reserves and risks 2) planned meetings for the organisation's oversight, and 3) uphold trustee responsibilities. 1. Regular reviews and analysis of the reseNes and risks.. Daybreak Oxford's reserves policy is to hold six months, worth of expenditure. This is in line with the Charity Commission's best practice. This is felt to be sufficienl to cover cashflow, fluctuations due to unexpected loss of income or unexpected increases in costs, all to ensure the continuity of our Centre activities in service of Daybreak's mission. The reserve was reviewed quarterly by Trustees considering future plans of the charity, the certainty of future funding streams, and all other key risks identified during review of the chartty Risk Register. The reseNe target is currently met {£188,000). The reserved net based on £128,000 of free reserves held plus an additional £60,000 of restricted reserves that has been restricted for this purpose. In addition, funds may be designated to respond to programme or strategic opportunities. For this purpose, the trustees of Daybreak may designate funds for future commitments. It is our policy to identify these separately from general reserve funds. The Trustees examine the major risks that the charity faces on a regular basis and for each financial year when preparing and updating the Annual Report. The charity has developed systems to monitor and control these risks to mitigate any impact that they might have on the charity in the future. This is done through careful forecasting. cost Control, and regular assessment of ongoing expenses. 2. Planned meetings. The board works closely wilh the executive team to maximise impact in the lives of the people that they 5eNe at regular board meetings. The trustees focused on practical ways in which the charity can enhance their strategic capability and overall direction. For example, Centre managers make quarterly presentations to the trustees on their status, key performance indicators, Centre strategies, and future initiatives. The Annual General Meeting {AGM) is an opportunity for members. staff, and the general public to meet with the trustees and hear their report on the charity, review of the accounts, and other administrative business. This yearfs AGM took place in January. The entire staff was present. Presentations from family members were especially significant, for example.. When mum got diagnosed with dementia and had to move in with me. It was like my life was taken away. I had to leave myjob and my worfd Centd around her. When I came into Daybreak, it felt like a massive hug. Daybreak has proved Ihat mum can do more. They encouraged her independence- through Daybreak I found a drfferent mum. She is a new lady and so am I" 3 Trustee responsibilities.. This year several trustees choose to step down for a variety of reasons. In general, they ststed 'their circumstan¢e5 changed in a way which made them unable to continue in their role.. By stepping down they made room for new trustees to start in the next fiscal year. This will bring renewed enthusiasm, connections, passions, and needed skills to the board. This change is critical to keep the charity sustainable. An up-to-date list of trustees is available on the Charity Commission website. ststement of Trustees. responsibilities The board is responsible for preparing the Trustees, report and the financial statements in line with applicable law and regulations. Specifically, company law requires the Trustees to prepare financial
statements each fiscal year in accordan with Untted Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law. the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing those financial statements, the Trustees are required to select suitable accounting policies and apply them consistently, i.e. making judgements and estimates that are reasonable and prudent. and preparing the financial statements on the going concern basis unless it is inappropriate to presume that the chanty will continue to do business. The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy the financial position of the charity at any time and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and tsking reasonable steps for the prevention and detection of fraud and other irregularities. Information disclosure to examiners As far as the Trustees are aware at the time this report is approved, there is no relevant information of which the company's examiners are unaware. The Trustees have taken all relevant Steps to make themselves aware of any relevant information and to establish that the company's examiners are aware of that information. This report has been prepared in accordance with the small companies, regime under the Companies Act 2006. This report was approved by the Trustees on 27 August 2024 and signed on their behalf by: Cliff Grand-scrutton Chair of Trustees Daybreak Oxford
Daybreak Oxford Independent Examiner's Report to the Trustees of Daybreak Oxford I report to the charity trustees on my examination of the accounts of the company for the year ended 31 March 2024 which comprise the statement of financial activities, balance sheet and notes 1 to 15. Responsibilities and basis of report The trustees (who are also the directors of the company forthe purposes of company law) are responsible forthe preparation of the accounts in accordance with the requirements of the Companies A¢t 2006 {'the 2006 Act,). Having satisfied myself that the accounts ofthe company a not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your company accounts as carried out under section 145 of the Charities Act 2011 ('the 2011 Act,). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act. Independent examiner's statement Since the company's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 ofthe 2011 Act. I confirm that l am qualified to undertake the examination because l am a member of the Institute of Chartered Accountants in England and Wales which is one of the listed bodies. I have completed my examination. l confirm thal no matters have come to my attention giving me cause to believe that, in any material respect.. accounting records were not kept in accordance with section 386 of the 2006 Act., or the accounts do not accord with those accounting records,. or the accounts comply with the accounting requirements of section 396 of the 2006 Act and other than any requirement that the accounts give a 'true and fair view, which is not a matter considered as part of an independent examination., or the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by Charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) I have no concems and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. A C Rodzynski FCA Partner Wenn Townsend Chartered Accountants Oxford . 2024 -10-
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(Company number: 5641765) Balance Sheet As at 31 March 2024 Note 2024 2023 Fixed assets Computer and other equipment 7,827 2,205 Current assets Debtors Bank and cash balances 20,949 284,918 25,723 278,187 10 305,867 303,910 Current liabilities Creditors due wlthin one year (32,755) (21,726) Net current assets 273,112 282,184 Total assets less current liabilities 280,939 284,389 Total net assets £ 280,939 £ 284,389 Funds Unrestricted funds Restricted funds 143.775 137.164 276,743 7,646 12 Total funds £ 280.939 £ 284,389 These accounts are prepared in *cordan¢e with the special provisions of Part 15 of the Companies Act 2006 relating to small entities and the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102). For the year ended 31 March 2024 the charity was entitled to the exemption under Section 477 of the Companies Act 2006., No notice from members requiring an audit, has been deposited under section 476 of the Companies Act 2006,. and The trustees acknowledge their responsibilities for. a) ensuring the company keeps accounting records which comply with Section 386 and b) preparing the accounts which give a tnje and fair view of the state of affairs of the company as at the end of the financial period and of its surplus or deficit for the financial period. in accordance with the requirements of Section 393, and which otherwise comply with the requirements of the Companies Act 2008 relating to accounts, so far as applicable to the company. Approved by the Trustees on 27 August 2024 and signed on its behalf by:_ Trustee Cliff Grandcrutt0n -12-
Notes to the Accounts for the year ended 31 March 2024 Basts of preparation The financial statements have been prepared in accordance with the Companies Act 2006, the Charities Act 2011, Accounting and Reporting by charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordants with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued October 2019 (Charity SORP FRS 102) and the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). Daybreak Oxford meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical Cost or transaction value unless otherwise stated in the relevant accounting policy note. Preparation of accounts on a going concern basis The trustees consider the charity a going COnrn. Multi-year grant funding is in place over the next 18-24 months, and we have access to reseNes if needed to manage risks. Depreciation Depreciation is provided on a straight line basis at 10 % on cost for leasehold improvements and at 33'k on cost for all other assets which reflects their anticipated useful lives and residual value. Stock stock is valued at the lower of cost and net realisable value. Operating leases Rentals applicable to operating leases, where substantially all the benefits and risks of ownership remain with the lessor, are Charged against surpluses as incurred. Pension contributions The Chanty has complied with auto enrolment and also has access to a stakehdder scheme for rts employees. Funds Unrestricted funds consist of a general fund, which the tnjstees may use for the furtherance of Ihe objects of the charity at their discretion. Restricted funds are subject to specific conditions imposed by the donor, these conditions being legally binding on the trustees. Income Income is included when receÉvable. Where income has condttions attached to tt, that income is recognised when receipt is probable, entitlement and the amount can be measured with sufficient reliabilrty. Income (including grants receivable) is deferred where conditions exist on entrtlement such as a specified future time period. Expenditure Expenditure is fecognised in the period in which it is inCued and includes attributable VAT which cannot be recovered. Expenditure is recognised when a legal or constnjctive obligation arises, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Costs of generating funds are those costs incurred in attracting voluntary income. Govemance costs are those costs incurred in the govemance of the charity and its assets and are primarily associated with constitutional and statutory requirements. Volunteers The value of services provided by volunteers has not been included. -13-
Notes to the Accounts (contlnued) for the year ended 31 March 2024 Net surplus for the year 2024 2023 Is after charging.'_ Depreciation of tsngible fixed assets £1,532 £ 3,101 Employees and trustees The average number of employees during the year was 12 (2023.. 11). No employee received remuneration in excess of £60.000 pa. The twstees did not receive any remuneration for their services. Expenses reimbursed to trustees during the year amounted to £nil (2023. £262). Staff costs during the year were'.- 2024 2023 Salaries and wages Social security costs Pension costs 293,030 12,917 3,899 303,968 15,896 4,878 £ 309,846 £ 324,742 Trustees, indemnity insurance of £360 (2023: £340) was paid during the year. The total remuneration of key management personnel during the year was £58,321 {2023'. £45,685}. The key management of the charity are considered to be the director and the operations manager. Grants 2024 Unrestricted Restricted Total 2023124 Macfarlane Family Foundations Headley Music Trust OCF Gfowing Rosewood OCF Oxon Common Foundation 2024 Science Together Project Oxford University The Childwick Trust The Art Soc Ox OCC Bus Grant PF Charitable Trust Schuster Charitable Trust Oxford Freemasons Dorothy Holmes Trust Helianthus Trust 15,000 2,500 9.809 18,042 2,000 8,000 1,500 135,000 15,000 2,500 9,809 18,042 2,000 8,000 1,500 135,000 2,000 1,000 400 1,500 500 2,000 1,000 400 1.500 500 £ 5.400 £ 191,851 £ 197,251 -14-
Notes to the Accounts (Continued) for the year ended 31 March 2024 Grants (¢ontSnued) 2023 Unrestricted Restricted Total 2022123 5,350 1,000 7.000 10,000 2,522 5,000 30,000 24,000 500 470 500 COMF Critchley Charitable Trust Inman Charitable Trust McLay Dementia Trust OCF Sir George Earle Trusl Mr & Mrs Pye Charitable Settlement Fund National Lottery Fund Oxfordshire County Council Sustainability Fund St Swithun's Lodge 2022 The Arts Soc Ox Bartlett Taylor 5,350 1,000 7,000 10,000 2,522 5.000 30,000 24,000 500 470 500 1,500 £ 84.842 £ 86,342 Club income 2023124 2022123 Member fees (including meals) Member transport Other 165,831 47,018 400 165,410 28,406 195 £ 213,249 £ 194.006 -15-
Notes to the Accounts (Continued) for the year ended 31 March 2024 Club expenses - 2024 Unrestricted Restrlcted Total 2023124 Member costs Food Members transport Club Activity costs Club cleaning 5,541 29,956 10,729 3,933 9,105 16,270 33,866 9,105 1,386 1,386 36,883 23,767 60,650 Salaries l Nl I Pension HR advicellegal fees Insurance Training and recruitment Rent and rates Stationery. postage. telephone & computer Depreciation Sundry Bank charges Accountancy 282,448 4,414 4,362 2,911 20,853 5,165 667 81 311 14,426 27.398 1,400 309,846 5,814 4,362 2,911 21.123 5,698 2,477 81 311 14,426 270 501 1.810 373.466 54,233 427,699 Club expenses - 2023 Unrestricted Restricted Total 2022123 Member costs Food Members transport Club Activity costs Club cleaning 8,718 13,597 9,810 2.798 5,326 8,618 2,098 14.044 22,215 11,908 2.798 34,923 16,042 50,965 Salaries l Nl I Pension Team welfare HR advicellegal fees Insurance Training and recruitment Rent and rates Stationery, postage, telephone & computer Depreciation Sundry Repairs and renewals Bank charges Bad debts Accountancy 227,302 1,032 6,761 3,563 5,609 13,368 7,547 2,236 1,617 60.819 288,121 1,032 6,761 3,563 5,609 16,821 8,188 3,101 1,778 3,453 641 865 161 94 7,123 13,408 7,123 13,408 324,591 81,981 406,572 -16-
Notes to the Accounts (Continued) for the year ended 31 March 2024 Governance costs Unrestricted Restricted Total 2023124 Total 2022123 Independent examiner's fee 2,300 2,300 2,210 2,300 2,300 2,210 Fixed assets Improvements to property (leasehold) Computer and other equipment Total Cost At 1 April 2023 Additions 12,612 16,881 8,100 29,493 8.100 At 31 March 2024 12,612 24.981 37.593 Depreciation At 1 April 2023 Charge for the year 12,612 14,677 2,477 27.289 2,477 At 31 March 2024 12,612 17,154 29,766 Net book value At 31 March 2024 7,827 7,827 At 31 March 2023 2,205 2,205 The improvements to property referred to above relate to Lilacs Day Centre, Kidlington owned by Cherwell District Council. Debtors 2024 2023 Member fees Prepayments 15,197 5,752 22,514 3.209 £ 20,949 £ 25,723 -17-
Notes to the Accounts (Continued) for the year ended 31 March 2024 10 Bank and cash balances 2024 2023 CAF Cash account CAF Gold account Cooperative Bank CAF Shawbrook account 99,571 122,380 372 62,595 6,483 110,430 161 161,113 £ 284,918 £ 278,187 11 Creditors- due within one year 2024 2023 Taxes Other creditors Accruals Trade creditors 3.990 655 18,656 9,454 5,004 885 7,604 8,233 £ 32,755 £ 21.726 12 Restricted Funds - 2024 Balan¢e at 1st April 2023 Income Expenditure Transfers Balance at 31st March 2024 Marfarlane Family Foundation Headley Music Trust Inman Charitable Trust OCF Growing Rosewood OCF Oxon Common Fund 2024 Science Together Prqect Oxford 2024 Mr & Mrs J A Pye's Charitable Settlement The Childwick Trust Bartjett Taylor Trust The Arts s Ox OCC Bus Grant 15,000 2,500 (8,100) 6.900 2,500 5,746 (5.746) (9.809) (18,042) {2,000) (1,400) 9,809 18,042 2,000 1,400 8.000 (8,000) (500) {1,500) (7,236) 500 1.500 135.000 127,764 £ 7,646 £ 191,851 £ (62.333) £ (8,100) £ 137.164 Restricted funds are represented by cash at bank and in hand. The transfer to general fund represents the utilisation of part of the Marfarfane Family Foundation grant for the purchase of a member transport vehicle. The restrictions placed on the above grants late to member transport in the cases of Marfarlane Family Foundation and OCC Bus Gr8nt. and music therapy in the case of the Headley Music Trust. -18-
Daybreak Oxford Notes to the Accounts (continued) for the year ended 31 March 2024 12 Restricted Funds - 2023 (Restated) Balance at 1st April 2022 Income Expenditure Balance at 31st March 2023 COMF Francis Winham Foundation (PPE and cleaning) Inman Charitable Trust McLay Dementia Trust l Rathbones National Lottery Fund National Lotter Uplift Grant 2023 OCC Sustainability Mr & Mrs J A Pye's Charitable Settlement 5,350 (5,350) 39 (1,254) (10,000) (5,294) (30.000) (24.000) (3,600) (39) 7,000 10,000 5,746 5.294 30.000 24,000 5.000 1,400 OCF Sir George Earle Trust Bartlett Taylor Trust 2022 The Arts Soc Ox 2,522 500 470 (2,522) 500 (470) £ 4,785 £ 84,842 £ (81,981) £ 7,646 Restricted funds are represented by cash at bank and in hand. 13 Taxation The charitable company is exempt from corporation tax on its charitable activities. 14 Legal status The charity is also a company limited by guarantee and has no share capital. The liability of each member in the event of a winding up is limited to £1. 15 Related party transactions There were no related paty transaction5 to disclose for the current or preceding year. -19-