MANCHESTER COMMUNITY CENTRAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026 Registered Charity No. 1145921 Company Registration No. 07788593 MANCHESTER COMMUNITY CENTRAL INDEX TRUSTEES ANNiJAL REPORT 22-24 INDEPENDENT AUDITORS REPORT 25 STATEMENT OF FINANCIALACTMTIES STATEMENT OF FINANCIAL ACTMTIES {FIRIOR YEAR) 27 BALANCE SHEEr 28 STATEMENT OF CASH FLOWS 29-40 NOTES TO THE ACCOUNTS MANCHEStER COMMUNITY CENTRAL ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 31st MARCH 2025 The trustees present thelr annual dlrectors, report and flnancial statements of the charlty for the year ended 31st March 2025 whlch are also prepared to meet the requlrements for a dlrectors, report and accounts for Companles Act purpose& The flnanclal statements comply wlth the Charitles Act 2011, the Companles Act 2006, the Memorandum and Artlcles of A550clatlon, and the Accountlng and Reportlng by Charltles: Statement of Recommended Practice appllcable to charltles preparlng thelr accounts in a¢cordance with the Flnancial Reportlng Standard appllcable In the UK and Republlc of Ireland {FRS 102) leffec￿ve l January 2019). Context: VCSE Infrastructure In Manchester Manchester and Salford Councll of Soclal Servlce was establlshed In 1919 to support the growlng number of charltable organlsatlons In the two cltle& In Ilne wlth the reorganlsatlon of Local Government In the early 1970s, the organlsation split Into two dlstlnct entltles: Salford CVS and Manchester CVS. Manchester Alliance for Communlty Care was e5tabllshed a5 a programme wlthln Manchester CVS in 1981, Over subsequent years (the hlstory Is long, compllcated and open to a large amount of Interpretatlon) VCSE sector support In Manchester became extremely fragmented wlth Manchester CVS- later known as Voluntary Actlon Manchester- belngjust one of a large number of agencles provldlng a varlety of "Infrastructure" roles: at one polnt 18 dlfferent or8anlsatlons were involved and yet there were major gaps: e.g. no Volunteer Centre. In 2009, Macc brought together a partnershlp to e5tabllsh "Manchester Communlty Central. as a new umbrella brand under whlch any conflguration of arrangements could slti provldlng clarlty and accessibility for local organtsatlons and partners and creating a space for collaborative development. Sector leaders and Manchester Clty Councll came together to explore these durin8 2011 and Macc proposed a new model (based on NCVO'S Value of Infrastructure programme) to show the range of servlces and activltles whlch a lead organlsatlon could put In place to Increase Impact forthe city's communities. From January 2012, Macc formally took on the role of lead voluntsry sector Infrastructure agency In Manchester and the range of functlons has developed further In the Intervenlng years. Macc was re-reglstered as a charlty wlth updated objectlves to reflect Its new role. A landmark was achSeved In May 2013 when Manchester Clty Council issued a single tender for the full range of supportto the local VCSE sector Ilnformatlon, capaclty bulldlng, volunteerln& pollcy, representation and engagement). The tender Itself was an achievement for Macc slnce It showed that we had proved the case made that those functlons needed to be Joined together in order to generate greatest Impact. We were successful in bldding for thls contract whlch represented not only stablllty and 5ecurlty for the organisation and fresh opportunltles to develop the role of the sector In Manchester, It also showed that Macc had delivered Dn Its ambltlon and Its prom5se to develop Into the organlsatlon Manchester needed. That mntract was reFtendered In 2019 and Matt was once agaln successful, consolldatlng a decade of developlng support for the VCSE sector 5n the city. The contract was re-tendered again In September 2023 and we were advlsed early In 2024 that Macc had secured the Contract for MANCHEStER COMMUNITY CENTRAL fourth tlme, a major achlevement which brings stabllity to the core servlces and actlvltles for the next four years. Thls Is a significant part of the context for the organlsatlon: despite this long hlstory, the current Incamatlon of Macc is still re￿tivelY young compared to equivalent organisatlons In other major cltles. We belleve It to be Important to be mindful of thls because it drlves Macc to recognise that there 15 always more to be done and always room for Improvement. Maccls alway5 a Work in prosress. OBJECTIVES AND AcnviTIES Macds charltable objects as set out In the governlng document are: To promote any charitable purposesfor the beneflt of the publlc, prfnclpalfy but not exclusfvefy In the loo71 government area of Manchester ond its envlrons (hereinafter called the orea of beneflt) ond, In portlculor but not exclusively by l. Promoting the thlrdsertor by.. bullding the copaclty of thlrdsertor orgontsatlons andpmvide them wlth the necessory suppor¢ Infonnation andservi￿ to enable them to pursue or contribute to any chorftable purp05e.' b. pmmotlng volunteering withln the sector.. c. organlslng andfvcilitatlng cTroperotlon andportnershlp worklng between thlrd sector, statutory and other relevant bodles. 2. The promotion of good health of the local community. 3. The promotion of equolity ond dlversityfvr the publlc benefit by.. o. odvonong educatlon and rolslng awareness In equallty ond dfverslty.. b. pmmotlng artlvltles tofosterunderstandlng between peoplefrom dlver5e backgrounds,. c. conductlng or commissionlng reseorch on equallty and dlverslty Issues and publishing the results to the publl cultivotlng o sentiment Infavour of equojlty and dlverslty. Yhlrdsertor, means charltles, voluntary organisations ond soclul enterprises. As part of the or8anlsatlon's transformatlon programme In 2022, a new Macc Strategy was developed to build our establlshed functlon-led model to focus on purpose and value5: Maces Purpose: to encourage and support voluntsry and communlty groups, charftles, sodal enterprlses and local people to make a dlfference on issues that matter to them, to our communltles and to our clty, Manthester. Maces W15ion Every community in Manchester Is rlch In charltle5, communlty group5. voluntary organlsatlons and soclal enterprlses of all klnds. worklng wlth all klnds of people and In all klnds of ways. The voluntary, communlty and 50clal enterprlse sector Is at the heart of publlc debate about what klnds of communlties places and soclety we are creatin& MANCHESTER COMMUNITY CENTRAL A wmmon purpose of Improvlng our clty brln8S tO8ether trustin& creatlve and ambltlous relatlonshlp5 wlth the voluntary. communlty and soclal enterprlse sector, wlth local busSnesses and publlc bodles. Ma￿$ Values: Belng Supportlve- providlng mutual support and encouraglng one another Belng Collaboratlve- facllltatlng posltlve change In soclety by worklnB wlth people Belng Influentlal- harnessln8 people's skllls and bulldln8 thelr confidence to shape and Inform pollcy and practlce To fulfll these ambltlons and In Ilne wlth our charltable objects. Macc's Strategy has 6 °strateglc obJectlves°: l. Ensure Macc Is a well-run, connected and sustslnable organ15atlon wlth a great reputatlon as responsible charlty drlven by our values. 2. Bulld a stron& dlverse, engaged and connected membershlp. 3. Support a 8rowlng range of opportunltles for local people to be actlve cltlzens In thelr communltles. 4. Tell the storle5 of brllllant work belng done by local VCSE groups and actlve cltlzens as a call to artlon to more people and organlsatlons to get Involved. 5. Support the local VCSE sector to bulld Influentlal, collaboratlve relatlonshlp5 wlth each other, wlth publlc sector bodles and local buslne55e5. 6. Support local VCSE or6anlsatlons to set Upi develop and thrlve. How our artlvltles dellver publlc boneflt Macc's actlvltles beneflt voluntary sector or8anlsatlons, Indlvlduals and the Interactlon between the statutory sector and the voluntary and communlty sector In Manchester and Its envlrons. The trustees conflrm that they have referred to the Charlty Commlsslon's 8uldan¢e ori Publlc Beneflt when revlewln8 the Charlty's alms and objectlves, In plannln8 future actlvltles, and settlng the pollcles for the year. The Trustee5 have concluded: l. That the alms of the organlsatlon contlnue to be charltable. 2. That the alm5 and the work done give Identlflable beneflts to the chartable sector and both Indlrectly and dlrectly to Indlvlduals In need, 3. That the beneflts are for the publlc, are not unreasonably restricted In any way and certalnly not by ablllty to pay. 4. That there Is no detrlment or harm arlslng from the alms or actlvltles. ACHIEVEMENTS AND PERFORMANCE Athlevements durlng the perlod are reported here aBalnst the 6 strateglc ob}ertlves of the Macc StrateBY for 2022-2025. MANCHESTER COMMUNITY CENTRAL We wlll ensure that Macc Is a well-run, connerted and sustalnable organlsatlon wlth a great reputatlon as a responslble charlty drlven by our values. Organlsatlon Development Thls year has been transformatlve for Macc, marked by signlficant or8anlsatlonal 8rowth and Inryea5ed Impart through collaboratlve approaches. A good example Is our Refugees Week event whlch powerfully brought together testlmony from people wlth Ilved experlence along51de our work on the Ml8rant Destltutlon Fund, GM Sanctuary Seekers, and support for Manchester's Intentlon to become a Clty of Sanctuary. These Interconnected streams of work exempllfy our responslve approach to emerglng needs, havlng developed In response to events such as the evacuatlon from Af8hanlstan, wars In Ukralne and Gaza, and the absence ol mlgrant volces durln8 the Covld-19 pandemlc. The development of our Collaboratlon Team has proved to be a successful Innovatlon wlthln Macc's strurture, hostln8 multlple projects focused on bulldlng practlcal collaboratlve worklng relatlonshlps across sectors. By Incorporatln8 capaclty bulldin8 and Influenclng work whlle attrdctlng addltlonal external fundln& thls model has demonstrated its effertlveness In enabllng 8reater communlty Impact. Our work wlth other Greater Manchester Local Infrastructure Organlsatlons throu8h IOGM has posltloned us exceptlonally well, establlshln8 shared pro8rammes that beneflt the local VCSE sertor whlle generatlng addltlonal Income streams. Conslderable senlor management tlme was devoted to securln8 the St Thomas Centre from mld- November onwards. Whlle absolutely the ilght Strate8lc cholce, It meant other development work Was placed on hold, thou8h thls was managed wlthout dlsruptln8 day-to-day actfvltles. stsfflng A slgnlflcant mllestone was achleved when Macc attalned a full complement of staff for the flrst tlme In some years. The revlsed team 5trurture Implemented In 2022 contlnued worklng effectlvelyi generatln8 posltlve feedback from staff regardln8 Increased support, enhanced personal development opportunltles, and Improved coheslve workln8. However, ongolng concerns perslst around our ablllty to malntaln salarles In Ilne wlth Inflatlon, creatln8 longer-temi retentlon concerns de5plte our flexlble, supportlve, and values-led workln8 envlronment. Throughout the year, we experlenced natUFal staff transltlons whlle maintalnln8 contlnulty through successful Internal movements and new appolntments. Recrultment efforts focused on expandlng capaclty In key areas, Includlng speclallst roles for Ml8rant Destltutlon work that speclfically sought candldates wlth lived experlence of the mlgratlon/asylum system. The acqulsltlon of St Thomas Centre brou8ht substantlal expanslon through the Integratlon of former GMCVO employees who now form our new Faclllties Team, representlng a slgnificant enhancement to our organi5ational capaclty and abllity to serve the sector. Premlses The most transformative development was Macc's deci51on to take on the runnlng of the St Thomas Cent￿, followlng GMCVO'S closure. Thls resulted In the first change of re8lstered address In the organlsatlon's hlstory. After over 30 years, we moved out of Swan Bulldlngs on 28th February 2025, completlng the relocatlon withln slx weeks whlle ensurlng minimal dlsruptlon to MANQIESTER COMMUNITY CENTRAL other actlvltles. Response from the sector and partners has been overwhelmlngly p051tlve, wlth many welcomlng the preservatlon of the Centre for sector use and credltlng Macc's leadershlp. The new Facllltles Team worked rapldly to ensure urgent malntenance works were completed, Implement system upgrades and begin planning refurblshments vthlle malntalnlng relationships wlth regular customers and attractlng new users. Eqth and Induslon Our Internal equlty and Induslon work ha5 been strengthened throughout the year. The Antl- Raclsm Worklng Group strate8lcally broadened Its scope, renamlng itself the Equlty and Incluslon Workln8 Group to address var5ous forms of marglnallsatlon whlle malntsinln8 antl-raclsm as a core focus. The group worked wlth our stsff Health and Wellbelng worklng group to bulld greater ft>cus on equity and incluslon questlons In staff surveys and developed a new pollcy for flexlble bank hollday arrangements. A sSgnlfft3nt development was the creation of a dedicated Equity and Incluslon lead role wlthln the Policy and Influence Team, demonstrating our commltment to embeddlng these prlnclples throughout our work aimate Actlon Stron8 progress was made developln8 a comprehenslve cllmate actlon strategy and env5ronmental pollcy. Our Climate Action Worklng Group malntalned quartedy meetlngs, welcomlng new staff members and pro￿dIng fresh perspectlves. External collaboratlon through the LIO Envlronment Worklng Group proved successful with posltive feedback on workshops and Carbon Awareness Tralnln8 pro8rammes delfvered to Greater Manchester Infrastructure organlsatlons. The move to St Thomas Centre has created new opportunltles to reassess our carbon footprint, with discusslons initiated regarding supply chalns and catering services. Soclal Value The Greater Manchester Soclal Value Network continued thrfving under Macc's facllltatlon. malntalnlng nearly 500 members and hostlng large-scale events. Our partnershlp wlth Manchester City Council's Soaal Value Lead resulted In successfvl co-deslgn sesslons refreshing the Councll's Social Value Pollcy. with all VCSE partlclpants compensated for their tlme. The St Thomas Centre acquisltlon has enabled us to examlne sodal value wlthln our own supply chalns, as demonstrated by requests for contact detsils of women-owned sustsinable catering businesses followlng our events. Infrastructure Development We contlnued our strong workln8 relatlonshlp wlth nel8hbouring voluntary sector infrastructure organlsatlons through IOGM, a Jolnt venture with Salford CVS. Bolton CVS and Action Together. IOGM ts now constltuted as a legal entlty jointty owned by the partners with conslderable growth In the staff team and the appolntment of a Chlef Operatlng Officer. The developrnent of IOGM has 51gnlflcantly Increased Macc's ablllty to work collaboratively at a Greater Manthester level, enabllng a plpeline of Gm-wide projects with funding now flowing through IOGM Ltd Into partner organi5atlons to deliver programrnes In all 10 Greater Manchester localitie5. MANCHESfER COMMUNITY CENTRAL Feedbad Throughout the year. we malntalned our commltment to gatherlng comprehenslve feedback across all projects and servlces. Whlle our annual membershlp survey achleved only a 6% completlon rate, the feedback recelved was largely posltlve. We successfully Increased feedback collectlon throu8h Innovatlve methods Indud5ng Zoom polls {50% Increase) and QR codes120% Increase). Tralnlng and events conslstently recelved posltlve feedbacK wlth partlclpants appreclatlng the practlcal, Interactfve nature of %551ons and networklng opportunltles. Overall, feedback demonstrates strong satlsfactlon wlth Macc's collaboratlve approach and commltment to supportln8 the sector. We wlll bulld a stron& dlverse, engaged and connected membershlp Member5hlp Maec's membershlp has grown $18nlflcantly throughout the year, demonstratln8 the stren8th and appeal of our collaboratlve approach. Member5hlp numbers reached 661 by March 2025, Includlng 353 core members, 111 assodates, 76 supporters, and 121 Indlvlduals. A partlcularly encoura8ln8 trend has been 5ubstantlal Browth In buslness supporters, Increaslng from 51 to 76 durlng the year, largely drlven by the success of our Buslness Partnershlp work and events attendance, Many new members Jolned followlng tralnln8 sesslons or events, whlle others were referred by exlstlng members, Indlcatln8 Strong satlsfactlon and advocacy wlthln our membershlp base. Technlcal challenges wlth webslte redevelopment hampered the launch of our enhaneed Members Area, but these Issues are belng resolved and leadln8 to Improved engagement and more streamllned renewal process. Communlcatlons Our communbcatlons strate8y has evolved sl8nlflcantly, embracin6 Innovation whlle malntalnln8 our commltment to Incluslve and accesslble enBa8ement. The refreshed Manchester Communlty Central webslte launched mld-year wlth enhanced features Includlng a dedlcated Member5 Area, searchable resources Ilbrary, and Improved fundlng opportunltles sectlon. Dl8ltal en8a8ement flourlshed, partlcularly through strate81¢ partnershlps. Our collaboratlon wlth the Meet the Mancunlan podcast for a speclal season featurln8 Splrlt of Manchester Awards nomlnees created compelllng content that celebrated sector achlevements and ampllfled communlty volces. Soclal rnedla performance showed marked Improvements, wlth Llnkedln emerglng a5 our most successful platform for buslness engagement and sector connectlon. Followlng careful conslderatlon and sector consultatlon, we made the strate8lc declslon to leave X (fornerly Twitter) due to ethlcal concerns and de¢llnln8 effectlveness. Several speclallst communlcatlon networks demonstrated our commltment to supportlng a broad range of communltles. The GM Sanctuary Seekers Response Group communlcatlons grew to 182 subscrlbers, Communlty Explorers newsletters reached nearly 1,311 comblned subscrlbers, and our Pollcy and Influence bulletln grew from 776 to 889 subscribers with Improved engagement rates reachlng 36.5%. MANCHESTER COMMUNITY CENTRAL Brand refresh The year concluded wlth the commencement of a comprehensfve brand refresh projec( recogn151n8 the transformatlonal changes Macc has undergone, Includln8 the Integratlon of St Thomas Centre. Worklng with GR DeslBn, thls collaboratlve process Involves trustees, staff, and stakeholders to ensure our vlsual Identity reflects our expanded work and funrtlonallty and contlnued commltment to In¢luslve, accesslble communlcatlons. We wlll silPPOrt a growlng range of opportunlties for local people to be actlve cltlzens In their communltles. Volunteerlng Followlng staff departures earller In the year, two new Volunteerlng Development Workers were successfully appolnted In March and May 2024, bringlng fresh Inslght and enablln8 the scoplng and plannlng of a comprehenslve service overhaul focuslng on volunteering brokerage, Information and guidance servlces, tralnlng dellvery, and the Volunteer Coordlnators Forum. The 40th annlver5ary of Volunteers, Week 2024 provlded a slgnlflcant platform for celebratlng Mancheste¢s volunteerlng herltage. The cornmemoratlve pro8ramme Included well-attended volunteerlng drop-lns, a pop-up exhlbltlon tltled "Manchester'5 history of volunteerlng: past, present and future" at the Manchester Craft and Design Centre, and the innovatlve distributlon of over 350 certiflcates of recognltion. Regular weekly drop-ins were established from September 2024, experlenclng conslstent growth In attendance and provldlng meanlngful dlscusslons for both potentlal volunteers and volunteer- involving organisations. Accessiblllty Improvements Included translatlng promotional materlals Into asylum and communlty lan8ua8es. A key achlevement was the completlon and launch of Impactful research on "The Current aimate of Student Volunteering Sn Greater Manchester,. delivered through a CharityWork5 placement. The formal research launch event In February 2025 was well-attended by cross-sector stakeholders and Initlated the implementatlon phase. Buslness and employer engagement remalned a prlorlty, wlth the centre conslstently fbeldlng numercus requests for group volunteerlng opportunltles. We worked wlth Manchester City of Sanctuary explorln8 the feaslblllty of engaBln8 sanctuary seekers In volunteering wlthin sports and physical activity sectors. Greater Manchester Older People's Network The network malntslned regular steering Eroup meetlngs and saw successful recrultment of new members from Stockport, Rochdale and Trafford. Worklng Groups for Houslng & Nelghbourhoods, Health & Social Care and Transport and Out & About contlnued meetlng re8ularly, strengthened through regular partlclpatlon from the Integrated Care Partnershlp engagement team and GM Agelng Hub representatlves. The GM Older People's Equallty Panel held regular meetlngs and was represented at numerous external events coverlng flnanclal hardshlp, agelng in place, dlgltal inclusion and age-frlendlv employmenL GM Mature Mlnds Matter 8few slgnlficantly to 14 members while securln8 MANCHESTER COMMUNITY CENTRAL contlnued fundin& wlth the successful "Rhymes from the Wlse. poetry project widely dlstrlbuted across Greater Manchester. The network achleved influentlal contrlbutlons to pollcy development through collaboratlve workSng wlth GMC& the Agelng In Place Pathfinder Programme, Independent Age, and numerous other organlsations. Partlclpatlon remalned strong wlth 85 dlstinct participants engaglng by March 2025, includlng 45 new partlclpants In the final quarter alone. Emergency Response / Reslllence Planning Macc establlshed a baslc protocol wlth Manthester Ctty Councll colleagues for activatlon In Emergency Response and has been 5UPPOrtlng the development of a Gm-wlde approach to emergency response planning wlth the VCSE sector. In August 2024, Macc supported the local VCSE sector response to the rlots In Manchester. working qulckly to share accurate Informatlon through trusted networks and offerlng behlnd-the• scenes 5UPPOrt between VCSE organlsatlons and ststutory partners. We conducted a GM wlde survey of VCSE organlsatlons on the Impact of these events and shared the learning with local, reglonal and natlonal partners. We wlll tell storles of brllliant work being done by local VCSE groups and actlve cltlzens as a call to actlon to more people and organlsatlons to get Invofved. Splrft of Manchester Macc recelved a record number of nominatlons for 2024, up by 40 from the prevlous yearto 215 nomlnatlons, demonstratlng growtng recognltlon of the awards as a platform for celebratlng exceptlonal work across Manchester's VCSE sector. The 12th Splrlt of Manchester Awards ceremony In October was the blggest event to date, dellvered as a hybrld event with 350 audlence members physlcally present and 1,700 Jolnlng vla YouTube. The evenlng successfully ra15ed £2,500 for the Splrlt of Manchester Fund and formed new supportive partnershlps wlth Meet the Mancunlan podcast, Vlsalr, Hlp Pop, and photographer Anthony Owaegh5anye. The collaboratlon with Meet the Mancunlan podcast represented a slgnlflcant storytelllng expansion, featurfng elght dedlcated eplsodes wlth Splrlt nomlnees. Thls partnershlp enabled In- depth storytelllng that went beyond traditlonal formats, allowing nomlnees to share their storles In their own words and reach new audlences. Two Splrlt Story Weeks were also delivered durln8 the year, demonstratlng Macc's commitment to ongolng storytelllng beyond the annual awards. These themed weeks recelved strong engagement and provlded regular opportunftles to showcase the extraordlnary work happenlng across the sector dally. Other Storytelllng Work Macc malntalned a comprehenslve approach to storytelllng through regular updates to Manchester Communlty Central webpages, featurlng dlverse awarene55 campalgns Includlng Black Hlstory Month, Manchester Prlde, South Aslan Herltage Month, Dlsablllty Prlde, and LGBT Hlstory Month. MANCHEsfER COMMUNITY CENTRAL Just One Thlng The "Just One Thlng" Inotlatlve provlded a platform for Influentlal sector leaders to share thelr Storles, featurlng game-changers Ilke Jeannlne Burke, who started'Be Part of Change, after traglcally1051ng her son to knlfe crlme. The collaborative work wlth Macc's Induslve Medla Ambassador resulted In a complled booklet featurin8 nlne artlcles from prevlous profiles. We wlll support the local VCSE sector to bulld Influentlal, collaboratlve relatlonshlps wlth each other, wlth publlc sector bodles and local buslnesses. Pollty and Influence VCSE Representatlon Macc's Pollry and Influence team worked systematlcally to strengthen VCSE representstlon across Manchester's strateglc declslon.maklng spaces. Be8lnnlng wlth a comprehenslve mapplng exerclse In May 2024, the team Identlfled exlstlng boards and networks, reveallng slgnlflcant gaps In sector representatlon. Thls led to productlve dlscusslons wlth Manchester Clty Councll, resultln8 In a publlshed Ilst of 5trateglc boards and partnershlps. Bulldln8 on thls work, the team successfully advocated for enhanced VCSE repre5entatlon on kev boards, Most notably, two addltlon31 representatlves Jolned the Our Manchester Investment Board, and VCSE representatlon was secured on the Work and Skllls Board, wlth both Macc's Pollcy and Influence Manager and Chlef Executlve appolnted from January 2025. Manthester VCSE Leaders Macc hosts a regular monthly forum for leaders In local VCSE or8anlsatlons, provldlng a space for peer support, exploratlon of common Issues and Informatlon sharln& alon8slde a thrlvlng WhatsApp 8roup for qulck asks and sharlng, Communlty Explorer5 Macc's Communlty Explorers spaces In North, Central and South Manchester brought together dlverse stakeholders around presslng communlty Issues. The January 2025 event on bullding safer communltles brought together the GM Vlolence Reductlon Unlt Dlrector wlth communlty groups and Indlvlduals wlth Ilved experlence, leading dlrectly to the establlshment of the new Greater Manchester Collaboratlon for Communltysafety. Chlldren and Famllles Macc's collaboratlve work wlth Manchester's Farnlly Hubs demonstrated sl8nlflcant Impact, supportlng parent champlons and parent-carer panels across all four farnlly hubs. Notable achlevements Included securlng laptop donatlons for Lon8518ht Parent Champlons, expandlng the Multl-A8ency MaternltyTool Klt to Include 38 addltlonal VCSE organlsatlons, and ¢onnectSng the Crossacres famlly hub wfth slx employment support VCSES. Health and Wellbelng As convenor of the Manchester VCSE Health and Wellbelng Leaders Group. Macc facllltated re8ular monthly meetlngs brlngln8 together VCSE leaders wlth NH5-led organisations and Manchester Clty Councll departments. The 8roup provlded essentlal VCSE representatlon on io MANCHEsfER COMMUNITY CEKfRAL key boards Includlng the Manchester Partnershlp Board and Makln8 Manchester Falrer Programme Board. Macc's supportfve engagement wfth HDRC Manthester contributed to securlng full HDRC status from the Natlonal Instltute for Health Research (NIHRI in December 2024, wlth the Pollcy and Influence Manager conslstently brlnglng VCSE perspectlves to steerlng group meetlngs. Incluslve E￿nOmY The Manchester Soclal Economy Alllance demonstrated remarkable growth, hostlng 16 partner-led events engaglng over 400 partldpants. The alllance successfully supported soclal economy organlsatlons through communlty-drfven fundln8 Inltlatlves. Indudlng 50UP events that awarded £1.700 to mkrtrbusinesses across flve events. Macc malntalned Its Influentlal role as a key advocate wlthln the Llvlng Wage Clty anchor group. A successful Community Explorers event brought tO8ether speakers from the Llving Wage Foundation, Mancherter Clty Councll, and the Greater Manchester Comblned Authorlty. generatlng valuable Inslghts shared wlth local authorlty collea8ues. Tad¢llng Inequalltles Throughout the year, Macc's facllltation of the Manthester H¢)melessness Partnershlp demonstrated collaboratlve worklng across VCSE and statutory 5ertor5. The partnershlp achleved sl8nlficant mllestones Includlng agreement of a new Servlce Level Agreement and successful pro8resslon to sta8e 2 of the NLCF Reachlng Communltles programrne for thre year fundln8. The GM Sanctuary Seekers Response Group provlded cruclal coordlnatlon and support for asylum and mlgratlon work across Greater Manchester. The group's responslve approach was partlcularly evldent durln8 the Au8USt rlots, when an emergency meetln8 connected network members wlth statutory servlces. The Ml8rant Destltutlon Fund dlstrlbuted hardshlp grants wfth a fund-plus approach whlch provlded cruclal slgnpostlng and advocacy support beyond Immedlate financlal asslstance. The Manthester Peace Together Alliance contlnued Its Impactful work, wlth a major achlevement beln8 establlshlngthe.we Can Work It Out. employment pro8ramme, a three- year Inltlatlve funded by The Royal Foundatk>n deslgned as a Greater Manchester pllot to Improve Ilfe chances for youn8 people at rlsk of serlous youth vlolence. Bulldlng Collaboratlon Macc's Buslne55 Partnershlp Lead took part In 34 buslness networklng events leadlng to extenslve support for cross-sector collaboratlon. The successful Macc Connect events brought buslnesses and VCSES together, fosterlng mutual understandlng and collaboratlve opportunitles. Buslness membershlp grew sl8nlficantly to 76 buslness members by year-end. The GM Movlng Systems Leadershlp programme facllltated 27 workshops and events throughout the year, successfully developing coathln8 skllls across Greater Manthester's ten boroughs, wlth partlclpant5 galnln8 confidence to delfver coathlng clrcles In thelr localltles. Through our IOGM partnershlp, Macc supported addftlonal programmes at Greater Manchester level In¢ludlng the GM VCSE Accord, Cancer and Inequalltles worl Data and Intelllgen¢e peer learnln& Physlcal Activlty Initlatives, and Populatlon Health pro8rammes focused on tackllng health Inequalltles. li MANCHESTER COMMUNrrY CENTRAL We wlll support local VCSE organlsatlons to set Upi develop and thrlve Supportlng exlstlnB groups Throughout the year. Macc malntalned a flexlble approach to dellverlng support, offerln8 onllne, In-person and hybrld optlons at varlous venues and tlmes to accommodate trustees wlth day Jobs. Strate8lc plannlng support emerged as a key area of work, wlth groups showlng sl8nlflcantly less reslstance a5 the year progressed. The challen8e of trustee recrultment remalned promlnent. Macc's dedlcated Trusteeshlp programme addressed thls throu8h targeted Interventlons, wlth two hlghly successful "Get to Know Trusteeshlp" events creatlng valuable connections between volunteers and charltles seekln8 new trustees. Support for 8roups faclng closure contlnued as a necessary part of the work. wlth Issues prlrnarllv centrln8 on lack of trustee capaclty and fundlng challenges. The team noted emerglng trends In Al use for bld wrltln& adaptlng tralnlng and one-to-one support to provlde 8uldance on approprlate usa8e. Settln8 up new groups Macc malntalned steady focus on helplng new groups establlsh appropriate Bovernance frameworks, contlnulng successful reglstratlon of CIOS and CIC5 wlth comprehenslve governance support throughout the proce55. Tralnlnff The tralnln8 programme dellvered comprehenslve support across governance, fundln& leadershlp and or8anlsatlonal development. Partnershlps enhanced the tralnln8 offer, wlth collaboratlons Includln8 work wlth DELVE on developlng talent workshop5, Slmply Corporate on flnanclal management for charltles, and Royal Llterary Fund on case study wrltln8. Feedback conslstently hl8hllghted the practlcal value of sesslons, wlth partlclpants partlcularly appreclatln8 the dlverslty of experlen¢es shared and the actlonable Inslghts provlded. Premlses Macc's Alternatlve Venue Dlscusslon Group contlnuqd as a valuable convenlng space, meetln8 every 64 weeks wlth approxlmately 12 organlsatlons partlclpatln8 In each 5e5s1on. Between Aprll and March, the group attracted over 50 partlclpants from dlverse cross-sector organlsatlons, facllltatln8 connectlons that led to ongoln8 collaboratlons, Tech and Data The team contrlbuted to sector-wlde dlscusslons about data and technology, presentln8 Macc's Open Data pollcy at the VCSE Data Peer Learnln8 Network and partlclpatlng In Al dlscusslons. A collaboratlve sesslon wlth CAST explored Al Impllcatlon5 for VCSE leaders across Greater Manchester. Workforce The workforce development agenda progressed through multlple Inltlatlves. The GM VCSE Workforce Hub launched successfully wlth contlnued content development and stron8 Uptake of the new GM wlde Recrultment Hub promotlng VCSE Job opportunltles. 12 MANCHESTER COMMUNITY CENTrAL Macc's Internal policy development on menopause and menstrual health created resources for wlder sector sharln8. The or8anlsatlon worked towards becomlng a carer-frlendly workplace, Introduclng Carer and WellbeSn8 passports and establlshSng a Carers Peer Support group. Leadershlp The System Leadershlp programme contlnued In partnershlp wlth GM Movln& wlth plans developed for leadershlp development SUPPOrt wlthln the new Llve Well project for North Manchester, bulldln8 on the North Manchester Together model of comblnlng development support wtth 8rant fvndlng. Fundln8 The Fundlng Portal remalned avallable to all Macc members throughout the year. Macc took a proactlve approach to fundlng sector concerns, workln8 wlth VCSE leaders to develop respon5e5 to the Impact of Increased employer Natlonal Insurance contrlbutlons announced In the Bud8et. Grnnts Throughout 202fy2025, Macc admlnlstered a dlverse portfollo of fundlng programmes, collaboratlvely dlstrlbutlng over £800,000 Kross Greater Manchester's VCSE sector. Key programmes Induded: Greater Manchester Cost of Llvlng Cr1515 Grants Hate Crlme Awareness Grants Cancer Awareness Grants Volunteers, Expenses Fund Hardshlp grants admln15tered vla networks of VCSE referral partners Included Communfty Health Equlty Manchester {CHEM) grants Household Support Fund MIBrant Destltutlon Fund GM Real Change Manchester FINANCIAL REVIEW Income for the year was £2,201,915 and expendlture was £2,377,311 glvlng a net deflclt for the year of £175,396. At the year end the total funds of the charlty were £543,117 of whlch re5trlcted fund5 were £509,885 and unrestrlcted reserves were £33,232. Prfndpal FundlnB Source5 202&2025 Manchester Clty Councll - Hate Crlme Small Grants Oglesby Charltable Trust Voluntary Sector North West- Accord Ecosystem IOGM- UKSPF IOGM - VSCE Accord Manchester Clty Councll- Royal Oak Transltlon Manchester Clty Councll- Social Economy Alllan 13 MANCHESTER COMMUNITY CENTRAL Erfc Wrl8ht Charltable Foundatlon GM Movlng clo Greater Sports Real Change Manchester Manchester Active {grant returned) Greater Manchester Combined Authorlty- Older People IOGM - Greater Manchester Combined Authorlty IOGM - Accord Ecosystem Manchester City Councll- Social Economy Alllance Natlonal Lottery Communlty Fund - RC North West Reglon NHS Salford CCG- Older People Mental Health Manchester Clty Councll - Manchester Homeless Partnershlp The Booth Centre Streetsupport The Chrlstle NHS Foundatlon Trust IOGM . Increaslng Covld Vaccinatlon Manchester City Councll - CHEM Youn8 Manchester (Grants Programmes} Manchester Clty Councll- Household Support Fund Manchester aty Councll- Small Grants (repald) Mlgrant Destltutlon Fund Donatlons The Albert Hunt Trust - Mlgrant Destltution Fund GMCVO- Greater Manchester Older Peoples, Network IOGM- Small Grants Natlonal Lottery Communlty Fund- GMOPN Greater Manchester Comblned Authorlty- GMOPN Greater Manchester Comblned Authorlty- Agelng Well- GMOPN IOGM- Falrer Health for All- GMOPN IQGM - Vlolence Reductlon Unlt Small Grants IOGM - Vlolence Reduction Alliance Facilitator Natlonal Lottery Communlty Fund - MDAG Small Grants- MDAG Manchester Clty Councll IOGM - E26 Programme Greater Sport System Leadershlp GMOPN Mental Health Project NHS Greater Manchester ICB - GMOPN Mental Health Investment Pollcy The Macc Board of Trustees has considered the most appropriate pollcy for Investing funds and has agreed that It Is more prudent to keep the funds In a more secure form on deposlt at the bank and accept a lower rate of return. Accordlngly, no powers have been delegated to managers for the Investment of funds and all Investment decjslons are reserved for the Board of Trustees. The matter15 a regular subject of dlscussion by the Board and the current view is thatthe present policy Is sufPic5ent for Macds reserves. 14 MANCHESTER COMMUNfTY CENTRAL Reserves Pollcy The balance held In unrestricted reserves at 31st Marth 2025 was £33.232 of which £25,452 are free reserves, after allowing for fvnds tied up in fixed assets and designated funds of £7,780. In accordance with the guidelines established by the Charity 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 organisation should be sufficient to meet liabilities such as property leases and redundancy payments and also to keep the organisation running at a minimum level should there be a significant drop in funding. The Board annually reviews the figure required in reserves to meet the organi5ation's financial liabilities with regard to payment for staff sickness (some long-standlng 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 perlod of approximately 4 month5. These reserves currently stand at £33,232. Rlsk Management The Macc Board of Trustees maintains an overview of the major risks to which the organisatlon is exposed and systems have been estsblished to mitigate those risks. These are set out in the organisation's policies arKI procedures and in our Strategy. The major business risks for the organisatlon are identlfled in terms of their impact on the organisation and the actions which will be taken to mitigate against them. These forni the critical success factors for Macc whlch are: Maintaining strong relationships and reputation Managing increasing demand Managing team capaoty Generating additional income Managing costs Macds funding has diversified over re￿nt years. This has helped offset the risk of our two main Income streams being consolidated into a single large contract from Manchester City Council and put out to competitive tender. With the news that Macc has again secured this contract until at least 2028, this risk is being managed successfully for the medium term. We have increasingly focused on generatlng 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 collaboratlon 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 time spent on business development to create and secure opportunities. This approach is highly dependent on being well positioned as a ￿liable and useful partner or8anisation with a good reputation for dellvery, efficiency and value. Added to this is the new opportunity afforded by taking on St Thomas Centre which provides tharged-for office accommodation and meeting facilities, significantly increasing Macds range of trading activlties in the long term. In addition to the financial and opportunity costs of the work Involved to take over the running of the Centre, it is known that the space had been running at a 15 MANCHESTER COMMUNITY CENTRAL loss for some tlme. We have a three-year plan In place to revlve the Centre as a business unit- Includln8 upgrades to the space, the systems and marketlng- by InvestSng some of the savings made arlslng from our move out of Swan Street. All of thls helps offset another risk whlch has Increased In recentyears: staff ￿¢rUItment and retention. As very few funders have awarded uplSfts In the value of the Erants and contracts Macc recelves, It has been dlfflcult to ensure that salaries and temis and condltlons have kept thelr real value when set against the rlslng cost of Ilvlng due to Increase5 In inflatlon as well as Ilmltlng any scope for pay progres51on. We have sought to address thls through Increasln8 Mac¢s"value proposltlon. as an employer (emphaslsing values. Incluslve workplace culture, flexlble woiklng) and Trustees malntaln a dose watch on progre55 With a view to Improvements. The approach would seem to be effectlve as we ended the perlod wlth a much lower staff vacancy rate than has been the case in the last few years, wSth a slgnlftcant Increase In successful recruitment of new stsff. The Board's vlew therefore15 that the greatest rlsk to the organlsatlon is In malntalnlng the dlverslty of gur fundlng relationshlps. The prlnclpal mltl8atlon of thls rlsk Is to malntain strong relatlonshlps wlth funders and commlssloners based on the quallty of work done by Macc as an or8anisatlon wlth a strong local track record and a staff team with a reputation for creative. collaboratlve working. Statement of Golng Concem There are no materlal uncertalnties that may cast 55gnlflcant doubt about the charltvs ablllty to contlnue as a golng concern. With our most signlftcant contract now secured untll at least March 2028, and new Income-generatlng opportunitles afforded by our new premises, a major proportlon of our maln actlvltles are resourced for the foreseeable future. All charitable organlsatlons are subject to fluctuatlons In fundlng but these do not constitute a materlal uncertalnty SIn￿ the organlsation Is not reliant on a sln8le source of Income, Macc has strategles and plans in place to antlclpate and/or such fluctuatlons a5 Outllned elsewhere in thi5 report. PLANS FOR FUTURE PERIODS Thls perlod reflects the first full year of dellvery of the Marx Strategy 2022-2025. As descrlbed above, thls Strategyi wh5ch Includes action plans and a new framework of Impact measures. comprlses three maln areas: l. Macc Improvement Strate￿- how we support and strengthen Macds pract1￿, Income. position and leadership. 2. Actlve Communltles Strategy- how we support and enable local people to be actlve In thelr communities. 3. VCSE Sector Strategy- how we support and strengthen the local VCSE sector. Two theme-speclfic strategles were also added to thls plan durlng 2022. A MaccAntl-Raclsm Strategy and a Macc Cllmate Actlon Strategy. These are led by worklng group5 comprising staff and trustees and both follow the same model.. Increaslng personal knowledge- 5upportlng all our staff, volunteers and trustees to develop their own knowledge and understandln8 of the theme 16 NCHEsfER COMMUNITY CENTRAL Maklng Intemal thanges- operatlonal thanges to ensure Maccls maxlm15ing Its Impact not only In what we do but also In how our organ15atlon works Extemal leadershlp - Macds work In tellln8 the story of how we're workln8 towards change, supportlng and challenglng other partners to develop thelr own approach. srRUCTURE, GOVERNANCE AND MANAGEMENT Governlng Document Manchester Alllance for Communlty Care Is a company Ilmlted by 8uarantee and Is reglstered wlth the Charlty Commlsslon. The company was establlshed under a Memorandum of Assoclatlon. A copy of the Memorandum of Assoclatlon Is avallable on Macc's webslte at http:/lwwW.macc.o￿UVCOntentI6oVernance The Memorandum of Assoclatlon establlshes the tharlty's objectlves and powers, It Is governed under Its Artlcles of Assoclatlon. The memorandum and artlcles of assoclatlon were last updated In January 2012 In Ilne with 8uidance from the Charlty Commls51on. The documents are up to date and fit for purpose. The or8anlsatlon operates under the workln8 name "Macrf and th15 ha5 been reglstered wlth the Charlty Commlsslon. An explanatlon of the name and the organlsatlon's hlstory ts Included on our webslte: Recrultment and Appolntment of the Boord of Tru5tee5 The Board of Trustees are elected from wlthln the membershlp of Macc and appolnted at the Annual General Meetln& At each Annual General Meetln8 one-thlrd of the Trustees retlre by rotatlon on the basls of those who have been longest In offlce slnce thelr last appolntrnent. The Board of Trustees must Include a mlnlmum of flve but a maxlmum of fifteen members. The Trustees may a150 Co￿Pt up to four people provlded that thls does not cause the number of co- opted Trustees to exceed 40% of the total number of Trustees. All COpOPted members must stand down at the Annual General Meetln8. Perlodlcally, the sk4115 and experfence of exlstln8 trustees are audlted, and new trustees are recrulted In order to complement the existlng trustees so a dlverse set of skllls, knowledge and perspectlves Is reflected In the Board. If the Board feels there are partlcular skllls lackln8 or In order to ensure that the 8overnance of Macc Is reflectlve of local communltles, they are able to hl8hllght these durln8 the recrultment process or approach Indmduals to explore co-optlon. Inductlon and Tralnlng of Trustees A new Inductlon process / development plan was devlsed wfth the support of Cranfleld Trust In 2018. All trustees and senlor rnanagement team produce a short blography to share thelr backgroundi perspectives, Interests and thereby bulld connectlons. The Trustees have now establlshed a Board Development Plan to famlllarlse new trustees wlth Macds worK Its systems, staff team and culture. 17 MANCHESTER COMMUNITY CENTRAL Related Partles and co￿OperatIon wlth other organlsatlons None of Macds Trustees recelve remuneratlon or other benefit from thelr work wlth the charlty. Any connectlon between a trustee or senlor manager wlth any servlce provlders must be dlsclosed to the full Board of Trustees In the same way a5 any other contractual relatlonshlp with a related party. In the current year no such tran53rt1ons were ieported. Organ15atlon and Management Structure The organlsatlon structure Is Intended to ensure l)oth proper declslon maklng and consultatlon wlth staff and volunteers at all levels: l. Board of Tru5tee51 Company Dlrectors: The Board of Trustees acts as both the Charlty Trustee Board and the Board of Dlrectors. It has ultlmate responslblllty for Macc and oversees Its strateglc dlrectlon. In addltlon It approves an annual budget for the Management Team to work to, The Board has establlshed a formal Scheme of Delegatlon whlch sets out the matters It reserves to Itself (e.g. approval of expendlture $18nlflcantly outslde the budget, the appolntment of the Chlef Executlvel and the dele8ated declslon makln8 authorlty of the Chlef Executlve and Managers. Durln8 the year It monltors performance and revlews the management accounts. Board meetlngs are attended by the Chlef Executlve, Deputy Chlef Executlve and the Flnance Manager. Each meetln8 beglns wlth a presentatlon by a member of staff on a current plece of worl<. 2. Management Team Meetlng: The Chlef Executlve, Deputy Chlef Executlve, the Flnanee ManaBer hold a weekly meetlng wlth mana8ers of delfvery teams. They Implement the strate8y declded by the Board, develop the servkes provlded by Macc and oversee the day to day runnln8 of the or8anlsatlon. 3. Leadershlp Meetlng: An extended monthly Management Team meetlng whlch looks at: monthly Mana8ement Accounts, tracks pro8ress In dellvery of the Macc Strategy and Is a space for management to look at wlder I lon8er-term Issues than day to day dellvery. Itls also lrnportant as a space for bulldln8 manager5, cross-cuttlng understandln8 of the whole or8anlsatlon and avoldlng slloed approaches to management. 4. Staff Meetlng; Thls Is the major Ilnk wSth the Chlef Executlve and 5enlor managers for all staff. As well as facllltatlng team workln& Board and management declslons are reported, Informal consultatlon Is undertaken and ideas for future strategy and dellvery are Incubated. 5. Team and Workgroup Meetlngs: Dellvery teams and workln8 8roups le.g. communlcatlons and marketln8) meet to develop servlces and take fonvard cross-or8anisatlon Issues. °Sltrep": a fortnlghtly space for each team to share any Inslghts, observatlons and concerns arlsing from Macc's work whlch requlre a tactlcal or operational response (e.8. concems about 18 MANCHESTER COMMUNITY CEKfRAL 3 partkular organlsation. feedback from fundlng bodles, etc.). Thls ensures Macd515 responsfve and also provldes a check that our strategic priorftles remaln relevant to the ¢lty. Statement of the Organlsatlon's Polldes The flnanclal, personnel and general pollcies and procedures for Macc are form part of the terms and conditlons of employment for all employee5. The full setof polldes• procedures and 8uldance is stored on a shared drive whlch Is accesslble to all staff and volunteers. Any changes to pollcles and procedures Identlfied by management andlor recommended by our advlsor5, audltors or other approprlate bodies are consldered at the level Identlfled by the Scheme of Delegatlon: some pollcles requlre approval by the Chlef Executlve whlle others requlre approval by a Board subgroup or the full Board. An exceptlon Is made In the case of clarlficatlons which may be sl8ned off by the Chlef Executlve. Grants Pollcy Macc dellvers a number of grants pro8rammes to enhance the actlvltles of local communlty or8anlsatlons. Wlth one ex￿ptIon, these programmes are commlssloned by other partners wlth Macc actln8 as admln15trator (Invltlng and processlng appllcatlons, declslon-makln& awardln81 due dlll8ence checks and monltorln8). In most cases, the funds are transferred to Macc for d15tributlon on Instrnctlon from an Independent panel of key stakeholders (e.8. local publlc and prfvate sector partners, members of the local communlty wlth relevant Ilved experlence). Macc convenes these panels but does not have any votln8 rlghts on them: no trustees, staff or volunteers at Macc partlclpate In the dec151on to award. The exceptSon ts the Splrlt of Manchester Fund whkh Is created by publlc fvndralsln8 undertaken by Macc although the award declslons are stlll made by an Independent panel convened by Macc who produce recommendatlons to the Macc Board of Trustees. Volunteer Pollcy Macc en8ages volunteers In a number of roles such as admlnlstratlon support to the Volunteer Centre, fllmlng and vldeo work and helplng run lar8e events. Macc's Volunteer Pollcy15 avallable on the Macc webslte h www.macGor . sltes macc.o flles lunt ers. df. Afflllatlons To facllhate Its objectlves and galn as much Input from elsewhere as posslble, Macc ts afflllated {through formal membershlp) to varlous other organlsatlons indudln8: NAVCA, NCVO, Voluntary Sertor North West and GMCVO. 19 MANCHESTER COMMUNITY CENTRAL REFERENCE AND ADMINISTRATIVE INFORMATION Manchester Communlty Central15 a charltable company Ilmlted by guarantee. Having started In 1981 as a programme wlthln Manchester CVS (now defunct), It became Independent and was originally reglstered as a soclety for the benefit of the communlty underthe Industrlal and Provldent Socletles Act 1965-1978 on 7th February 1994. The company changed Its name from th Manchester Alllance for Communlty Care to Manthester Community Central on 9 October 2025. As a result of thange5 brought about under the Charltles Act 2006, the Board of Trustees took the declslon to convert the organisatlon to a Company Llmlted by Guarantee. The company re8lstration took place on 27th September 2011 and charlty reglstratlon was completed on 15 th February 2012. Company Re8lstratlon Number Charlty Re8iStratlon Number 7788593 (Incorporated 2710912011) 1145921 (Registered 1510212012) Reglstered Offi St Thornas Centre Ardwick green Manchester M12 6FZ Dlrectors The Dlrectors of the charltable company {the charlty) are Its trustees for the purposes of charlty law and are known Internally as the Board of Trustees. The trustees and officers servlng durlng the year, and since the year end, were as follows: Rodger Calrns Chalr Janet Flnucane Deputy thalr Charles Kwaku-odoi Treasurer Jullan Skyrme Danlel Taylor Samlna Arfan Nlcola Shellens Bethany Leslie James Hume Mona Moussa (resigned May 2024) (reslgned January 2025) Chlef Executlve & Company Secretary Mlthael Wlld 20 MANCHEsfER COMMUNITY CENTrAL Prlnclpal Staff Martln Preston Angela Hampson Cheryl McAllster Sarah Whitele88 Millle Brown Zara Hakobyan Llz Jones Jack Puller Deputy Chlef Executlve Flnance and FacilFties Manager Membership Manager Capaclty Bulldlng Manager Collaboratlon Manager Pollcy and Influence Mana8er GM Older People's Network Manager Volunteerlng and Actlve Communltles Manager Audltors TC Group 200 Drake Street Rochdale OL16 IPJ Independent Examlners Hllton-jones tla Communlty Accountancy Servlce Hollinwood Buslness Centre Albert Street Oldham OL8 3QL Bankers Co-operatlve Bank plc Olympic House 6 Olymplc Court Montford Street Salford M5 2QP Charlty Bank 194 Hlgh Street Tonbrid8e Kent TN9 18E CAF (Charlties Aid Foundatlon) Bank 25 Klngs Hlll Avenue Klng5 Hlll West Malllng Kent ME19 4TA 21 MANCHEsfER COMMUNITY CENTRAL Trustee< Responslbllftles In Relatlon to the Flnancial Ststements The Trustees (who are Directors of Manchester AllIan￿ for Communlty Care for the purpose of company law) are responslble for preparing the Trustees, Annual Report and the flnanclal ststements Sn accordance wlth applicable law and Unlted Klngdom Accountlng Stsndards {Unlted Klngdom Generally Accepted Accountin8 Practice). Company law requires the Trustees to prepare flnanclal statements for each flnanclal year. Under that law, the trustees have elected to prepare the financlal statements in accordance with Unlted Klngdom Generally Accepted Accountin8 Prartice Iunited Klngdom Accountlng Standards and appllcable law). Under company law the trustees must not approve the finandal statements unless they are satisfièd that they glve a true and falr vlew of the stste of affalrs of the Charltable Company and of the Incomin8 resources and applicatlon of re50urces Includlng the income and expendlture, of the Charltable Company for that perlod. In preparlng those flnanclal ststements, the Trustees are required to Select suitable accounting pollcies and apply them conslstently Observe the methods and prlnciple5 In the Charltles SORP Make Judgements and estlmates that are reasonable and prudent State whether UK Accountlng Standards have been followed, subject to any materlal departures dlsclosed and explalned In the flnanclal statement5 Prepare the flnanclal staternents on a golng concern basls unless It Is Inapproprlate to presume that the Charltable Company will continue In operation. So far as the Trustees are aware, there Is no relevant audlt Infonnatlon las deflned by sectlon 418 of the Companles Act 2006) of which the Charltable Companvs auditors are unaware and each Trustee has taken all steps that they should In order to make themselves aware of any relevant audlt Informatlon and to establlsh that the Charitable Companvs audltors are aware of that Informatlon. The Trustees are responslble for keeplng proper accountlng records that dlsclose wlth reasonable accuracy at any tlme, the flnanclal posltion of the Charltable Company and enable them to ensure that the accounts comply with the Companles Act 2006. They are also responslble for safeguardlng the assets of the Charltable Company and hence for taklng reasonable steps for the preventlon and detectlon of fraud and other Irregularities. By order of the Board of Trustees SIGNED: NAME: POSITION: DATE: Oplolo ofovr rryozL W¢ w¢ of tho¢harl¢•blo wrfllpmy kn x¢ordAnM wlth th¢ dbl¢al aT¢ T•lovqot to our Èudii of or MUK41Y•lyi mry ¢¥ dtyAbt OD th¢ ¢h*ltsble 4bUity kn ¢o•tlThv¢ u • •)A¢¢m fw & pryhd of It l¢M¢ ddpmilA¢ whedw th18 8l¥u rA* lo • mllt¢rt￿ ml•*t¢m¢llt ill tha tIKaw•ivvJ. 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