BURNSIDE CENTRE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Registered Charity No. 1145309 Company Registration No. 7536820 BURNSIDE CENTRE INDEX PAGE NUMBER CONTENTS TRUSTEES ANNUAL REPORT INDEPENDENT EXAMINERS REPORT io STATEMENT OF FINANCIAL ACTIVITIES li BALANCE SHEET 12 STATEMENTOF CASH FLOWS 13-22 NOTES TO THE ACCOUNTS BURNSIDE CENTRE Report of the trustees for the year ended 31" March 2025 The trustees present their annual directors, report and financial statements of the charity for the year ended 31" March 2025 which are also prepared to meet the requirements for a directors, report and accounts for Companies Act purposes. The financial Statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and the 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 IFRS 1021 (effective l January 20191. Objective5 and activities The purposes of the charity are to promote the benefit of the inhabitants of Langley Estate and the wider Middleton area without distinction of sex. sexual orientation, race or of political reli8lOU5 or other Opin￿on$ by association tOEether the said inhabitants and the local authorities, voluntary and other organisations in a common effort to advance education and to provide facilities in the interests of social welfare for recreation and leisure-time occupation with the object of improving the conditions of life for the said inhabitants. To establish or secure the establishment of a community centre and to maintain and manage the same, whether alone or in co-operation with any local authority or other person or body in furtherance of these objects. The main activities support services, training. workshops, health, counselling, childcare and providin8 well-rounded advice, inforFnation, and guidance. The trustees confirm that they have referred to the Charity Commission's guidance on public benefit when reviewing the Charity's aims and objectives, in planning for the future, and setting the policies for the year. The charity furthers its charitable purposes for the public benefit through providing grass root, community led services to real grass root needs. We constantly aim to deliver relevant, open access and beneficial services to the most in need within the community of Langley Estate and the wider Middleton area. Over an average week the centre has over 600 service users using a wide variety of services. The previous finance year saw a positive increase in room hire income laveraging £35kl and activity within the centre. This financial year built upon this and saw an uplift in our services, external provision, larger community work, reputation, opportunities, and engagement. This is reflected in the increase of room hire income, which has grown to £42K per annum but with increasing overheads this unrestricted income is quickly allocated. We had external organisatlOf15 provide ses5ion5 in the centre, running varied activities such as large community engagement events, welfare surgeries, children's activities, careers advice, certified training, family engagement, edlscational programmes, l.'I recovery and crisis support etc.. Home-start Rochdale & Bury ran monthly SEND family support drop-ins. This SEND service was enhanced further with the Middleton Neurodiver51ty Hub running quarterly. which has become a crucial service to have at Burnside. Turning Point provided weekly substance (alcohol and drug) recovery support and look set to increase this service to an additional 5e55i0n each week within the next 2025126 year. Self-defence classes were provided for children, adults, and family members. These sessions ran twice a week throughout the whole year. BURNSIDE CENTRE We worked in partnership with KYP who began running their Welfare Advice support services at Burnside. This became a vital free service for Middleton and additional funding has been secured to maintain it. The long-standing McGowanettes Dance Troup continued to run weekly sessions for children and teenagers throughout the year. The troupe did incredibly well in all their national competitions and took part in large outdoor community events such as May-Fest. The Gay Gordons Manchester delivered weekly Ceilidh dance ses5ion5 for adults wanting to socialise and stay active. Connect Health continued to run 6-weekly NHS commissioned Pain Management courses for residents who are isolated and long-term sick. Riverside Housing held the first Well-FedlCan-Cook project at Burnside for Riverside Housing tenants, and thelr Employment & Skills Officer also held one-to-ones with tenants. We had an increase in usage from small start-ups such as prlvate community-based counselling services and well-being evening groups for adults. NHS service continued to run 13-week diabetes preventative courses wlthin Burnside as a dlrect health need within the local orea. Birch Hill NHS mental health provision ran several of thelr community outreach sessions at Burnside. A revlew of our achlevements and performance As the lead organisation for the Rochdale Community Centre Consortium, we are proud to announce the successful £450k fundlng awarded from The National Lottery Reachlng Communlties fund. This marked a slgnificate turning point for our organisation, as we move more towards harnessing the power of grass roots knowledge and lived experience across Rochdale Borough to shape community power, collaborative enterprise and strategic intent. We maintained our Forest School Provider accreditatlon this year (the only or8anisation in the Rochdale Borough to have secured itl and enabled another staff member to be on the Forest School pathway. Significant partnerships were fostered within the year to secure the development of our community Forest School space, aid the co-creation of the space with Manchester School of Architecture and submit funding applications totallin8 over £30k. We continued to support families most in need within the local community by offerlng hSgh-qualltv child learning and educational development. Ofsted formally inspected the setting in February 2025, where we achleved and malntained our Outstandin8 8rade. Marking an impressive 13-years of Outstanding Early Years practice. As we contlnued In our focused family engagement work, complimentary free provision via sensory play sessions 'Burnside Minis, and our 'lnvest in Play, parent courses continued to bridge vital transition points. As reported in the last annual account5 8urnside secured a new 35-year lease with the Diocese of Manchester which includes the house next door, and the decommissioning by Rochdale Council, of the Kick Pitch, with a long-term aim of its change of usage into a carpark. However, the kick pitch removal ha5 been delayed by aspects outside of our control. Burnside benefited greatly from havin8 consultancy support from a professional change management consultant, who facilitated group sessions with staff and our 2024 Away Day. We began to develop our commitment to not only belng a place of trauma-informed practice but movin8 through that to a place of nurture and healing. BURNSIDE CENTRE We and our partners deliver project work around local families and wider community, celebrating diversity and championing the individual, to give people a sense of belonging, voice, community focus and empowerment. Within our services we aim to inspire change bv= Improving confidence, self-esteem, and self-worth, Creating opportunities and improving prospects, Recognising negative patterns and supporting people to overcome them, Increasing a sense of belonEinB to their community and cohesion among different groups, Increasing social. recreational, digital, and educational engagement. OUR VALUES We are an organisation which welcomes all people and what they can achieve, We have a proven reputation for honesty and integrity in all OUT relationships, We are committed to Langley - especially to all those who might need help and support, We want the work of Burnside Centre to make a positive difference in the local community. OUR ETHOS All our values are underpinned by our Christian ethos. OUR STRATEGICAIMS We plan to maintain the high quality of services we deliver in the local community with a focus Participation, progresSTon, and inspiration, We will work together with other organisations for the benefit of the communitv, We will continue to grow as an organisation with increasing financial independence. OUR OBJEcfivES TO 31" MARCH 2025 Maintain and increase the services the Burnside Centre delivers in the local Community with a focus on the well-being of local people: l. Develop and promote activities and groups which encourage physical, mental, and environmental well-being to the community. 2. Maintain high quality governance and develop our strategic structures which is supported by the National Lottery Community Fund, to provide professional consultant support. 3. Maintain our commitment providing the Living Wage a5 a minimum to all Staff, continue to have Member status of GM Mayors Good Employment Charter and encourage our partners to do so. 4. Identify the need5 of local people through outreach and consultation. 5. Make clear what seThices we have to offer at the Burnside Centre through our branding, publicity, networking, and social media. Working collaboratively: l. Work collaboratively as the strategic lead organisation of Rochdale Community Centre Consortium and foster regional and national collaborations, new ventures and opportunities. Establish relationships with other providers in the neighbourhood and take our services to them. 3. Maintain and promote initiatives which involve and increase joint working with other bodies.. This objective will be focused on RCCC which has 3 regional objective of developing joint working, collaborative development and greater sustainability within a network of community centres in Rochdale Borough. 4. To recruit, develop and nurture volunteers. BURNSIDE CENTRE Growing as an organlsatlon wlth increasing financial independence and sustainabillty: l. Secure ongoing income sources for the future of the organi5ations core staff. 2. Promote greater use of the Burnside Centre and offer quality provision and facilities that will encourage other people to Use us. 3. Continue to lead the foundational development of Rochdale Community Centre Consortium IRCCCI and source partnershSps, strategic growth and new opportunities. Chalrs Report The Burnside Centre continues to have clear and string links with All Saints and Martyrs Church in the Parish of Langley. These links are known and appreciated throughout the community. The centre retains a string ChristSan ethos and BurnsSde's work remains invaluable in terms of changln8 lives and raising expectations locally. It is wlth a hu8e sigh of relief to finally have a 35-year lease granted under the Albemarle scheme. This has been a lon8 and protracted conversatlon with the Diocese and Charity CommSssion $0 having a positive result is wonderful new5 and should help us to attract appropriate funding. Many thanks to Kerry and all the staff a5 well as Father Scott for all their hard work here. To acquire the house next door is certainly a bonus and a challenge but I have no doubt everyone will rise to the occasion. As has been the norm over many year5 staff in all areas have kept themselves up to date with current practices. It has always been an important aspect of Burnside's work that it invest5 in the staff which has a knock- on effect to our community. I can only say that l am in awe in how all staff are invested In the centre and the people it serves. It will be interestin8 to see how the Rochdale Consortium develops in the future as Burnside is the lead centre. I have great faith In Kerry and all staff in steerlng us to develop practices yet further, thou8h l am aware there may be many challenges alonE the wav. It IS Wlth great sadness to report the loss of james Weinowski, a long-standlng volunteer and recently a project worker at the centre. He was always keen to develop his talent5 and share his knowledge, always had a smile on his face to welcome people and fully embraced the 8urnside tulture. He will be sadly mi55ed. Lastly can I say thank you to everyone here. Without you all Burnside would not be the wonderful place it is, and your support 15 invaluable to the community. Hilary Savage Chalr of Burnside Centre July 2025 Financlal review Burnside Centre has well established and consistent income streams from room hire and fees however, more income streams need to be developed and most importantly, sustained. The £295k investment from the National Lottery has enabled the organisation to have a firm foundation on which to grow and develop financial independence and viability within the 5-year timeframe 2020-2024.This funding came to an end within financial year, therefore the main imperative was to apply and secure core staffing costs for the sustained development of the organisation and financial management of the organisation. In the interim it was passed by the Trustees to access free reserves to cover an initial 6-month period or until external fund5 were secured. BURN51DE CENTRE Investment powers and policy The trustees, having regard to the liquidity requirements of operating the charity, have kept available funds in an interest-bearing dep051t account. Reseryes pollcy and Bolng concern The balance held in unrestricted reserves at 31" March 2025 was £87,237 of which £85,222 are free reserves, after allowing for funds tied up in tangible fixed assets. The trustees aim to maintain free reserves in unrestricted funds at a level which equates to approximately 6 months of unrestricted charitable expenditure. The trL¢Stees consider that this level will provide sufficient funds to respond to applications for grants and ensure that Support and governance costs are covered. The Charity's main source of income is grants, fees and room hire income. The Trustees consider that it is appropriate to prepare the accounts on a going concern basis and, consequently, the accounts do not include any adjustments that would be necessary if these sources of income should cease. Risk management The trustees have conducted a review via a Risk Register, of the major risks to which the charity is exposed and systems have been established to mitigate those risks. Plans for future periods Burnside Manager Kerry Edwards will continue to lead RCCC for the first 6112-months of the £450k funding. This innovative collaborative partnership work involves 8 Rochdale based community centres and it involves the recruitment of a Community Development Worker and an Administrative Finance Coordinator. To be appointed within Q213 of 2024. 2. With the future decommissioning the Kick Pitch and Burnside taking back the house next door- both offer an exciting opportunity for growth, reenvisioning and cultivating. 3. Core funding to secure the staffing roles is paramount over this next 25/26 finance year to not only continue the good work but develop even further. Burnside Centre to continue to be a centre of excellence by providing quality, meaningful community provision while also being seen as trusted partner in strategic growth across the borough and local region. This will be done by enhanced opportunities (Burnside 15 waitiri8 to hear on a £2.Im national project where we will be the lead delivery organisation for the Rochdale and Oldham Borough511 joint workingi and organisational development. Structurei governance and management Burnside Centre is a company limited by guarantee governed by its Memorandum and Articles of Association dated 21, February 2011. It is registered as a charity with the Charity Commission and is con5tityted under a trust deed dated 6, January 2012. Appointment of trustees As set out in the Articles of Association trustees are elected annually by the members of the charitable company attending the Annual General meeting and serve for a period of 12 months. BURNSIDE CENTRE Trustee Induction and training Most tfustees are already familiar with the work of the charity because of being local people and due to their involvement in the charity. Additionallyi new trustees are invited and encouraged to attend induction and training in relevant policies and procedures as and when necessary. Organlsatlon The board of trustees administers the charity. The board normally meets every 8 weeks. The Manager, alongside senior staff are appoSnted by the trustees to manage the day-to-day operatSons of the chority. Related partles and co-operatlon wlth other or8anlsatlons None of our trustees receive remuneration or other benefit from their work with the charity. Any connection between a trustee or senior manager with any Service provlders must be disclosed to the full board of trustees in the same way as any other contractual relationship with a related party. In the current year no such related party transattions were reported. Reference and admlnlstratlve Informatlon Charity Name.. 8urnslde Centre Charlty Number.. 1145309 Company Registration Number: 7536820 Dlrectors and Trustees The directors of the charitable company (the charityl are Its trustees for the purpose of charity law. The trustees and officers serving durin8 the year and since the year end were as follows: Key management personnel: Trustees and Dlrector5 Dr locqueline Broxton Mr Philip Hamnett Mrs Rachel Judge Mrs Hilary Savage Mrs Jacqueline Mansey Mr Andrew Watson Mrs Aminat Oduntan Rev Jennifer Beaumont Treasurer (resigned August 20241 Chair of Trustees Treasurer (appointed Treasurer from August 20241 lappointed May 20251 Manager Miss Kerry A. Edwards Registered Offlce 36 Burnside Crescent Lan8ley Middleton Manchester M24 5NN BURNSIDE CENTRE Independent Examiners Hilton-jones t/a Community Accountancy Service Hollinwood Business Centre Albert Street Oldham OL8 3QL Bankers Barclays 8ank PLC I Central Street The Rock Bury BL9 OJN Solicltors The Registry Diocese of Manchester St John's House 155-163 The Rock Bury BL90ND BURNSIDE CENTRE Trustees responslbilities in relation to the financial statements The charity trustees Iwho are also the director5 of Burnside Centre for the purposes of company lawl are responsible for preparing a trustees, annual report and financial statement5 in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practlcel. Company law requlres the charity trustees to prepare financial statements for each year 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 the income and expenditure, of the charitable company for that period. In preparing the financial statements, the trustees are required to.. Select suitable accounting principles and then apply them con515tently,' Observe the methods and principles in the applicable Charities SORP,. Make judgments and estimate5 that are reasonable and prudent- State whether applicable accounting standards have been followed, subject to any material departures that must be disclosed and explained in the fsnancial statements,. Prepare the financial statements on a going concern basis unless it is appropriate to presume that the charity will continue in business. The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial positlon of the charity and to enable them to ensure that the fSnancial statements comply with the Companies Act 2006. They are also responsible for safe8uardin8 the assets of the charity and taking reasonable steps for the preventlon and detection of fraud and other irregularities. v order of the board of trustees on Il, July 2025 Hilary Savage Chair Independent examiner's report to the trustces of BURNSIDE CENTRE I report on the accounts of the company for ihe year ended 31 ' March 2025. which att set out on pag7es 10 to 22. Respective responsibilities of trustee¥ and examiner The Irustees (who are also tli¢ dir¢ciors ol. thL company foT the purposes of company law) are responsible for ihe preparation ot.the acL()unts. The truste¢s consider that an audit 18 not required for this year under section 144(2) of the Charities Act 2011 (Ihe 2011 Aci) and that an indLPLndeiit exarninalioii is iieeded. Tlie chariry is r¢qiiir¢d by company law lo prepare accrued accounts and l an) qualilied io undertake Ilie examination by bcing il qU(tli lied member of Tlie Association ol. Chartered Certified Accouiitants. Having satisfied myself Ilial the Charity is noi subject lo audit under company law and is eligJible for independent examinalioi), il is my responsibility to: examine lh¢ aL¢ounls uiider seclioii 145 of the 201 I ALI to loll()w the proLedur¢s laid down in Ihc gycncral Directions given by the Charily Comrnission under section 145{b) of ihe 201 l Acl; and to state whether particular Inatters have come lo my attenlion. Busis of independent examiner's report My examination was carried out in acc()rd