MANCHESTER ALLIANCE FOR COMMUNITY CARE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 Registered Charity No. 1145921 Company Registralion No. 07788593 MANCHESTER ALLIANCE FOR COMMUNITY CARE INDEX 1-24 TRUSTEES ANNUAL REPORT 25-27 INDEPENDEKf AUDITORS REPORT 28 STATEMENT OF FINANCIAL ACTMTIES 29 STATEMENT OF FINANc￿L ACTMTIES (PRIOR YEAR) 8ALANCE SHEET 31 STATEMENT OF CASH FLO￿8 32-42 NOTES TO THE ACCOUNTS ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 31st MARCH 2024 The trustees present their annual directors, report and financial statements of the charity for the year ended 31st March 2024 which are also prepared to meet the requirements for a directors, report and accounts for Companies Act purposes. The finanaal statements comply with the Charities Act 2011. the Companies Act 2006, the Memorandum and Articles of Association, and the Accounting and Reporting by Charltles: Statement of Recommended Practice applicable to charities preparinE their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effect5ve l January 2019). Context: VCSE Infrastructure in Manthester Manchester and Salford Counal of Social Servlce was established in 1919 to support the growing number of charltable organisatlons in the two cities. In line with the reorganisation of Local Government in the early 1970s. the organisation split into two distinct entities: Salford CVS and Manchester CVS. Manchester Alliance for Community Care was established as a programme within Manchester CVS in 1981. Over subsequent years (the history is lon& complicated and open to a large amount of interpretation) VCSE sector support in Manchester became extremety fragmented with Manchester CVS- later known as Voluntary Action Manthester- being just one of a large number of agencies providing a variety of "infrastrutture" roles: at one point 18 different or8anisations were involved and yet there were major gaps: e.g. no Volunteer Centre. In 2009. Macc brought together a partnership to establish °Manthester Community Central" as new umbrella brand under which any configuration of arrangements could sit• providing darity and accesslbi16ty for local organisations and partners and creating a space for collaborative development. Sector leaders and Manchester City Counal came together to explore these during 2011 and Macc proposed a new model {based on NCVUS Value of Infrastructure programme) to show the range of services and activities which a lead organisation could put in place to increase impact for the citvs communities. From January 2012, Macc formally took on the role of lead voluntary sector Infrastructure agency in Manchester and the range of functions has developed further in the Intervenlng years. Macc was re-registered as a charity wlth updated objectives to reflect its new role. A landrnark was achieved in May 2013 when Manthester City Council issued a single tender for the full range of support to the local VCSE sector linformation, capacity buildin& volunteerfn& policy, representatlon and engagement). The tender itself was an athievement for Macc since It showed that we had proved the case made that those funrtions needed to be joined together in order to generate greatest impact. We were successful in bidding for this contract which represented not only stability and security for the organisation and fresh opportunities to develop the role of the sector in Manchester, it also showed that Macc had delivered on its ambition and its promise to develop into the organi5ation Manchester needed. That contract was re-tendered in 2019 and Macc was once again successful. consolidating a decade of developing support for the VCSE sertor tn the city. The contract was re-tendered again In September 2023 and we were advised early in 2024 that Macc had secured the contract for fourth time, a major achievement which brings stability to the core servi￿$ and activities for the next four years. MANCHESTER ALLIANCE FOR COMMUNIIY CARE This is a significant part of the context for the organisation: despite thls long history, the ojrrent incarnation of Macc is stlll relativelv vounE compared to equivalent organisatlons In other major cities. We believe it to be important to be mindful of this because it drives Macc to recognise that there is always more to be done and always room for improvement. Macc is always a work in progress. OBJECTIVES AND AcrnirriES Macds charitable objects as set out in the governing doaAment are: To promote ony charitoble pU￿￿10r the benefft of the public principalfy but not exclusivefy in the local govemment areo of Monchester ond Its environs (hereinafter called the area of benefit) ond, in porticularbut not exdusively by l. Promoting the third sector by.. a. building the capacity of third sertor orqanisations ondpmvide them with the necessary support infomjotion ond5ervices to enable them to pursue orcontribute to any charitable purpose," b. promoting volunteering within the sector, c. organising andfva"litoting co-operotion ondpartnership working between third sertor. statutory ond other relevant bodies. 2. The pmmotion of good health of the local community. 3. The promotion of equolity ond diversityfor the public benefft by.. o. advancing educotion and rolsing oworeness In equolity and diversity.. b. promoting qrtivitles tofvster understonding between peoplefrom diverse backgmunds. c. condurtlng or commis51onlng research on equallty and dlversfty Issues and publishing the results to the public" d. cultivating a sentimentinfovour oiequolity ond diverrity. Thlrdsector, means charities voluntary organisations and social enterprfses. As part of the organisation's transformation programme in 2022. a new Macc Strategy was developed to build our established function-led model to focus on wrpose and values: Maces Purpose: to encourage and support voluntsry and community groups, charities, soclal enterprises and local people to make a differen￿ on issues that matter to them, to our communities and to our aty, Manchester. Maces V151on Every community In Manchester is rich in charities. communty groups. voluntary organlsations and social enterprises of all kinds. working with all kinds of people and in all kinds of ways. The voluntary. community and social enterprise sector is at the heart of public debate about what klnds of communities, places and society we are creating. A common purpose of Improving our city brings together trustin& creative and ambltlous relationships with the voluntary• community and social enterprise sector. with local businesses and public bodles. Matrfs Values: Belng Supportfve- provkling mutual support and encouraging one another MANCHEsfER AWANCE FOR COMMUNITY CARE Belng Collaboratlve- facilitating positive change in society by working with people Belng Influentlal- harnessing people's skills and building thelr confidence to shape and inform policy and practice To fulfil these ambitions and in line with our charitable objects. Macds Strategy has 6 "strategic objectives.: l. Ensure Macc Is a well-run. connected and sustslnable organisation with a great reputation as a responsible charity driven by our values. 2. Build a strong, dlverse, engaged and connected membership. 3. Support a growing range of opportunities for local people to be actlve cttizens in thelr communities. 4. Tell the stories of brilliant work being done by local VCSE groups and active cltlzens as a call to action to more people and organisations to get involved. 5. Support the local VCSE sector to build Influential, collaborative relatlonships wlth each other, with public sertor bodies and local buslnesses. 6. Support local VCSE organisations to set UP• develop and thrive. How our actlvltles dellver public benefit Macc's activities benefit voluntary sector organisatlons, Individuals and the interattion between the ststutory sector and the voluntary and community sector in Manthester and its environs. The trustees conflrm that they have referred to the Charity Commlsslon's guldance on Publlc Benefrt when revSewlng the Charitvs alms and obJective5. in plannlng future actlvltles, and setting the policies for the year. The Trustees have concluded: l. That the aims of the organisation continue to be charltable. 2. That the aims and the work done give identifiable benefits to the chartable sector and both indirectly and directly to individuals in need. 3. That the benefrts are for the public, are not unreasonably restrictsd in any way and certainlv not by ability to pay. 4. That there is no detriment or harm arising from the aims or activities. ACHIEVEMENTS AND PERFORMANCE Activities in thls perlod were marked by a perlod of ever-increaslng rlses In the cost of Ilvlng. Following on from the Covid19 pandemic, this created considerable pressure on the work of the local VCSE sector. Achievements durlng the perlod are reported here aEalnst the 6 strategic objectives of the Macc Strategy for 2022-2025. MANCHEsfER ALLIANCE FOR COMMUNrrY CARE Ensure Macc Is a well-run, connerted and sustalnable orgonisation with a qreat reputatlon as o responsible charlty drlven by our values. Staffing As part of our strategic goal to nurture new talent wlthln Macc, we created two tralnee roles and recrulted excluslvely through RECLAIM - a local VCSE organlsatlon which works to support and ampllfy the volces of worklng-class young people. We also took the opportunlty to recrult three Braduate tralnee5 through the Charltyworks placement scheme. Under the Support and Accountabllity approach developed over the previous year. we focused more on personal development of our staff, Investin8 in intemal and external learnln8. Feedback from our staff survey Informed plans to support health and wellbeln8. Revlslons to our recrultment pacK focuslng on Macc's values, culture and Impact resulted In marked Increase In the number and quallty of appllcatlons, We Increased the dlverslty of our staff team, Includln8 at management level. Tech We put In place upgrades to our phone systerns to support more a8lle and remote workln8 We commlssloned a major refresh of our maln webslte and database We made further Investrnents In tech to enable us to support hybrld rneetlngs, followln8 feedback from members that thls was somethln8 they wlshed to see more of. Antl-Raclsm/Equallty, Dlverslty and Incluslon Macc's AntS-Raclsm Strategy Is embedded In our or8anlsatlon strate8Y tor 2022-2025. The strategy Is based In three domalns: personal, Intemal {operatlons wlthln Macc) and external lour volce and leadershlp). Durlngthls perlod, the work was broadened to reflect other dlmenslons of equallty, dlversity and Incluslon. ActSvitles under thls work Include Worklng to recru5t more incluslvely to our pald and trustee roles Development of an EDI Lead/Peer Support staff role - a voluntary role that staff members would take on as a person that colleagues could speak to confldentlally about EDI issues they were faclng or ask for advlce on toplcs related to EDI {for example, around how to make external events more incluslve). Revlsions of our equalitles monltorln8 Standards In Ilne wlth recommendatlons from GM Equalltles Alllance- alongside dlscussion of the termlnologywe choose to adopt as an organlsatlon. Prloritlsatlon of work wlth communltles whlch experlence raclal Inequalltles. LaunchlnB the ￿hat Macc Stands Fort Antl-Raclsm Statement. Macc slgned the Age Frlendly Employer pledge We began work on improvlng our support for carers using the GM Worklng Carers Toolklt. Artivities to support mental health awareness both wlthln the team and at wlder events. Cllmate Actlon Our staff worklng group developed an artion plan based on the same model (personal/internal/external) as our Antl-Raclsm work. Activities included: Launching the "What Macc Stands Foff Climate Action Statement MANCHESTER ALUANCE FOR COMMUNITY CARE Become Green Together and Investors in the Environment (iiE) - We contlnue to work closely with iiE and Become Green Together programme to calculate our carbon footprint and create an environrnental management system to reduce it. Continuing to encourage funders to include in their requirements / due diligence PrO￿$S that all VCSE organisatlons have a statement or plan around climate action (and EDI) Voluntary Sector Assembly event on Climate Action - Themed 'Breaking Barriers To Climate Action: What can the VCSE sertor collectlvely do to address the climate crisis? ', the event brought together over 50 organisations and featured Cllr Tra￿Y Rawlin5, Executive Member for Environment and Transport. Local Infrastructure Organisation Envlronment Worklng Group- Macc lead on the first working group meeting for local infrastructure organisatlons in GM, a platform for sharing insights. learnin& resources and best practices to collectively tsckle the efferts of climate change on our comrnun5tles In Greater Manchester. Infrastructure Development We continued our strong working relatlonshlp with nel8hbourinE voluntary sector infrastructure organisations. Macc Is a partner in IOGM, a joint venture with Salford CVS. Bolton CVS and Action Together (covering Oldham. Rochdale and Tameside). The purpose of IOGM is to Deliver collaboratlve projects across Greater Manchester with VCSE, public and prlvate partners. Create more effective practical collaboratlon between local infrastructure organlsatlons. Build a more consistent local infrastructure support offer in all 10 areas of Greater Manchester. IOGM is now constituted as a legal entity jointly owned by the partners with the Chief Executlves as the Oirectors of the company. Slnce 2021, there has been considerable grovrth in the staff team employed by IOGM Ltd and a declslon was therefore taken to appolnt of Chlef Operatlng Officer from April 2022. The IOGM Directors and the Chief Operating Officer meet every Friday morning to oversee delivery and development. The development of IOGM has slgnlficantly increased Macds ability to work collaboratively at a Greater Manchester level {with the Cornbined Authority, GM NHS structures and the Mayorfs Offlce). It also enables a plpellne of Gm-wlde projects: fundlng Is now flowlng through IOGM Ltd into the partner organisations land other Local Infrastructure Organisations in Greater Manchester) to deliver programmes in all 10 Greater Manchester localities. Bulld a strong. dfverse. engaged and connerted membershlp. Our new Membership Team relaunched Macds membership with fresh marketing materials. a revised application process on outreach. The new membership structure uses the following categories: Core - Manchester VCSE organisations with benefit to the residents of Manchester as their main purpose (only core members have votlng rlghts at the Macc AGM) Assoclate- non-manchester organlsations and indlvlduals Supporter- buslnesses, public 5ertor bodies Indlvldual - volunteers, actlve cltlzens MANCHESTER ALUANCE FOR COMMUNITY CARE The membershlp process now Includes a pro￿$5 of °asks and offers. from members- enabllng us to bulld collaboratlon between members as a mutually supportlve network. The Membershlp Team also leads on Macc's communlcatlons. Macc has a wlde range of well- established channels: Manchester Communlty Central webslte contalns a wlde range of resources Includlng o a dlrectory of local groups factsheets and pollcy templates brlefings blogs detalls of tralnlng and events Job and volunteer opportunltSes o onllne Funding Portal o onllne applScatlons for Macc grants o case studles, communlty stories o open dats releases from Macds work The webslte recelved over Imllllon vlsltors durlng thls perlod. Soclal medla: YouTube, Facebool Twltter and Instagram Regular ebulletlns: Weekly bulletln, Fundlng Bulletln (monthly), Tralnlng Bulletln (monthly), Pollcy News Ifortnl8htly). Leaders Updates loccaslonal}, Newsflash BulletSns (occaslonall Support a qrowlng range of opportunltlesfvr local people to be artlve cltlzens In thelr communltles. Volunteer Centre Manchester Thls offlclally launched In January 2012 and Is accredlted by the natlonal Volunteer Centre Quallty Accredltatlon standard. The Centre provldes support to local people wlshln8 to explore volunteerlng and to identlfy and apply for relevant opportunities, advlses local groups on good practlce In developlng volunteer roles and acts as a champlon of volunteerlng In the clty. Other actlvftles Include: A monthly Volunteer Centre Manchester Tralnlng and Events dlgest {a monthly bulletln) A monthly digest of Volunteerlng Opportunltles Hosting the citrfs Volunteer Co-ordlnators Forum to encouraae peer support and dellver a range of training sesslons. Further to convenlng a consultation wlth groups and organlsatlons that Involve volunteers to support drlvlng and transport-based actlvltles, Macc launched Manchester Volunteer Orlvers Network to connect or8anlsatlons wlth IndlvSduals who are able to drive and can support wlth multiple community tasks. Thls also creates a space where people, buslnesses or employees looklng for one￿ff volunteering can engage with the VCSE sector. We developed a programme of activities focused on TrusteÈshlp Includlng an event wlth JCI Manchester explorln8 dlverse trusteeshlp and practlcal steps to 8et young people on trustee boards plus a 8eneral Introdurtlon to Trusteeshlp event durin8 Trustees Week. As part of our annual celebratlon of Volunteers week we ran a Reward and Recognitlon programme which enabled local groups to request a certlflcate slgned by the Lord Mayor to be presented to them during Volunteers Week. We developed new actlvities to support student volunteerfng, Includln8 worklnE wlth our counterpart volunteer ￿ntre$ across Greater Manchester to amplify messages about the MANCHESTER ALUANCE FOR COMMUNftY CARE Student Volunteers Week campaign. We developed a working relatlonshSp with Rise at Manchester Metropolitan Universtty, establishlng a new way of sharing volunteering opportunity data on each organisation's website. Discussions with the School Governance Lead at Manchester City Council to support the further growth of opportunities to be an active citizen in Manchester by estsblishing referral and access pathways to school governor vacancies with promotion via the volunteer centre: developing shared information and resources about undertaking a role in school governance and jointly running events to raise awareness of these roles. Macc administers the Greater Manchester Volunteering Network. brlnging together a range of partners including nelghbourlng LIOS to work together to promote and support the growth of volunteering in the city region and supporting the development of a Greater Manchester Volunteering Strategy Employer Supporter Volunteerlng Macc's Employer Supported Volunteerlng {ESV) offer has developed further this year through collaboratlve working between the Volunteering Team and our new Business Partnerships Lead. We met with the BIG Alliance, based In1s1ington. about further developlng our skills-based volunteering offer. We also did some exploratory work with Goodsted brokerage platform to test appetite for this as a space for skill-based volunteering in the city. Greater Manthe5ter Older People's Network GMOPN seeks to ensure older people have a volce in the development of Greater Manchester as devolution progresses. Much of the work Is done by three working groups. Examples of their work in this period include: Health and Social Care: Meeting held based on when things go right and wronE in Health and Social Care. Parliamentary and Health Services Ombudsman, Patlent SeDAces GMHSCP and Healthwatch GM all presented, providing an overview of how to provide feedback or complaints at different stages. Housing and Neighbourhoods: included meetinES Wlth housing and care providers around best practice, personalised care and ensuring continued connectlon to communStles. Transport and Out and About: supported research on Transport and Dementla, Involved In refreshing Transport for Greater Manchesterfs Local Transport Plan. A major event, Llvlng It up in Later Life, was held in October 2023. Thls event, whlch included workshops, presentations and an informatlon marketplace. saw members discuss what a good later life meant to them and what could be done to supportthat in Greater Manchester. Inslghts have been brought together in the Livtng it up in Later Life Report, accompanled by a vldeo report of the day. 5UPPOrted byTalking About my Generation (the UK'S first news platform by and for older people). The network Is Involved In a wlde range of campaigns and works closely with a range of Inltlatlves such as the GM Agelng Hub. the Centre for Agelng Better and the AEelng In Place programme. GMOPN continues to support Independent Age and other organlsatlons calllng for a commissioner for Older People and Ageing. This has been included as priority ask for all candidates standing for electlon as Mayor of Greater Manchester In May 2024. MANCHEStER AWANCE FOR COMMUNrrY CARE GM Older Peopl￿$ Equallty Panel Macc also hosts a range of bodies to advlse the GM Comblned Authority and the Mayorfs Office on equalities issues. This pmvides GMOPN with an offldal Ilnk Into the GMCA structures feeding into themes such as hatecrime awareness, violence redurtlon, workplace Incluslon, financial hardshlp and tackllng digital exclusion. Mature Mlnds Matter Thls work seeks to ensure the voices of older people wlth lived experience of mental health are influential Sn the transformation of mentsl health support across Greater Manchester. Indlvidual members are recrulted and supported to act as experts-by*xperience around age- appropriateness, awareness. language, stigma, access and interventions. Thls enables the network to provide lived experience expertise to various projerts across Greater Manchester such as complex emotlonal needs, eatlng disorders and self-harm. Towards the end of the period, work was under way on a series of v￿)rkshopS to create poetry exploring themes of older adults and mental health. Extensive vldeo work has taken place to explore the impact of this creative projert on participants. Thls work has all been codesigned with participants and the pieces wlll be gathered together into a book to be launthed in May 2024. Tell the storfes of brflllant WO￿ belng done by local VCSE groups and active cltlzens as a call to artion to more people and organisations to get Involved. Splrit of ManclRster This is our annual programme of activities to engage new stakeholders. encourage existing organisatlons and celebrate the fantastic work carried out by thousands of VCSE organisations and volunteers across the clty throughout the year. The Awards work by Macc identlfying a range of categorie5 which reflect our values and the work of the VCSE sector: volunteerin& involvlng the Ilved experlence of people who use servlces, tackling Inequallties, building collaborations arKI partnerships and leadlng Insplring campaigns. From there we Invite nominations from communities across the aty and work wlth an Independent panel of volunteer judges to produce a shortli5t. We then work with the shortlisted nominees to produce a short video which can be shown at the Awards event and the audience votes on the winners. As well as being a marketing tool for the sectorfs work to raise the profile of all these organisations to the general publlc, encourage local giving and actlve cltizenship, it is also an important recognltlon of collective effort by many indivlduals and organisations working on a complex array of issues in challenging times. Year by year, the programme grows and has become the most visible vehicle for our role in Manchester. The Ilth Splrlt of Manchester Awards were held at King's House Conference Centre on the evening of Thursday 5th October 2023. Hosted by Macds Chief Executive). with Guest of Honor the Lord Mayor of Manchester (Cllr Yasmine Dar). 304 people joined us in person with another 1400 people watchin6 via YouTube. MANCHESTER AWANCE FOR COMMUNITY CARE An important part of the Awards is that they are twly collaborative: it Is delivered by the whole of the Macc staff team working together w5th supporters from other organlsations, volunteer judges, nominations sent in from all across the city and of course voting for the winners is done live on the evening by those present. For the first time. we were able to support voting by people watchlnE the Ilvestream as well as those at the venue. It Is now a tradltlon that namlng of tables at the Awards celebrates some aspect of Manchesterfs communlty and Sts hlstory. Thls year we honoured promSnent LGBTQ+ flgures past and present connected to the city of Manchester. Each table displayed infonnation on the LGBTQ+ figure in the form of a word description, photo and awareness date with many of the individuals we honoured invlted and attending the event Itself. Llke everything else on the evenin& these biographies were put together by Macc staff, increaslng our knowledge of our communities and awareness of the history of social action in the city. As well as the Awards, we also run a Splrlt of Manchester Story programme twice a year. Thls captures examples of great soaal action by local VCSE organisatlons, focused on the response to a particular issue relevant to lrfe in Manchester. The themes during this period were: "Stories of Sanctuarf sharing examples of work to support refugees and sanctuary seekers "Coming home stories" featured activities to support people who find themselves homeless Durlng the course of the programme, we do a little fundraising to create the Splrlt of Manchester Fund. This provides mini grants to local voluntary and community groups. ￿)Cial enterprises charities to help deliver projects, events or community actlvltles. Support the local VCSE sertor to bulld Influentlal. collabomtive relatlonshlps wlth each other, with publk sertor bodles and local businesses. This work is delivered by our Pollcy and influence Team (whlch leads on bullding a connected and Influential VCSE voice on a range of policy prioritles across the city) and our Collaboration Team whlch works to build practlcal collaborations between VCSE organisatlons and Sn cross-sector partnerships with public and private sector colleagues. The work is underplnned by a range of general/cross cutting activities: VCSE representation Macc supports local VCSE leaders actlng as sector representstives in a range of structures Including the Our Manthester Forum, Our Manchester Investment Board, Health and Wellbeing Board, Community Safety Partnership and others. P&1 "Shorts. This pollcy email bulletin is sent out monthlyto ensure that VCSE colleagues are aware of the latest policy news that affects the sector, such as updates from local Council committee5. Manchester VCSE Leaders Macc hosts a regular monthly forum for leaders in local VCSE organisations. This is a space for peer support. exploration of common issues and information sharing. io MANCHESTER ALUANCE FOR COMMUNITY CARE Communlty Explorers Macc hosts monthly meetings In North, Central and South Manchester. They alm to bring together anyone wlth an Interest in workin8 collaboratlvely from across the VCSE sector wlth colleagues In the publlc sector, to influence, connect, share knowledge and bulld relatlonshlps. Bu51ness Partnershlps Wlth Manchester contlnulng to thrlve as a buslness hub, there are Increaslng opportunltles for cross sector collaboration. Macds Business Partnershlps work aims to facilitate partnerships between VCSE organlsatlons and buslnesses In a mutually beneficlal way. Thls work supports VCSE organlsatlons to develop thelr skllls and confidence In workln8 wlth buslnesses- supported by a monthly dropln sesslon and regular peer support sesslons for staff In VCSE organlsatlons who are workSnE wlth buslness partners. We also began a programme of "Macc Connecv events to attract bu51nesses Interested In flndlng VCSE organlsations to partner wlth, challenges and issues they might wish to support and sharlng Bood practlce in ways of workln8 wlth local organlsatlons. Thls Is a new programme for Macc, developed from an ambltlon to wlden the ways the sector can create Impact In the clty. The changes to Macds membershlp structure have been deslgned to Include buslnesses as supporters, brlng them Into the wlder collaboratlve network and the buslness partnershlps category In the Splrlt of Manchester Awards has been restructured to capture and celebrate examples of great cross-sector collaboratlons. The general work Is supported by speclflc actlvltSes around a number of publlc polScy prlorltles (Ilsted alphabetlcalty): Chlldren and Famllles Supportlng VC5E leaders to collaborate wlth the Councll team leadlng on the new Famlly Hubs and advlslng on processes such as representatlon and grants for VCSE or8anSsatlons. Cost of Uvln8 Crfsls Macc's work to respond to the Cost-of-Living Crisis has focused, as we dld durlng the pandemlc, on strengthenlng and ampllfylng the work done by local VCSE organ15atlons to meet the challenge of increased demand as well as rlsing costs. Activities included: A special sertion on our webslte wlth dedlcated fundlng news. Informatlon about hardshlp funds, data and Insights, campalgns and case studles and further readlng, https:/lmanchestercommunltycentral.orElcost-Ilvlng-crlsls Grant programmes- Macc has also Issued a range of grants related to thls theme Includln8 Household Support Fund grants to hard-hlt famllles and mini-grants to VCSE organlsatlons. Dlscussions with funders and tommissioners locally and at GM level- Macds Chief Executive is one of the VCSE sector representstlves at a regular meetin8 convened by GMCA whlch brlngs together local authorltles, NHS and VCSE sector colleagues to collaborate, support. Challenge and share Inslghts on the response to the cost-of-llving crisis across GM. This Is Infomied by local discussions such as our coSt￿f-11vln8 summlts, shared intelligence between the Local Infrastructure Organisatlons across GM and feedback from the GM VCSE Leadership Group. li MANCHESTER AWANCE FOR COMMUNITY CARE Crfme and Commuftlty Safety Macc continues to support the Manchester Peace Together Alliance as part of a programme funded bythe GM Vlolence Reduction Unlt vla our IOGM partnership. Macc hosts a part time facllltator post. Durlng thls period, we have been supporting the Alliance to plan and secure fundlnE for an extenslon of thelr work to create an innovative new project whith will create Positive engagement with marglnalised young people as a precursor to Joining employment support programmes. Emeraency Response/Reslllence Plannlng Macc has established a baslc protocol with Manchester City Councll colleagues for activation our role in an Emergency Response. This is part of a wlder ambition to develop a local VCSE sector support offer In the event of a major Incident belng declared. Work has started on three-year plan which seeks to learn from the approach in place in Salford. Macc has also been supporting the development of a Gm-wide approath to emergency response planning with the VCSE sertor and is working with partners to identify resources for this work to be fully developed. As has been seen with emergencies such as the MEN Arena attack and the Covld- 19 pandemlc, preparedness is essential: but the worf< to develop and test plans, increase knowledge and awareness and bulld collaboratlve agreements wlth key agencies comes at a Cost and we continue to press for thls work to be resourced. Fundlng and Commlsslonlng Good quality funding and commlssioning processes are essential in supporting the VCSE sector. Macc has a long hlstory of working in this space. Recent activities include: Working with local funding bodies in Manchester Funding Partnership Promoting the GM VCSE Commissioning Framework (in collaboration across our IOGM partnership), sharing examples of good practice and challenging poor processes (e.g. use of The Chest procurement portal to provide grants to community organisationsl) Health and Wellbelng Our Health and Wellbeing VCSE Leaders Group is a space for VCSE sector leaders in Manchester involved Sn health and wellbelng initiatives. It prov5des a collaborative platform for key stakeholders from NHS-led organisations and Manchester Clty Council departments to connect, share knowledge and offer support. Through this group we have organised VCSE representation on Influential boards like Manchester Partnership Board, Making Manchester Fairer Programme Board and MARMOT Task Group looking at health inequallties in the city. Macc Is also supportlng the Health Determlnants Research Collaboration {HDRCI Manchester which will create and support opportunities for community-led research projects into tackling health Inequallties. We delivered a programrne to engage communities in focusing on childhood healthy weight awareness• providing mini-grants to local organisations to run workshops and feed messages back to decision-makers. This work also links wlth Gm-wlde work on population health vla our IOGM partnership {see below) 12 MANCHEStER AWANCE FOR COMMUNrrY CARE Homele$5ness Macc hosts a worker to SUPPOrt the Manchester Homelessness Partnership. Activities during this period Included: Implementing new partnership governance and structures following a review. Supportlng external communications and social media presence alongside regular communlcations between working groups within the partnership. Ongoing collaborative discussions between VCSE partners and publlc seNlces. Continuing to administer the Real Change Manchester hardship grants. Focuslng on homelessness services for Spirit of Manchester Story week in December 2023. Inclusive Economy Macc has helped to develop Manchester Social Economy Alliance as a space focused on bringing together organisations and individuals to develop more soclal enterprises and social-purpose businesses In the city. During this period, the Alliance received funding from Manchester City Councll to develop a prograrnme of activities to support members, build collaboration and raise the proflle of the social economy in the city. A new category has been added to the 2024 Spirit of Manchester Awards to help ampllfy this message. Macc also hosts Greater Manchester Social Value Network whlch has over 400 members from all sectors across GM working to promote and incorporate soclal value prlnclples across Greater Manchester. Macc supports the cross-sector steering group, which aims to influence stakeholders. policy and strategy at the GM level by collecting information, supporting organisations to deliver social value and aims to influence behaviour of a range of individuals and organlsations wlth a stske In soclal value. Macc acts as VCSE lead for Manchester on Real Living Wage: champloning those VCSE organlsations which pay the Real Living Wage, produce content as part the annual Livlng Wage Week campaign, encouraglng funders to adopt Llving Wage standards and support VCSE organisations to pay the Real Living Wage. Mentsl Health Macc has worked with VCSE leaders to support involvement in the Living Well programme to transform community based mental health services. Buildlng on theTheory of Change work supported by Macc Sn 2022, the ambition is to development a VCSE Mentsl Health Alllance based around a collaborative model Macc has developed. Safeguardlng Macc had a request from Chief Executlve of the City Counc51 and the Director of Children's servI￿s to send out a message to the VCSE sector reminding them of the need to have good safeguarding processes in place- following the recent publicity around the findings of abuse in Rochdale. We therefore took the opportunity to organise a VCSE conversation around safeguarding practice to build joint working with the Safeguarding Partnership and improve collaboration around trainin& referral processes and sharing insights from cornmunities. Sanctuary Seekers In August 2021, Macc rapidly pulled together a coalition of VCSE organisations across Greater Manchesterto develop a response to people arrfving In the area from Afghanistan and ensure that the burden of responding was not solely left to already-overstretched refugee and asylum seeker organisations. A key step was to put In place a VCSE lialson organlsation for each of the 13 MANCHESTER ALUANCE FOR COMMUNITY CARE hotels In which indlviduals and famllles were belng housed. Thls enabled a rapld response by the VCSE sector whlle public authorities put longer term measures In place. Thls work was bullt on wlth a focus on developing support for people arriving from Ukraine startlng in February 2022. DurSng the perlod, it was agreed that the work should focus on all those seeklnB sanctuary In Greater Manchester. Our fortnlghtly GM Sanctuary Seekers collaboratlon meetlngs provide a unique space for VCSE organisations to work together, sharing information and resources wlth organlsatlons and engaglng with the publlc sector leads on provlslon and poIILy. Macc also complles a regular update of support resources which are then cascaded to local partners as appropriate. Thls space has also enabled GM VCSE organisations to add their volce to natlonal campalgns around refugees and asylum seekers. partlcularly around challenglng the demonislng politlcal rhetorfc and harsh le8lslatlon seen durlng the perlod. Through our IOGM partnershlp Macc Is Involved In supportlng a rnnge of addltlonal programmes at Greater Manchester level. These are shared achlevernents whlch create addltlonal benefit for Manchester communitles by workin8 collaboratlvely with the GM Comblned Authorlty and the GM NHS Integrated Care Partnershlp. Programmes durlng thls perlod Included: GM VCSE Accord The GM VCSE Accord Agreement Is a three-way collaboration agreement between the Greater Manchester CombSned Authorlty* the Greater Manchester Health and Soclal Care Partnershlp and the GM VCSE sertor. IOGM coordlnates locallty engagement worklng wlth Local Infrastrurture Organlsatlons {or thelr equlvalent) In all 10 boroughs. Cancer and Inequalltles The IOGM team Ss worklng In collaboratlon wlth GM Cancer. partners from across the wlder health system and the wlder VCSE sector to achleve a permanent reductlon In Inequalltles and Inequlty wlthln Greater Manchester. The project Is developlng Innovatlve ways of tackllng Inequalltles by addresslng the soclal, envSronmental, and economic determlnants of health and wellbeln& wlth the alm to ensure actlve VCSE partlclpatlon and parlty In strateglc work to enhance equallty, equlty and wellbelng. Data and Intelllgence From August 2023-March 2024, IOGM partnered wlth Data Orchard CIC to research and understand the state of data and Intelllgence in the VCSE sector In Greater Manchester. The project's purpose was to understand the current state of data maturSty, explore challenges and barriers, and Identify opportunities and actlons for advancln8 data capabllltles In the Greater Manchester VCSE sector. This work was funded and supported by NHS Greater Manchester Population Health. We explored how the sector Is doing currentlyi listened to existlng challen8es and needs around data, and planned future support and resources that wlll support Identified needs. Physlcal Actlvlty Greater Manchester Movlng Is Gm's soclal movement for movement- everyone worklng together to posStively change the lives of people across Greater Manthester through sport. physical activity or quite simply moving more. IOGM'S role Is to embed effective and meanlngful engagement with communities and VCSE partners to accelerate system change and community leadership. 14 PA4NCHESTER ALLIANCE FOR COMMUNtrY CARE Populatlon Health IOGM is worklng with partners from Population Health, Primary Care Network5 and the wlder VCSE sector to find innovative ways of tackling health inequalities. This work aims to maxlmise the role of people and communities (induding through attmties such as Soaal Prescribin& universal and targeted wellbeing and prevention work) in order to sustain and grow preventative activity which addresses the wider social determinants of health and / or activities which support the individuals and groups who are at 8￿atest risk of poor health. It also include5 the Fairer Health for All Framewort working with the GM Integrated Care Partnership to enhan￿ health, reduce inequalitles and create a greener, fairer and more prosperous aty region. IOGM'S work focuses on resourcing the VCSE sector to be able to collaboratively shape and implement the Fairer Health for All Framework to address health inequalities at neighbourhood. locality and Greater Manthester levels. GM Grants Prograrnmes Through our partnership we have abo been able to create additional grant funding opportunities for VCSE organisations in Greater Manchester Induding: GMCA Inspire Fund- grants of up to £2000 to freelance and independent artists. and small organisations to support the regrowth and strengthening of the creatNe sector In Greater Manchester. (Managed by Salford CVS on behalf of IOGMI GM Walktng and Wheeling Fund - grants of up to £5,OIXI to VCSE organisations to deliver projects to get more people walking and wheeling actlvities during airtumn/winter. The fund aims to improve the health and wellbeing of communities in Greater Manchester by encouraging people who are less actlve or inactive to walk or wheel {e.g. using a wheelchairlmobillty aid or pushing a pram) regularty. It also hopes to increase awareness of and engagement with GM Walking: a hub of infomation and resources that recognises the important role walking and wheeling can play in increasing physical activity levels. {Managed by Salford CVS on behalf of IOGM). Cancer & Inequalities Fund- grants of up to £5,000 for Greater Manchester-based VCSE organisations to dellver projects that ralse awareness of the early signs and symptoms of cancer and identify and understand the barriers people fats when receNing a cancer diagnosis. (Managed by Sakford CVS. on behalf of IOGM.) Support local VCSE oryantsatlons to set UP* develop and thrive. Macgs Capacity 8uilding Team provides support to organisations all across the city. demand for organlsation development support is always increaslng and so part of Macds strategy In this period was to increase the size of the support team to enable us to meet this demand more effectlvely. While we provide a wide range of resour￿5 through our website and ebulletins encouraging groups to "self-serve- where possible. there is ongoing demand for on&tO-one support by new and existing local organisations across Manchesterfs diverse communities. Informed by our annual VCSE Training Needs Assessrnent, we maintalned programme of tralnlng covering topics induding Trustee Roles and Responsibilities and Committee and Meeting Skills. From our State of the Sector research reports, we have long known that the sector is less well developed in the north of the city. As a result, Macc has a focus on growing the sector in North Manchester, working with partners on "North Manchester Togetherf. Macc supports the steering Is MANCHEsfER ALUANCE FOR COMMUNifY CARE group meetings and is continuing to facilftate. promote and host the now establlshed North Manchester National Lottery Community Fund virtual support drop-lns. Fundln8 This remains the highest priority for many groups, as reflected in being the most-requested type of support from Macc. This is seen through direct requests for support. referrals, and drop-in sessions. Members of Macc have access to our online fundlng portal whlch enables local organisations to search a comprehensive database of funding opportunities. We also provlde regular training workshops on planning funded projects and good practice in bid writing. Our team also provides one-t(Fone support to organisations In developing bids and our small grants programmes are designed, where possible, to provlde good entry4evel opportunities for smaller groups gaining their first grant funding. Governance Behind many of the support requests we receive, there is often a govemance Issue. It is always In the top 5 types of requested support, involving new or starter or8anisatlons as well as those looking to formalise or change their structure. Macc continues to provide essential support to organisations looking to set up, explore legal structures and develop a governing document. During this period, we were able to couple this with a campaign around trustee recruitment through the Volunteer Centre, with the aim of increasin8 both the number and diversity of people involved in acting as trustees in local organisatlons. VCSE Premises Following our work during the Covid19 pandemic to understand the impact of loss of income from community-led spaces having to go into lockdown, and wlth the Increased use of remote working options, we know that the 'econom¢ of sector premises has changed significantly over the last few years. Macc hosts a collaboration space for VCSE organisations to explore opportunltie5 to share premises and promote thelr venues. VCSE Workforce Macc's Chlef Executive has led work in recent years to improve awareness of the needs of the VCSE sertorfs paid and voluntary workforce. This was already undenvay prior to the Covid19 pandemlc, wlth a Gm-wlde research project whlch rnade a series of recommendations about supporting recrultrnent, retentlon. dlversity, skllls and wellbeing In the sectorfs workforce. Arising from the pandemlc, thls became even more Important as the challenges of contlnuing to provide services and support increased the pressure on many workers and leaders. When a funding opportunity arose in 2021, Macc led on preparation of a bid by IOGM to deliver a programme based on the recommendations which. though successful was then delayed by over a year due to contracting Issues. The bulk of the activity finally took place in 2023-2024, working wlth Local Infrastructure Organlsatlons In all 10 boroughs to establish shared workforce development hub for the sector wlth a comprehensive range of resources on HR. recruitment. talent development, diversity and inclusion, leadership and wellbeing. a shared recruitment advertising portal for the sector research Into the HR and payroll capacity of the sector research into pay and condltlons In VC5E organlsatlons across Greater Manchester 16 MANCHESTER ALUANCE FOR COMMUNThY CARE two new programmes to support leadership development: one for Existlng Leaders and one for Future Leaders. Launched Sn January 2024, these each offered 20 leaders from Greater Manchesterfs VCSE sectorthe opportunlty to co4leslgn and leam what makes a good leader together In closed cohort groups. Both programmes Includes facilitated workshops wlth the Future Leaders also IncludSng one-t￿One coachin& and a contribution to costs for organlsatlons (in order to reach smaller organlsations in more marglnallsed cornmunltles and support a more diverse cohort In the next generation of VCSE leaders.1 A series of open space workshops for VCSE leaders on key challenges including: personal wellbeln& uslng data to drlve declslons, bulldlnB Incluslve workplace cultures and leadlng wlth values. Leadershlp In addltion to the leadershlp work under the VCSE Workforce Development programme, Macc contlnues to focus on supporting collaboratlve "system leadershlp" approaches. Our Greater Manchester Systems Leadershlp project a5ms to support and enable a transformatlon In the knowledge, skllls, and opportunltles of people (pald and voluntary) In Greater Manchester to work and lead across sectors and wlthln communltles around the shared purpose of changlng lives through rnovement, physlcal activlty, and sport. We have delivered a range of workshops and events on toplcs relatln8 to Systems Leadershlp themes and Infomied by what attendees have expressed an Interest In learnlng about, These workshops brlng together people from dlfferent sectors and or8anSsatlons around a shared purpose, and have a strong peer support and networkSn8 element, as well as taught content. Toplcs Include: Introductlon to Systems Leadershlp: How to lead when you're not In charge Puttlng Values Into Practlce Coachlng Skills Keeplng Change Golng: Leadlng Through Uncertalnty For thls project we are worklng wlth Curators of thange as our co-deslgn partner, ensuring we brlng together people from different localltles to reflect on thelr Journey over the course of the project and draw out what they would Ilke to see from future ses51ons. Thls enables us to be responsive, to maintain an element of local focus In this Gm-wide project and to keep workingto make the programme more diverse and Inclusive. Grants Programmes Macc contlnued to dellver a range of grants programmes durlng this perlod Includlng: Hate Crime Awareness Grants (funded by Manchester aty Councll)- grants for VCSE actSvltSes to ralse awareness of hate crlme. Spirit of Manchester Fund (funded by donations)- mlni-grants for local VCSE or8anisatlons. Volunteers, Expenses Fund (funded by the Eric Wright Charltable Trust [Ewcll)- small grants for local VCSE organisations to support volunteer expenses. Cost of Llvlng Fund (funded by the Erlc WrlBht Charltable Trust IEWCT])- grants for medlum sized VCSE organlsatlons across Greater Manchester to asslst In keeplng organlsatlons sustainable in the face of Increased cost and demand pressures. Migrant Destitution Fund GM (funded by public donations and some small grants)- hardship awards to destitute mlgrants wlth no recourse to public funds. 17 MANCHESTER AWANCE FOR COMMUNrrY CARE Real Change Manchester (funded by donations)- hardship awards to people facing homelessness. Household Support Fund (national government l Manchester Clty Councll)- Macc administered several rounds of hardship payments to households. CHEM Cost of Living Grants (Manchester Qty Councll)- a slrnllar programme to Household Support Fund but focused on people identified by the Manchester Publlc Health team as faclng the greatest health inequalltles. FINANCIAL REVIEW Income for the year was £2,146,164 and expenditure was £2,374,040 giving a net deficit for the year of £227,876. At the year end the total funds of the charity were £718.513 of which restricted funds were £484,917 and unrestricted reserves were £233,596. Prfndpal Fundlng sourc￿ 2023-2024 Manchester aty Councll - Infrastructure Contract {201￿2024). A contract won by competitive tender to provide a range of support service5 for the local voluntary. communlty and social enterprise sector: capacity buildin& the Volunteer Centre. representation of the sertor and bullding relatlonships with the public and private sectors. This contract, which had previously run from 2013 to 2019, was awarded to Macc following a competitive tender In surnmer 2019 (havlng been merged with some aspects of Macc's historlc fundlng frorn the local NHS- though with the mental health component removed). A review and codessgn process took place in 2021 and 2022 leading to the contract being re-tendered in autumn 2023. Macc was advised early in 2024 that we had been successful in securing the new contract to start from 1st April 2024. Man¢herter How*lessness Partnershlp- A grant to host a worker to support the runnlng of Manchester Homelessness Partnership GM Older People's Network- A grant from the Natlonal Lottery Communlty Fund to support the development of our network of people aged 50 and above and VCSE sector organisatlons working for positive change for older people in Greater Manchester. GM Older Peoplrfs Mentsl Health Network- A grant to support development of a mental health focus In GM Older People's Network- funded by GM Health and Soclal Care Partnershlp but routed through NHS Salford. Vlolence Reductlon AllIa￿e [vla IOGM] - Fundlng from GM Violence Reduction Unit for a facilitator to support partnershlp between local VCSE organisations UK Shared Prosperity Fund [vla IOGM] - Manchester allocation of Ell strand of UKSPF which is to support the development of locality VCSE infrastructure. Investment Pollcv The Macc Board of Trustees has consldered the most approprlate pollcy for Investing funds and has agreed that it is more prudent to keep the funds In a more secure form on deposit at the bank and accept a lower rate of return. Accordingly. no powers have been delegated to managers for the investment of funds and all investment decisions are reserved for the Board of Trustees. The matter is a reEular subject of discussion by the Board and the current view is that the present policy is sufflcient for Macds reserves. 18 MANCHESTER AWANCE FOR COMMUNITY CARE Reserves Pollcy The balance held in unrestrlrted reserves at 31st March 2024 was £233.596 of which £225.808 are free reserves, after allowing for funds tled up In tsngible fixed assets and deslgnated funds of £7,780. In accordan￿ with the guidellnes established by the Charlty Commission. the Macc Board of Trustees has established a policy whereby the unrestricted funds not committed or invested in tangible fixed assets (the free reserves) held by the organisatSon should be sufficient to meet liabllltles such as property leases and redundancy payments and also to keep the organisation runninE at a mlnlmum level should there be a slgnlficant drop in funding. The Board annually reviews the figure required in reserves to meet the organisation's financial Ilabllities with regard to payment for staff sickness Isome long-standing staff have a substantial contractual entitlement) and should the organisation have to close, staff salaries and redundancy payments, lease penalty payments and other mlscellaneous costs such as advertising the closure of services over a period of approxlmately 4 months. The unrestrlcted reserves less designated reserves stands at £225,816. Rlsk Management The Macc Board of Trustees malntalns an overview of the major risks to which the organi￿tIon is exposed and systems have been established to mitigate those risks. These are set out in the organi5atlon's pollcles and procedures and in our Strategy. The rnajor business risks for the organisation are Identlfied in temis of their impact on the orBanlsatlon and the actions which will be taken to mitigate against them. These form the critical success factors for Macc whlch are: Maintainlng strong relationshlps and reputation Managing increasing demand Managing team capacity Generatlng additional Income Managing costs Macc's fundlng has diversified over recent years. This has helped offset the rfsk of our two main income streams being consolidated into a single large contract from Manchester Clty Council and put out to competltive tender. Wfth the news that Macc has again secured this contract untll at least 2028, thSs rfsk Is being managed SUC￿$sfUllY for the medium terni. We have Increasingly focused on generating income through smaller contracts, some project grant funding and sales. The creation of IOGM has resulted in a"pipeline" of additional small projects, increasing our ability to deliver in collaboration with neighbouring boroughs. This does of course bring increased risks from a more variable cashflow, a need to be flexible in responding to customer base and the challenge of tlme spent on buslness development to create and secure opportunities. This approach is highly dependent on being well positioned as a reliable and useful partner organisatlon with a good reputatlon for dellvery, efficiency and value. Thls also helps offset another rlsk whlch has Increased In recent years: staff recruitment and retention. As very few funders have awarded upllfts In the value of the grants and contracts Macc receives. it has been difficult to ensure that salaries and terms and conditions have kept thelr real value when set against the rising cost of living due to increases In Inflatlon as well as Ilmiting any 19 scope for pay progresslon. We have sought to address this through Increasing Macds "value proposition" as an employer {emphasising values. indusive workplace culture, flexible worklng) and Trustees maintain a dose watch on progress with a view to irnprovements. The approath would seem to be effectlve as we ended the perlod with a much lower staff vacanry rate than has been the case In the last few years. wlth a slgnfficant Increase In successfvl recrultment of new staff. The Board'5 vlew therefore Is that the greatest rfsk to the organtsatlon Is In malntalnSn8 the dNersity of our funding relationships. The prindpal mitigation of this rlsk Is to maSntain strong relatlonships wlth funders and commlssloners based on the quallty of work done by Macc as an organlsatlon wlth a strong local track record and a staff team wlth a reputat5on for creatlve, collaboratlve workln8. Statement of Golng Coft¢ern There are no materlal Un￿rtaIntleS that may cast slgnificant doubt about the charws ability to contlnue as a golng concern. Wlth our most slgnlficant contrart now secured untll at least March 2028, a slgnlflcant proportion of our maln artSvities are resourced for the foreseeable future. All charitable organSsations are subject to flurtuatlons Sn fundln& but these do not constltute material uncertainty slnce the organlsatlon Is not reliant on a sln8le source of Sncome, Macc has rtrate8les and plans in place to antiapate andlor such fluctuations as outlined elsewhere In thos report. PLANS FOR FirfuRE PERIODS Thls perlod reflects the first fvll year of dellvery of the Macc Strategy 2022-2025. As descrlbed above. thls strategy, whlch Includes actSon plans and a new framework of lrnpact measures, comprises three main areas: l. Macc Improvement Strategy- how we support and strengthen Macds practlce, Income, position and leadership. 2. Actlve Communities Strate8y- how we support and enable local people to be actfve In thelr communlties. 3. vs￿ Sector Strategy- how we support and strengthen the local VCSE sector. Two theme-specific strategles were also added to thls plan durfng 2022. A Macc Antl-liacbm Strategy and a Macc Cllmate Actlon Strategy. These are led by working 8roups comprlsin8 Staff and trustees and both follow the same model: Increasin8 personal knowledge- supporting all our stsff. volunteers and trustees to develop their own knowledge and understanding of the theme Makln8 Internal changes- operatlonal changes to ensure Macc Is maxlm15ing Its Impart not only In what we do but also in how our organisation works External leadership- Macds work In telling the story of how we're working towards change, supporting and challenging other partners to develop their own approach. STRucfuRE. GOVERNANCE AND MANAGEMENT Governlng Document Manchester Alllance for Communlty Care Is a company limited by guarantee, (incorporated in England and Wales) and is registered with the tharlty Commission. The company was established 20 under a Memorandum of Association. A copy of the Memorandum of Association Is avallable on Macds website at httP://www.macc.org.uVcontentlgovernance The Memorandum of Assodation establishes the chartvs objectives and powers. It Ss govemed under its Artlcle5 of Associatlon. The memorandum and articles of associatlon were last updated In January 2012 in line with guidance from the Charity C(xnmission. The documents are up to date and fit for purpose. The organisation operates urKler the worklng name "Macd and this has been re8lStered with the Charity Commlssion. An explanatlon of the name and the organlsatlon's hlstory Is Included on our website: Recrultment and Appolntmeirt of the Board of Trustees The Board of Trustees are elected from withln the membershlp of Macc and appointed at the Annual General Meetlng. At eath Annual General Meetln8 one-thlrd of the Trustees retlre by rotation on the bas15 of those who have been longest In office slnce thelr last appolntment. The Board of Trustees must indude a mlnlmum of f5ve but a maximum of flfteen members. The Trustees may also co￿pt up to four people provided that this does not cause the number of co- opted Trustees to exceed 40% of the total number of Trustees. All ¢tropted members must stand down at the Annual General Meeting. Perfodlcally, the skllls and experfence of exlsting trustees are audited, and new trustees are recruited In order to complement the existln8 trustees, so a diverse set of skills, knowled8e and perspert5ves Is reflected in the Board. If the Board feels there are particular skllls lacking or In order to ensure that the governance of Macc Is reflertlve of local communltles, they are able to hl8hllght these during the recruitment process or approath Indfvlduals to explore cfroption. Indiictlon and Tralning of Trustees A new inductlon process / development plan was devised with the support of Cranfield Trust Sn 2018. All trustees and senior management team produce a short blography to share thelr background. perspectives, interests and thereby build connections. The Trustees have now established a Board Development Plan to familiarlse new trustees with Macds work, its systems, staff team and culture. Related Partles and Coryoperatlon vAth other or8anlsatlon5 None of Macc's Trustees retelve remuneration or other benefft from thelr work wlth the charlty. Any connection between a trustee or senior manager with any servlce provlders must be disclosed to the full Board of Trustees in the same way as any other contractual relatlonshlp wlth a related party. In the current year no such transactlons were reported. Organlsatlon and Management Structure The organlsation structure is intended to ensure both proper decision maklng and consultation wlth staff and volunteers at all levels: l. Board of Trustees I Company Dlrectois: The Board of Trustees acts as both the Charity Trustee Board and the Board of Director5. It has ultlmate responsibllity for Macc and oversees Its strategic direction. In addition, it approves an annual budget for the Management Team to work to. The Board has eStablis￿d a fom)al Stheme of Delegatlon whith sets out the rnatters 21 MANCHESTER ALUANCE FOR COMMUNrrY CARE it reseNes to itself (e.g. approval of expenditure significantly outside the budget. the appointment of the Chief Executlve) and the delegated decision-making authority of the Chief Executive and Managers. During the year it monitors performance and reviews the management accounts. Board meetSngs are attended by the Chlef Executlve, Deputy Chief ExecutSve and the Finance Manager. Each meetlng begins with a presentatlon by a member of staff on a current piece of work. 2. ManaBement Team Meetlng., The Chlef Executive, Deputy Chlef Executive, the Flnance Manager hold a weekly meeting with managers of dellvery teams. They irnplement the StrateEY decided by the Board, develop the servi￿$ provided by Macc and oversee the day to day running of the organlsation. 3. Leadership Meetlng: An extended monthly Management Team meetlng whlch looks at: monthly Management Accounts, tracks progress in delivery of the Macc Strategy and is a space for management to look at wlder / longer-term issues than day to day delivery. It is also important as a space for building managers, cross-cutting understanding of the whole organisation and avoiding siloed approaches to management. 4. Staff Meetlng.. Thls is the major Ilnk wlth the Chief Executive and senior managers for all staff. As well as facilitating team th￿rkIn& Board and management decisions are reported, informal consultation is undertaken and ideas for future strategy and delivery are incubated. 5. Team and Workgroup Meetings: Delivery teams and working groups le.g. communications and marketing) meet to develop services and take fonNard cross-organisation issues. "Sltrep": a fortnightly space for each team to share ary insights. obseNations and concems arlslng from Macds vKirk whlch requlre a tartical or operational response {e.g. concerns about a particular organlsatlon, feedback from funding bodles, etc.). Thls ensures Macds is responsive and also provides a check that our strategic prlorlties remaln relevant to the city. Statement of the Organlsatlon's Pollcles The financlal, personnel and general pollcles and procedures for Macc are form part of the terms and conditions of employment for all employees. The full set of pollcles, procedures and guidance is stored on a shared drive which is ac￿ssible to all staff and volunteers. Any changes to pollcies and procedures identified by management andlor recornmended by our advisors, auditors or other appropriate bodies are considered at the level identlfied by the Scheme of Delegation: some policies require approval by the Chief Executive while others require approval by a Board subgroup or the full Board. An exceptlon is made in the case of clarlfications vthich may be slgned off by the Chief Executlve. Grants Pollcy Macc delivers a number of grants programmes to enhan￿ the activities of local community organisatlons. Wlth one exceptlon, these programmes are commlssloned by other partners with Macc acting as administrator (inviting and processing applications. decision-making• awarding, due diligence checks and monitoring). In most cases, the funds are transferred to Macc for distribution on Instruction from an Independent panel of key stakeholders le.g. local publlc and prfvate sertor partners, members of the local community with relevant lived experience). Macc convenes these panels but does not have any votlng rlghts on them: no trustees, staff or volunteers at Macc partlcipate in the declsion to award. The exceptlon is the Splrit of Manchester Fund whlch is created by public fvndraising undertaken by Macc although the award decisions are still made by 22 MANCHESTER AWANCE FOR COMMUNITY CARE an independent panel convened by Macc who produce recommendatlons to the Macc Board of Trustees. Volunteer Pollcy Macc engages volunteers In a number of roles such as admlnistratlon support to the Volunteer Centre, filmlng and video work and helplng run large events. Macds Volunteer Policy Is avallable on the Macc webslte h ￿￿YW.maC .or macc.o df. Affillatlons To facllitate Its objertlves and galn as much Snput from elsewhere as posslble. Macc Is afflllated (through formal membershlp) to varlous other organisatlons Includlng: NAVCA, NCVO, Voluntary Sector Northwest and GMCVO. REFERENCE AND ADMINISTRATIVE INFORMATION ManchesterAlliance for Communlty Care Is a charltable cornpany Ilmlted by guarantee. Havlng started In 1981 as a programme wlthln Manchester CVS {now defunct), It became Independent and was orlglnally reglstered as a soclety for the benefSt of the communSty under the Industrlal and Provldent Socleties Act 1965-1978 on rh February 1994. As a result of changes brought about under the Charltles Act 2006, the Board of Trustees took the decision to convert the organisatlon to a Company Llmlted by Guarantee. The company re8lstratlon took place on 27 September 2011 and charlty regSstratSon was completed on 15th February 2012. Company Reglstratlon Number Charlty Reglstratlon Number 07788593 (Incorporated 2710912011) 1145921 (Reglstered 1510212012) Reglstered Office Swan Bulldings 20 Swan Street Manchester M4 5JW Dlrertors The Dlrectors of the charltable company (the charftyl are Its trustees for the purposes of charlty law and are known Internally as the Board of Trustees. The trustees and offlcers servlng durlng the year, and slnce the year end, were as follows: Rodger Calrns Chalr Janet Finucane Deputy Chalr Charles Kwaku-odol Treasurer Julian Skyrrne Danlel Taylor Samina Arfan Nicola Shellens Bethany Leslie James Hume Mona Moussa (resigned May 2024) (appolnted November 2023) (appointed November 2023) (appointed November 20231 lappolnted March 2024) 23 Chlef Executlve & Company Secretary Mlchael Wild Prlndpal Staff Martln Preston Angela Hampson Cheryl McAlister Sarah Whitele88 Millie Brown Lauren Rosegreen Zara Hakobyan Llz Jones Jack Puller Deputy Chlef Executlve Flnance and Facilities Manazer Membershlp Manager Capacity Building Manager Collaboration Manager Pollcy and Influence Manager Ito September 2023) Pollcy and Influence Manager (from Septernber 2023) GM Older People's Network Manager Volunteerlng and Artlve Communitles Manager Audftors Wyatt Morrls Golland Llmlted 200 Drake Street Rochdale OL16 IPJ Independent Examlners Community Accountancy SeNlce Llmlted The Grange Pllgrlm Drlve Beswlck Manchester M113TQ Bankers Ctroperatfve Bank plc, Ojymplc House 6 Olympic Court Montford Street Salford M5 2(IP Charity Bank 194 High Street Tonbridge Kent TN9 IBE 24 MANCHESTER ALUANCE FOR COMMUNITY CARE CAF (Charitles Ald Foundation) Bank 25 KSngs Hill Avenue Kings Hlll West Malling Kent ME19 4TA Trustees. Responslblllties In Relatlon to the Flnanclal Statements The Trustees (who are Directors of Manchester Allian￿ for Community Care for the purpose of company law) are responslble for preparing the Trustees, Annual Report and the financlal statements in accordance wlth appllcable law and United Kingdom Accountlng Standards {Unlted KlnEdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year which give a true and falr view of the state of affairs of the Charitable Company and of the income resources and applicatlon of resources including the income and expendlture of the Charitable Company for that period. In preparing those financial statements, the Trustees are required to Select suitable accounting policies and apply them consistently Observe the methods and principles in the Charities SORP Make judgements and estimates that are reasonable and prudent stste whether UK Accounting Standards have been followed, subject to any matsrial departures disclosed and explained In the financlal statements Prepare the financlal statements on a going concern basis unless it is inappropriate to presume that the Charltable Companywlll continue in operation. So far as the Trustees are aware, there is no relevant audit infom)atlon (as defined by section 418 of the Companies Act 2006} of which the CharStable Companvs auditors are unaware and each Trustee has taken all steps that they should in order to make themselves aware of any relevant audlt Information and to establish that the Charltable Companvs auditors are aware of that informatS0n. The Trustees are responsible for keeping proper accountlng records that dlsclose wlth reasonable accuracy at any time, the financial position of the Charitable Company and enable them to ensure that the accounts 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 preventlon and detection of fraud and other irregularities. y order of the Board of Trustees SIGNED: NAME: posrrioN: DATE: L¥/ il REPORT OF THE INDEPEND￿ AIIDITOKS TO THE TRUSTEES OF Oplnl W¢ ho￿ audil¢d th¢ fmn¢io1 ststements of Mgnchemer Alliance for Commwity C8Te Iihe'dwithble ¢ompgny') for the yw eoded 31 Mareh 2024 ￿1th comprise the Slatement of FinarKial A¢tivttte& the Balan¢¢ ShteL the C&%h Flow St&tement and M)tes to the rinAncial stst¢u*Dts, irtluditig a summary of si￿lficall1 aceountin8 polici¢5. The fm8nciwl T¢W*rtinB frpnKwork that has been applied in iheir prepirAtion is ipplicobl¢ law atKi United Kingdom Accounting S¢andord5 (Uniied Kingdom G¢n¢rntly Accepkd Accouniin8 Practice). In our opinion the financial slatements: give a tnie and fair view of ihe stsle of th¢ charithble cornpAny's offtits 8$ it 31 Much 2D24 8nd of its incoming r¢sour¢¢5 8ppli¢ation of resources. including its income and eXpenditi￿e. for ye&r ihu ended. IKryv¢ been properly pffp4r¢d in at￿rdIn£¢ with UnÈl¢d Kingdom G¢nerally A￿epted A¢countin8 Practice: and have been pr¢paTed in Kcordan¢¢ with the requirements of th¢ COm￿nIcS Ath 2006. B*ils for oplnlo Wt our a￿1¢ in 4¢coth¢¢ with Int¢rnalional si￿rds on Aud&iAIi8 IUK} (ISAS (UK)) and appli¢abl¢ law. thr responsibiliiies wnder those sthttdirds are fvrther de￿ribed in the Auditsrg responsibilittes fol the audit ofthe fmancial statements seetiott of our ffport. We ittdependerti of the charithble company in acwdance wtth the dhi¢al requirements that 8re rel¢vdAt fo our #udil of the finAttcial $t&temeThts in the UK. inclydin8 the FRC'5 Ethical St8rMlard. and we have ￿lfilled our other ethical responsibilities in Aceord8nce with these requirements. We believ¢ that the •udit evidence we b&ve obtained is sufficient approPri￿C to provide a basi$ forour opittiott. Concluilou relarfDg lo golDg ¢4JDCern In Auditing th¢ financial slat¢ments, w¢ hav¢ ¢onchKle41 that ¢he th￿te¢¢ us¢ of th¢ going bosi$ of ¥¢oun¢in8 in th¢ preparalion of th¢ fu￿￿£}81 stai¢m¢nts is appropri8te. Btscd on the woyk have PErfomied, w¢ hav¢ noi id¢ntifi¢d Iny makritil un¢¢rtainii¢s relating kn ¢v¢nts or eondiixons thal individually or ¢oll¢¢liv¢ty, may ¢•M $i8rtifi¢4nt do￿￿ on th¢ ¢1oritsble compan￿$ ability io ¢on¢itbW asa 80inB ¢on¢¢m for 4 PEriod of at least twelv¢ months wh¢n the finhtKial 5th1¢m¢nt5 ar¢ ou¢horised for issue. Our responsibilities the respotssthilities of the trn4¢es ￿peCt lo Boin8 ¢oncern dwibed in ihe relevAnt se¢iions of this r¢port. Other IDf¢)rmAtityD Th¢ tn￿ Bre r¢spoDsible for th¢ other infom*tion. The other infommtion c4mprise5 the infornuiion included in the Arthual R¢porL other than the financial st8t¢m¢nts and our Re￿rt of the lThlependtnt Auditors th¢r¢on. Our opinion on the fthancial slatem¢￿ts does cover the other inf0m￿son and, VAC¢Pt kn the extrnt otherwis¢ explicitly ststed in ourr¢p)rt w¢ do not ¢xprws any fomi of assurance o)Aclusion thereon. In connection with our audii of the financial 51Attrnents. our responsibility is ￿ reod the other infornJafiOn 8nd, in doimB SO, ¢Ollsid¢r whdh¢r the oih¢r infonnalion is m4¢¢Ti811y inwNisl¢nt with th¢ fin8n¢ial staternenls or our knowl￿8¢ Obtsined in the 4udil or othenvise appetrs io be m•¢erially misstaieil. If w¢ id¢niify 5ueh nthterigl I￿onsI$l￿n¢1¢s OT •ppar¢n¢ Jnat¢Tial missiat¢ments, we required to detemine whether thi$ Bives ri%e ¢0 B mal¢rial missiat¢ment in the fina￿la7 5th1¢m¢nts th¢nwlv¢s. If. based on the wo we have perfomi¢¢L ￿ eon¢lud¢ that th¢T¢ 15 4 rnJt¢ri41 mi55tst¢ment of this other infom￿10￿ are tequir¢d io report that f¥t. We have nothin8 to rqyort in this regard. M*tter8 on whleb w¢ ar¢ required t(t report by ¢Jr¢ptio We have nothing lo rq>oft IA respect of the followith8 whue the Charities {Accowits and Reports) Re8ul￿10nS 2(M)8 requiffs us lo ttport io you if, in our opuiion: the irtfomjalion given in the ReyK)rt of th¢ Tn￿¢¢$ is inwsisteni in aAy m&t¢rial w wilh the financial ststements: or lh¢ charitable ¢¢)rnpany has not kept adequale accounting re¢oTds: or the fllwiciol st8tem¢nts are no¢ in ¥8reement with the accountinB recor￿ •nd r¢tUmS' OT w¢ have Dot rec¢ivedall the inf0m￿li0n and explanations w¢ requi￿ for our audiL Re5p¢nsibilitits of trnstees As explained moT¢ ￿]lY in the Stst¢DKnl of TruSIe￿ Responsibilities. th¢ tnwtees (who are also the directors of the Charl￿ble company for the ofcompany Itw) r¢sponsibl¢ for the prepgraiion of the fuwi¢i•l ststErnthL8 #nd for bein8 satisfied thai they Bive a ¢Ne hir view, and for such iftlml Control as the lty$1¢¢5 ddennine is necessary to tnable the prepayalion of finpncial staknxnts that are free from material misslalemenl. whether due lo fiaud or e￿or. In Prq￿r[th¥ the financi•l stotemEn4 th¢ trusl¢¢s ar¢ T¢spon51bl¢ fow assessing the charitable compth￿S abllity tts eontittlle as A goln8 n¢¢rn, disclosing. as applicable. matters Rl8ied to going concern and usin8 th¢ Boing concern basis of accollnting unless the ttu￿tts either itii¢Trd to liquidal¢ the ¢harithbk company or to Vase operation5. QT hav¢ no realistic alt¢nwtive but ￿ do so. Pa8¢ 25 REPORT OF THE INDEPENDENT AIJDITORS TO THE TRUSTE￿ OF Our re4wJibllhks for the autht oftht fiD•D¢i*I thlemo•ts We have been 1p￿¥￿ed ￿ audilors under 144 of the c1w1￿ Ad 2011 ortd wdh the Aet ottd r¢levanl ujoiions made or baviti8 ¢ffect thereuth. misslaiemen( Ththether due to ffJud or ttTor. and w is5u¢ a Rewt of the Indep￿th￿l Audikns thai 1K1￿leS Our opinion. Reasonable assurance is # hi8h kvd of as5U]ww is ￿1 a 8iivantee thi an Audit ¢onduc*d in accoTthce with ISAS (UK) will always a nlaterthl missfaternent WI￿ ti ¢xsts. can arBe or ¢Thor and 4Te considered material i( individually or in the a88w thy r¢Json•bty b¢ ¢xp¢thd to iDaueAce the deeisiow of users t￿ett ￿ the h515 of (￿r apFKoath w identifyin8 aod •5*55in8 the risks of rnKr•l in respect oc irregthriii4 itidudinB fraud And .Ih¢ engagettm partiKT thai the eDgageThMt colkaivdy Imd the 4yopri* ￿￿blI#JeS artd Jkills lo -w¢ identified ihe laws and re8uJJ¢ioD5 appIl￿ble to th¢ COTrVhy Ilw(wh diseossiorts with dir¢¢*ts and other •NI from ourc0mll*￿1al kuowkdg¢ e¥periuKe of dmrities: .we focused on spe¢ifft la￿ WKI regul￿10￿5 whith ￿ Consi￿ h•ve a direct M￿ri￿ effed th¢ fiw¢ial ￿tements orthe OP¢Wations of the dwrity. includiJ* the Charities Act 201 land Companies Act 20CkS aThl .id¢thified tsws •nd re8ulatioLs wtte eomThmtukd wrthia the I￿11 fram t¢8ulty th¢ t¢om T¢nMine4J •lert ts install￿ of how fraud mi&h14XCW. by.. ond 8lk8ed frnud and wert Itmiied io.. eviewin8 with HMRC. Ther¢ art inheRni limi￿10th$ in OUT •udii wxcdures deKribed thivt. Thr rcnwv¢d thJ¢ la￿ and reBulotions art from ri￿￿¢11) ￿￿$1¢110D5. the less lthely it is that b¢¢om¢ awar¢ gf nOTrW￿lIonG¢. Audikng sthndards also limii the audh prwedures to rd¢ntify ￿n￿cOn4)lEan¢e with laws And reyl•¢ions to enwiry of the dirtdors ￿￿er miM8emÈn¢ and th¢ totK¢4ln%nt or ¢ollustom. P4e26 REPORT OF THE INDEPENDE￿ AIIDITORS TO THZ TRUSTEFS OF MANCHtsTER ALLIANCE FOR COMMiJNITY CARE A ￿llher deseriplion of 0￿r ttspnsibiliiies for ihe audit of the financial stAtem¢nts 1$ 1o¢a¢ed on the Financial Reportin8 COU￿11 w¢bJif¢ 41 iThiY.fv.or8.ukl4udi¢owesponsibilities. This d¢5￿1P110n fornu w ofour R¢port of the Independent Aud[￿ U8t ofour ttport This rep)rt is m￿¢ solely to the choritsble compw's ITh￿¢¢$, ￿ • body. in accord•n¢e with Part 4 ofthe Ch¥rAtl¥ IAceounts Reponsl Re8ulalions 21)08. Our audil work be¢n ￿nd¢rtak￿ so ihat we mi8hi thle to the choTifabl¢ Con￿nY'S th￿te¢S thos¢ matters we required io slate 10 them sn #n •udilOfS' Irixirt and for no othcr p￿￿OSe. To the ￿11¢5¢ P¢rnllrted by law. we do not accept or as5urne r¢spon5thilty ¢0 anyone other thin the ch&ritsble compAny and the chwitabk compJny's trustrts ts i body. for ¢yJr8udit rorthis repoTL or for the optnk)ns w¢ h•v¢ fomKd. Wyatt MoThis Golland Ltd Stllu¢Ory Audiiors Eli8ible io a¢t as In audiior in t¢rn￿ of 1212 of Pl￿ Hous¢ 200 Drnke SI￿1 Rochdile L8ncashir4 OL16 IPJ rnpanies Act 2006 Pa8¢ 27 MANCHESTER ALLIANCE FOR COhlMUNITY CARE OF OM cco Totsl Funds Tolal Fund• Yw Eftd￿ Yoar Ended UftY•slrlct•d R•Str￿ 3161 March 3181 March Funds Fwnds Furfhèr Detall$ In¢omo frorn: {4) {5) {6) 144.590 1.848,148 150.018 1.885.124 I(￿.080 4.942 chania￿aA¢fr4lt¢e$ OtherT￿3￿￿ AdvE Inve8knieM Inp)m? Oth8r kncom8 Totsl .978 1￿.c 4.942 1.537.111 141.547 1.809 153.42e 1.992.738 2.148.184 1.770,101 Expendlturn on: R818lng Funds 35. 1317,103 21.041 2.374,040 18.578 1.558.159 19,233 1 $95 970 285,423 21.041 322.380 2 0516eo 1051.680 Other T¢Jtsl 171 Not {oxpendllurèVln¢om• (108,934) {66,￿2> 1227.87ei 174.131 Trnnsfer3 fuftd8 {15) 158.846 11S8,846} Not In fvnds 110.088) (217.788) 1227,8781 174.131 Roconclllallon of tsnds Tot81 fvnds brought lop￿rd Total fundi CaTrled lonvard {16) {15) 243.884 233.S96 702,705 484,917 946,389 718,513 772,258 946,389 The 8tstem•rt ol ffnan¢y810(*¥ibes iM*udes all n8 arttl10$8¢8 rtyxgniteil th thtr year. All Imime 8nd Th9 not¥son p8Be$ 32 to42 foTrn Pgrt oflh6888ceouni& Tolal Fund• Y••r Endgd Pund• In¢om• trorn: Donauons 8Th1 legK4•b 16.523 10.500 86.933 74,111 1.528.611 44,814 89,634 1.537.111 141.fA7 15) 161 In¥wlm¢rd 124 76S 1.645.336 1710 101 118WNd Furwjs ChartPJbleAthIU Olhar T¢)t41 13.32 18.67J 251,S71 1,306.S88 1.SS8.ISg 19.233 19.233 1 J118J8 N•t (exp•ndlkn•) 1159.38TJ $33.4 174,1$1 {13.627) 13.627 N•t mown•rt In fvnd• {172.994) 347,12S 174,131 R•eoft¢lllallt)th of fund• T¢Jial fvnd• brougtrt forwa Totsl fvnd8 ¢affl¢d lomaftl 115) 1151 416.878 JSS,$80 02.7 772,258 Twbfe as (11) 1945 1945 2.9S3 2.953 (12) 15.$77 335.358 35Q.935 51.239 460.770 511009 66,816 211941 796.128 841.421 881944 1.054.362 Cash at Bank & In H•xl Uabllhla•: 1131 117.347 30.037 147.384 111A42 481.972 715.580 w.020 233.$9& 484.917 718.513 718 $13 484.917 484.917 702.705 (15J Totald•rfiyfw 484.917 718.513 946.389 31 2024. Ad 2006 and 271///202F ANCHESTER ALLIANCE FOR COMMUNITY CARE 31 8tatornent of Cash Flows frKth• y￿r¥n￿Ing 31¥t IlRr¢h 2tr24 Y•or End¢d YovEndod 318t Mar¢h 31•t Mar¢h 2023 Recondllafion of net In¢wemtnt In fitndsto netosh Ilw frnm 0ptrnt1￿ acdvhlas N¢1 rno¥ement In lunds 1227.9781 1.901 14.9421 146,125 36.042 174.131 1,924 In￿3{ment Incune {In¢￿a5&y￿8¢rna1• th debtors {D•Crnas•￿n￿￿ In 196.452) 34.945 Net cash used In opeMtln80¢11¥ft1¢s 48,750 111730 Cash Ilows (mm InV￿lMoNt aetlvltl•8: Int¢rnsl Purthase off￿d w9018 1.809 13.341} Net cagh pn)¥td•d ty InY•stlng a¢tl¥ldes 3.457 {Demsè} in (3Bh and cash eqthvaknts during the ye#r 145.293) 111.207 C88h ¥t¥j￿6h equivknits forylard 841.421 730.214 Cash and cash Qqulvalents caffled lonvard Thg not08 on p8ge8 32 to 42 lomi p8rt ofthese acL¥)urrt& 32 {al B4515 ofpreparatlon and asseUn￿ ¢lKolryf4Wern Reputlic of IrelaThJ (FRS 1W aru11￿ CtynpathAct 2006. Ibl Fund¥ stnKturn 1<1 I￿orne re car￿￿h)n$ lswlw*withln dlho clwty th1 it ispowo that *ill b8 fithifed In thè Id) Ewndliure Recognl Igl tse1￿. le} IrreuY•arnbleVAT I Costs ofrnlskn8fvnd5 W4NCHESTERALUANCE FOR COWAUNITr CARE Noleslo the a(￿Unts1orthe year Mded 31$¢ Marth 2024 IOTan8lble fixed a$￿ts and depredatlon AN assets ￿$lIng moro Uwn£500 arg e8pitaN8ed ar￿ valued 81 h18￿1¢81 CIAL Dewgdation Is thaTggd onthe fdtowlng Refu￿1$hm8n1 ol Leosed P￿rnI* omwt*r& Olfte¢ Equlpmenl Flxiures & F￿￿r1d9 33.33% slralght 25% stslght11 25% rthdng bthn 25% 3tr3igtrrt Ilne Ul Realtsed 8aln$ 8nd10sges Afl gahs and loss¢s are tok￿ to the Si•lemèfttd Fln8rt¢￿ Athl￿$$ 8$ ihey arlsa. Roab8¢d g8in5 an(1 los￿ on in￿tr￿ents are ealeJJlated as the dlffeffjft￿ bett￿￿ Sales proceed8 and thwopenlng orthelT y81￿ if a￿U[red subsequent tv th& firsl day olts finantysl year. Unre811$8d owns •KI lows 8rg Ivtsted as the thfierence betsRen the falr ￿ue al ihe year erKI #nd th•lr v8ryhig value. Re*llsed •nd Un￿￿￿ed Inveslm¢nl oalns ond lo￿8 arn tsyntyned In the Slatemonl of Fthon¢*l l*J Penslons Th& ¢harity admlni8tern to a penson behaifof IrrftNhlu81& Thg thanty has no Ilabllty be￿d maklng Itj c¥Jntr¢bultoMand paythg auoss ded￿n910T ihe U) Dèbtorn amtyJnt wepttld net ofany l￿de*￿& due. Im) Cr￿ttorn and provl¥lonB Cred6tors 8r#l prowl8hTh ar• recogn18ed charlty h8s a yesenl obligation re5Utting from a past e4pnl that*ill probably r￿1¢ lft thè transler of fund$ to ¥ thlrd party ond lh¥ tymount duè to 8¢ttte Ihe obllod¢)n can be m¢asurgd oroslmated rellabty. Credttorn and prothTh are norn*lty rec4gnltsed aithw •M(￿nI aftgrthAng IOT •ny trad&dlgo%nts¢ Inl Sl9nlftcantJudgemonts and Esttmat88 In Ihe process ofapptying enW8 &cuuTrdng pottdes, n￿agemeTht hgve not mad? anyludqement8lh2twvuld haNp a *nMk* effe¢1 on the amoun￿ wnf6ed In the IInand￿ 8t•len￿l% No ￿tima￿an$ been madèthalwtyJtd a ￿ific4rrt rf8k olcaustng a rnaterfal adluthwftt •) thè earryty aM￿m￿OIS880ts and lIaH￿te8*1￿IFth th• nèxt finardxd l Relaled partytransAcllons and INste•6' •xp•nse6 and remun•rallon The trustees 851 give freEty tr￿lT1[￿e•￿l expe￿$￿ValI￿ut any 14ymof remuner4fjon orothar benefit In cath Or ￿lKI {20rJ.' tnlll. Eyp8nso$ pth for fv tN$te¢¥ In ttoyeartoiall8d tnfl (2023: £￿). 3. Not In￿rnIng re￿Ure•S Is •tatsd aft•r¢harylng: YeaT Endod Year Ended 31st March 31st Ilarch 2023 D¢prgcAalr Fee? ACc￿lntaI￿Y Support AcuyJntarKynndaper￿nI Examlnauon F￿8 1,901 8.500 5.IfJ 5.11JO 650 4. DorAllons and L￿•¢le8 Unr•strE¢ted Restrleted Totsl Funds Total Funds Year Ended Y•ar Ended Y•ar Ended Y•ar Ended 31st March 319t Mw¢h 31st Mar¢h 31st PAwch 2024 2024 DonalJon¥ Donatoons Imlgrnra DÈstttu￿(￿ Fund) 5,428 5,428 107,651 3e,939 150.018 11,435 50,442 107,651 38.939 144,580 89,634 Pivmis perknd Unregtrlet•d Rg•trfthd T¢)tsl Fund8 Year Ended Year Ended Y￿r End•d 31ot Mar¢h 31st March 31st Marth 2023 Donati￿$ Donatims (Mlgranl Destitu￿ Fund) Donatt￿9 (Re81 Chary Men￿￿$ter} 11.435 50,442 27,757 50.442 23.fjS9 15.S23 IAANCHESTER ALLIANCE FOR COMMUMTY CARE Nolas to th• •¢counts lorth•yMr ended 318t Mar¢h 2024 5. Incomo Irom clNqrtthbl• acthildeo Unrnstrlct•d R￿trIcted Totsl Fund• T*)t41 Funth Y•ar Endqd Yw Enrtod Y••r Endod Yoar Endod 31st Mar¢h 318t Maych 31rt Mar¢h 318¢ hlar¢h 2024 2023 Unrn•trkt•d grnnts: NAVCA VSEP NAVCA Ukr￿￿ IntraslNc¢ur• 10GM 4CT 10GM. Worklorco DOW￿pMent FoffeN•r Manchester Igrnnt T9￿￿1￿d) R¢thctod contracts: MllnL*e8t*r CNY Councti NHS GTr8ter M8fK*e8ter1¢8- GMOPN M•nt•l Huhh Greater Sport Sy8t•m L•aderBhlp Gr￿ter Manthe8ter Comblned Athlwiity. Oldw Peop MarK*e8ter Clty Coundl- HouwlK>kl Support Fund R•8trt¢t•d srnnt•: Mantho8ter Cfty Coundl. Hbta Crlrne MarÈtt¢88tor Clty Counrjl Sm811 Grnnt8 Ifetum NAVCA Ukralne Infr4$tnJLlure Isnwll Grants> Erf¢ Wrlghl Ch•rflable FouTrJ•¥on Oglesby Charft8ble TnMI NHS Saw CCG. Old•r P•* M•rQo1 10GM 10GM. Gwtor MIn(*￿1￿ C¢mbtn8d AUV 10GM. A¢o>)¥d Ec48yB 10GM- UKSPF Mancts•lwAdve (grant r8lumed) Mand￿•1?1 ¢lty COU￿1. CHEM ManrJwl•T Clty Coundl- Sttlal E￿nOMY Alkn City Coundl {8m&ll Grlntsl Carfta• Dloc••e8 ofSlw*kn*bury (8n&] orthts) Comk Isnwu Grnntsl 15.000 16.000 10,000 21.976 21,978 16.000) S91.( 591,000 66.4è7 8S.497 75.000 75.OOD 51.87J 61.875 340,000 340,0(KI 270.000 579,000 128,0001 1S.LIOO 192.800 12.800 15.000 12.8¢)0 15,000 83.000 38.340 4.248 8.862 90,317 4.248 8,862 90.317 ia,000) 200.oflo 400.000 2S.QOO 400.000 26.000 11100 00 116C 14( 14,000 Yout¥J M•nchost•r IGr•nl8 Pwrammesl Nattonol Lottery c￿llM￿nIty Fund. R¢ North Re*n Grealer MunL*eBter Older PeoplM' N¢MThk.' Natton81 Lott•ry C(xnmunlty Fund- GMOPN Gre¥ter MantheBter Comblned Authortty-Ag•lno VhSI 10GM- Falr•r H•8Nh IOT AII Manth•Aler Homol•Mne8• Pfjrtnernhlp: The Booth C•nlr• Straelsupport ￿￿￿ter Man&lg81gr Older Pwlrfs NOtr￿￿( Ilomi•rty GP4lCVO)'. NHS Trglloffd CCG Bri￿th Soclety ofGoronlolo 26,OIXI 50.512 10,000 00.1112 10,000 24,747 24.747 51.028 4.738 5,000 1848 148 18e6 124 Y•ar Endad YwEndgd Y￿r Endod 31•t IAatth 31*tM•r¢h 31•t IAar¢h X+23 NAVCAVSEP 10GM 4CT 10.0 1S.OC#)) {s.0001 so.000 so.¢Joo 270.000 270,K 20.orK) 20.f (28.0001 (28.+X 15.orio 15.1) 191800 191800 J3.0(Kl 38.348 13.1)￿) NAVCA Infrmtrudurn (SM￿ Grnnl•) 10GM 36,345 13.(#)01 M8n(*e•ter Cty C¢undl- CHEAI ma￿h•41•r Clty Coun¢il (Sm￿1 l>r•rt•l Comlc (Small Grnrt8) 1181x1 11fj00 11800 11SOO 25.000 51.028 4.730 51.ty28 $tr8otSupport NHS Trnllwd CCG 10 .611 Yw Ertdpd Y￿1 Endod Year Endod Y￿r Endod 3l•t J1•t M•r¢h 31•t 118r¢h 31•t Aknr¢h 2024 2Q23 •9.133 27.800 Man8ygm¢nt F￿$ FurKlrnthlTrJ IrKtyng Fundrnwry (Real Ch8y Pla￿• 71,S27 7.017 71.$27 7.017 43,517 141,547 Y•v Ended Y•ar End•d YMr Ertd•d 31•1 Il•r¢h 3181 IAw¢h 31•t Mv¢h TrnIn1￿ IrKw*, RoL¥n frllr• WKI Otherclwy 69.133 69.133 27,8LYJ 1.097 43.517 141.54 F4tndr&iw Irwrn¢ (Rwl Chvy M8 43.517 44.614 96.933 MANCHESTER AWANCE FOR COMMUNITY CARE Notss toth• acctxnls f•vth• yw 31st March 2024 7. Ewftdlture Ytr4rEnd¢d Y￿r Ended 31•t Moych 318t Maych 2024 2023 A¢U¥lll•¥ Eyndlture on va155nfj funds: Promollo￿l E¥pen Fundbng Port81 1.627 5.723 28.$46 35.898 1.627 5.7ZJ 28.546 35.896 1&578 Expondlturn on ehorft4bha¢Uvltle•: EmthTr￿nl Costs Agonw Staff 947.409 947.409 721543 40.*146 Staff ￿1th￿e SeiyJndment ReÉeardb P4￿h￿B & Campa 1.494 1.494 104 1,e 1,800 3.539 Trninwvj Rates & W8ier 4.81B 4.818 4.395 4.395 33.033 33,033 1.098.847 1.098.847 28,933 28,933 2.744 2,744 83 25 270 31.800 801,221 10.sse Grants Pald Cortsull•w P8yroIl Bureau Fo08 Chldtaffj Fee8 Vcluntew Exw Bad Debts BwefrJ8ry Tralnlr Rewdlng Orgenisatlonal lknl• 270 485 1.182 370 17.37S 1499 1190 391 7,000 1.653 2,050 1.236 7,000 1.653 2,050 1.236 7.380 2.815 2.838 22,109 14.293 54,117 44.855 Hea¢ & Ug Subs￿p110nS s￿rffy Cl*wlno M2lnt¢Mft¢o Telephone 5.117 2.815 2.838 22.109 14.293 54.117 44.055 67 997 8.412 23,151 321 He8Nh 8th1 Safety Speakerffralner F Bank Chaig¢s 876 3.400 18,030 4,888 1,017 3.470 13,$31 2,291 1.924 3.490 18,030 4,666 Gov8mgrth and Supp3rt ¢08tg POSL Prfntlng & SW¢)ntrry Depredalon 2.317.103 2 317 103 Other•xpendltur•: 21.041 21.041 21,041 21,041 19.233 19.238 Total Expgndltu 2.374,040 2.374.040 1,595 97 Restrtctod (und8 Unrestrtrted fvnds 2.051,880 1.311.838 322,380 284,132 2.374,040 1.595,070 MANCHESTERALUANCE FOR COMMUNITY CARE N(*e8 to th•a¢¢•wts forthg y¢or ondod 31st Mar¢h 2024 8. Allu¢￿10￿ of 8overnan¢e and 5UPPQrt Costs G•norn13upport 43ov•mance Total X124 Bas18 of&pportlonrn•nt 8.SOO of axp8n80 a,209 type of expBnse 1 type of axpens• 5.123 typ& of exwnso 97 type of exper 3,100 type ofgxperne 18.030 Audlt Fegs HR SupF*Tt Interest p A￿n￿￿ty Sup Trustee t41eetings 5.1rJ 97 3.1110 9.697 8,333 aan•rnl Supptsrt G¢w¢m•nce Totsl 2023 Bag18 ol apportlonrnwrt 5.100 5.1(KJ type ofexp¢ns& A￿jth F HR SupF>Jt P￿?1￿&8 Piofesstonal Fees A¢¢wtarw Supptyt 3.043 150 21 1567 150 type ofe>¥en8e 21 typ olexpenge 2.567 typ8 010¥4￿n98 2,850 type of•¥pen8¢ 2.650 5.781 . Anatys150f grants pald Granl8to Inslll￿n8 Total Dot#ll8 Real ChaTrJe Mani*ester Mlgrnnt Do$Ylulr￿ F￿d Smdl GTants Supwt Fw Small grants pald lo g imdlubor 31.659 Sm811 grants p8Td to 21 hMJIu 69.28S Sm811 grnnts pald lo 2 IngUlutsrA 1.V20 Small ar#1 large grants paid to 32 1nsbluo￿8 712,705 712.705 lrtaLthd as l#rge grnnts and Ixtmufatlve grantsfrom Househ¢4d SUpi￿rt Fund a £38.225 £37,300 £66.22S £40,625 £57,160 £39,080 0,275 £20.025 £25,550 £30.82fj £31.47S £28,650 £42.000 £41.650 £53.100 31.659 69,285 AfrK¥n C8ribbo8n Carg GTUUP Annana Cheelham Hlll A￿e4 Centra Equal EduL*tton Cha￿$ F1tr•kne￿On G￿r9tr House Tw8t GlobBI Inttknlve Hopvhpll Mar¢che*w Rafugee8 Supp Thtr Blq Life Co. The Gaddum Centro Tw of Lwo Sm811 and kTge grants W to 18 Instiiu¥ 198.140 198.140 Induded 8$ taigg grants and cumulthgrnnls from Qants ProgrBmmeg &re: BollyftlA £124.450 Ra(nbo* s￿￿tse £25.600 Gr8nts 01£S00 and £1,(￿ wd to 28 Institi&lo Small granls of £4,000 pah1 to 1 Inststution Sm811 uraftt of£920 pald to 15 Grants paid to 3 Institutt Gr¥n18 p8kl to 3 Ir*ltutlo ¢3Tarts 01£1,(thl pAEd to 28 tr*tltukns Grants Pmgrdmmes H8t¢ Crim• A￿rents$ Gr¥nts 18,000 18.000 4.000 13.800 20.900 438 28,000 Erf¢WriGhl Trt*l Gr8nts Unre5trtcted Grants Unrnstftde 110.0001 120.0101 14.8951 {193.9701 1248.9211 8.8¢ 39,063 12.300 200.000 41,383 179,880 4,896 192,800 270.000 1.400 ao 21.079 30,248 28.074 6.378 38,878 222.672 30,288 14,346 18.2 33.ee8 163.804 113.0311 {104,8761 {5.eon 1620.0321 (9.ee81 93,èS9 6,116 579,000 38.345 83,(¥)o 13.CIKII so.ooo 38.345 24.941 202 28,217 {88.OSg1 121.3021 P4.717) (1a,9S31 P,873) 24.604 12.434 13.953 2.681 12 16.000 2S.000 51.028 (30.8981 10,234 356 $80 1 311838 Genernl F￿d 418.878 124,786 (214,132) 113,827) 243,804 Total Fun 86.970 41 DO￿￿pIlo￿ ft•tur• aThl purpo•0 ofthè lund Genernl Fur#1 DeBlgnaled Fun dwiro COVID19 paAdemlc4.g. for and fflWrwJs for*>od problder pert¢Xtr* 140 Chlld Gmrto Pff4r8mm MMc*• C￿￿￿1.¢￿E￿ k) brwJW￿ aTh1 fthmllltt vla a ofVCSE rèftrrnl to t+ delw • wjgmimo and • Imill gr•nts to •JPWl the VCSE rn•pw•o lo Iho tyAtol ts¥tno CA81• +1w￿ • pArt time poldfM>tsfoT the Mlgrnnt Deolluuon A¢tton Group gr￿ lffjm the GM VIolen￿ Wuc*lon LlnA t¢ gupport ts Merthe•ter Pe¥c•Tt)Bth AtllwK¢. • ofVCSE tyyth•lton8vthlng l• r•￿￿ the Imp8d ofulTh ￿ Y￿n9 In Centr￿ M&1K*￿t 0￿8¥bY c￿111•￿￿ Tnmt w*y. GM Cmbhd AulP• aThl GM NHS p•rt olthfr UK sh￿ PrNpwlty Funthg. • gi•)1 k) VCSE Irdrn*nJclurg10.g. by memt>er•hlp 10GM- UKSPF Erfc Ihllght Charliablo F•Jnd 88t¢r Cfty Ctyjndl. $4wl Fw to 8rn8ll I￿￿sE l•.9. lorKlunt8er l••Ynthl•l•r • prn9￿n￿ne of•mRII hfftrthh￿ gr4nt4 for A C•￿ to de*a wryrnmme •round •yitern l￿dershIP ft A grart b) (Xsw Ma(¢• adw4nigtrn¥on co•1• lor Ih Iled Chwwe ¢litrtW IrKlblduth ¥1• • n8knrkolVCSE rnfvryal (Ider Peo&l•* tr40tr￿ port•1tro GMAfflbftton forAgolrvJ pirt clthg IXI knbmlon ftyAoehvJ Prwrwm N•Vonal Lotl¢ry Ccmrnun*y Fund. GMOPN 10GM- Flrnr Hoglth le.g. h￿thY￿•￿j A w8rtto ala mvdal he8hh In GM Ohler WINCHRSYER ALLIANCE FOR COMhWNITY CARE tlots8 t• th• a¢eounts lorth•y•Ar 31rt March 2024 1& An2lyg1• of ¢harftabltrlund8 DegCrfplI￿ Th&tuY¢ and ofthè fvnd NHS Sdlord CCG. Older Peo￿8 Menlal Heanh A grant Io SUPP￿t de￿0pment ofa mental health foots in GM Older peo￿¢5 Netr*Thk. fvrthd by GM heelih and Sou81 C8re Partnernhip bui rouled through NHS Saifor Fund￿￿10 8upm a￿e￿lOPmentwOrker rule and grants Fwgramme to iTryeaBe engagernenl olVCSE orwknttons In 8upporlng ptyst¢•l acMes1o.g. watklng sports. ¢t&l A 0)rrt￿tIO admini%terand Support the GM OJderPe0￿4s Eq Th? Boolh Cerdrn Homele8srw Partnershlp Surplus Iwmls from Stro8iSypportwwedwatedto M8C¢ tob& by Manthe*w HorBelessnu6 PartnwBhlp le.& *Eb8lte cost81 Granlfor 8 lea8tbity tnto the a¢qulsWon of woF•fy To m8steTda55es and di￿5￿0￿$ to build the le￿0Pmen1 ol 8y8ttm leader6hlp approac*es bett￿Tr publtc artsl VCSE 0rganlsgbt￿S Funds to r¢8earth BUP[￿rt for peOPle￿th leaming dts21￿1rtIe5 To wpput ¥kdl$ 8h8rfng through wtunleorin9 In I￿1 GM Mwng do Greater SpNis. L•*rshlp Manrhesiar Clty C(wKal Leamkn8 DIs8bllty Slwknakg SFfyl ENJland 16. An8￿1$ of not a880ts beiwggn fund• Unro4trl¢t¢d Oe4lqnBt•d R••trfcted fund$ lurtd¥ Total 2024 Tanglble fixad assets Ca8h at b￿￿ and In hand Other net currenl 09getsl(IlabllltleBI rotsl 2,945 7.780 480.TTO 21.202 494.917 2,9S3 798.12e 327,$78 101.TIO 718,513 funds fund# Total 2023 Tangl￿• fixod 098¥ts Cash al bank hand Other nei Li￿a$S￿￿{￿ablllltts) 442 317,547 74.305 2,927 523.874 175,804 702.705 3,369 841.421 101.599 946.389 17. Flnanclal In8irum•nts The charity only hB¥ finBnci81 a8seis and11otsW8s of a thal qu8My 9$ bg•¢finandal Instrumeth. 8aslc fina￿181 Imtruments are Initiagy rwnlsedon 8 ts8nsaction valutr subEequenty measured 81thelrselllemenl valu& ￿ thè ?￿ptIOn of bgnk10oM aro Nibsequfft ￿￿98Ured 8t 8n amort￿ L)Mt us(ng tho elYerAfve Jrderest rnelhod. Operatrng loo The total of future mbnlmum lease payments under non