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2022-03-31-accounts

FAMILY GATEWAY (A company limited by guarantee) Annual Report and Financial Statements for the Year Ended 31 March 2022

Company registration number: 07583330 Charity registration number: 1144453

Family Gateway

Contents

03. Reference and Administrative Details 04-5. Chairs Statement

35. Family Gateway Trustee’s Report 36-61. Azets Auditor Report

Family Gateway

Reference and Administrative Details

Trustees

A D Taylor-Saunders (Chair) W P Fatherley I D Jamieson (Vice-Chair) Prof M A Defeyter J Musson Amanda Maskery Leigh Perkins

Key Management Personnel

Julie Marriott CEO Rob Jacques Finance Manager Julie Dyos Howdon Hub Manager Pauline Wonders

Company Registration Number

07583330

Charity Registration Number 1144453

Bankers

Barclays Bank plc Gosforth High Street 59A High Street Gosforth Newcastle upon Tyne NE3 4AA

Auditor

Principal Office

Howdon Community Centre Denbigh Avenue Howdon Wallsend NE28 0PP

Azets Audit Services Bulman House Regent Centre Gosforth Newcastle upon Tyne NE3 3LS

Registered Office

Howdon Community Centre Denbigh Avenue Howdon Wallsend NE28 0PP

The charity is incorporated in England and Wales.

Trustees’ Report

The trustees, who are directors for the purposes of company law, present the annual report together with the financial statements of the charitable company for the year ended 31 March 2022.

Chair’s Statement >

Chair Foreword by Amanda Taylor Saunders.

Once again Family Gateway has stepped up and stood out as a versatile charity able to be responsive to ongoing needs and trends. We can all agree that post Covid, many services, charities and organisations had to rethink the work they did and indeed how it was delivered, there was a need for us to refocus and be flexible and resilient enough to support emerging needs and trends following a period of isolation. We were acutely aware of the hardship some of our families faced, for many of them who had made significant progress the lack of opportunities, open services and support during Covid, led us as a charity to rethink how we could deliver appropriate support that would have an ongoing positive impact and deliver it in line with what our families needed and had identified.

During the past year we have become that resilient creative and adaptive organisation and the specialist work we do with families and young people has continued and grown. We have ensured that those most in need have received the necessary, appropriate support with fantastic outcomes.

The incoming Chief Executive, Julie Marriot, now formally in post, has had a very busy year overseeing a full restructure of the organisation post Covid. We have reconfigured staffing to meet those very needs as we forge strong partnerships with other complementary external agencies to deliver on projects and working arrangements.

A key area of development has been the recognition that we needed as an organisation the systems and capacity to capture, record and interpret data in a more agile way. We knew we were evidencing the positive impact we had on our families, children and young people but we are ambitious and saw an opportunity to have an even bigger influence on national emerging trends and needs and policies. As such we created a Business Development Managers position, implemented a much broader and smarter recording system and have increased our evidence base giving us the ability to identify very quickly emerging trends.

I need to thank our partners and associates who have acknowledged and supported the fantastic work Family Gateway do. Your continued support and funding have enabled us, in these difficult times, to continue supporting those most in need. It has been an extremely challenging journey at times, but we have gained strength from these challenges and have emerged stronger, more agile and definitely more resilient. It has made us as a Charity stronger, more flexible and more creative and has helped reinforce our relevance and importance in the sector.

We have continued to deliver innovative support in a range of areas, resulting in excellent outcomes for those we work with. Our hardest to reach groups be they individuals, children, young people, adults or families have received consistent and timely support from our Barefoot Professional trained staff, with the focus always on making them more resilient, safer, stronger and more confident to access necessary services, as well as giving them the hope and aspiration to make those positive changes necessary in their lives. We know what we are doing is making a genuine and positive difference.

Family Gateway staff have had an incredible journey during these testing times and I need to offer up my thanks to them. Never once have they been thwarted by challenging situations and complex cases, they have been creative and determined in reaching those most vulnerable people, evidenced by some astounding case studies. We are the service that never gives up. My thanks must also go to the Board of Trustees who have been a constant support to Family Gateway. We are very fortunate to have such a dedicated and skilled Board.

I encourage you all to read this full report, it details the work we do, details many good news stories and gives a real flavour of how dedicated we are to make a positive change for our people.

We await with bated breath as to what next year will bring as we all are still experiencing consequences post Covid, isolation, joblessness and mental health have had a huge impact on the communities we work with. We can’t wait to meet head on the opportunities and challenges the next year will bring, we know our communities are less resilient but we also know as an organisation that we can respond to that. We have learned a lot these past two years and know we are stronger, creative, opportunist and more resilient than we ever imagined. We know our business and we do it well.

Who Are We?

Family Gateway works across the North East of England working in the community with children and families to alleviate poverty, improve choice, life aspirations and employability. We apply our “Barefoot professional model” recruiting from our local community those with lived experience. Because of our shared experience we can build trust quickly in order to work holistically and for as long as it takes to ensure better outcomes and choices are afforded to those often seen as the most difficult to engage with mainstream services. We do this by working across the health & education system, looked after care system and with children in need and with those affected by poverty and the criminal justice system. From our friendly Community Hub in Howdon, we provide a range of enrichment activities alongside advice and guidance and provide a centre accessible to all, a place where an individual can seek support and access the right intervention or service for them at their pace.

Our mission is to support and empower families and communities to make the changes needed to improve life chances for children.

Our purpose is articulated in our charitable objectives as:

1. The prevention and relief of child poverty through the promotion of parental employment and the provision of assistance to parents and young people seeking employment across the UK

2. The advancement of education through providing, or assisting in the provision of, education and training for parents and young people across the UK to develop their potential to become employed

3. The development of the capacity and skills of the members of the socially and economically disadvantaged communities across the UK in such a way that they are better able to identify and help meet their needs and participate more fully in society

4. The promotion of social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society.

In pursuing our aims and objectives in 2021/22 we have remained true to our model with the Barefoot Professional approach being at the core of all support, development and design. Our Family Entrepreneurs are at the heart of our work and their skills and expertise are key to the successful outcomes we achieve, and the training and support we offer them is critical to their development and to safe working practices and quality led outcomes. In particular safeguarding training is key as we strive to achieve the highest level of safe working and ensure our staff and beneficiaries are protected and that we mitigate against risk. This is particularly important as cases become more complex and thresholds for support become higher, meaning that we are dealing with much more severe cases; we recognise this risk and work with local authority colleagues to ensure that beneficiaries are fully supported and protected.

We continually listen to our service users and beneficiaries, ensuring we represent their needs in all service developments so that those who need the service are put in the lead and inform its development and design. Regular feedback from families we support, as well as feedback from focus groups and the wider community, all adds significant value to our plans and reviews and maintains our ‘bottom-up’ approach to asset-based community development.

This continuous programme of feedback and review ensures that our aims, objectives and activities have remained focused on our stated purpose and also highlights new opportunities as we move forward in our planning. The Trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when considering and implementing the reviews and considering how planning will contribute to the aims and objectives they have set.

How are we structured and governed?

Family Gateway is a registered charity (registered number 1144453) and a company limited by guarantee established under a Memorandum of Association which states the objects and powers of the charitable company. It is governed under its Articles of Association dated 29th March 2011, as amended on 3rd October 2011. The trustees confirm that if the charity is wound up whilst they are a trustee or if it is wound up within one year of them ceasing to be a trustee, they would be required to contribute an amount, not exceeding £1, towards the payment of the debts and liabilities of the charity.

Recruitment and appointment of trustees

We recognise the importance of the breadth of skills and knowledge that our Trustees bring to the organisation and we recruit to meet specific needs in line with our work, our strategy and our charity governance obligations. A skills matrix system is used for regularly reviewing availability of skills against current and future plans and in this current year we have recruited two new Trustees using this system.

Trustees are voted on to the Board of Trustees at the Annual General Meeting in accordance with our Articles of Association and all Trustees give their time voluntarily, receiving no payment or benefits from the charity. The Trustees who served the charity during the year are detailed on Page 1. At 31st March 2022 there were Seven trustees holding positions, representing a diverse mix of skills and experience.

Trustee induction and training

New Trustees are likely to know the background of the work that the charity does before joining the board and will have an appreciation of the charity’s aims and objectives. A refreshed induction process has been introduced to ensure any proposed new Trustee understands the work undertaken by the charity prior to confirmation of their intention to join the board of Trustees. This induction includes an informal meeting with the Chair and Vice Chair of the organisation and the CEO followed by an opportunity to shadow our Family Entrepreneurs and meet with families in receipt of our services. This allows both the proposed Trustee and the organisation to decide if the skills base and our work are a good fit. The new proposed Trustee will then be invited to attend a Board meeting as an observer before applying formally for a role, thereafter due diligence checks are carried out.

The main documents which set out the operational framework of the charity, including the Memorandum and Articles of Association will be shared and discussed with any new Trustees, along with our Directors Handbook. New Trustees will also be briefed on the current financial position of the charity with the aid of the most recent set of financial statements. Finally, the current resources, grant funding and other revenue streams as well as the future plans of the charity will be discussed with new Trustees.

All Trustees are familiar with the practical work of the charity and have also been encouraged to consult the various Charity Commission publications signposted through the Commission’s guide, “The Essential Trustee”, and the information sheets provided on the Commission’s website.

All trustees are required to undertake a DBS and will be expected to undertake Trustee Safeguarding training within 6 months of being appointed.

In the forthcoming year, new Trustees may be appointed in line with the skills matrix gaps and the new areas of focus of the organisation. The current Trustees will continue to ensure appropriate training is provided for themselves and that proposals are brought forward to regularly review the skills mix and capacity of trustees to ensure maximum effectiveness. One-to-one reviews with the Chair will support their development and inform succession planning for the Board.

Arrangements for setting key management personnel remuneration

No part of the income or property of the Charity shall be paid or transferred directly or indirectly by way of dividend, bonus or otherwise by way of profit to Members of the Charity.

This shall not prevent any payment in good faith by the Charity to members, who are not trustees or connected parties, for the reasonable and proper use of any goods and services.

Expenses may be reimbursed for any reasonable and proper out of pocket expenses incurred when acting on behalf of the Charity.

The board set the remuneration based on the financial position of the charity and by taking into account salary rates of people in similar jobs.

Organisational structure

The board of Trustees administers the charity, oversees its governance and sets the strategic direction in partnership with the CEO and Senior Leadership team after consultation with the staff team, volunteers and community. On an annual basis it agrees the strategy and sets the objectives which are incorporated into the strategic plan. It meets every two months to receive an update from the CEO, Finance Manager, Business Development Manager and Hub Manager, and agrees actions to move the business plan forward. A number of Board sub-groups are established to focus on core areas including Finance and Risk, People and Culture and Business and Enterprise. All Sub-groups have clear Terms of Reference.

At the start of the financial year 2021/22, Family Gateway was led by a Strategic Director who supported the induction and implementation of the new full time CEO role. The newly appointed CEO was supported by a Director of Operations, a Head of Community and Enterprise, a Family Support Manager, a Quality and Impact Manager, a Finance and Administration Manager.

In February 2022 the newly appointed CEO and board of Trustees reviewed the needs on the organisation post pandemic and the decision was taken to restructure the organisation to improve efficiency and quality. The CEO role is now supported by a senior leadership team to reflect the changing shape of the organisation, the growth of the community hub post-pandemic and to focus on sound governance, quality assurance, and acknowledges the need for focus on the complex needs and safeguarding of the families and communities we serve.

The CEO is supported by a Finance Manager, Operations Manager, Business Development Manager and Hub Manager where Executive staff have been granted a range of delegated authorities by the board of trustees in order to run the organisation efficiently.

Pay policy for senior staff

The Board of Directors, who are the charity’s Trustees, give their time freely and no Director received remuneration in the year. The pay of senior staff is reviewed annually and no pay increase was given to the CEO this financial year. Senior staff salaries are considered in line with the organisation’s size, the complexity of the roles, and the responsibilities that the staff carry. The organisation in 2021/22 implemented a new pay scale strategy for all roles within the organisation and where senior management salaries are benchmarked against similar roles within the market and the availability of skills for key roles. There are plans to increase the salaries of the Family Entrepreneurs in the financial year 22/23 to address to cost of living crisis and to better align our pay and renumeration policy.

Risk management

The Trustees have a risk management strategy that comprises:

Key controls that the organisation use to mitigate against risk include:

Due to the nature of our work, we have identified that safeguarding of staff and beneficiaries is one of our most significant risks, as is long term funding particularly as a result of the impact on funders of Covid19 grants during 2020/21; hence the policies and processes in respect of safeguarding and supervision, and financial management are two of our most critical areas of attention on a regular basis. We are confident that we have good mitigating controls against all risks. Health and safety in our Community Hub is also a significant risk and the Hub Manager was appointed to oversee this important aspect of risk, supported by a team of trained staff and a Health and Safety Committee.

Summary of activity 2021/22

We began 2021/22 gradually emerging, from what was to be our last lockdown of the Covid-19 pandemic. There was a semblance of hope to provide services as we had as we had before. There is common recognition of the problems the pandemic caused to the well-being of almost everyone. It touched all our lives one way or another. Family Gateway is recognised as a local employer through our Barefoot Professional model. We employ local people who have experienced and overcome similar issues as those we support. In response to the pandemic at the end of March 2022 we launched an Employee Assistance Programme, accessible 24 hours a day, providing counselling, family advice, legal information, crisis support and health and wellbeing support to our employees and their family members. We are proud to provide this confidential service to our staff, this is one pillar in our long-term commitment to support and improve staff wellbeing.

Families were grateful for the way we used technology during the pandemic, or other methods like meeting for a walk to maintain contact and provide help throughout the crisis, thousands of free healthy family meals and household grants had been provided to the local community as households bore the brunt of cost of living increases and changes to how they lived their daily lives. However, over the last year for the majority, returning to face-to-face contact has been a lifeline.

As people emerged from the pandemic, we could see its legacy unfolding. More children had gone into care overall nationally or been placed on “at risk” registers, domestic violence had increased with those living in violent situations being unable to contact us unless at crisis point given the abuser was often at home. Anti-social behaviour, in particular with young people was increasing as the architecture of school, which often held children and family units together had been removed in its normal sense. Parents often did not have money to purchase extra download capacity on their phone in order for their children to attend online classes or lacked the correct equipment, space and ability to support young learners which pushed these families further into deficit. People’s health overall has significantly been impacted in the North East with recent national statistics noting the North East’s levels of poverty now outstripping areas of London. Increases in poor mental wellbeing, loneliness and anxiety, obesity and inactivity levels have soared leading overall to a community struggling to emerge from the crisis and being able to live healthy lives. This was a year of catchup, but for many, two years have been lost. However, despite the lock down challenges in the last year we worked directly with 291 adults and 491 children in total 782 people received bespoke packages of support and our community hub saw over 20,000 visitors.

During this year we looked for ways to improve how we captured and stored our client work. The pandemic exposed our over reliance on paper and excel spreadsheets. Further, this highlighted compliance risks in data protection, data security and confidentiality. We introduced more online recording and storage using Microsoft Office and Google Drive, this provided increased security to our data but limited increase in accessibility. We updated our policies in data protection and storage accompanied by General Data Protection Regulation training (GDPR ) and began working towards Cyber essentials plus levels of security. We sought and found a case management system, specifically designed for charities. Lamplight will be launched in summer 2022, providing secure cloud-based storage and retrieval. We will be able to record activities, outputs and outcomes, as well as generating reports. This move serves our families by securely holding their data, and allowing for a seamless service if their Family Entrepreneur is absent. As an organisation we will be able to better report on our work overall, particularly the outcomes we help families achieve and evidence impact of our interventions.

During 2021/22 we worked on programmes across a range of portfolio areas:

Education

Youth aspiration and diversion

Vulnerable Families and Employability

The work is intensive, focusing more on the quality of our intervention and support, so it is long lasting rather than light touch work with many families. We attend to address the barriers to successful parenting with the ultimate aim to keep children with their family, if it is safe to do so. Years of research evidences reduced outcomes for children and young people who enter the care system. And while the welfare of the child is paramount as laid out in Children Act 1989, we also know, for some families additional, well-timed support can help develop a healthy and safe environment, where a child may remain.

One key indicator of success is evidenced by 18 families removed or downgraded from their child protection plan. Over this year we supported 83 adults and 156 children. To support this project and Family Gateway overall, we worked with a safeguarding specialist who revised our safeguarding policies for both adults and children, developed in-house safeguarding training, plus trained the trainers for key staff, enabling us to run the training ourselves in the future. From this initiative we saw an increase in the number of concerns raised to social workers on these projects as our staff grew in confidence.

Alongside, our Stronger Parents Thriving Children work continues. Here we work intensively with parents, pre-birth or post, with children up to the age of three; to empower parents to be able to improve their situation, building resilience and increasing confidence. We provide our own menu of support. Activities include support to attend appointments, help families establish routines and boundaries, support with weaning and healthy feeding, support bonding. We co-facilitate peer support groups to encourage socialising, enabling parents to develop support networks to last after our intervention ends.

The programmes in this portfolio are some of our most important and impactful in respect of building stability and resilience in households where children’s life chances are limited and where parents struggle to cope with a multitude of complex issues and often cannot find their voice within the formal process that surround their family unit. The Barefoot Professional approach ensures that we are targeting those families for whom professional services approaches have failed to be effective and where there are significant barriers to working with other agencies. Many parents experience stigma, fear, judgemental approaches, and ineffective engagement and support strategies, short term interventions that do not address all issues and are not adequately understood by many services. We are particularly concerned about the large numbers of children moving into the Care system when this could be avoided with intensive community-led support for the families. We work in partnership with NYAS to ensure formal advocacy is in place supporting our position of ensuring the voice of the service user and child is heard within any formal process. Our Looked After Care Prevention programme, funded by the Henry Smith Charity, has seen significant success in removing children from Child in Need or Child Protection plans and building stability in families so that the children are not removed. Our activities are based on credibility, relationship, trust, long term intervention, prioritising issues based in the individual’s needs, practical sustainable support. We continue to look for funding to increase this programme and meet demand and ensure that families build happy, healthy, safe home environments for children to thrive and grow.

Health and Sport

Community Hub and Enterprise

Fundraising disclosures

Public benefit - Local Families in Need

The trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.

Case Study 1

Case Study 2

Financial Performance

The 2021/2022 Financial Year was always going to be a challenging year, coming after the Covid Year of 2020/2021. There have been challenges on many fronts leading on from Covid lockdown and the gradual easing and lifting of restrictions. These have included re-establishing the normal operational aspects of our work, both within the Hub and within the Community, and also working with our internal and external stakeholders to ensure we have the resources in place to support our operations.

Family Gateway has however achieved growth in turnover to the extent whereby a full financial audit has been carried out rather than an Independent Examination. The increased trading turnover is due to the Howdon Hub and Howdelicious Café enjoying nearly a full year of welcoming visitors to enjoy the facilities and food on offer which has been made more possible by the extensive refurbishment of the reception and café areas which took place during the previous year’s lockdown. We have continued much of the work with vulnerable families and individuals we were involved in pre covid but have developed our work with the Northumberland Police and Crime Commissioner to the extent whereby this was responsible for 47% of our funding.

Expenditure has also increased in relative terms to turnover. Rising costs in energy and everyday consumables started to permeate through during the year and it is apparent that this will continue into 2022/2023. Nevertheless, we have achieved a surplus which represents 4.1% of our total turnover and despite the fluctuations and accommodation of new processes and income streams, our overall bank balances and balance sheet reserves remain on par with 20/21.

Looking forward to 2022/2023 we anticipate that access to resources to continue our work will be challenging for the Charity sector as a whole. The ongoing cost of living crisis and the fallout post Covid has implications in terms of increased demand for our services in the face of increased competition for resources, including funding.

Reserves Policy and Going Concern

The Charity operates with only limited financial resources; therefore, the finance sub-group of the Board of Trustees regularly assesses and reviews its reserves policy in line with the financial performance, risk and the external environment. The Charity’s policy is that unrestricted funds not committed or invested in tangible fixed assets (“the free reserves”) should be between 4 and 6 months of the resources expended. At the balance sheet date, the free reserves stood at £382,432 which represents just over 3 months of operating costs.

The board considers that the uncertainties and risks of the sector in which we operate dictate that our reserves target is not only desirable but necessary and we will continue to build reserves as quickly as possible without compromising our standards and objectives.

We have to balance our continuing need to expand and innovate against the need to conserve funds to extend the operating cost cover period and this requires careful funds management. External uncertainties dictate that we need to be prudent in respect of our reserves levels and on that basis the trustees will continue to budget for unrestricted fund surpluses in future years to extend this operating cost cover period towards the 6 months’ level and to move to a position of being able to confidently fund investment in new projects. This will be achieved through continued income generation, establishment of new unrestricted income streams, cost management and sound financial management.

Whilst the current free reserves remain a risk for the Charity, the Trustees are confident that this is not a going concern risk as a large proportion of operating costs relate to restricted fund projects where costs can be actively managed should the associated income be withdrawn.

Restricted funds amounted to £201,319 as detailed in Note 17 to the accounts. These are held specifically for the current charitable projects (listed on page 15).

Income and Expenditure

Income

During the year the Charity’s income increased by 21.3% to £1,197,565. The majority of this increase (£210,748) came from new commissioned services from the Northumberland Police and Crime Commissioner and Trading Income post Covid Lockdown and Restrictions

Expenditure

Operational expenses totalled £1,144,913, an increase of 37.1% on the prior year. There was a large increase in Trading Costs, £166,368, and restricted expenditure of £216,005, offset by decreases in spending on unrestricted charitable activities expenditure.

Investment Policy and Objectives

The Trustees are committed to retaining a prudent amount of reserves within the Charity’s funds. However, most of these funds are spent in the short term, so there are few funds available for long term investment. Having considered the options available, the risks facing the Charity and the Reserves Policy as set out above, the Trustees have decided to invest monies in an instant access deposit account.

Impact of Covid-19

Our plans throughout 2020/21 and into the early part of 2022 were impacted as a result of the Covid19 pandemic. We saw significant reductions in income through trading as a result of having to close our community hub and our catering business and whilst we saw some recovery in the early part of 2022 the cost-of-living crises began to emerge and undermine consumer confidence. The impact of Brexit and Covid 19 resulted in staffing shortages within the hospitality sector. This resulted in our Head of Enterprise and Head of Catering follow lucrative offers back into the restaurant sector which led to us re thinking our food offer. Due to the Pandemic and cost of living crisis we saw increased pressure on our family support services as families who were already struggling faced unimaginable challenges as a result of the pandemic and lockdown. The cost-of-living crisis is now beginning to impact on these families and in response we began working in partnership with Local Authorities to deliver a range of services and interventions that may have a preventative impact in relation to food and fuel poverty.

We have however managed to survive and thrive during this unprecedented challenging time through a combination of tenacity, determination, care and creativity. We have once again taken time to review, reassess and plan for the future based on our past knowledge and experience balanced with assumptions about future demographic and societal changes and needs.

In early 2022 we began to host The Bread and butter thing, a cut price food service to North Tyneside residents. This allowed families on low incomes to sign up to the scheme where for £7.50 a week they received £35 of food which consisted of fresh vegetables and fruit, meat and storage cupboard ingredients. This service was fully subscribed within days and in deed is now oversubscribed demonstrating the need in our area. To support this delivery, we also ran a range of cookery workshops and a slow cooker initiative with families funded by North Tyneside Local Authority where families were supported to cook healthy and nutritious food for the whole family loosing low energy using slow cookers. Families taking part received slow cookers and recipe books. We have also joined a range of Local Authority programs across the North East supporting access to support services addressing fuel poverty. Thanks to the generosity of funders such as Proctor and Gamble and the Greggs Foundation we have been able to continue with our family grants scheme supporting families to access goods and services needed to address their needs and in 2022 we are supporting local residents with a newly established fund to travel to medical appointments. This fund was established after we became aware that the cost-of-living crisis was so severe that individuals were not attending sometime life critical hospital appointments as they could not afford the public transport to attend.

We have also developed further our out of school activities provision including HAF and our annual community events to engage and support families with children of all ages ensuring what is on offer is either free at the point of access or at cost. We can see the pandemic has impacted on whole families driving them into deeper poverty and significantly increased stress and anxiety within family groups. The impact on children is clear with poor socialization skills and pre-school children not having the resilience or dexterity skills to start school in a positive way which inevitably will result in them having less opportunities to thrive. To address this strategically Family Gateway are well placed to influence change and operationally we have increased our delivery for pre-school children and in 2022 we plan to extend the Hubs opening time to accommodate film clubs, bedtime reading initiative’s and renovate our external areas to accommodate a forestry school, community garden and multi-use games area to ensure access to sports and leisure facilities and activities for the community to improve overall health and wellbeing for both adults and children. Family Gateway believe in empowering communities to choose and all of our plans have been driven by the community for the community.

Plans for future periods

As we emerge from the pandemic, we are begging to see the longer term impact on families and individuals. We are seeing increased demand for our family services with increase numbers of people of all age groups experiencing poor mental health with long waiting lists within NHS primary care services, we are seeing young people and children suffering heightened social anxiety and stress which is impacting on them within leaning environments with pre-school children not being school ready and in particular we are seeing a rise in anti-social behaviour and the criminal and sexual exploitation of young people. The health and wellbeing of our community has changed dramatically and as the legacy of the pandemic and cost of living crisis begins to bite down, we expect to see families simply unable to feed & clothe themselves or heat and light their homes. Long waiting lists for support from primary healthcare services will impact with people self-medicating or suffering the effects of illness which may then affect their working lives and drive-up unemployment this may give rise to rising crime.

The funding arena has become more competitive and challenging as need is higher but access to grants and funds reduce due to volume of competition. Family Gateway have been able to secure some restricted and unrestricted grants and donations that will support some of our work in 2021/22 to alleviate the pressure post pandemic and our investment in the Hub and Multi use games area will generate income for the hub to reinvest in delivery of hub activities and front-line services. We anticipate increased demands on our services therefore throughout 22/23 we will work towards securing longer term tenders around the key areas of need along with applying for grant-based funding to support our innovative program of services delivery and core funding.

The Board of Trustees and senior management team continue to review, assess and develop the strategic plan which has undertaken a critical and deep review as a result of the learnings from the Covid lockdown period and impact.

Our basic assumptions remain:

Our plans for 2022/23 will focus on building and growing existing and new programmes for children & young people at risk of criminal exploitation and crime, improving children’s experience of schooling improving attendance, engagement and attainment, families who need support to protect their children from moving into the care system, individuals and children whose physical and mental wellbeing have been impacted as a result of poverty, disadvantage and Covid 19 and children whose education is being negatively affected by their home and family environment.

We will utilise existing grants and funds to continue to take referrals into programmes of support and we will source new and appropriate funds to grow those programmes with the highest and strongest impact.

In the area of community and enterprise we will continue to develop the Howdon Community Hub through sourcing capital grants and funds so that local people can enjoy a safe, warm, welcoming and purposeful building. We will continue to offer well managed tenancies to local businesses and partners who share our community ethos and values and we will strive to engage with further primary healthcare services with the view of healthcare provision being provided from the hub making it more accessible to those who may not traditionally access services through existing primary care networks. We will continue to offer a range of activities and events for families and for local people of all ages who seek social inclusion, fun and good quality activities. We will invest and develop our multi use games area and the hub will open longer hours to make the hub more accessible and to generate income. We will explore new enterprises that offer local services and fill gaps in the market to increase employability for local people and deliver social impact and unrestricted profits to support the charity.

We will continue to invest in our people through development, learning, mentoring and the ongoing wellbeing at work programmes that support our own staff’s health and wellbeing at work. The wellbeing at work programme was introduced to acknowledge and address the duty of care we have, particularly to our Barefoot Professional staff, and to support them to do their work safely and with the knowledge that there are a range of interventions and activities available to help them keep healthy physically and mentally.

We remain optimistic about our future and clear about our direction of travel and we believe in our Barefoot professional model which we know engages the most vulnerable families with children who struggle to access mainstream services. We will strive to create a more inclusive environment with the aim of giving a powerful voice to our community, creating intergenerational links and learning, building resilience and leading to more empowered choices and positive outcomes.

Going concern & Statement of Trustee Responsibilities

Going Concern

The trustees have considered the resources available along with the principal risks as set out below. The trustees consider that there are no material uncertainties about the charities ability to continue as a going concern, given their explanation in note 2 of the accounts.

Statement of Trustee Responsibility

The trustees (who are also the directors of Family Gateway for the purposes of company law) are responsible for preparing the trustees’ report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations.

Company law requires the trustees to prepare financial statements for each financial year. 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 charitable company and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the trustees are required to:

Family Gateway Trustees’ Report

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company 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 charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Appointment of Auditor

Azets Audit Services Limited, trading as Azets Audit Services were appointed auditor to the company following their acquisition of the trade of Tait Walker LLP, trading as MHA Tait Walker, on 1 May 2022.

In accordance with section 485 of the Companies Act 2006, a resolution for the re-appointment of Azets Audit Services as auditor of the charity is to be proposed at the Annual General Meeting.

The annual report was approved by the trustees of the charity on .................... and signed on its behalf by:19/10/2022

.........................................

A D Taylor-Saunders Trustee

Family Gateway

Independent Auditor's Report to the Members of Family Gateway

Opinion

We have audited the financial statements of Family Gateway (the 'charity') for the year ended 31 March 2022, which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flows, and Notes to the Financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is United Kingdom Accounting Standards, comprising Charities SORP - FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and applicable law (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and the provisions available for small entities, in the circumstances set out in note to the financial statements, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

The prior year numbers were not audited.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements were authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

36

Family Gateway

Independent Auditor's Report to the Members of Family Gateway

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of our knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' Report.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities (set out on page 34), the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Auditor responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

37

Family Gateway

Independent Auditor's Report to the Members of Family Gateway

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Because of the field in which the client operates, we identified the following areas as those most likely to have a material impact on the financial statements: Health and Safety and employment law (including the Working Time Directive).

Owing to the inherent limitations of an audit, there is an unavoidable risk that some material misstatements in the financial statements may not be detected, even though the audit is properly planned and performed in accordance with the ISAs (UK). For instance, the further removed non-compliance is from the events and transactions reflected in the financial statements, the less likely the auditor is to become aware of it or to recognise the non-compliance.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

38

Family Gateway

Independent Auditor's Report to the Members of Family Gateway

Use of our report

This report is made solely to the charitable company's trustees, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its trustees as a body, for our audit work, for this report, or for the opinions we have formed.

......................................

Simon Brown ACA (Senior Statutory Auditor) For and on behalf of Azets Audit Services Chartered Accountants Statutory Auditor

Bulman House Regent Centre Gosforth Newcastle upon Tyne NE3 3LS

Date:.............................

Azets Audit Services is a trading name of Azets Audit Services Limited

39

Family Gateway

Statement of Financial Activities for the Year Ended 31 March 2022 (Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)

Note
Income and Endowments from:
Donations and legacies
3
Charitable activities
4
Trading income and room
hire
5
Investment income
6
Other income
7
Total Income
Expenditure on:
Trading costs
Charitable activities
8
Total Expenditure
Net income
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward
19		 Unrestricted
£
34,072
39,600
131,235
148
14,566
219,621
(178,336)
(41,285)
(219,621)
-
-
382,432
382,432		 Restricted
£
977,944
-
-
-
-
977,944
-
(925,292)
(925,292)
52,652
52,652
148,667
201,319		 Total
2022
£
1,012,016
39,600
131,235
148
14,566
1,197,565
(178,336)
(966,577)
(1,144,913)
52,652
52,652
531,099
583,751		 Total
2021
£
874,346
64,338
41,007
479
6,647
986,817
(11,968)
(823,054)
(835,022)
151,795
151,795
379,304
531,099

All of the charity's activities derive from continuing operations during the above two periods.

40

Family Gateway

Comparative Statement of Financial Activities for the Year Ended 31 March 2021 (Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)

Note
Income and Endowments from:
Donations and legacies
3
Charitable activities
4
Trading income and room hire
5
Investment income
6
Other income
7
Total income
Expenditure on:
Trading costs
Charitable activities
8
Total expenditure
Net income
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward
19		 Unrestricted
£
152,832
64,338
41,007
479
6,647
265,303
(11,968)
(113,767)
(125,735)
139,568
139,568
242,864
382,432		 Restricted
£
721,514
-
-
-
-
721,514
-
(709,287)
(709,287)
12,227
12,227
136,440
148,667		 Total
2021
£
874,346
64,338
41,007
479
6,647
986,817
(11,968)
(823,054)
(835,022)
151,795
151,795
379,304
531,099

41

Family Gateway

(Registration number: 07583330) Balance Sheet as at 31 March 2022

Note
Fixed assets
Tangible assets
13
Current assets
Stocks
14
Debtors
15
Cash at bank and in hand
16
Creditors: Amounts falling due within one year
17
Net current assets
Net assets
Funds of the charity:
Restricted income funds
Restricted funds
19
Unrestricted income funds
Unrestricted funds
Total funds
19		 2022
£
114,876
-
52,318
603,058
655,376
(186,501)
468,875
583,751
201,319
382,432
583,751		 2021
£
79,381
2,000
24,799
604,010
630,809
(179,091)
451,718
531,099
148,667
382,432
531,099

The financial statements on pages 40 to 62 were approved by the trustees, and authorised for issue on .................... and signed on their behalf by:

.........................................

A D Taylor-Saunders Trustee

42

Family Gateway

Statement of Cash Flows for the Year Ended 31 March 2022

Note
Cash flows from operating activities
Net cash income
Adjustments to cash flows from non-cash items
Depreciation
Investment income
6
Working capital adjustments
Decrease/(increase) in stocks
14
(Increase)/decrease in debtors
15
Increase in creditors
17
Net cash flows from operating activities
Cash flows from investing activities
Interest receivable and similar income
6
Purchase of tangible fixed assets
13
Net cash flows from investing activities
Net (decrease)/increase in cash and cash equivalents
Cash and cash equivalents at 1 April
Cash and cash equivalents at 31 March		 2022
£
52,652
16,265
(148)
68,769
2,000
(27,519)
7,410
50,660
148
(51,760)
(51,612)
(952)
604,010
603,058		 2021
£
151,795
8,448
(479)
159,764
(20)
172,038
17,054
348,836
479
(68,534)
(68,055)
280,781
323,229
604,010

All of the cash flows are derived from continuing operations during the above two periods.

43

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

1 Charity status

The charity is limited by guarantee, incorporated in England and Wales, and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £1 towards the assets of the charity in the event of liquidation.

The address of its registered office is: Howdon Community Centre, Denbigh Avenue, Howdon, Wallsend, NE28 0PP.

2 Accounting policies

Summary of significant accounting policies and key accounting estimates

The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

Statement of compliance

The 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 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). They also comply with the Companies Act 2006 and Charities Act 2011.

Basis of preparation

Family Gateway meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

The financial statements are prepared in Sterling, which is the functional currency of the entity.

Going concern

The financial statements have been prepared on a going concern basis which assumes the charity will continue in operational existence for the forseeable future.

The charity meets its day to day working capital requirements through cash generated from operations.

The charity’s forecasts and projections for the next twelve months show that the charity should be able to continue in operational existence for that period, taking into account reasonable possible changes in trading performance.

Estimation uncertainty and judgements

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported.

Accruals

Accruals are calculated where a service has been provided but the company has not yet been invoiced.

Prepayments

Prepayments are calculated where an invoice has been provided in advance of the service taking place.

44

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

Income and endowments

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

Donations and legacies

Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance by the charity before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that these conditions will be fulfilled in the reporting period.

Grants receivable

Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.

Gift aid

Incoming resources from tax reclaims are included in the Statement of Financial Activities at the same time as the gift to which they relate.

Other trading activities

Income from trading activities is recognised when goods or services are sold.

Charitable activities

Income from commissioned services is recognised as it is earned.

Other income

Other income is included when receivable.

45

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

Expenditure

All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.

Raising funds

Costs of raising funds comprise the costs of activities and consumables.

Charitable activities

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Support costs

Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.

Governance costs

These include the costs attributable to the charity’s compliance with constitutional and statutory requirements, including independent examination, strategic management and trustees’s meetings and reimbursed expenses.

Irrecoverable VAT

Irrecoverable VAT is charged against the category of resources expended for which it was incurred.

Taxation

The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

Tangible fixed assets

Individual fixed assets are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses.

46

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

Depreciation and amortisation

Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:

Asset class Depreciation method and rate Computer equipment 33.33% straight line Machinery and equipment 20% straight line Property improvements 5% straight line

Stock

Stocks are stated at the lower of cost and estimated selling price less costs to complete and sell. Cost is determined using the first-in, first-out (FIFO) method.

Trade debtors

Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.

Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.

Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.

Trade creditors

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the charity does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.

Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.

Fund structure

Unrestricted income funds are general funds that are available for use at the trustees discretion in furtherance of the objectives of the charity.

Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.

Hire purchase and finance leases

Leases in which substantially all the risks and rewards of ownership are retained by the lessor are classified as operating leases. Rentals payable under operating leases are charged in the Statement of Financial Activities on a straight line basis over the lease term.

47

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

Pensions and other post retirement obligations

The charity operates a defined contribution pension scheme which is a pension plan under which fixed contributions are paid into a pension fund and the charity has no legal or constructive obligation to pay further contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods.

Contributions to defined contribution plans are recognised in the Statement of Financial Activities when they are due. If contribution payments exceed the contribution due for service, the excess is recognised as a prepayment.

3 Income from donations and legacies

Donations and legacies;
Donations
Gift aid reclaimed
Grants, including capital grants;
Grants
Government grants - CJRS
Total for 2022		 Unrestricted
funds
General
£
8,490
182
25,400
-
34,072		 Restricted
funds
£
-
-
977,944
-
977,944		 Total
2022
£
8,490
182
1,003,344
-
1,012,016		 Total
2021
£
24,038
993
792,981
56,334
874,346

48

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

Unrestricted
Total Total
General Restricted 2022 2021
£ £ £ £
Analysis of grants by donor
The National Lottery Reaching
Communities Fund - - - 64,505
The Sage Foundation - 33,000 33,000 42,254
Newcastle City Council - ASB
Victim Project - 5,000 5,000 -
Police and Crime Commission -
Teachable Moments - 252,870 252,870 -
Virgin Money Foundation - 15,000 15,000 38,000
CR Bell Fund - 2,720 2,720 -
The Trusthouse Fund - 8,125 8,125 -
Sport England Tackling Inactivity
and Economic Disadvantage
Fund - - - 22,293
North Tyneside Council - 56,786 56,786 86,251
North Tyneside Council - CCG - 19,518 19,518 19,519
North Tyneside Council -
Household Support Grant - 1,500 1,500 -
North Tyneside Council - Restart
Grants - 16,000 16,000 -
North Tyneside Council -
Holiday Activities Funding - 14,668 14,668 -
The Tudor Trust - 30,000 30,000 27,800
Northumberland County Council
- Holiday Activities - 7,000 7,000 -
Macmillian Cancer Support - 8,923 8,923 -
The Henry Smith Charity - 48,600 48,600 20,600
The Mercers Company - 15,997 15,997 25,579
Proctor and Gamble 25,000 5,400 30,400 29,000
Community Foundation Tyne
and Wear - Various Projects - 10,000 10,000 14,037
Segelman Fund 40,000 - 40,000 -
Ron and Lousie Bowey Fund - - - 20,000
National Lottery Community
Fund - Awards for All - - - 13,300
Other grants - 13,443 13,443 35,183
Sir James Knott Trust - - - 834
Garfield Weston - 42,000 42,000 28,000
Coping with Cancer - 12,500 12,500 -
Gateshead Council - LA6 ESF - 17,403 17,403 26,104
VODA - - - 4,000
Wallsend Action for Youth - - - 10,500
Global Make Some Noise - - - 55,000

49

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

Greggs
Masonic
Metro Cash for Kids
Key Fund
BBC Children in Need
Power to change
Rank Foundation
Police and Crime Commission
Charities Aid Foundation
National Lottery Roving Chef
DWP - Kick Start		 Unrestricted
General
£
-
-
-
-
-
-
-
-
-
-
-
65,000		 Restricted
£
15,000
20,000
-
4,920
-
-
-
238,892
-
10,000
13,079
938,344		 Total
2022
£
15,000
20,000
-
4,920
-
-
-
238,892
-
10,000
13,079
1,003,344		 Total
2021
£
1,000
16,667
7,070
15,594
14,294
23,125
25,000
87,857
10,615
9,000
-
792,981

The value of £721,514 was included within restricted income in 2021.

In accordance with FRS 102 and the Charities SORP (FRS 102), the economic contribution of general volunteers is not recognised in the financial statements

50

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

4 Income from charitable activities

Commissioned Services - North Tyneside
Council
Commissioned Services - Northumberland
County Council
Commissioned Services - Various Schools
Total for 2022		 Unrestricted
funds
General
£
24,300
15,300
-
39,600		 Total
2022
£
24,300
15,300
-
39,600		 Total
2021
£
33,000
24,290
7,048
64,338

5 Income from other trading activities

Trading income;
Other trading income		 Unrestricted
funds
General
£
131,235
131,235		 Total
funds
£
131,235
131,235		 Total
2021
£
41,007
41,007

Other trading income comprises cafe income, room hire, gym hire, event income and other sundry income, which are activities consistent with the charity's aims and objectives.

51

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

6 Investment income

Interest receivable and similar income;
Interest receivable on bank deposits
7
Other income
Other income		 Unrestricted
funds
General
£
148
Unrestricted
funds
General
£
14,566		 Total
2022
£
148
Total
2022
£
14,566		 Total
2021
£
479
Total
2021
£
6,647

8 Expenditure on charitable activities

Direct costs
Governance costs		 Unrestricted
General
£
36,285
5,000
41,285		 Restricted
£
925,292
-
925,292		 Total
2022
£
961,577
5,000
966,577		 Total
2021
£
820,304
2,750
823,054

52

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

Analysis of expenditure
Rent and Water
Light and Heat
Insurance
Repairs and Maintenance
Cleaning
Wages and Salaries
Employer NI Contributions
Employer Pension Contributions
Travel and Subsistence
Telephone
Computer Software and Support Costs
Equipment Hire
Recruitment
Advertising and Public Relations
Printing, Stationary and Postage
Staff and Volunteer Training
Sundry Expenses
Practical Support Costs / Activities
Legal and Professional Fees
Consultancy Fees
Subscriptions
Project Management Support
Bank Charges
Accountancy Services
Independent Examiners Fees
Depreciation
VAT Assessment
Audit fees
Partnership Charges		 Total
2022
£
2,622
13,984
3,798
32,160
3,051
538,333
48,759
22,212
15,946
8,066
20,657
3,845
2,185
5,676
8,012
4,376
1,777
26,635
34,177
58,294
2,825
75
433
668
-
16,265
837
5,000
85,909
966,577		 Total
2020
£
7,342
14,588
6,476
26,351
1,450
473,418
32,380
14,230
18,940
6,700
14,464
780
492
6,613
7,987
7,005
1,105
48,154
13,979
85,970
2,172
8,206
235
139
2,750
8,448
12,680
-
-
823,054

9 Net incoming/outgoing resources

Net incoming resources for the year include:
Audit fees
Depreciation of fixed assets
Independent examiners fees		 2022
£
5,000
16,265
-		 2021
£
-
8,448
2,750

53

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

10 Trustees remuneration and expenses

No trustees, nor any persons connected with them, have received any remuneration from the charity during the year.

No trustees have received any other benefits from the charity during the year.

11 Staff costs

The aggregate payroll costs were as follows:

The aggregate payroll costs were as follows:
Staff costs during the year were:
Wages and salaries
Social security costs
Pension costs
Redundancy costs		 2022
£
658,966
49,006
22,212
12,486
742,670		 2021
£
466,356
32,380
14,230
7,062
520,028

The monthly average number of persons (including senior management / leadership team) employed by the charity during the year expressed as full time equivalents was as follows:

Management
Administrative
Services		 2022
No
3
3
27
33		 2021
No
3
3
21
27

No employee received emoluments of more than £60,000 during the year.

The services of the strategic director have been commissioned through her company, Stimulo Ltd, and amounted to £39,600 (2021 - £66,000). These costs are included within consultancy fees.

The total employee benefits of the key management personnel of the charity were £57,750 (2021 - £47,268).

12 Taxation

The charity is exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

54

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

13 Tangible fixed assets

Cost
At 1 April 2021
Additions
At 31 March 2022
Depreciation
At 1 April 2021
Charge for the year
At 31 March 2022
Net book value
At 31 March 2022
At 31 March 2021
14 Stock
Finished goods		 Property
improvements
£
50,640
8,449
59,089
1,063
2,852
3,915
55,174
49,577		 Machinery
and
equipment
£
43,907
32,151
76,058
14,103
10,820
24,923
51,135
29,804		 Computer
equipment
£
4,554
11,160
15,714
4,554
2,593
7,147
8,567
-
2022
£
-		 Total
£
99,101
51,760
150,861
19,720
16,265
35,985
114,876
79,381
2021
£
2,000

Finished goods

55

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

15 Debtors

Trade debtors
Prepayments and accrued income
Other debtors		 2022
£
15,810
24,508
12,000
52,318		 2021
£
448
18,351
6,000
24,799

16 Cash and cash equivalents

Cash on hand
Cash at bank
Short-term deposits
17 Creditors: amounts falling due within one year
Trade creditors
VAT
Accruals and deferred income		 2022
£
746
2,312
600,000
603,058
2022
£
11,381
1,870
173,250
186,501		 2021
£
650
3,360
600,000
604,010
2021
£
7,186
4,089
167,816
179,091

Included within accruals and deferred income in the year is deferred income of £101,138 (2021 - £125,359).

Deferred income at 1 April 2021
Resources deferred in the period
Amounts released from previous periods
Deferred income at year end		 2022
£
125,359
101,138
(125,359)
101,138		 2021
£
126,130
125,359
(126,130)
125,359

18 Obligations under leases and hire purchase contracts

Operating lease commitments

Total future minimum lease payments under non-cancellable operating leases are as follows:

56

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

2022
Other
Within one year
Between one and five years		 2022
£
4,171
1,498
5,669		 2021
£
-
-
-

57

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

19 Funds

19 Funds
Balance at 1 Incoming Resources Balance at 31
April 2021 resources expended March 2022
£ £ £ £
Unrestricted funds
General
General 382,432 219,621 (219,621) 382,432
Restricted funds
The National Lottery Reaching
Communities Fund - Improving
Futures - 39,600 (39,600) -
The Sage Foundation 9,496 33,000 (33,000) 9,496
CR Bell Fund - 2,720 (2,720) -
National Lottery Roving Chef - 10,000 (10,000) -
Garfield Weston - 42,000 (42,000) -
Garfield Weston Foundation -
Anniversary Fund 58,886 - (2,390) 56,496
The Tudor Trust 26,148 30,000 (30,000) 26,148
Sage Foundation Benevity
Fund 5,000 - (5,000) -
Masonic - 20,000 (20,000) -
Key Fund - 4,920 (4,920) -
DWP - Kick Start - 13,079 (11,679) 1,400
Sir James Knott Trust (2) 13,443 (9,335) 4,106
Police and Crime Commission - 238,892 (164,898) 73,994
Police and Crime Commission
- Teachable Moments - 252,870 (252,870) -
NT CCG - VCS Grant 13,012 19,518 (32,530) -
Newcastle City Council - ASB
Victim Project - 5,000 (5,000) -
The Trusthouse Fund - 8,125 (8,125) -
Virgin Money Foundation - 15,000 (15,000) -
Savoy Educational Trust 5,295 - (1,422) 3,873
Proctor and Gamble -
Development of Clinical Room 3,839 - (89) 3,750
Gateshead Council LA6 - ESF 21,993 17,403 (39,396) -
Silverbean 5,000 - (5,000) -
Greggs - 15,000 (15,000) -
Coping with Cancer - 12,500 (12,500) -
North Tyneside Council - NTC
ESF - 56,786 (56,786) -
North Tyneside Council -
Household Support Grant - 1,500 (1,500) -
North Tyneside Council -
Restart Grants - 16,000 (16,000) -

58

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

2022
North Tyneside Council -
Holiday Activities Funding
Northumberland County
Council - Holiday Activities
Macmillian Cancer Support
The Henry Smith Charity
The Mercers Company
Proctor and Gamble
Community Foundation Tyne
and Wear - Various Projects
inc Pea Green Boat Fund
Total restricted funds
Total funds		 Balance at 1
April 2021
£
-
-
-
-
-
-
-
148,667
531,099		 Incoming
resources
£
14,668
7,000
8,923
48,600
15,997
5,400
10,000
977,944
1,197,565		 Resources
expended
£
(14,668)
(7,000)
-
(35,467)
(15,997)
(5,400)
(10,000)
(925,292)
(1,144,913)		 Balance at 31
March 2022
£
-
-
8,923
13,133
-
-
-
201,319
583,751

The specific purposes for which the funds are to be applied are as follows:

General fund - These funds can be used in any way by the trustees in accordance with the objectives of the charity.

Restricted reserves

Community Foundation - Charles Robert Bell - Supporting the Mental Health of Families in North Tyneside

Garfield Weston Foundation - Funding received towards the costs of core management posts

Garfield Weston Foundation - Anniversary Fund - Funding received for the development and refurbishment of the community hub building

The Tudor Trust - Funding received to contribute towards the salary of a programme manager

Sage Foundation - Contribution towards growth of Howdelicious

59

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

The Henry Smith Charity - Funding received to contribute towards the salary and associated costs of a Family Entrepreneur supporting families in North and South Tyneside

The Mercers Company - Funding received to support the development of the ‘Family and Community Enterprise Hub’ and to fund the post of the Community Enterprise Lead post

North Tyneside Council - ESF - Funding received to support the ‘Building a Brighter Future’ project

Garfield Weston - Pilot light - Funding provided to support strategic thinking and the achievement of long term sustainability

NHS VCS / North Tyneside CCG - Funding to support the delivery of workshops in schools for families and children least likely to engage with services

Virgin Money Foundation - Funding received to contribute towards the ‘Barefoot Buddies’, ‘Youth Social Action’ projects, Community Resilience Fund and Funding towards employment of an Activities Coordinator

Savoy Educational Trust - Funding contribution towards replacing outdated kitchen equipment in Community Café

Northumberland County Council - Funding for children’s holiday activities

Proctor and Gamble - Funding to support the development and construction of a Clinical Room at Howdon Hub

Gateshead Council LA6 - ESF - Funding to support Be Your Best employability courses in North Tyneside and Northumberland for vulnerable adults

Silverbean - Charitable donation towards costs of providing family meals during the Coronavirus - Starting April 2020

Police and Crime Commissioner - Youth Navigators

Police and Crime Commissioner - Operation Payback

Police and Crime Commissioner - Northumberland Link Worker

Police and Crime Commissioner - Teachable Moments

Police and Crime Commission - North Tyneside Violence Reduction Unit Community Hub

Police and Crime Commission - Youth Endowment Fund

Roving Chef - People's Postcode Lottery - Support move from 3 meals per week to 2 meals plus recipe / ingredients for a third meal

Masonic - Funding to support ‘Stronger parents, Thriving Children’ projects

Social Enterprise Support - Key Fund - Funding for 6-month Business Development, Manager and a Community Engagement Worker, and consumables

North Tyneside Council, Restart Grant - Funding to assist in reoping safely post-covid

60

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

The Pea Green Boat Community First Fund at The Community Foundation Tyne and Wear - Supporting families in South Tyneside and Northumberland

North Tyneside Council, Holiday Activities and Food Grant - funding received to - deliver holiday activities and food to children and young people in North Tyneside

Greggs - Support towards operation and development of Howdon Community Hub, expanding the food insecurity programme

Trusthouse Foundation - funding towards salaries and running costs of expanding the team of family Entrepreneurs in South East Northumberland

Coping With Cancer North East, cancer and Covid19 :Working together to Support Vulnerable Patients - funding to improve the quality of life of people with cancer

Proctor and Gamble Donation - donation for purchase of xmas gifts for the children and young people of the families we work with.

DWP Kickstart - funding to fund six months work in newly created work roles for those at risk of long term umenployment in the 16-24 age group

North Tyneside Council - Household Support Fund - funding to support adults with or without children fleeing domestic violence

The National Lottery Reaching Communities Fund - Improving Futures - Funding received to contribute towards the project delivery costs of Improving Futures in Northumberland

Sage Foundation Benevity Fund - Funding received to contribute towards a project supporting vulnerable women

Sir James Knott - Funding received to support core costs in support of Children’s Activity projects

20 Analysis of net assets between funds

Unrestricted

Tangible fixed assets
Net current assets/(liabilities)
Total net assets
Tangible fixed assets
Net current assets/(liabilities)
Total net assets		 General
£
114,876
267,556
382,432
Unrestricted
General
£
79,381
303,051
382,432		 Restricted
£
-
201,319
201,319
Restricted
£
-
148,667
148,667		 Total funds
at 31 March
2022
£
114,876
468,875
583,751
Total funds
at 31 March
2021
£
79,381
451,718
531,099

61

Family Gateway

Notes to the Financial Statements for the Year Ended 31 March 2022

21 Analysis of net funds

21 Analysis of net funds
Cash at bank and in hand
Net funds
Cash at bank and in hand
Net funds		 At 1 April
2021
£
604,010
604,010
At 1 April
2020
£
323,229
323,229		 Financing
cash flows
£
(952)
(952)
Financing
cash flows
£
280,781
280,781		 At 31 March
2022
£
603,058
603,058
At 31 March
2021
£
604,010
604,010

22 Related party transactions

During the year the charity made the following related party transactions:

Sintons LLP

(A L Maskery is a trustee of Family Gateway and a partner at Sintons LLP) During the year legal fees of £5,000 (2021 - £5,417) were paid by the charity to Sintons LLP At the balance sheet date the amount due to/from Sintons LLP was £Nil (2021 - £Nil).

Stimulo Ltd

The services of the strategic director have been commissioned through her company, Stimulo Ltd, and amounted to £33,000 (2021 - £66,000). These costs are included within consultancy fees. Trustees have considered IR35 and have concluded that there not a risk to the Charity. At the balance sheet date the amount due to/from Stimulo Ltd was £Nil (2021 - £Nil).

23 Ultimate controlling party

In the opinion of the trustees, there is no ultimate controlling party of the charity other than the board of trustees themselves.

62

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