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← Inn Churches

2024-06-30-accounts

Annual Report 2023-24

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Introduction Introduction and contents
Our Objectives
Progress Review		 2
3-4
5-26
Volunteers and thank yous 7-8
Research and Evaluation 9-10
The Trustees present their annual report together with the Welfare Hub 11-15
fnancial statements of the Charitable Company for the year Food Hub 16-21
1 July 2023 to 30 June 2024. The annual report serves the Cooking Hub 22-24
purposes of both a Trustees’ report and a directors’ report Other highlights 25-26
under company law. Looking Ahead 27-28
The Trustees confrm that the Annual Report and fnancial
statements of the charitable company comply with the
current statutory requirements, the requirements of the		 Financial Update
Financial review
Principal risks and uncertainties
Reserves policy		 29
29-30
30		 29-46
charitable
company’s
governing
document
and
the		 Fundraising 31-32
provisions of the Statement of Recommended Practice Statement of Trustees’Responsibilities 33
(SORP) applicable to charities preparing their accounts in Independent Examiner’s Report 34
accordance
with
the
Financial
Reporting
Standard		 Statement of Financial Activities (SOFA) 35
applicable in the UK and Republic of Ireland (FRS 102) Balance Sheet 36
(efective 1 January 2019).
Since the Company qualifes as small under section 382 of		 Trustee Declaration
Statement of cash fows
Notes to the Accounts		 36
37
38-46
the Companies Act 2006, the Strategic Report required of Company Information 47-49
medium and large companies under the Companies Act Structure, governance and management 47
2006 (Strategic Report and Directors’ Report) Regulations Our team 48
2013 has been omitted Contact information 49

Since the Company qualifies as small under section 382 of the Companies Act 2006, the Strategic Report required of medium and large companies under the Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2013 has been omitted.

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Our Objectives

The prevention or relief of poverty in West Yorkshire by the provision of emergency and other accommodation, advice and assistance for persons in need who are deemed homeless.

To provide grants, items and services to individuals in need, or to other charities or organisations working to prevent or relieve poverty, as the trustees see fit.

To promote the physical and mental health of homeless men and women through the provision of shelter, financial assistance, support, education and practical advice.

In setting their objectives and planning their activities, the trustees have given serious consideration to the Charity Commission’s general guidance on public benefit and in particular the prevention and relief of poverty.

To advance the education of the public and volunteers in the subject of drug awareness, homelessness and other related subjects.

Promoting social inclusion for those excluded or marginalised from society because of social or economic disadvantage.

The furtherance of other such purposes as are exclusively charitable under the Laws of England and Wales, as the trustees shall from time to time determine.

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Practical support for those that need it most

We work to ensure that everybody has access to � affordable, healthy food. Through our Food Savers Network, combining sustainable low-cost food markets with easy access to a Credit Union, we try to reduce dependency on free food provision as part of the wider food support ecosystem. We intercept surplus food and redistribute it to feeding projects across Bradford. We work with Bradford Council and Feeding Bradford & Keighley to ensure that foodbanks and feeding projects have enough food.

Inn Churches aims to provide practical support to those that need it most across the Bradford District. Through our activities we try to empower people who are homeless, vulnerably housed, hungry or cold, helping them to help themselves to make permanent and lasting change with dignity and choice.

Our original area of work, and still core to what we do, is supporting people who are homeless or vulnerably housed. We work with other agencies to ensure that everyone in Bradford has � access to safe and secure accommodation.We run a winter shelter providing emergency accommodation in churches from December to March, working with each guest to secure them longer-term accommodation. We support guests moving into longer-term accommodation with starter packs of kitchen and household equipment, and partner with the Acts 435 charity to fund white goods, furnishings, furniture and other needs.We provide bedding and food to Bradford residents in need as part of the Warm Homes Healthy People partnership, and work with Palm Cove Society to provide food and clothing to refugees and asylum seekers. �

�

Our food education or cooking hub aims to empower, educate and inspire as many people as possible to cook great tasting healthy food for themselves and their families, helping them to understand healthy eating, food safety in the kitchen, a range of different cooking methods, and how to improve their cooking skills. This empowers people to make better food-related choices, as well as reducing social isolation.

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Progress Review Year ending 30[th] June 2024

“Together” isn't just a word for us - it's the foundation of everything extraordinary we’ve achieved this year.

Our small but mighty team has consistently defied expectations, prompting funders, partners, and visitors frequently to ask in amazement: “You accomplish all this with how many staff?” The answer lies in our exceptional - Social Return on Investment figures we're masters at transforming limited resources into profound community impact.

2023-24 has been a year of expanding horizons and deepening connections. Our collaborative network has grown significantly, weaving together an impressive tapestry of partners: from Credit Unions powering our FoodSavers initiative to our dedicated volunteer force, from corporate allies to generous donors. In the face of unprecedented challenges, these partnerships have proven more vital than ever.

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A recent testimonial captured the essence of our impact: “You’ve done more than provide practical support—you’ve restored faith to those who had lost hope. After countless broken promises from others, you've become the reliable anchor people desperately needed. The difference you've made to my clients is immeasurable.”

I applied for an Acts 435 referral for one of my clients as he had just moved into his very first property. The process was so smooth and the communication excellent.

This charity is brilliant and if there wasn’t a charity like yours, workers like me would struggle to apply for goods for their tenants. Keep up the good work of helping the people of Bradford.

The landscape ahead presents both daunting challenges and remarkable opportunities. Yet we’ve proved that when we combine our strengths - staff, volunteers, partners, and - community members we can achieve what might seem impossible. Together, we’re not just providing services; we’re rebuilding hope, restoring dignity, and re-imagining what’s possible for our community’s future.

What sets us apart isn’t just what we do, but how we do it: with unwavering commitment to collaboration, innovation, and human dignity. As we look to the future, we’re not just prepared to face its challenges, we’re poised to transform them into opportunities for even greater impact. Juli Juli Thompson, CEO

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Volunteers

Volunteers are crucial to our work and we would not be able to achieve the things we do without them.

At the Storehouse, our regular volunteers gave over 1,200 hours of time, weighing and sorting food donations and purchase, moving food around the warehouse, preparing deliveries and keeping the warehouse running.

At our Shaw House venue, our five regular volunteers gave over 1,200 hours helping to look after customers of our social supermarket, as well as maintaining and improving the building.

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Several young people again volunteered at our cooking classes, and we also hosted corporate volunteering groups, together contributing over 100 hours of time helping to prepare and run cooking classes, maintain our premises and deliver on our charitable activities.

Each Winter Shelter venue recruits their own volunteers, and a single night takes around 65 hours of volunteer time. We operated at host churches for 70 nights this year equating to just over 4,500 hours of volunteering.

We also welcomed teams from Univar Solutions, Virgin Media O2, Yorkshire Building Society, Virgin Money, Amey, Mastek, and the Hookers & Clickers charity knitting group (hookersandclickers.org). Volunteers are also crucial to the operation of each Food Savers outlet, which operate autonomously.

We’re grateful to each and every person who has helped us this year.

Thank you!

We continue to be very grateful to Shaw Moisture Meters, for their generosity as a landlord. Thanks also go to Mad Hatter Tea for their twelve glorious years of donating tea to us. We’d like to thank White Label Loyalty for developing and donating the FoodSavers rewards app - it was great to host you all at Shaw House and meet the whole team.

Manu Peleteiro at Inbest developed and donated our benefits checking portals - thank you. Finally we’d like to thank all of our food supply partners, many of whom prefer to remain anonymous, for their continued donations of food.

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Research and Evaluation

This year we have carried out or been involved with a number of research and evaluation projects.

HSF via Inn Churches

Social Return on Investment Impact Reports

£10.70 for every £1 invested

We worked with Research Retold, the Social Value Engine and Sheffield University to produce two impact reports: one into the work of Food Savers (Tackling food insecurity and building fnancial resilience), and one into the impact of our work supported by the Household Support Fund (Empowering Bradford: The Local Impact of the Household Support Fund through Inn Churches).

The reports show that the Social Return on Investment for Food Savers is an impressive £17.70 for every £1 invested, whilst the SRI for the Household Support Fund awarded to Inn Churches was £10.70 for every £1 invested.

Food Savers £17.70 for every £1 invested

Both of these reports are available on our website at innchurches.co.uk/impact.

Fair Food Futures

We have had lots of interest in our Food Savers model from different universities, in particular York University’s Fair Food Futures research programme. We were invited to join the steering committee for this programme, and it has produced two policy briefngs and a full report on Tackling Food Insecurity Through ~~— Se~~ Diferent Local Models of Support.

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----- Start of picture text -----
Choice
~~ ~%
Behaviourchange
Financial
inclusion
Dignity Empowerment
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You can read the outputs at fairfoodfuturesuk.org/outputs.

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Impact of food hubs

We worked with the University of Leeds and Sustainable Food Places to look at the Impact of food hubs on food security and sustainability, exploring the impact pantries and community kitchens have on their communities. This led to the development of a“Growing Community Food Enterprises”toolkit for which we held an evaluation workshop, as well as an invitation to contribute to the Food Foundation podcast.

Find out more at sustainablefoodplaces.org/blogs/sep24-impact-of-food-hubs

Food conversations

In May 2024 we contributed to the Food, Farming and Countryside Commission‘s Food conversation in Leeds, and we’ll be hosting a similar conversation in Bradford next year. It was very encouraging that many of the things that we see as important in the future of food (including the fragility of food supply, provision of free school meals, and food education) were also the issues being raised in the room by many different stakeholders from the third sector, industry and statutory bodies.

We have also been involved in conversations facilitated by Trussell about foodbanks and pantries, how they can work together, and what the food provision landscape should look like as we try to shift the focus from emergency response to sustainable supply.

Food for Health not Wealth

At the start of the year we hosted a conference in Bradford for those wanting to broaden their understanding of the food agenda and how we can build sustainable and inclusive food networks. This thought-provoking event featured a range of speakers who have a wealth of knowledge, experience and networks in food sustainability and food insecurity. Read more at innchurches.co.uk/foodhealth.

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Demand for our welfare support services was more mixed than in previous years. On the one hand, starter pack and Acts 435 referrals increased again from last year’s record levels, but demand for Warm Homes Healthy People and Essentials support thankfully declined.

Starter Packs

Our starter packs are provided to people moving from the streets into tenancies, and contain essentials such as bedding, crockery, cutlery, cooking equipment and utensils and a kettle. This year we provided 229 starter packs (from 290 referrals). This was another increase on last year’s 209 from 269 referrals.

Warm Homes Healthy People (WHHP)

WHHP is a partnership of organisations in Bradford helping people who are homeless, or vulnerably or poorly housed, to keep warm through information, emergency support and energy efficiency measures. After last year’s record highs, caused in part by heavy promotion by the Council and NHS, demand this year was much more manageable. We supplied 183 duvets and food for 267 people to 106 families, from 140 referrals.

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229
starter packs
106
warm homes
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Essentials

We work with a small number of referral partners to provide food and clothing essentials to newly-arrived refugees and asylum seekers, and other clients in need.This year we provided clothing or footwear for 65 people, and food parcels for 46, helping 93 individuals in total. This decrease reflected a significant decrease in referrals received.

Acts 435

Acts 435 connects people with specific needs to donors who can support them through a crowd-funding site. We post requests for items such as fridges, washing machines, microwaves, clothing, curtains and carpets, and donors are then able to donate towards each item until the need is met. This year generous donors helped us to support 121 individuals (from 205 referrals) to purchase over £20,000 of items that they wouldn’t otherwise have been able to afford, helping them in establishing tenancies, escaping crisis or building new lives following trauma.

We’re really grateful to be a key partner of Acts 435, allowing us to directly support so many individuals who have nowhere else to turn for support, and we were delighted to host them for a visit in June 2024. Read more at innchurches.co.uk/actsvisit.

Winter Shelter

Our Winter Shelter operated for ten weeks this year, from January 2024 to March 2024, as part of the wider ColdWeather Provision and homelessness support network in Bradford. It was our busiest year for referrals, with 151 guests referred in, of whom we were able to accommodate 64. Our biggest referrer, unsurprisingly, remained the Salvation Army homeless Day Shelter.

It was a milder winter than average, with a few cold wintry spells in late December 2023 and early January 2024, but turning warmer and stormier later into the winter.

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This meant that Bradford’s Cold Weather Provision (which offers additional emergency bed spaces when the overnight temperature is forecast to be below zero) didn’t operate as much as in recent years. This put more pressure on other providers such as ourselves to accommodate more guests. This was exacerbated by staffing challenges with other providers who are part of of the Cold Weather Provision decreasing available spaces even when the service was operating.These staffing challenges also affected our own provision, as we had made plans to second an additional worker in to support guests moving on, but unfortunately plans for that fell through.

We continue to work closely with with the Homeless Outreach Partnership (HOP) team, but there remains a shortage of move-on accommodation and so finding longer-term accommodation for guests has become increasingly difficult. Many of the key providers do not allow direct access to organisations such as ours, so we worked closely with the No Second Night Out and Discovery House teams on getting guests into move-on accommodation. We’re very grateful to the HOP team for their work, and pleased to be able to offer them a home in the city centre.

We saw a shift in the demographics of guests referred, with the majority of our guests being White British, followed by Pakistani Asian and White European. We saw a higher number of female guests than in many previous years. This year we had two guests who had to be barred from our shelter (and other provision in the city), which is always sad, but was fewer than in previous years with guests generally being very grateful to be looked after so well.

This year saw a big increase in bed spaces being booked, but guests not showing up to take them.With other providers we agreed that failure to turn up for two nights would lead to a loss of a guaranteed space to try and mitigate the problem of empty beds which could have been taken by others in urgent need.

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We helped Levi* get a washing machine through our fantastic partnership with Acts 435. Levi was working through the challenge of a mental health breakdown, substance use, and a dip in self esteem. He engaged with support workers to address his mindset, looks and attitude to his welfare and wellbeing. His washing machine was broken and, due to his low income, he couldn't replace it. As he explains, Levi did not have the confidence to go to a launderette, so he was having to wash them in the sink.

The support of Acts 435 donors to buy a washing machine meant that he could keep his clothes clean, which gave him renewed confidence and enabled him to look after himself properly. Levi was so thankful for the gift, he wrote this wonderful message, passed on by his support worker.

“This last year has been a burden to me for many reasons, however the one aspect of life I never expected to have such weight on me is clean clothes. We take so many things for granted these days, and least of these is the ability and expectation that we keep ourselves clean. My own personal hygiene over the last few years has not met our collective standards, but always having clean clothes for appointments or meetings is a necessity I had come to regard as normal, this all changed when my washing machine broke down.

Already I am a recluse and hide away in my“cave”but knowing I have an ever present odour I can do nothing about and knowing the closest launderette is beyond my walking distance - once all that fabric is damp (as I can’t afford to fully dry all my laundry) and any friends live too far to carry my laundry to and from - it has led me to have some understanding on how very much this small aspect of our shared experience can impact our lives. To have such shame knowing how other people must have perceived me or at least my expectation of their disgust has driven me deeper into my“cave”. I have become even more of a recluse.

However, thanks to your generosity I have a new washing machine and a new appreciation of something so benign we hardly give it a thought, clean clothes. I can once again walk through a Tesco or go to the doctor’s without worrying people will judge me unkindly for the odour of unwashed over worn clothes.

Once again thank you so much and to all who contributed to this funding, your generosity has lifted my failing spirits greatly. Thank you. Levi.”

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We continued to support foodbanks and pantries through funding from Bradford Council, through the Government’s Household Support Fund, delivering more in 2023-24 than in the first three and a half years of the project combined. We’ve now provided a total of 650 tonnes of food since March 2020. This food is free to foodbanks and projects, and has contributed to well over 3 million meals.

We also continued to support our regular food partners with donated and intercepted food, providing 65 tonnes to community and faith groups, asylum and refugee projects, homeless provision, schools and other organisations. Thankfully this is a big increase on last year (when available surplus dropped dramatically), which enabled us to better meet the demand from our partner projects.

One unexpected consequence of the readier availability of purchased food (in pristine condition), has been that projects’ expectations of the food available have changed, meaning that they are sometimes less willing to use surplus or “rescued” food which can contain more imperfections or need some additional work to make more presentable.

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Food Savers Network

Our Food Savers Network aims to reduce dependency on foodbanks and free food, by combining sustainable low-cost food markets with easy access to a Credit Union, as part of the wider food support ecosystem. Each outlet offers high quality fresh and store cupboard food, plus toiletries and household products, for a low weekly membership fee. Much of the food is unwanted or surplus, intercepted from being wasted. Membership also gives the opportunity to attend cookery classes, save in a recognised Credit Union scheme at no extra cost, and enjoy other benefits.

We are very pleased to have partnered with True North IT to develop a software platform to support the rollout of FoodSavers outlets. This bespoke system provides a simple interface connecting each outlet with our central team and the Credit Unions. It allows outlets to manage their membership, sign new members up for Credit Union accounts, record visits and takings, and submit savers details to the Credit Union to facilitate savings being deposited in the correct accounts. It also allows us to report on data from across the network, and will be a vital tool in growing the network, particularly as we go beyond West Yorkshire.

Having worked intensively to develop the platform, we then embarked on a programme of training in using it for our existing outlets. This has taken significant resource, but the feedback has been overwhelmingly positive and has made administering an

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outlet much simpler. New outlets are launching straight onto the platform, and we’re on track to have all of our existing outlets using it by December.

We have also worked with White Label Loyalty to develop a rewards programme for FoodSavers customers, backed by an online application, which allows customers to scan a code each time they shop to earn reward “oranges”. Oranges can then be exchanged for rewards such as cooking lessons, fresh food vouchers for local markets or other treats and gifts we may have available from time to time.

Finally on the technological front, we now have access to a free online benefits checker thanks to the team at Inbest. This allows pantry customers to navigate the complex benefits system and check that they’re receiving all of the benefits they are entitled to. This can help to maximise their income which, alongside the savings habit built into FoodSavers membership, can contribute to financial resilience and (ideally) no longer needing to visit a pantry.

Although the platform development and rollout has meant we’ve had to slow the launch of new outlets, we’ve still opened in six new locations this year, five of them in Leeds and one in Bradford, as well as holding an official launch event for FoodSavers in Leeds. You can read more about the launch on our website at innchurches.co.uk/foodsaverslaunch.

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Fran Graham is the manager at Armley Action Team who run Yum!, our first FoodSavers outlet in Leeds:

“We’re proudly the first Leeds group to join the FoodSavers Network, and it has made us reflect on good collaborators and mentors.

FoodSavers started in Bradford, a genius idea that is radically simple. It took the idea of a food pantry, where people can buy subsidised food, and added a garnish to transform the recipe – saving with a Credit Union. It wasn’t only about access to affordable food, which is essential in areas like Armley. It was about helping people who are feeling the pinch, and who are more concerned with finding the money to pay for tonight’s tea, to save a little, to be less hand-to-mouth.

The team at FoodSavers want people to have dignity and choice, and that’s what drove the idea: you choose your food, you pay a small membership fee, and you get £1 of what you have spent

back again – via a Credit Union savings account. The signup rates are superb, because it’s a no brainer, and because it’s no effort to join. In Bradford, it has enabled thousands of people to build up savings: across the city tens of thousands of pounds have been saved, stored, and used when life throws people a curve ball. If you have a little put aside, you have more options in a crisis. If you have more options, you have more dignity, and that is priceless! When we heard that FoodSavers was expanding into Leeds, we wanted to get involved as soon as possible.

The FoodSavers Network gives you a model to work with, but there’s plenty of room to adapt it to what

communities need on your own patch. The team supported us with training, templates, advice, and hands-on help – that they’re still giving us. They walked us through the planning stages, and they walked with us when we opened, even helping on our first day with new

members. They made a daunting thing very easy to achieve, whilst giving us the same level of dignity and choice as they want us to give back to people walking through our door.

The team encourage us, coach us, but also let us learn, adapt and grow into what we’re doing. They’re very positive about what we’ve achieved, but we know that the knowledge they have shared with us – distilled into two training sessions – and the trust they have built with Leeds City Credit Union, is doing all the heavy lifting. We’re on their coat-tails and that’s just fine! It means we can stay working on the system, and getting on top of the day to day. It means we can make sure everyone who comes into the pantry feels comfortable, safe and welcome. It’s a gift.

Holding doors open to people is important. But it’s so much better if you have someone walking through it with you.”

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"For many years we have used the pantry model of helping people make their money go further while providing their household with quality fresh and food cupboard staples. We are always looking for additional things to offer to enhance the ways we can help our community. Becoming a FoodSavers outlet was one of them, giving people an opportunity to save who have never saved before. Several people who have never had savings before have told us it’s helping them to plan ahead in a way that they never could before. Someone was relieved that they would be able to take their children out for the day in the summer holidays, while someone else mentioned that she was going to look into university courses as having savings helped her look more positively about her future.”

The team at the West End Centre

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Images from Food Savers Heroes

A photographic project by Phil Jackson

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This year we worked with 19 schools, statutory services, charities and community groups to deliver 185 sessions inspiring and enthusing people about cooking healthy and nutritious meals for themselves, teaching new skills and recipes and getting kids and adults excited about cooking and eating healthily. We also put on 46 public kids’ holiday cooking sessions, including two with British Sign Language accompaniment and teaching.

Our sessions have included kids’ cooking classes, family cooking sessions, adult cooking workshops, skills sessions, and food safety courses. Around 500 people have prepared and cooked over 2,900 great-tasting meals, including children, adults, corporate teams, carers, teachers, local government, kids with special educational needs and disabilities, Food Savers members, parents and students.

Some of our kids’ holiday cooking classes were again supported by the Holiday Activities and Food (HAF) programme, funded by Bradford Council and the Department for Education, which has allowed us to provide free places to kids who receive free school meals, as well as growing our voucher scheme.

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A particular highlight of the year was partnering with Neesie to work with a group of ladies who have now completed a course with us gaining skills in customer service and barista training, learning new recipes, and completing a Food Safety award. At the end of this course, the ladies hosted a fantastic café for around 30 guests. It was hard work but such a lovely day, with the ladies receiving some great feedback from many of the guests.They should all be very proud of their planning and cooking skills. We plan to repeat the course next year for a new group.

We were also delighted to welcome The Big Issue to spend a day with our cooking team. They wrote up a lovely two-page story about their visit, which is linked online from our website, or you can find in issue 1606 of the magazine.

Nourishing Communities Vouchers

Our healthy eating food vouchers scheme continues to grow, with both Oastler and Keighley Markets now on board, and vouchers distributed to those that can benefit from them through our cooking classes and through FoodSavers outlets. These £5 vouchers can be spent at any of the fresh food stalls at the markets, including fruit and veg, butchers, fishmongers, exotic foods and a deli. We’ve really enjoyed our market trips after classes, especially if people haven’t been before: there was lots of talk about what the families would spend the vouchers on and if they could purchase any different ingredients that would enhance the dishes that we had taught them.

“Thank you very much for the vouchers. We have been to the market and bought ingredients to make meals for next week. We have never been to that market before, we will be going again to try different fruit and veg that we have never used or even seen before we loved the shopping trips, it has given us lots of family discussions about what food and recipes we want to make and eat during the week. We are very grateful.”

Not only are families enjoying spending the vouchers, and we’ve loved seeing the excitement of some of the young people when they’ve selected their own items, but we’ve also heard from stall holders that they’ve met new customers who otherwise might not have used the market.

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Grow Kits

In our drive to focus on the whole food chain, and to connect people with where their - food comes from, we’ve trialled grow kits simple kits containing seeds (three varieties), containers, compost and growing instructions. We started with three different herbs (basil, cordinader and chives) for the first 500 kits, but we’ll be expanding the offering for the next kits.

“No longer afraid to taste new things”

One young person who has been cooking with us for around three years now, M, attends regular sessions and has not only developed their skills in the kitchen, but now tries new ingredients every session. This increase in confidence to try new foods has made a big difference to M and their family. They now have a wider range of packed lunch options to take to school, they regularly ask us for new suggestions, and usually the first thing they decide when arriving for a session is which new ingredient they will be trying that day. We were recently reminiscing with M and their family about their very first session when trying anything new seemed so difficult to them. M now asks their parent to film video clips of them trying new ingredients and reports back what they think on their socials. It’s not always a ‘thumbs up’ to new things, but through lots of gentle encouragement M is no longer afraid to taste new things, and always gets a big‘well done for trying!’from us whether they like it or not.

In addition to trying new foods, M loves to get involved with sessions, not only preparing their own recipes, but demonstrating cooking and chopping techniques to the rest of the group, offering positive encouragement to new people and enjoys helping us setting up and clearing away after sessions. M often tells us how much they’d like to volunteer with us in a few years when they’re a little older.

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Other Highlights

Social Enterprise Yorkshire & Humber awards

This celebratory event in York on 7th March 2024 recognised and acknowledged all the amazing achievements of social enterprises across Yorkshire and the Humber.

FoodSavers and Inn Churches were delighted to be nominated in two of the seven categories: the Environmental Award, for our work redistributing surplus food, and the Innovative Use of Technology Award for the development of our Nourishing Communities rewards app and our new FoodSavers software platform.

We didn’t win, but we were very pleased to have the amazing work of both our team and our amazing technology partners recognised by being nominated.We were also delighted to congratulate to our FoodSavers friends at Armley Action Team for their success in the Best Social Investment category, recognising the commitment of investor KeyFund who believed in and supported Armley to get the Yum! Community Fridge & Pantry of the ground.

“Thank you from the bottom of my heart for everything, it means a lot to me, thank you.” (Mum of two, on receipt of bedding and a food parcel.)

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Bradford SOUP

This year took us to our 32[nd] highly successful SOUP event, in partnership with Bradford Bronte Rotary Club and the Bradford G10 Rotary clubs.

Bradford Community SOUP aims to change our local communities for the better by bringing together members of those communities to pitch their ideas for improving our area.

Winning projects this year have supported a men’s shed, a theatre company, community defibrillators, a community ownership project, a Christmas lunch for those on their own at Christmas, a woodturning group, a youth homeless project, an MS group, a community hub, a memory tree project for those with dementia, and a health project celebrating the people of Bradford. Full details at bradfordsoup.org.uk.

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Looking Ahead

The most significant development on the horizon is that we are working with Bradford Council to take on an anchor unit at the new Darley Street Market, from where we will operate a FoodSavers hub. This will provide a much more visible and accessible home for our cooking school, alongside an events space run in partnership with the Council’s Living Well team. This project has been in the making for a number of years now, but the Council have moved the goalposts significantly throughout our negotiations on the details of our offering, and there have also been delays to the build and fit out of the market.We currently expect to move in during early 2025, provided there are not further delays to the market opening.

With the rollout of FoodSavers outlets having been slower this year as we developed the platform to support further growth, we anticipate that the first half of next year will be spent completing the process of getting all of our existing outlets moved onto the new platform and trained in its use, as well as continuing to roll out new outlets in response to requests to join the network. Once that work is complete we will be in a position to plan for further growth beyond West Yorkshire, targeting 2025-26 to take on new partnerships with Credit Unions and food networks further afield. We will continue to work across the existing network to support partner outlets in building resilience in their food sourcing to ensure

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that they can meet demand, particularly in light of the anticipated end of food provision through the Household Support Fund. Our Cooking Hub will continue to work with schools and community organisations across Bradford to deliver cooking and healthy eating education. We are in conversations to expand our very successful voucher scheme across other markets in Bradford, and we plan to repeat and expand our grow kits. we will also continue to roll out Kitty’s Kits through schools, pantries and other groups

We have already begun planning what our food provision service will look like without the significant work of distributing HSF-funded food, but with the fund being extended several times and the lack of a follow-on plan from the Council those plans have been on hold for a while. However, next year we will put in place plans to concentrate on our original work of intercepting and redistributing surplus food, focusing on supporting our FoodSavers outlets. We will prioritise seeking out new food partners to boost the supplies of intercepted food we can make available to outlets.

With our Winter Shelter running for a shorter period than pre-COVID, we would like to try and grow the number of venues so that we can operate for longer. However, we recognise that churches are now called on to be so much more to their communities than even a few years ago, so it can be difficult to find capacity to dedicate a week to our shelter.

The plans outlined will involve changes to our warehouse operations and the requirements placed on our FoodSavers team, and we will continue to review our staffing needs to meet the changing needs of the organisation. We also continue to look for new Trustees to grow the skills and experience on our Trustee board as they steer our growing activities.

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Financial Update Year ending 30[th] June 2024 Financial review Principal risks and uncertainties

Financial review

Total income for the year was £598,048 (2023: £1,841,825). Total expenditure for the year was £1,055,356 (2023: £819,136).

Net expenditure for the year was £457,308 (2023: £1,022,689 income), including net income of £42,068 on unrestricted funds and net expenditure of £499,376 on restricted funds.

The trustees have reassessed the charity's ability to continue for at least twelve months from the date that the accounts are approved and conclude that no material uncertainties exist that cast significant doubt on the charity’s ability to continue as a going concern.

The Trustees continually monitor external factors, as well as those within our control, which might affect the current operations of the charity, or its future. The Trustees continue to be mindful of the fragility of the global food chain and the knock-on effects for both availability of food to bulk purchase for foodbanks, alongside the reduced availability of surplus food as suppliers and individuals donate less due to the increased cost of food (and other factors).

The increased cost of living has also affected financial donations, and although we continue to be very grateful for the generosity of organisations and individuals, we know that when belts feel tighter there will be a knock-on effect for what people are able to give to support our work.

Currently one of the biggest uncertainties is around the Government’s Household Support Fund (HSF) and the work it funds of providing food to foodbanks and pantries across Bradford.We are keen to bring our involvement in this work to a close, as we don’t believe it is a sustainable long-term solution to the problems of food supply (which it was never intended to be). However, we need to do that in a

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responsible and managed way which means that the Council need to have plans in place for the many organisations and projects that currently rely upon it. This is coupled however with the short-term nature of each HSF agreement (typically only six months), and the last-minute nature of each extension to the funding which makes longer-term planning difficult.

Looking at the broader picture of food provision, the Trustees are very mindful that there has been an increase in well-meaning organisations giving away food and other items for free. Whilst this is an understandable response to increased need, there is a danger that this can breed dependency on unsustainable services, and a tendency to embed an emergency response into ongoing provision. We remain committed to tackling the underlying reasons why people need emergency support, rather than just tackling the symptoms.

Reserves policy

The charity’s free reserves, excluding fixed assets, at 30[th] June 2024 were £215,760 (2023: £140,479).

The charity’s reserves policy states that it will hold three to six months’ expenditure as unrestricted reserves, equivalent to £132,113 to £264,225 for the budgeted 2024-25 expenditure.

Free reserves are therefore in the range required by the reserves policy.

The charity continues to generate unrestricted income wherever possible to fund current and future activities and ensure that we remain sustainable and resilient.

In the wider funding landscape, with several major providers closing in the near future, either permanently or to re-evaluate their funding priorities, pressure on remaining funders alongside increased need for charities’ services means that competition for funding is intense.

The Trustees continue to work to increase generated income, and although some progress has been made, much activity is waiting on completion of the new market so that we can move in.

==> picture [500 x 117] intentionally omitted <==

----- Start of picture text -----
Expenditure Income
-1100 -900 -700 -500 -300 -100 100 300 500 700 900 1100
£ thousands
Unrestricted funds
Restricted funds
----- End of picture text -----

All incoming resources and resources expended derive from continuing activities.

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Fundraising

Inn Churches is committed to ensuring that fundraising to support its objectives is carried out ethically, adhering to best practice guidance from the Charity Commission and the Institute of Fundraising.

We are committed to being accountable and transparent in all aspects of our fundraising, operating in line with the Institute of Fundraising’s Codes of Conduct.

Telling our story

Any requests or appeals for donations will truthfully and accurately present the charity’s work, and not seek to mislead or distort our activities and their impact.

Our work supports individuals and groups in difficult and challenging situations, and it is often these circumstances that best explain why our work is needed.We therefore need to present and publicise these situations in order to raise funds. In doing so we are mindful that whilst text and images explaining the difficulties faced by those we support are not in themselves harmful, we need to ensure that they are presented in a balanced way whilst not downplaying the challenges faced by those we support.

We are also mindful of the need to respect the dignity and privacy of those we support. We will therefore seek and record permission from individuals where we use their name, tell a story which might identify them, use a direct quote from them or use an identifiable image of them. Where we use images and names, we will ensure that we provide a full briefing before asking for consent, to ensure that all those identified know what to expect and are prepared for how this might impact them, both practically and emotionally.

Donors and the public are entitled to expect administrative and overhead costs to be kept to the minimum necessary for the charity to operate efficiently and effectively, but in telling our story we will always challenge the

belief that services can be delivered without these costs, and seek to portray the true cost of delivering services.

In order to maximise our reach (and therefore access to potential donors), we will consider reciprocal mailings, where we send out information to our supporters about another charity. In exchange for them sending our information out to an equivalent number of their supporters. This will only be done where the other charity’s objectives do not conflict or compete with ours, and by an exchange of information between the charities rather than giving access to or sharing the mailing lists (even temporarily).

Recording and reporting on donations

Our financial procedures policy outlines our processes for handling incoming cash, cheques and bank payments. In particular, we will bank donation cheques as soon as possible after receiving them.

Donors will be thanked promptly for their donations. Any questions about donations will also be responded to as soon as possible, and within 14 days.

Donors’ preferences relating to their donations will be respected wherever possible. In particular, where funds are donated towards a particular piece of work they will be classed as restricted funds and accounted for (and reported on) separately in our annual accounts, along with the expenditure they are used for. We will make every effort to honour donors’preferences on the frequency and type of follow-up contact they receive.

We affirm that donors and public are entitled to know how we spend funds that are donated to us. To that end, we will publish annual accounts conforming to the Charities Statement of Recommended

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Practice (SORP), which will include a breakdown of what our funds have been spent on. All reasonable requests for details of our expenditure will be welcomed and responded to with the information requested.

Donations worth more than 1% of our annual income (in the year in which they are received) will be declared separately in our annual accounts.

Records of donations and donors will be stored in line with our Data Protection and Confidentiality policies, and kept confidential except where we are required to disclose them by law, or for the purposes of reclaiming Gift Aid. We are committed to respecting the privacy of donors, and allow anonymous donations.

The cost of fundraising

To help prevent staff or contractors applying undue pressure on the public to donate funds, individuals or organisations providing skills or services used in, or relating to fundraising will be paid an agreed fixed or time-related fee, not a commission or percentage-based fee. Any employed staff engaged in fundraising will not be paid performance-related pay.

Fundraising costs will be separated and monitored in management and annual accounts.

Ethical considerations in accepting donations

In deciding whether to accept or refuse donations, Trustees (and those acting on their behalf) have a responsibility to maximise the charity’s resources. Therefore they must be able to demonstrate to the Charity Commission that any decision to refuse a donation is in line with the charity’s objectives.

There are usually three grounds for refusing a donation:

Where none of these apply, there would normally be no reason to refuse the donation and therefore it should be accepted, to maximise the resources available to the charity.

The main matter of judgement which arises is therefore when association with a donor would negatively affect Inn Churches’ reputation, for example where the donor’s reputation or public image would alienate other donors, supporters or volunteers (or potential donors, supporters or volunteers). If the Trustees consider that accepting the donation would weaken the charity more than the funds would strengthen it, the donation should be refused.

In making such judgements, consideration should also be given to the form of the donation and the benefits to the donor of association with Inn Churches. For example, an un-publicised donation from the charitable arm of a contentious donor brings different benefits to the donor (and potential risks or harms to Inn Churches) than a highprofile corporate sponsorship.

Any decision relating to a potentially controversial donor or donation must be made by considering whether the charity's objects are affected by association with the donor or donation, and not by aggregating the personal beliefs of trustees, staff or volunteers.

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Statement of Trustees’ Responsibilities

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

Company law requires the Trustees to prepare financial statements for each financial year. Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Company and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Approved by order of the members of the board of Trustees and signed on their behalf by:

Gemma Basharan 25[th] March 2025 Gemma Basharan

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Independent Examiner’s Report for the year ended 30 June 2024

Independent Examiner's Report to the Trustees of Inn Churches (The charitable Company)

I report to the charity trustees on my examination of the accounts of the charitable company for the year ended 30 June 2024.

Responsibilities and basis of report

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

Having satisfied myself that the accounts of the charitable company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charitable company’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

view’which is not a matter considered as part of an independent examination; or

  1. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].

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

This report is made solely to the Charitable Company’s Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. My work has been undertaken so that I might state to the Charitable Company’s Trustees those matters I am required to state to them in an Independent Examiners Report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the charitable company and the Trustees as a body, for my work or for this report.

Independent examiner's statement

Since the charitable company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

Lesley Kendrew 25[th] March 2025

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

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

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

  3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a‘true and fair

Lesley Kendrew FCA BHP LLP New Chartford House, Centurion Way, Cleckheaton, Bradford, West Yorkshire, BD19 3QB

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Statement of Financial Activities

For the year ended 30[th] June 2024

Year ending 30 Year ending 30th June 2024 (£) 2022-23 (£)
Unrestricted Restricted Total Total
Notes funds funds funds funds
Income from:
Donations and grants (2) 36,764 526,780 563,544 1,823,243
Charitable activities (3) 28,023 - 28,023 16,859
Other trading activities (4) 12 - 12 597
Investments (5) 6,469 - 6,469 1,126
Total income 71,268 526,780 598,048 1,841,825
Expenditure on:
Raising funds 641 2,939 3,580 1,485
Charitable activities (6) 28,559 1,023,217 1,051,776 817,651
Total expenditure 29,200 1,026,156 1,055,356 819,136
Net movement in funds 42,068 (499,376) (457,308) 1,022,689
Reconciliation of funds:
Total funds brought forward 156,339 1,414,006 1,570,345 547,656
Transfers 68,190 (68,190) - -
Net movement in funds 42,068 (499,376) (457,308) 1,022,689
Funds carried forward 266,597 846,440 1,113,037 1,570,345

The Statement of Financial Activities includes all gains and losses recognised in the year. The notes on pages 38 to 46 form part of these financial statements.

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Balance Sheet

As at 30[th] June 2024

2024 (£) 2023 (£)
Notes
Fixed assets
Tangible assets (11) 16,277 15,860
Intangible assets (12) 34,560 -
Total 50,837 15,860
Current assets
Debtors (13) 409,360 955,341
Cash at bank & in hand 716,826 675,763
Total 1,126,186 1,631,104 .

Creditors: amounts falling due within one year

Creditors: amounts falling
within one year		 due
Creditors (14) (62,102) (71,505)
Net current assets 1,064,084 1,559,599
Total assets less current liabilities 1,114,921 1,575,459
Creditors: amounts falling due
after more than one year:
Creditors (15) (1,884) (5,114)
Total net assets 1,113,037 1,570,345
Charity funds (17)
Restricted funds 846,440 1,414,006
Unrestricted funds 266,597 156,339
Total funds 1,113,037 1,570,345

Trustee Declaration

The charitable company was entitled to exemption from audit under section 477 of the Companies Act 2006.

The members have not required the company to obtain an audit for the year in question in accordance with section 476 of Companies Act 2006.

The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.

The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies’regime.

The financial statements were approved and authorised for issue by the Trustees and signed on their behalf:

Gemma Basharan 25[th] March 2025

Gemma Basharan

The notes on pages 38 to 46 form part of these financial statements.

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Statement of Cash Flows

For the year ended 30[th] June 2024

Cash flow from operating activities 2024 (£) 2023 (£)
Net cash used in operating activities 37,824 425,858
Cash flows from investing activities
Dividends, interest and rents from investments 6,469 1,126
Net cash provided by investing activities 6,469 1,126
Cash flows from financing activities
Repayments of borrowing (3,230) (3,230)
Net cash used in financing activities (3,230) (3,230)
Change in cash and cash equivalents in the year 41,063 423,754
Cash and cash equivalents at the beginning of the year 675,763 252,009
Cash and cash equivalents at the end of the year 716,826 675,763

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Notes to the accounts

1. Accounting policies

1.1 Basis of preparation of financial statements

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Acts 2006.

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

1.2 Going concern

At the time of approving the financial statements, the Trustees have a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Income

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

Grants are included in the Statement of Financial Activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.

1.4 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity.

Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Expenditure on raising funds includes all expenditure incurred by the charitable company to raise funds for its charitable purposes and includes costs of all fundraising activities, events and non-charitable trading.

Expenditure on charitable activities is incurred on directly undertaking the activities which further the charitable company’s objectives, as well as any associated support costs.

All expenditure is inclusive of irrecoverably VAT.

1.5 Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Company; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.

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1.6 Tangible fixed assets and depreciation

Tangible fixed assets costing £2,500 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.

Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.

Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives.

Depreciation is provided on the following bases:

1.7 Intangible fixed assets and amortisation

Intangible fixed assets costing £2,500 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.

Intangible fixed assets are initially recognised at cost. After recognition, under the cost model, intangible fixed assets are measured at cost less accumulated amortisation. All costs incurred to bring an intangible fixed asset into its intended working condition should be included in the measurement of cost.

Amortisation is charged so as to allocate the cost of intangible fixed assets less their residual value over their estimated useful lives.

Amortisation is provided on the following bases:

1.8 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.9 Cash at bank and in hand

Cash at bank and in hand includes cash and shortterm highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.10 Liabilities and provisions

required in settlement, and the amount of the settlement can be estimated reliably.

Liabilities are recognised at the amount that the charitable company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of Financial Activities as a finance cost.

1.11 Financial instruments

The charitable company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probably that a transfer of economic benefit will be

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1.12 Finance leases and hire purchase

Assets obtained under hire purchase contracts and finance leases are capitalised as tangible fixed assets. Assets acquired by finance lease are depreciated over the shorter of the lease term and their useful lives. Assets acquired by hire purchase are depreciated over their useful lives. Finance leases are those where substantially all of the benefits and risks of ownership are assumed by the charitable company. Obligations under such agreements are included in creditors, net of the finance charge allocated to future periods. The finance element of the rental payment is charged to the Statement of Financial Activities so as to produce a constant periodic rate of charge on the net obligation outstanding in each period.

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight-line basis over the lease term.

1.14 Pensions

The charitable company operates a defined contribution pension scheme and the pension charge represents the amounts payable by the charitable company to the fund in respect of the year.

1.15 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the charitable company and which have not been designated for other purposes. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charitable company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Investment income, gains and losses are allocated to the appropriate fund.

2. Income from donations and grants

(£)

(£)
Unrestricted
Restricted
Donations
36,764
30
Grants
-
526,750		 2023-24
Total
36,794
526,750
36,764
526,780		 563,544
(£)
Unrestricted
Restricted
Donations
38,515
1,315
Grants
-
1,783,413		 2022-23
Total
39,830
1,783,413		 2022-23
38,515
1,784,728		 1,823,243

3. Income from charitable activities

(£)
(£)
Unrestricted
Restricted
Commissioned services
28,023
-		 2023-24
Total
28,023
28,023
-		 28,023
(£)
Unrestricted
Restricted
Commissioned Services
16,859
-		 2022-23
Total
16,859
16,859
-		 16,859

4. Income from other trading activities

(£)
(£)
Unrestricted
Restricted
Events and fundraising
12
-		 2023-24
Total
12
12
-		 12
(£)
Unrestricted
Restricted
Events and fundraising
597
-		 2022-23
Total
597
597
-		 597

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5. Investment income

(£) 2023-24
Unrestricted Restricted Total
Bank interest 6,469 - 6,469
6,469 - 6,469
(£) 2022-23
Unrestricted Restricted Total
Bank interest 1,126 - 1,126
1,126 - 1,126

6. Analysis of expenditure on charitable activities

Summary by fund type

Summary by fund type
(£) 2023-24
Unrestricted Restricted Total
Staff costs 400 303,414 303,814
Direct project costs (3,004) 622,867 619,861
Grants to other organisations - 15,376 15,376
Overheads 726 81,560 82,286
Depreciation 16,759 - 16,759
Amortisation 11,520 - 11,520
Disposal of fixed assets 2,160 - 2,160
a 28,559
a		 1,023,217
a		 1,051,776
a
a a a a
(£) 2022-23
Unrestricted Restricted Total
Staff costs 2,272 231,727 233,999
Direct project costs 14,346 463,079 477,425
Grants to other organisations - 17,150 17,150
Overheads 8,981 68,172 77,153
Depreciation 11,924 - 11,924
37,523
780,128
817,651
a

Analysis of total expenditure

Staff costs

Direct Project Costs Grants and gifts Fundraising & Promotional Overheads

Depreciation / Amortisation / Disposal

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7. Analysis of expenditure by activities

(£) 2023-24
Activities undertaken directly Total
Staff costs 303,814 303,814
Direct project costs 619,861 619,861
Grants to other organisations 15,376 15,376
Overheads 82,286 82,286
Depreciation 16,759 16,759
Amortisation 11,520 11,520
Disposal of fixed assets 2,160 2,160
1,051,776 1,051,776
(£) 2022-23
Activities undertaken directly Total
Staff costs 233,999 233,999
Direct project costs 477,425 477,425
Grants to other organisations 17,150 17,150
Overheads 77,153 77,153
Depreciation 11,924 11,294
817,651 817,651

8. Net income / (expenditure)

9. Staff costs

9. Staff costs
(£) 2023-24 2022-23
Wages and salaries 278,567 214,369
Social security costs 20,230 16,396
Contribution to defined contribution pension schemes 5,017 3,234
Total 303,814 233,999
(No.) 2023-24 2022-23
All staff 10 9
Full-time equivalent (FTE) 8.16 6.85

No employee received remuneration amounting to more than £60,000 in either year.

Key management personnel compensation in total was £83,895 (2023 - £84,642).

10. Trustees’ remuneration and expenses

During the year, no trustees received any remuneration or other benefits (2023 - £NIL).

During the year ended 30[th] June 2024, no Trustee expenses have been incurred (2023 - £NIL).

8. Net income / (expenditure)
(£) 2023-24 2022-23
Depreciation of tangible fixed assets 16,759 11,294
Amortisation of intangible fixed assets 11,520 -
Disposal of tangible fixed assets 2,160 -
Operating lease rentals 15,188 7,227
Audit fees - 9,500
Fees paid to Auditor for other services - 1,750

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11. Tangible fixed assets

(£) Fixtures and fttings Vehicles Total
Cost
At 1st July 2023 33,184 33,148 66,332
Disposals (10,800) - (10,800)
Additions - 19,336 19,336
At 30th June 2024 22,384 52,484 74,868
Depreciation
At 1st July 2023 22,611 27,861 50,472
Disposal (8,640) - (8,640)
Charge for the year 6,638 10,121 16,759
At 30th June 2024 20,609 37,982 58,591
Net book value
At 1st July 2023 10,573 5,287 15,860
At 30th June 2024 1,775 14,502 16,277

12. Intangible fixed assets

12. Intangible fxed assets
(£) Software Total
Cost
At 1st July 2023 - -
Additions 46,080 46,080
At 30th June 2024 46,080 46,080
Amortisation
At 1st July 2023 - -
Charge for the year 11,520 11,520
At 30th June 2024 11,520 11,520
Net book value
At 1st July 2023 - -
At 30th June 2024 34,560 34,560

13. Debtors

(£) 2024 2023
Due within one year
Trade debtors 5,360 10,889
Prepayments and accrued income 404,000 944,452
Total 409,360 955,341

14. Creditors: Amounts falling due within one year

(£) 2024 2023
Trade Creditors 43,994 50,838
Obligations under fnance lease and hire purchase contracts 3,230 3,230
Other creditors 8,878 3,937
Accruals and deferred income 6,000 13,500
Total 62,102 71,505

15. Creditors: Amounts falling due after more than one year

one year
(£) 2024 2023
Net obligations under fnance lease and
hire purchase contracts 1,884 5,114
Total 1,884 5,114
16. Financial instruments
(£) 2024 2023
Financial assets measured at fair value
through income and expenditure 716,826 675,763
Total 716,826 675,763

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17. Statement of funds

Statement of funds - current year

(£) Balance at Balance at Income Transfers Balance at
1st July 2023 Expenditure 30th June 2024
Unrestricted funds
General Funds - all funds 156,339 71,268 (29,200) 68,190 266,597
Restricted funds
Clothing 640 - - - 640
Feeding Bradford 13,668 30 (5,717) - 7,981
FoodSavers
Comic Relief 554,000 - (134,839) (42,597) 376,564
Council 33,343 - (29,083) (4,260) -
Feeding Britain 6,531 - (607) - 5,924
Jerusalem Trust 8,213 - (5,202) - 3,011
Grow Well - 5,000 - - 5,000
Healthy eating (HAF) 5,659 8,272 (796) - 13,135
Healthy food (SPF) 2,375 - (2,375) - -
Homelessness Transformation 30,276 - (28,727) (1,549) -
Household Support
Food provision 628,712 496,100 (748,695) (19,440) 356,677
Healthy eating 19,981 19,019 (30,593) - 8,407
Positive Pathways 5,205 (5,205) - - -
BradfordSOUP (25) - (25) - -
StitchingElbaFoundation 40,350 - - - 40,350
Warm Homes Healthy People 65,078 3,564 (39,547) (344) 28,751
1,414,006 526,780 (1,026,156) (68,190) 846,440
Total of funds 1,570,345 598,048 (1,055,356) - 1,113,037

The specific purposes for which the funds are to be applied are as follows: Donation towards winter coats and clothing for people who are homeless Costs of hosting the Feeding Bradford & Keighley Network Funding for FoodSavers Network setup and rollout

Rollout of FoodSavers Network nationwide

Initial setup costs of FoodSavers outlets (equipment and promotion) FoodSavers rollout (promotion, research and evaluation)

Seed growing kits

Provision of food and cooking classes for school holiday feeding projects Food education, cooking equipment, market vouchers, bread kits

Winter shelter costs and funding towards improving homelessness provision Household Support Fund

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17. Statement of funds - continued

Statement of funds - prior year

(£) Balance at Balance at
1st July 2022 Income Expenditure 30th June 2023
(as restated)
Unrestricted funds
General Funds - all funds 136,893 57,097 (37,651) 156,339
136,893 57,097 (37,651) 156,339
Restricted funds
Access to Work - 858 (858) -
Clothing 640 - - 640
Feeding Bradford 22,452 11,315 (20,099) 13,668
FoodSavers
Comic Relief - 554,000 - 554,000
Council 1,158 65,833 (33,648) 33,343
Feeding Britain 16,707 - (10,176) 6,531
Jerusalem Trust 13,555 - (5,342) 8,213
Sovereign Healthcare - 2,500 (2,500) -
Healthy eating (HAF) 12,290 (130) (6,501) 5,659
Healthy food (SPF) - 3,900 (1,525) 2,375
Homelessness Transformation - 73,502 (43,226) 30,276
Household Support
Food provision 225,108 955,000 (551,396) 628,712
Healthy eating - 36,500 (16,519) 19,981
Living Well - 26,760 (26,760) -
Positive Pathways 22,341 - (17,136) 5,205
BradfordSOUP 1,050 4,000 (5,075) (25)
StitchingElbaFoundation 40,350 - - 40,350
Warm Homes Healthy People 55,112 50,690 (40,724) 65,078
410,763 1,784,728 (781,485) 1,414,006
Total of funds 547,656 1,841,825 (819,136) 1,570,345

18. Analysis of net assets between funds

Analysis of net assets between funds - current year

(£) 2023-24
Unrestricted Restricted Total
Tangible fxed assets 16,277 - 16,277
Intangible fxed assets 34,560 - 34,560
Current assets 225,851 900,335 1,126,186
Creditors due within one year (8,207) (53,895) (62,102)
Creditors due in more than one year (1,884) - (1,884)
Total 266,597 846,440 1,113,037
Analysis of net assets between funds - prior year
(£) 2022-23
Unrestricted Restricted Total
Tangible fxed assets 15,860 - 15,860
Current assets 159,085 1,472,019 1,631,104
Creditors due within one year (13,492) (58,013) (71,505)
Creditors due in more than one year (5,114) - (5,114)
Total 156,339 1,414,006 1,570,345

19. Financial commitments

Future minimum lease payments due under finance leases:

(£) 2024 2023
Within one year 3,230 3,230
In two to fve years 1,884 5,114
Total 5,114 8,344

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20. Related party transactions

During the year, the charitable company had the following transactions with related parties:

Paul Holmes t/a Snoozestation

During the year the charitable company was charged purchases of £NIL (2023 - £1,716) from Snoozestation. At 30[th] June 2024, the charitable company owed £NIL (2023 - £NIL) to Snoozestation. Snoozestation is a related party by virtue of Paul Holmes’ directorship (Trustee of Inn Churches).

Roland Clark, director of City of Bradford YMCA

During the year the charitable company was charged purchase of £NIL (2023 - £180) from City of Bradford YMCA. At 30[th] June 2024, the charitable company owed £NIL (2023 - £NIL) to City of Bradford YMCA. City of Bradford YMCA is a related party by virtue of Roland Clark’s directorship (Trustee of Inn Churches).

Acts 435 and Bradford District Credit Union

The charity is an Advocate for the Acts 435 charity. We post requests for help on the Acts 435 website on behalf of our beneficiaries who are in need. Donors visiting the Acts 435 website can then donate towards those requests. We ensure that the donation is spent on the help requested by the beneficiary.

In this way we are acting as agent: donations are made to Acts 435 (a registered charity), who are eligible to claim Gift Aid on the donations (which fund its operational costs). During the year we received £21,405 of funds (2023: £15,800) and disbursed £20,731 of funds (2023: £15,681).

At the year end the charity was holding £2,136 relating to the scheme (2023: £1,462). This sum has been excluded from the cash balance at the year end and the donations received and passed on have also been excluded from the accounts in accordance with the Charities SORP FRS 102.

Similarly, we process FoodSavers member contributions to Bradford District Credit Union (BDCU) which are excluded from the accounts. This year we received £1,384 from members (2023: £564) and sent £1,325 to BDCU (2023: £535), holding a balance of £142 at the year end (2023: £83).

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Company Information

Year ending 30[th] June 2024

Structure, governance and management

The charity (#1149792) is a company limited by guarantee (#08242641) and was formed on 5[th] October 2012. It is governed by a Memorandum and Articles of Association.

The liability of the members in the event of the company being wound up is limited to a sum not exceeding £1 each.

New Trustees are appointed by an ordinary resolution of the charity. New Trustees receive a comprehensive induction including an interview with the existing Trustees, two trial meetings, copies of the charity’s governing document and its policies, copies of previous annual reports and the Charity Commission’s“Essential Trustee”guide. They also contribute to a skills audit.

The charity’s day-to-day operational decisions are delegated to staff (via the CEO), whilst Trustees take decisions about new projects or services, stopping an area of work, property, staff remuneration and entering or ceasing partnerships.

The Charity works in formal partnership with Bradford District, Calderdale and Leeds Credit Unions on the Food Savers Network, and with FareShare on surplus food provision. It is a founding partner (and host) of the Feeding Bradford & Keighley Network, a member of the Bradford Sustainable Food Partnership, part of the Warm Homes Healthy People partnership in Bradford, and a key partner of Acts 435. It also works closely with the Housing Outreach Partnership. It works extensively with Bradford Metropolitan District Council on their good food and anti-poverty strategies.

Registered office

Inn Churches The Storehouse 116 Caledonia Street Bradford BD4 7BQ

Independent examiner

BHP LLP

New Chartford House Centurion Way Cleckheaton Bradford West Yorkshire BD19 3QB

Bankers

Triodos Bank National Westminster Deanery Road Bank Plc Bristol 250 Bishopsgate BS1 5AS London EC2M 4AA

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Staff

Juli Thompson Chief Executive Officer, Company Secretary

Soraya Overend Chief Operating Officer Ben Clymo Business Manager Gary Peacock Centre Manager

Maria Varley-Tawfik FoodSavers Relationship Manager (West Yorkshire)

Trustees

Roland Clark Chair

Gemma Basharan Treasurer Sue Rhodes Secretary

Emma Strachan

David Butterfield Paul Holmes To 10[th] March 2024

Volunteers

Along with our skilled and dedicated trustees and staff, our hundreds of volunteers make a huge difference to countless people. They bring great skills and qualities and work tirelessly throughout the year, showing a huge heart for every guest we meet.

We’d especially like to thank our team of volunteers at The Storehouse (Ken, Leo, Martin, Steve and Ollie), Shaw House (Najma, Sylvia, Rachel, Marjery and Adrian) and with our Cooking work (Abi, Talha, Judith and Muizz), as well as the teams from Univar Solutions, Virgin Media O2, Yorkshire Building Society, Virgin Money, Amey, Mastek, and the Hookers & Clickers charity knitters.

Tess Wilkins FoodSavers Platform Consultant Julie Turner Catering Assistant Vasileios Alexiou Storehouse Assistant Yordano Fresneda Storehouse Driver Roland Makula Storehouse Assistant From November 2023

Glynn Bower Storehouse Assistant To April 2024

Jennifer Sellars Team & Welfare Administrator To July 2023

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Registered address, warehouse:

The Storehouse 116 Caledonia Street Bradford BD4 7BQ hello@innchurches.co.uk 01274 955010

@innchurches FT y] innchurches.co.uk

Food Savers:

Shaw House 22 Rawson Road Bradford BD1 3SQ hello@foodsavers.org.uk 01274 270770 @foodsaversorg +] y] foodsavers.org.uk