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2022-03-31-accounts

TRUSTEES ANNUAL REPORT AND FINANCIAL STATEMENTS 1[st] April 2021 – 31[st] March 2022

A note from the Chair of Trustees

We began this year still living in the shadows of the Covid-19 pandemic – whilst some restrictions were starting to lift, there was still the inevitable ripple effect of the unprecedented situation of the past year or so impacting on our daily operations. Events were slowly starting to return to the calendar, but numbers of attendees remained capped and there was an understandable reluctance of people to gather in large numbers for at least the first half of the financial year. Whilst we did hold some events, they were appropriately scaled down as was the income received from them! Added to that, products and materials were hard to obtain and prices had risen impacting on our feed, maintenance and utility costs – all of which placed a greater strain on an already pressured budget.

But financial implications aside, where we became more aware of the impact of the coronavirus was within our local

community. The demand for our services rose exponentially with some worrying statistics released in the children’s sector alone. In the UK in 2020, 1 in 6 children aged 5-16 years were identified as having a probable mental health disorder - a rise from 1 in 9 in 2017. In Surrey, 23,037 young people, aged between 5 and 17 years, had a recognised mental disorder plus at the county’s hospitals, the numbers of young people presenting at A&E due to self-harm rose from 371 in 2019/20/ to 480 in 2021/22 – an increase of nearly 30%. The number of Surrey children in absolute low-income families reached 22,377 for 2020/21, rising by 11% from 2019-20 when the pandemic struck.

Our community sessions have never been so important – whilst it is a therapeutic early-intervention rather than therapy, the need for such support has reached a critical high and professional services are struggling to cope – reflected by the numbers of enquiries we are receiving, peaking to a level never seen before. To address this, and keen to take our part in supporting our local community, we have committed to taking on two additional part-time community assistants to expand the team and hence the number of sessions we are able to offer – we are proud to open our gates to more people that benefit from time spent with our horses.

The equine world, too, is not immune to the fallout of the pandemic – the cost-of-living crisis had started to bit by the end

of the financial year and owners are already having to make difficult decisions about whether they can afford to keep their animals going forward. There are over 200 equine welfare charities in this country offering sanctuary to over 12,000 horses but it’s clear that this is not enough. With mounting costs, the anticipated recession threat and even the change in climate, there is a general uneasiness amongst welfare organisations about what is round the corner for this wonderful breed. We have never been a Sanctuary that turns over large numbers of horses as we offer them a home for life and consequently accept many of the more difficult rescue cases that require long-term care, but we are members of a NEWC (National Equine Welfare Council) and will be as active as we can whilst the situation unfolds over the coming months and years. It’s clear that the numbers of abandoned, abused and neglected horses that triggered the equine crisis, originally declared in 2013, are now persistent, and sadly business as usual for those of us dedicated to horse welfare.

The challenge of targeting spending and efficiency remains crucial to get us past the current challenges. Whilst we were fortunate to receive a substantial legacy during this financial year, we are still looking to the future and hope to continue with longer term strategic plans, wherever possible, rather than get distracted by the here and now. Prior to the pandemic, we had started a project to create a community space on site to allow us to offer better facilities to our visitors all year round – not just in the good weather. It would be easy to cancel such plans, but we know that our services will always be in demand and how much we need these new facilities to allow us to make a bigger impact in our community. We are determined to keep our focus forward as much as possible, working as a team to overcome what we hope will prove to be a temporary hurdle. We are therefore currently designating the monies from the legacy (and continuing to fundraise) for the new community project over the coming year, with the long-term future of the charity in mind. Running a charity has never been easy and it seems that all of us are in a particular difficult period of time which requires some managing; however, with the team we have at Mane Chance, their dedication and care, we are confident we can continue to fulfil our objectives both now and in the future.

Hannah Richardson Chair of Trustees

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Contents

A Note from the Chairman 1
Contents 2
Directors’ and Trustees’ Report 3-5
Achievements and Performance 6-11
Financial Review 12-13
Report of the independent examiners to the Trustees of Mane Chance
Sanctuary Limited 14
Statement of Financial Activities 15
Balance Sheet 16-17
Notes to the financial statements 18-21

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Directors’ and Trustees’ Report

The Directors and Trustees present their tenth report and financial statements for the year to 31 March 2022.

The Charitable Company was incorporated on 4 October 2011.

Reference and Administrative Details of the Charity, its Trustees and Advisers:

Mane Chance Sanctuary Limited is a registered charity, registered at the Charity Commissioners as Mane Chance Sanctuary number 1144144 and has a company registration number 07796432 at Companies House.

The Charity’s registered office is BKL House, 1 Venice Walk, London, W2 1RR and its principal office is Monkshatch Garden Farm, Down Lane, Compton, Surrey GU3 1DL.

Trustees :

The names of the Charity’s Trustees and Directors at the date of this report and those who served during the period are as follows:

Ms J A Seagrove FRSA (Appointed on 4 October 2011, reappointed on 6 February 2019) Dr S M Tresman (Appointed on 6 October 2016) Mrs S Webb (Appointed on 18 January 2018, reappointed on 6 February 2019) Mr J McCarthy (Appointed on 18 January 2018, reappointed on 6 February 2019) Mr N C Potts (Appointed on 30 July 2020) Ms S Papain (Appointed on 30 July 2020) Ms H Richardson (Chair) (Appointed on 25 February 2021) Mr C Stuckey (Appointed on 25 February 2021) Mr P Lukac (Appointed on 2 February 2022) Ms A M Kavanagh (Appointed on 18 January 2018, resigned 7 June 2021) Mr G Gurney FCCA Appointed on 20 November 2019, resigned 2 September 2021)

Patrons :

S Choudhrie (Founding Patron) Sir T R W Ackroyd. Bt Sophie Christiansen CBE Margrit Coates ITEC MNFSH SBRCP Sara Crowe Beau Dermott Margaret Keys Hilary O’Neil Joe Pasquale Martin Shaw Michael Crawford CBE Mark Curry Lauren St John Wendy Turner-Webster

Directors’ and Trustees’ Report:

The Charity’s bankers are Virgin Money, 6-8 London Road, Unit 5 Peveril Court, Crawley RH10 8JB. The Charity’s solicitors are Bates Wells Braithwaites London LLP, Scandinavian House, 2-6 Cannon Street, London EC4M 6YH.

The Charity’s registered independent examiner is Bhirendra S Patel FCCA of D Stoker and Co, Abacus House, 367, Blandford Road, Beckenham BR3 4NW.

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Structure, Governance and Management:

The charity is a company limited by guarantee. Our governing document is a Memorandum and Articles of Association, which dates from 2011.

Our governing body is a Board of Directors. The Directors are Trustees of the charity. As of 31[st] March 2022, there were nine directors. The Board holds on average six meetings over each twelve-month period, with at least one meeting onsite.

The decision-making process has been formally set out by the Board in the charity’s Articles of Association. We recognise the value of monitoring and reviewing the effectiveness of the Board and a process of Board review and appraisal is in effect.

We see our prime function as ensuring the good governance of the charity and to this end we focus on matters of policy and general strategy, the approval of plans, the monitoring of progress, financial control and investments. A comprehensive range of policies have been written, approved by the Board and promulgated, and these are reviewed and updated on an annual basis.

Operational responsibility would normally be delegated to a Chief Executive Officer. However, as we do not employ such a person, our General Manager and her team, who answer to the Chair of the Trustees, run the Sanctuary. All decisions and the operational responsibility of the running of the Charity, rests with the Trustees and the Chair. However, some operational responsibility has been delegated to the onsite team: equine related decisions are often made on the ground in the daily running of the Sanctuary in line with our relevant policies.

The Board usually receives two formal reports in advance of every meeting – a report that deals with operational matters at the farm and a report that covers financial and related matters.

Objectives and Activities :

The charity’s mission is well described in our formal objectives as set out below:

i. To relieve the suffering of animals, in particular equines, who are in need of care and attention, by providing permanent or temporary sanctuary, care and treatment.

ii. To provide relief for children, young people and vulnerable people, suffering from physical and/or mental disability, through the provision of managed work with equines in a therapeutic environment, to help meet their needs and to enable them to participate more fully in society; also to increase the confidence and capacity of children, young people and vulnerable people in need of support through interaction with the horses.

iii. To advise and educate the public on matters concerning the welfare of horses and ponies and to set the standard in natural horsemanship.

We seek to fulfil our mission in the following ways:

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Every trustee is aware of the guidance issued by the Charity Commission on public benefit regarding the need for them to exercise their powers and duties for the benefit of the public and every trustee has complied with their duty to have due regard to the guidance on public benefit.

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Achievements and Performance

“What a beautiful place. It’s so heart-warming to see animals being cared for in the way they deserve.” Supporter

Animals

We currently have 38 horses in our care, one less than last year. Sadly, we lost two horses this year. Both horses were euthanised in line with our humane policy and because their quality of life deteriorated to an unreasonable level. One horse was euthanised due to complications of old age and the other due to sudden liver failure. We received one horse into the Sanctuary during the year, rescued from an abusive past life and who has come to us with historic injuries and sensitivities. The team are working very hard to regain her trust and she is already thriving in our care! In addition to our equines and our rescue dog, Angel, we continue to rescue ex-colony and ex-caged hens from the egg producing industry through the British Hen Welfare Trust and currently have a flock of 12.

All of our animals are in good health and live as natural an existence as possible with our horses living out in our 87 acres of tracks and fields and our chickens in a 40 square metre run. This space and freedom allows all of our animals to display natural herd and flock behaviour and ensures each of them a safe environment providing for all of their needs for the rest of their lives.

We are not currently looking to take in any more animals. This ensures that we can maintain our standards of animal care, both with regards to space/grazing and the quality of the human care that they can receive – ensuring that we prioritise not only their physical needs but also their emotional welfare.

Site Developments

As usual, the work to maintain and improve the quality of grazing for our horses remains a priority. The continuing unseasonal weather is a challenge.

Our site was harrowed, slit, rolled and sprayed as planned and whilst we had to remain flexible as to exactly when the weather conditions would allow it, our farmer was able to fully complete the schedule. The long periods of poor weather (summer droughts and very wet winters) have impacted our site (as it has others) and we have had to change routine and habits to ensure we are responsive to the conditions and can protect and care for our land as much as possible. Sadly, this need to embrace our ever-changing climate looks set to continue for the years ahead too. But it is not all doom and gloom – over the past year, we have settled our horses into slightly smaller friendship herds which allows us to be more flexible with grazing options whilst also prioritising their emotional wellbeing by ensuring they are settled and content in their groups. By moving them across the site in smaller numbers, we are able to frequently rotate the grazing of our tracks and fields and monitor the grass conditions more closely. This has proved to not only limit the impact on the grass by allowing us to rest areas easily, but it has also enabled us to maximise the different conditions for individual animals by allowing those horses that benefit from longer grass to ‘pre-eat‘ areas for those who need reduced sugar content and in turn. We make the best possible use out of every area at the Sanctuary. We were thrilled to be able (through grant awards) to purchase a much-needed gator for the grooming team this year. To have such a robust utility vehicle on site has really made a difference to their daily routine, enabling feeds, hay and tools to be transported across site much more quickly and easily. The biggest advantage is that it can seat more than one person, unlike our other vehicles, meaning that the team can travel together – without anyone having to walk!

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Our New Hay Barn

Just prior to the pandemic lockdown, business tenants on the Mane Chance site that were in situ when we moved here vacated after several years operating from a workshop in the centre of the land. This gave us the opportunity to plan how we would best use this area, which we had not previously had access to. In 2019, we fundraised for the construction of a new large hay barn, as until then, our hay had to be stored off-site (at a cost) and then brought over when needed. Not only did this take up valuable funds but also the time of staff fetching hay stocks every few weeks, and more frequently during winter. During the 2020 lockdown, we sought and gained planning permission for the new barn to be erected. Complying with the various Covid-19 restrictions, we were able to clear the site of old

workshops/structures that the tenants had used and prepare the area for construction. We are pleased to report that that during this year, we were finally able to build our new barn and it was completed in Quarter 3. Built to contain a year’s stock of bales, it will not only save us time in not having to go off-site to collect our hay, but also allows us to bulk buy quantities and take advantage of potential cost savings.

Storm Eunice

On 18 February, like many others across the country, we were hit badly by Storm Eunice. Thankfully, no animals or people were injured. However, we sustained major damage across the site, completely losing two field shelters with another requiring large repairs, the roofing collapsed on two buildings, the glass in greenhouses broken and numerous trees brought down. We were humbled by the support we received from volunteers to minimise the impact on the animals and our community work, particularly in the immediate aftermath, but repairs have been costly and lengthy.

We would like to take this opportunity to thank everyone that has given their time to help us recover including Petplan Insurance and Animal Friends Insurance as well as a couple of private donors that have donated money towards new field shelters for the horses. Because of their kindness, we will be able to purchase two new shelters for the horses in the next couple of months and have repaired much of the damage we sustained – even salvaging some of the wood from the destroyed shelters to build a storage shed!

Community Work

Our community work continues to thrive. Over the year, we still had a number of Covid-19 restrictions to deal with, but precautions and changed routines had already become business as usual on site. Gradually, as restrictions on numbers were removed, we were able to get back up to full capacity.

Chance2Be

Over the year, we were able to run 11 courses of Chance2Be, offering our free intervention (as funded by Children in Need) to 84 children. We are now well-versed in the delivery of this course and also have a greater understanding of the children that engage and react well to the sessions we provide. Chance2Be is not a miracle course that can help all children; but over the years, we have learnt to recognise the children that benefit the most by our sessions and we work with the schools attending courses to enable them to select the most suitable pupils. This does not mean that we refuse any child onto the course; instead, it allows the school to prioritise their overwhelming caseload and make the most out of the opportunity on offer.

Chance2Be has positively impacted many children over the years and we seek feedback from both the children and adults that support the child (parent, support worker, teacher) in order to constantly review our provision and highlight any necessary changes – some of this feedback is included in this report. We also seek feedback after a period of time to assess the longevity of the skills we are teaching – to our delight, not only do we obtain some very encouraging replies, but we also see many of the children return to the Sanctuary to become sponsors of their favourite horse or who come with their families on open days to show them around and to continue their relationship with us.

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AQA Unit Award Scheme

This year has also seen our AQA scheme increase in popularity. Widely recognised, these certificate of achievements are hugely beneficial to those young people who are not likely to achieve the more traditional qualifications. Many of the students from Pupil Referral Units, as well as those home schooled due to nonattendance at school, are able to attend sessions with us in our alternative learning environment and work towards these bespoke units.

AQA is a very useful tool for our community team – it not only helps them to plan and structure sessions, but it also enables them to teach, encourage and praise activities completed by the children and work together towards their awards. The young people help set their own targets and work with the staff to reach them – an effective partnership! For those young people who struggle with authority, it’s a healthy way to engage, teach and encourage them, whilst also ensuring they follow instructions and complete tasks fully.

“This time last year 3 of the 6 children were spending more time out of the classroom than in it. I am really pleased to say that has now reversed to about 90% in the classroom. Likewise, all but one of the group were able to successfully attend and access their residential trips. I honestly feel Mane Chance helped with this. It appears that they have learned that it's within themselves that they can calm down/remain calm without needing to rely on anyone else or 'meltdown'.”

Teacher

“We are very pleased with our son’s progress, both academically and emotionally. He was struggling at the beginning of the year with appropriate behaviour in class as well as friendships. However, this seems to have resolved and he is now much more emotionally resilient. He has loved going to Mane Chance – thank you for giving him the opportunity.”

Parent

Community Visits

We were pleased to welcome a number of community groups and charities to the Sanctuary over the past twelve months. Our visits can be tailored to meet the needs of each individual group – whether a simple meet and greet, educational session, volunteering or light horse care. Groups that have visited Mane Chance this year include CSSEF (supporting young people living with deafness or hearing impairment), Domestic Abuse Support Groups, Headway, Apeer (group supporting autistic or neurodivergent people) Stroke Recovery Groups, Early Onset Dementia Support groups and local care homes amongst others. We have also hosted numerous volunteering opportunities for local companies through their community payback schemes, uniformed groups who have completed their volunteering or charity badges with us and over 50 young people working towards their Duke of Edinburgh Awards.

Fundraising

The year began with the continued Covid-19 restrictions on the numbers that could gather at one time still in place, so we adjusted all our fundraising and event plans accordingly. We had to postpone our Mane Chance 10 year anniversary celebrations until the summer of 2022. The site has had extra safety precautions in place since the beginning of the pandemic (increased cleaning protocols, non-sharing of equipment etc) so we were well-placed to welcome visitors when permitted.

Open Sundays started in the summer with limits on attendees as did the annual summer event where we capped the number of tickets sold. Despite the lower number of people on site, we still managed to achieve our income targets, which was a welcome result.

During the summer months, we launched an online hay appeal to assist us with our annual hay bill, made worse by

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the poor weather conditions and greater requirement to feed hay to our horses in the summer, when we would normally expect them to be eating lush grass! We were thrilled to reach our target for this appeal and are incredibly grateful to all our supporters for helping us and to the Petplan Charitable Trust who matched some of the donations! Our Christmas events and Spring events were able to resume as normal and we welcomed many friends and supporters to our annual carol service and Spring comedy night – finally some sense of normality had returned. We look forward to all events next year being able to be held without any cap on numbers.

Staffing

During the year, we restructured our team in order to maximise our ability to fulfil our aims and objectives, whilst also ensuring developmental progression for staff.

Two members of the grooming team were promoted into Equine Lead and Deputy Equine Lead positions, allowing us to recruit two further groom roles. Following scrutiny, the Head of Operations role was discontinued and some of the responsibilities distributed amongst senior team members, with an administrative role also being created and recruited in the office. This new structure has proved to work very well. Over the past couple of years, and particularly after the Covid-19 pandemic, the demand for our community services has risen exponentially. Our reputation for effective intervention also means that our waiting list was growing out of control. In order to be able to help more people in need (young and old), during the year, we decided to employ two part-time community assistants to support our Community Coordinator which allows us to offer more sessions and widen our reach further to those who (would) benefit from our support. They are expected to take their posts during the next couple of months.

As of the 31[st] March, we had the following in our employment: General Manager full time Head of Fundraising part time Equine Lead full-time Deputy Equine Lead full-time Three equine grooms two full-time and one parttime Community Co-ordinator full-time Community Assistants two part-time Administrator part-time

Trustees and Patrons

During the year, we have welcomed one new Trustee to the Board – Peter Lukac – who joins us as Treasurer following the resignation of Grahame Gurney, who had been holding the post. The Board now consists of 9 Trustees.

We would like to express our gratitude to both our Trustees and Patrons who have been hugely supportive in a very challenging year, with many of our Patrons donating their time and their talents in assisting with our fundraising events over the past twelve months.

We look forward to working with them all in the future.

Website and Social Media

Our website and social media channels continue to play an important part in the communication of Mane Chance. The number of people engaging with our output has continued to increase this year bringing new supporters to the Sanctuary. The charity currently uses Facebook, Twitter, Instagram and Linkedin and posts daily on all channels. In the next financial year, we are planning to use more efficient analytical tools to better understand what works well and engages supporters, rather than rely on our own observations.

The online shop also proves to be an important source of fundraising and we have made the conscious decision to expand our stock range as we are aware that we are becoming for some a go-to for gifts and cards, both online and via our Sanctuary shop. Last year saw the highest amount raised from this income stream.

“When I was grooming the horse, all my thoughts disappeared and the sun on my back took all my worries away.” Chance2Be student

“I’ve become more confident and I learned that I am really caring and I understand myself more now. I now know how to try and do things that I thought I couldn’t do.”

Chance2Be student

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‘A Day to Remember’ – Mane Chance Children’s book

Last year, we were fortunate to receive a grant towards the publication of a Mane Chance storybook. Aimed at children who attend the Sanctuary for sessions with our community team, and who may be anxious about the expectations of them, it is a book written to illustrate the visit of two children to the Sanctuary. Sent to them in advance of their visit, (so that they can read the book with parents and understand the activities that they will be completing), it allows those with conditions such as autism, high anxiety or low self-esteem to prepare emotionally for their visit. Many of these children’s anxieties are heightened by the fear of the unknown – this book serves to clearly demonstrate what they will be doing and hence reduce them.

Our patron, Lauren St John, helped us to compile the text for the book and we also produced a version using the Widgit system instead of text – a recognised pictorial tool used in schools for those with learning difficulties. We forged a relationship with a wonderful illustrator who has captured the Sanctuary, our horses and the ‘feel’ of the site perfectly and who has created some charming, engaging illustrations. The book was published during the summer of 2021 and is already a very useful (and enjoyed) additional tool for our community team to use. We would like to thank the Worshipful Company of Loriners and Sylvia Waddilove Foundation for their help in funding this project.

Grants

This year we have been very fortunate to receive a number of grants for a selection of purposes. We are immensely grateful to the following funders for their support - without their donations, we would not be able to maintain our levels of horse care or provide the range of community services that we offer.

NEWC membership:

We continue to engage actively as a member of the National Equine Welfare Council and have attended online meetings, broadening our network of contacts with equine welfare stakeholders. We have also been able to support their work by engaging with surveys and have volunteered to increase our participation in their campaigns over the coming years.

Charity Policies and Procedures:

Policies continue to be reviewed and updated on an ongoing basis, as do our charity delivery plan, business continuity plan, business impact analysis and risk matrices. Our safeguarding and health and safety policies, together with our DBS checks, continue to be maintained and updated where required.

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Next Year:

We are hopeful that 2022-2023 will allow us to firmly put the past couple of years of lockdowns and restrictions behind us. We look forward to holding all our events again without number limitations and finally feeling the last areas of normality return.

As well as being able to function to our maximum abilities, we also hope that we can revisit some of the projects and plans that had to be put on hold whilst the pandemic ran its course, mindful of the fact that we are also facing an economic crisis!

We do have some projects that we hope to complete wherever possible over the coming 12 months including:

“Amazing, beautiful and peaceful place with a dedicated, heart-felt, professional and caring team of staff and volunteers.”

Visitor

“The lives of a couple of our most academically challenged young people have been transformed as a result of this work at Mane Chance. It has been emotional for us as education staff and fellow professionals to see their lives given new direction and meaning as a result of the opportunities provided at Mane Chance.” Head Teacher

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Financial

Review

Summary of Financial Position:

In this financial year, the charitable company had as at 31[st] March 2022, aggregate reserves of £777,247 which included specifically designated reserves for a capital project of £345,418 (2021 £420,167 including designated reserves of £63,527). The company had a net surplus of £357,080 which included the specific designated surplus of £321,891 on the community facilities building project.

Statement of Directors' and Trustees' Responsibilities:

The charity Trustees, who are also Directors, are responsible for preparing the Trustees' Annual Report and financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and Applicable Law).

Company law requires the charity's Directors and Trustees to prepare financial statements which give a true and fair view of the state of affairs of the charitable Company and of the incoming resources and application of resources, including its income and expenditure, in that period.

In preparing those financial statements, the Directors and Trustees are required to:

The trustees are responsible for maintaining proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Reserves Policy:

This policy outlines the charity’s approach to building and maintaining financial reserves including how such reserves are managed. It aims to:

Context

In the Trustees’ view reserves should provide the charity with adequate financial stability and the means to address any unforeseen circumstances in order to:

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The policy recognises that as the majority of the beneficiaries of the community work consist of adults and children with issues, both physical and emotional, that the Charity must protect against an interruption of services as we have committed to supporting them through challenging times. For those who have mental health issues, the importance of consistency is paramount and so it is a necessary consideration that the provision of our services is maintained wherever possible.

The policy is intended to maintain a level of reserves that will enable the charity to adjust and respond to any significant change in resources through unplanned events. These funds have been set aside to allow instant response to such a situation to ensure that all mitigating actions are taken to restore the services as soon as possible.

Reserves Calculation

To calculate the amount of reserves held under this policy, an exercise will be completed each year, in conjunction with the preparation of the Trustees Annual Report, to analyse the source of income using a risk based approach, together with the relevance and essential nature of our expenditure with regards to the core purposes of the charity. Based on this exercise, the level of unrestricted reserves required will be agreed by the Trustees which reflects approximately 9 months of predicted expenditure on equine activities plus 3 months of predicted expenditure on community activities. These timescales would allow the charity to prepare and execute a suitable exit strategy for both the community beneficiaries and the animals in the care of the charity, ensuring that there is time to prepare the community beneficiaries for an end to their work with us and find alternative provision for them but also to rehome the horses, chickens and dog.

Currently, the charity is holding £161,933 in unrestricted income reserves (Note 11 of the accounts).

Designated Funds

From time to time, additional reserves may be established and held as designated funds in addition to unrestricted reserves in order to:

Currently, the charity is holding £345,418 in designated funds, allocated to the community facilities building project.

Management of Reserves

Any reserves should be held in appropriate and accessible, low-risk investments.

The trustees have no plans to seek borrowings from any source.

The Trustees will review the reserves on an annual basis to ensure that it is sufficient to meet the needs of the Charity. During the annual review of reserves, the trustees may seek professional investment advice in order to consider other appropriate investment vehicles to hold such reserves.

This report was signed by the trustees on 15 December 2022 and signed on their behalf by Ms Jenny Seagrove.

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Independent examiners report to the directors/trustees of Mane Chance Sanctuary Limited

I report to the charity trustees on my examination of the accounts of the company for the year ended 31[st] March 2022, which are set out on pages 12 to 21.

Responsibilities and basis of report

As the charity’s trustees of the company (and also its directors for the purposes of the company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (the 2006 Act).

Having satisfied myself that the accounts of the company are 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 charity’s 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 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Association of Chartered Certified Accountants’, which is one of the listed bodies.

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

  1. accounting records were not kept in respect of the company as required by section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act 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

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

Bhirendra S Patel FCCA Fellow of the Association of Chartered Certified Accountants D Stoker & Co. Registered Accountants Abacus House 367 Blandford Road Beckenham, Kent BR3 4NW

15[th] December 2022

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Statement of Financial Activities For the year to 31 March 2022

2022 – Year 2021 - Year
Notes Unrestricted
Restricted		 Total Unrestricted
Restricted		 Total
£
£		 £ £
£		 £
Income
Grants for specific projects		 1 -
12,000		 12,000 -
15,000		 15,000
Donations, fund raising, public
collections		 253,737
-		 253,737 219,735
-		 219,735
Legacies 360,789
-		 360,789 100
-		 100
Gift aid 10,445
-		 10,445 10,868
-		 10,868
Events income 21,109
-		 21,109 5,748
-		 5,748
_
_		 _ _ _ _
646,080
12,000		 658,080 236,451
15,000		 251,451
Other Income
Chance2Be project donations and
fees		 -
28,958		 28,958 -
13,775		 13,775
Miscellaneous income 22,902
-		 22,902 22,525
-		 22,525
_
_		 _ _
_		 _
668,982
40,958		 709,940 258,976
28,775		 287,751
Expenditure on
Raising Funds
Indirect fund-raising costs (21,892)
(-)		 (21,892) (27,037)
(-)		 (27,037)
Charitable activities:
Animal welfare / community
sessions costs		 (232,500)
(70,062)		 (302,567) (221,081)
(54,724)		 (275,805)
Rent (1)
(-)		 (1) (1)
(-)		 (1)
Administration expenses (28,400)
(-)		 (28,400) (31,249)
(-)		 (31,249)
__
_		 __ __
_		 __
Total Expenditure (282,798)
(70,062)		 (352,860) (279,368)
(54,724)		 (334,029)
__
_		 __ __
_		 __
Net(deficit)/ income 11 386,184
(29,104)		 357,080 (20,392)
(25,949)		 (46,341)
Total funds b/fwd 56,157
138,483		 194,640 76,549
164,432		 240,981
Transfers to Designated and
Contingency fund		 (280,408)
-		 (280,408) (-)
-		 (-)
_
_		 _ _
_		 _
Total funds carried forward 161,933
109,379		 271,312 56,157
138,483		 194,640
__ _ _ __
_		 _

15

Balance Sheet At 31 March 2022

Balance Sheet
At 31 March 2022
Notes 2022 2021
£ £ £ £
Fixed Assets 6 100,197 41,773
Current Assets
Stock 7 12,035 8,242
Debtors 8 11,016 9,289
Investments 157,107 -
Cash at bank and in hand 540,976 407,102
_ _
721,134 424,633
Liabilities
Creditors:amounts falling due within one year 9 (44,084) (46,239)
_____ _____
Net current assets 677,750 378,394
_ _
Net assets 777,247 420,167
_ _
Funds of the charity
Restricted income funds 11 109,379 138,483
Unrestricted income funds 11 161,933 56,157
Unrestricted Contingency fund 11 160,517 225,527
Designated fund 11 345,418 63,527
_ _
Total charity funds 777,247 420,167
_ _

The director’s statements required by Sections 475(2) and (3) are shown on the following page, which forms part of this Balance Sheet.

The notes on pages 18 to 21 form an integral part of these financial statements.

16

Director’s statement required by Sections 475(2) and (3) For the year ended 31 March 2022

In approving these financial statements as director of the company, I hereby confirm:

These financial statements have been prepared in accordance with the provisions applicable to small companies subject to small Companies regime and in accordance with FRS 102 SORP.

The financial statements were approved by the board on 15 December 2022 and signed on its behalf by Jenny Seagrove

Ms Jenny Seagrove Director

Registration number 07796432

The notes on pages 18 to 21 form an integral part of these financial statements.

17

Notes to the Accounts

1. Basis of preparation and Accounting policies

Basis of accounting

These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant notes to these accounts.

The accounts have been prepared in accordance with:

The statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) issued on 16 July 2014

And with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS102) and with the Charities Act 2011.

Preparation of accounts on a going concern basis

The Trustees assessment is that the charitable company is a going concern and accounts have been prepared on that basis.

Income recognition policies

Items of income are recognised and included in the accounts when all of the following criteria are met:

The charity has entitlement to the funds

Any performance conditions attached to the item of income have been met or are fully within the control of the charity

There is sufficient certainty that receipt of the income is considered probable; and the amount can be measured reliably.

For legacies, entitlement is taken as the earlier of:

The date on which the charitable company is aware that probate has been granted;

The estate has been finalised and notification has been made by the executor to the trust that a distribution will be made; or

When a distribution is received from the estate.

Receipt of a legacy, in whole or part is only considered probable when the amount can be measured reliably and the charitable company has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charitable company or the charitable company is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Donated services

Donated goods and services are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use of the item is probable and the economic benefit can be measured reliably.

Leases

Assets acquired under finance leases are capitalised and the outstanding future lease obligations are shown in creditors. Operating lease rentals are charged to the profit and loss account on a straight-line basis over the period of the lease.

18

Fund Accounting

Unrestricted funds are available for use at the discretion of the directors in furtherance of the general objectives of the charitable company.

Restricted funds are subjected to specific restrictions on their expenditure imposed by the donor.

Taxation

The charge for taxation is based on the taxable profit for the year that is not covered by the Company’s tax exemption with HM Revenue & Customs.

Income

Donations are accounted for as income once the Charitable company has received the amount of the donation in the form of cash, cheque or bank transfer. Intangible income is valued at the cost of provision by the relevant 3[rd] party or where this information is not available, at Directors’ estimate.

Depreciation

Fixed assets are depreciated on a straight-line basis as stated here-under. A full year’s depreciation is provided in the year of addition.

Site Improvements – 10% and 20% of cost per annum on a straight-line basis

Portable Buildings - 20% of cost per annum on a straight-line basis

Plant and Machinery – 20% of cost per annum on a straight-line basis

Furniture, Fixtures and Equipment – 20% of cost per annum on a straight-line basis

Motorised Vehicles – 25% of cost per annum on a straight-line basis

Government grants

Government grants are recognised at the fair value of the asset received or receivable. Grants are not recognised until there is reasonable assurance that the company will comply with the conditions attaching to them and the grants will be received.

Government grants are recognised using the accrual model and the performance model.

Under the accrual model, government grants relating to revenue are recognised on a systematic basis over the periods in which the company recognises the related costs for which the grant is intended to compensate. Grants that are receivable as compensation for expenses or losses already incurred or for the purpose of giving immediate financial support to the entity with no future related costs are recognised in income in the period in which it becomes receivable. Grants relating to assets are recognised in income on a systematic basis over the expected useful life of the asset. Where part of a grant relating to an asset is deferred, it is recognised as deferred income and not deducted from the carrying amount of the asset.

Under the performance model, where the grant does not impose specified future performance-related conditions on the recipient, it is recognised in income when the grant proceeds are received or receivable. Where the grant does impose specified future performance-related conditions on the recipient, it is recognised in income only when the performance-related conditions have been met.

Where grants received are prior to satisfying the revenue recognition criteria, they are recognised as a liability.

2 Income and expenditure

Income and expenditure
2022 2021
£ £
Accountant’s remuneration and associated services 3,146 3,398
____ ____

19

3. Directors’ and Trustees’ Remuneration

The directors received no remuneration from the charity in this accounting year (2021 nil).

4 Staff numbers and costs

The Company employed on average six full-time and two part-time members of staff during the period. The gross payroll costs were £186,067 (2021 £194,040) and employer’s National Insurance costs were £14,776 (2021 £16,049).

5. Taxation

The Company did not generate a taxable profit in the year.

6. Fixed Assets

Site
Portable
Plant &
Improvements
Buildings
Machinery
£
£
£
Cost
As at 1 April 2021
133,515
35,191
30,728
Additions
58,348
-
-
__
_
__
As at 31 March 2022
191,863
35,191
30,728
__
_

Aggregate Depreciation
As at 1 April 2021
116,280
30,169
25,832
Charge for the year
4,413
1,685
2,056



As at 31 March 2022
120,693
31,854
27,888



Net Book Value 31 March
2022
71,170
3,337
2,840



Net Book Value 31 March
2021
17,235
5,022
4,896


___
7 Stock
Stock of consumables and merchandise for resale		 FF&E
Motor
Total
£
£
£
1,450
66,113
266,997
-
17,760
76,108
_


1,450
83,873
343,105

_
_
1,450
51,493
225,224
-
9,530
17,684

_
_
1,450
61,023
242,908

_
_
-
22,850
100,197

_
_
-
14,620
41,773
__
_
____
2022
2021
£
£
12,035
8,242

20

8 Debtors

Debtors
2022 2021
£ £
Monies due from Comedy night, Theatre Royal Windsor 6,121 5,000
Community Debtors 2,415 -
Gift Aid 2,047 2,941
Prepayments 433 1,348
______ ______
11,016 9,289
______ ______

9 Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
2022 2021
£ £
Trade Creditors 3,481 3,029
Accruals and deferred Grants 37,738 43,210
Event Creditors 2,865 -
______ ______
44,084 46,239

10 Share Capital

The Company is a private company, limited by guarantee and therefore has no share capital.

11 Reserves

1 Reserves
Designated Designated Contingency Unrestricted Restricted Total
Community Covid 19 Unrestricted
Continuity Recovery
Fund Fund
£
As at 1 April 2021 23,527 40,000 162,000 56,157 138,483 420,167
Net (deficit) for year 321,891 (40,000) (1,483) 105,776 (29,104) 357,080
_ _ _ ______ _ _
As at 31 March 2022 345,418 (-) 160,517 161,933 109,379 777,247
_ _ _ ______ _ _

12 Related party disclosures

Being a charitable organisation, several of the Directors and Trustees have made donations in cash to the Company in the year.

21