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2021-03-31-accounts

COMMUNrrY ACTION SUFFOLK Community Action Suffolk Annual Report 2020-21

Reference and administrative details of the charity, its trustees and advisers

Introduction from the Chair of Trustees

Message from the Chief Executive

Trustees’ report including Strategic Report

Trustees’ Responsibilities Statement

Independent Auditors’ Report

Consolidated Statement of Financial Activities

Consolidated Balance Sheet

Unconsolidated Charity Balance Sheet

Statement of Cash Flows

Notes to the Financial Statements

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Reference and Administrative Details of the Charity, its Trustees and Advisers

For the Year Ended 31 March 2021

Charity Registration No. 1150501 Company Registration No. 08316345 Registered Office Community Action Suffolk, Brightspace, 160 Hadleigh Road, Ipswich, Suffolk. IP2 0HH Patron Clare, Countess of Euston – Lord Lieutenant of Suffolk Company Secretary Kerry Evans

Trustees

Mr Kevin Ward Chair of Trustees Mr John Shaw Vice-Chair of Trustees Director of CAS subsidiaries Chair of Staff Wellbeing Committee Mr Ben Matthews Chair of Finance and Audit Committee (appointed 04/09/20) Director of CAS subsidiary Mr Graham Watson Chair of Finance and Audit Committee (Resigned 04/09/20) Baroness Ros Scott Chair of Programme and Services Committee Dame Lin Homer Member of Finance and Audit Committee Member of Staff Wellbeing Committee Ms Helen Greengrass Member of Programme and Services Committee (Resigned 04/09/20) Mrs Julie Crudgington Member of Programme and Services Committee Mr Brian Parrott Member of Staff Wellbeing Committee Mr Chris Betson Director of CAS subsidiaries (Resigned 09/09/20) Member of Finance and Audit Committee (Resigned 09/09/20) Mr Ashley Smith Director of CAS subsidiaries (Appointed 19/11/20) Member of Programme and Services Committee (Appointed 19/11/20) Mr Mike Locke Member of Programme and Services Committee (Appointed 19/11/20) Mrs Mary Atkins Member of the Finance and Audit Committee (Appointed 19/11/20)

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Reference and Administrative Details of the Charity, its Trustees and Advisers

Executive Team

Christine Abraham Chief Executive Kerry Evans Director of Finance Hannah Reid Director of Innovation and Business Development Auditors Larking Gowen LLP, 1 Claydon Business Park, Great Blakenham, Ipswich, Suffolk, IP6 0NL Principal Bankers Barclays Bank PLC, 1 Princes Street, Ipswich, Suffolk, IP1 1PB

Solicitors Birketts LLP, 24-26 Museum Street, Ipswich, Suffolk, IP1 1HZ

Website www.communityactionsuffolk.org.uk Twitter @CASuffolk Facebook Community Action Suffolk Instagram @CommActionSuffolk Email info@communityactionsuffolk.org.uk

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Foreword

from Kevin Ward, Chair of Trustees

“There have been few times in history where community, volunteering and supporting each other have been quite so important”

This annual report is covering a year like no other we have seen, and the Trustees are delighted to present this report after a highly successful year of immensely hard and important work by the team at Community Action Suffolk.

CAS has an integral role within the Voluntary, Community and Social Enterprise (VCSE) sector in Suffolk. Within the VCSE sector and increasingly beyond it, CAS has found itself at the heart of so many key elements of the fight against Covid over the last year. This has been while dealing with the same challenges as many of those CAS has been supporting, with team members working from home and adapting to the changing world to deliver our services. The team weren’t going to let such demanding circumstances hold them back though, and you only have to read the excellent impact reports to see how much amazing work has continued, including two conferences that were held entirely virtually. Covid didn’t even stop the staff having a Christmas sing along at the virtual staff party.

Our Executive team of Christine, Hannah and Kerry have continued to support each other as well as the wider team, and while Christine has been pulled away at times to help with vital work towards the Covid fight in Suffolk, Hannah deserves special mention for deputising as and when required and ensuring those key day to day services continued. I would love to mention all the team members by name, who have contributed positively and delivered the amazing services and given support to so many others, but I’m afraid I would have to list the entire staff here, but my thanks and that of the Trustees goes to them all.

Although we may be Suffolk based, under the fantastic leadership of Christine, we have increasingly had a national impact, with direct feedback given to parliamentary reports relating to the sector, as well as CAS being instrumental in developing key policy documents such as the Safeguarding guidance for Village Halls with the ACRE network. A personal special thank you to Christine for her passionate advocacy and refusal to accept boundaries in pushing CAS, Suffolk and the Sector forward.

We have seen a few changes to our Trustee board, with some valuable Trustees finishing their terms of office and some new faces joining the board with their own sets of skills to offer. I thank all of the Trustees who have served through this year for their support and commitment and their continuous focus on providing truly effective governance. As for many, our Trustees have had to adapt to a world of online meetings and virtual inductions, but this has not dampened the enthusiasm we all have for the organisation and willingness to support staff and activities. I thank my fellow Trustees for their continuous support and expertise they bring to and willingly share with the board and wider organisation.

My final thank you this year goes to our partners and funders, who continued to support us during the year and allowed us to adapt services quickly and responsively to provide what was needed, when it was needed, during the year. Here’s looking forward to a year where we hopefully emerge from the worst of the Covid challenges.

6 6Kevin Ward, Chair of Trustees

Introduction from Christine Abraham, Chief Executive

“Thank you to the hundreds and thousands of volunteers, communities and organisations who created a tidal wave of help”

As we marked the 1-year anniversary at the end of March of a year like no other, this report doesn’t dwell on the negative impacts of Covid 19 (although they must not be forgotten) but highlights and tells the story of CAS’s journey; the rapid and positive changes we made at CAS to continue our work and to support the sector during the pandemic. The report will demonstrate the vast range of activities that have taken place often at very short notice.

One of the first major changes was to enable the majority of our workforce to work at home, upgrading computers and technology to make this effective – introducing Microsoft 365 and a cloud-based telephone system. Not only was the speed of implementation impressive by our small IT team but also the way that staff embraced the changes and learnt to manage and work with new technology.

We have now moved our meetings, training courses, conferences, and networking events to be delivered online, facilitated by CAS staff to retain the personal interaction with the facilitators and across attendees. While I do look forward to more meetings with actual human beings in front of me rather than a screen, I also intend to make sure that CAS continues to use technology in whatever way it can to support our work, help our employees and make our services accessible to wider audiences. Our mini, internal, digital revolution has also allowed us to make great strides in the national arena this year. We have been proud to highlight work in Suffolk through national campaigns, specifically of note in the #NeverMoreNeeded campaign; to work more closely with national partners and colleagues in similar infrastructure organisations, particularly through our Safeguarding activity;

and to collaborate much more closely with regional partners on various projects – for example, our Village Halls & Community Buildings conference earlier this year. This aspect of our work means that not only can we showcase the Suffolk VCSE sector outside of the county, but also that expertise from across the country and other sectors is more accessible and less geographically bound. Breaking down all sorts of barriers like these has been a key positive from Covid 19 that I sincerely hope will continue.

Working at home will be our future as we thought and planned about the longer-term ways of working and supporting our staff whilst maintaining the breadth and quality of service. We look forward to implementing our blended working policy in the coming year giving staff more flexibility. In the past year CAS, as have many others, went from an organisation concerned about taking unknown steps without planning and forethought, to taking giant leaps and a ‘What will it take to get it done, and fast?’ attitude. I’m by no means saying that planning shouldn’t be done, – but I’d like to think this experience has given us all a little more balance to face future fears and perhaps advocate more of those managed risks being taken in the future.

But finally, I could not complete this introduction to our annual report without a thank you to the hundreds and thousands of volunteers, communities and organisations who created a tidal wave of help, playing a vital role by ferrying shopping, delivering meals or prescriptions, checking in on others, or simply staying in contact by phone. It was both humbling and heart-warming.

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Christine Abraham, Chief Executive

Trustees’ Report for the year ended 31 March 2021

The Trustees of Community Action Suffolk (CAS), (who are also directors of the charity for the purposes of the Companies Act) present their annual report together with the audited financial statements for the year ended 31 March 2021. The Trustees confirm that the annual report and financial statements of the company comply with the current statutory requirements, the requirements of the company’s governing document and the provisions of the Statement of Recommended Practice FRS 102 (FRS 102 SORP) “Accounting and Reporting by Charities” effective 1 January 2019.

Who we are and what we do

Community Action Suffolk (CAS) is an infrastructure organisation that supports the Voluntary, Community, and Social Enterprise (VCSE) sector in Suffolk. CAS provides services, activities, and projects across the whole of Suffolk and employed an average of 47 members of staff operating from two physical bases, one in Ipswich and one in Lowestoft. To help achieve its aims, CAS works with a range of partners across the whole of the Suffolk System, including but not exclusively, Suffolk County Council, District and Borough Councils, private sector, health sector, faith sector, New Anglia Local Enterprise Partnership and the Police.

CAS’s charitable objective as set out in the company’s Memorandum of Association adopted on 3rd December 2012 is: to promote any purpose that is charitable under the laws of England and Wales, in particular without limitation promoting the voluntary sector in Suffolk.

CAS’s mission is to strengthen and champion community action in Suffolk by supporting the voluntary, community and social enterprise (VCSE) sector in its work. To achieve this we have four strategic priorities:

Public benefit

The trustees confirm that in exercising their powers and duties they have complied with the duty in Section 17 of the Charities Act 2011, to have due regard to the Charity Commission’s general guidance on public benefit. Trustees believe this is demonstrated throughout this report particularly in the sections of achievements and performance against the four strategic priorities.

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Supporting the sector by...building capacity and sustainability

Building capacity and sustainability has never before been as vital to the sector as it has this year. While for many organisations the usual growth plans have been put on hold in favour of adaptation and even, for some, survival, the foundations of the support we provide under this priority have not changed even though the method of delivery and prioritisation of needs has. We continued to provide support and development, coordination, and promotion to help them sustain and meet the challenges they have inevitably faced. Delivered more digitally and often in resource format, we provided business support, funding & financial resilience advice, training, conferences, networking opportunities, and face to face online guidance.

Small Charities Week 2020

In a year where the small charities in Suffolk have demonstrated just how important they are to local communities and residents, we were proud to support this national campaign again with a wealth of activities and resources throughout the week across our website and social media platforms.

Safeguarding support

Safeguarding support has been essential this year – keeping people safe during various lockdowns and online can be tricky concepts for organisations to navigate. Enquiries soared as organisations faced increased digital activity and concerns for staff & volunteers with new ways of working. Enquiries, policy development and implementation surgeries, running ‘pop up’/emergency response groups safely, and developing accessible and relevant training materials were key to CAS provision during the pandemic. We also created and hosted our first on demand Virtual Safeguarding conference with partners (SCC, Suffolk Safeguarding Partnership, Norfolk & Suffolk Constabularies and Suffolk Trading Standards). It was a great success and we have gone on to provide national training and resources through partner organisations across the country during this year.

Village Halls and Community Buildings

In Q2, support demand for Village Halls and Community Buildings soared as venues began to think about reopening the doors. Perhaps one of the most devastating community effects of Covid 19 was the overnight closure of village halls and community buildings. However, as re-opening was authorised, management committees and boards found themselves in the position of navigating reams of information and guidance to comply with new operational procedures and health & safety requirements. With the help of updated guidance from National ACRE, our Development Officer for Governance and Community Buildings was on hand to help.

With 141 direct referrals and enquiries coming in more or less overnight, support was provided in a number of ways – 8 online group meetings were held with 187 attendees, 1:1 meetings were scheduled and email support, dissemination of information sheets, and online updates via the CAS website were abundant. The webpage was clicked 36,540 times in Q2 alone!

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Supporting foodbanks in Suffolk

Bacton Foodbank was set up by Reverend Carl Melville in direct response to the lockdown. He originally planned to help the villages in his local area to the north of Stowmarket, but went on to serve a wider catchment when he had plenty of food available and funding in place. The Foodbank supported over 20 households each week. As Carl said, “ I have been shocked at how quickly things have changed for families, particularly families with children ”.

Food banks are designed to provide short-term, emergency support with food during a crisis. Their aim is to relieve the immediate pressure of the crisis by providing food, whilst also providing additional support to help people resolve the crises they face.

The ability to purchase sufficient food is a luxury that not everyone has. As Covid-19 unfolded, food banks were hit hard in terms of meeting increasing demand with a matching supply. They played a major role in the provision of food by distributing donated and purchased groceries directly to families in need.

Castle Hill Community Centre repurposed their premises to set up a food bank in North West Ipswich. In the first 5 weeks they went from supporting 20 families per week to 79, with this number increasing throughout the pandemic.

Pre-Covid-19, there were just over 20 established food banks in Suffolk providing food to people in need; within the first 3 months of the pandemic there were 49 established and pop up food banks operating weekly. Since the end of March 2020, CAS has been working in partnership with Suffolk County Council, Ipswich Borough Council and East Suffolk, Babergh/Mid Suffolk and West Suffolk Councils to establish a food supply chain to food banks across Suffolk.

The National food charity FareShare has a base in Suffolk and has been a member of CAS for a number of years. CAS contacted FareShare who already supplied food banks across Suffolk to ask them to take on further food banks. This partnership went from strength to strength and with help from the MOD for deliveries, FareShare continued to expand the number of food banks it supplied weekly. Between the beginning of April and the end of June, FareShare distributed 33,159.41 kg of food to Foodbanks in Suffolk.

The partners met regularly to look at the information being collected from food banks and offer help where needed; including additional food at short notice and extra storage. CAS has been able to provide advice on both funding and sustainability and appropriate governance for those food banks looking at a more formal structure going forward.

Alongside the work with FareShare, CAS liaised with national and local companies to provide extra and luxury food items. Cadburys contacted Suffolk Police offering Easter Eggs which CAS quickly linked up with FareShare for distribution. Claire and Matthew Thacker of Kingfishers at Cretingham Country Park donated 500 frozen meals; the Teapot Project were happy to take delivery of these and distribute widely.

CAS’s CEO was also contacted by National Business Response Network with an offer of frozen food from Greggs as well as pallet loads of donations from Nestle. Working with food banks with freezer capacity, CAS was able to distribute these much needed donations amongst the food banks with all ambient food being distributed through FareShare.

Castle Hill Community Centre

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Fundraising Suffolk Online Conference

In a difficult economic climate, on September 8th, this pioneering virtual conference provided a timely opportunity to connect with a wide variety of fundraising experts to strengthen the sector’s knowledge and expertise to 163 delegates. Postponed from earlier in the year due to C19, we engaged nationally- and regionally-recognised influencers from across the sector to inspire, innovate and offer practical solutions to funding challenges. We provided a range of interactive workshops with key information on the fundamentals of fundraising and impact measurement to promote sustainability and resilience.

Keynote speakers

Elizabeth Chamberlain, Head of Policy at NCVO, who looked at the current and immediate landscape for the sector

Eric Hodges, who leads the Community Impact Partnership at Orbit Housing, addressed the theme of investing in impact

Workshop Leaders

Giles Kerkham from Larking Gowen accountants addressed the need to build resilience through charity reserves

Big Society Capital led a workshop on social investment

Andrew Laws enabled organisations to consider ways to market their cause

Just Giving looked at funding opportunities

East of England Coop also looked at funding opportunities

Lindsay Harood, Development Manager at the Foundation for Social Improvement, explored ways to implement a fundraising strategy

Christina Andreatta of Inspiring Impact explored impact practice and local organisations

Suffolk Observatory presented ways into relevant data

What did people say?

“The whole exhibition was brilliant... think I liked it better than face to face. The whole concept was perfect - well done!”

“It gave me a really useful insight into options. I help 5 organisations on a voluntary basis & there is something for all of them which helps me work with them more effectively.”

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“... Overall, pretty darned good for £10 I’d say!”

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Met 451 Village
Hall/Community
Building 121 support
requests
Guidance andsup
port
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1100+ received
safeguarding
guidance
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1044 rural orgs received significant support

52 organisations received Specialist Business Support

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1st FB LIVE reached
>2,300, with 30
delivered overall
9 ProHelp webi-
nars & new Pod-
cast launched
Virtual Safeguarding
Conference: 8 work-
shops, 262 views
Social mediaand
di
git
al
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128 1:1 Fund-
ing Surgeries
in partnership
with SCC
10,146 visits to
Funding4Suf-
folk
nding
Fu
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8 websites designed
by IT Services at CAS
Ltd, and 18 IT support
clients
Business Services
at CAS Ltd insured
883 village halls
and 482 parish
2597 DBS checks
councils
by DBS at CAS Ltd
CAS training par-
ticipant numbers
up 548%, with over
1000 opportunities 7 brand new train-
on our website ing courses and
29 new on demand
courses/work-
shops
99% satisfac-
tion rate
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Supporting the sector by...developing community and voluntary action

The Covid-19 pandemic has had a huge impact on Volunteering in Suffolk. Volunteers aged 70+ needed to self-isolate and those with certain health conditions were told to shield. Volunteers who had loved ones that were in these categories also found themselves in the position where they were unable to volunteer in the usual way. Groups and organisations found themselves closing their services almost overnight and not requiring some or all their volunteers. As the situation progressed, volunteer managers had to adapt their service and volunteering offer in response to Covid-19.

What did we do?

But the CAS volunteering team remained on hand to help - available remotely to volunteer managers and supporting them through challenges, encouraging them to think ahead and reflect on the current situation. At a glance Volunteer Management guides were developed and peer support groups provided a way to learn from each other. Regular newsletters to both the registered 700 volunteer managers and the 3400 volunteers’ members of Volunteer Suffolk provided up-to-date information and guidance.

Alongside this, the team found that there was a rapidly growing army of volunteers for the 100s of mutual aid groups that were starting up in incredibly quick timescales. The challenge was how to enable these groups to respond to the urgency of the pandemic while also promoting good and safe volunteer management. A dedicated webpage was set up for Volunteer Management and setting up a community response group. Over 1000 views to both pages were recorded during the 3 months of April to June 2020. There was a suite of resources that included quick guides to more comprehensive toolkits and our new 6-point guide proved popular as a way for groups to think about structure.

CAS also led the mapping exercise of community groups across Suffolk, creating a database of 1500+ providing a

C19 response to 436 parishes and towns across the county used by the Home But Not Alone campaign partners (of which CAS was one) to find available support. A survey was sent to 620 group leaders to find out what was available. 165 responses were received, a response rate of 27% compared to a national average response rate for these surveys of 10-15%.

The Lowestoft Community Capacity Enablers

The Lowestoft Community Capacity Enablers have also been hard at work this year supporting the 3 ward communities of Kirkley, Harbour and Kessingland.

Designed specifically to support local communities with 4 distinct outcomes, the enablers have been supporting local organisations and groups adapt activities to align with C19 restrictions and be Covid secure. From helping with food supplies, supporting craft and book groups, to community outreach and local resident associations, their work has been varied and vital to those living in the wards.

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Volunteering: the 20/20 vision

Puddlebrook Pump Track

As C19 continued, CAS’s volunteer services team created and led the Volunteering: the 20/20 vision campaign. This 6 month programme was created in response to the impact of Covid 19 on volunteering across Suffolk. Together we asked ourselves, our network and the wider voluntary sector: what’s next for volunteering?

During the pandemic, access to outdoor space has been vital and Puddlebrook Pump Track has been a focal point for many where meeting with friends, developing riding skills, having fun and relaxing is in abundance. Residents see the track as an asset for their community and are developing their voice and ownership of this space supported by the Haverhill South Local Conversation Project.

The campaign was aimed at those who oversee, manage, or lead volunteers. We cannot underestimate the impact of C19 for management of volunteers. We reflected and shared how 2020 highlighted new ways that the general public engaged with volunteering. For many years we have talked about the future of volunteering, what this could look like & how the public may want something different - C19 has shown us the future of volunteering is now here!

Following his father’s involvement with the development of the track, one such resident is Leon, who has become an integral member of the track’s community. Riding several times a week, Leon has actively posted on social media, including a post about a litter pick at the site which Leon took it upon himself to undertake. Leon has also shared information about other activities within the project on social media. He set up and administers a Puddlebrook Pump Track Instagram with 62 followers and has been present at Zoom meetings helping set up BMX and scooter coaching sessions asking all the pertinent questions when speaking to representatives from coaching companies.

Each month there was a spotlight on a different theme inspiring us to think differently as well as stay connected with volunteer managers: Community, 5 Ways to Wellbeing, and Local Businesses. Together we can share ideas, inspire, support each other, and continue to engage the public with volunteering through and beyond C19.

Living in the locality all his life, he is well connected with members of the community both in and outside of the track facility. Seeing the pump track come together from its roots has given him a great oversight of what can be achieved and the importance of working alongside partner organisations. He is well placed to be a real driving force within the project’s outside spaces ambitions and is in a perfect position to share his enthusiasm and ‘we can do this’ attitude with members of the community for the project as a whole. He is a true asset and inspiration to others.

“Covid 19 has shown us the future of volunteering is now here!”

People’s Health Trust

The Local Conversations in Kirkley and Haverhill South are funded by People’s Health Trust using money raised by Health Lottery East and are led by the residents. Both projects encouraged residents to check on their neighbours and help each other in safe and appropriate ways during the year.

“There were around 4.5k visits to the track in Quarter 2!”

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Puddlebrook
Pump Track
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Buddy Up!

This Community Can is a project that was designed to tackle rural isolation through volunteer-led activity sessions across Suffolk and has in the previous two years successfully established many groups providing activities and volunteering opportunities across Suffolk. However, the lockdown in March 2020 meant an end to these activities and the social opportunities they afforded, so This Community Can diversified to meet the need for companionship, particularly among older people whose isolation has been compounded by the Covid crisis.

Many elderly people have been referred by social prescribers, community connectors or family members who were concerned for their mental and physical wellbeing following an extended period of isolation. Others now felt able to refer themselves for help, and following discussion, it was apparent several had been isolated before but the impact of Covid on their community and the upswell of neighbourliness meant they felt able to reach out for help in a way they never had before.

Buddy Up is a befriending scheme recruiting volunteers who are DBS checked and matched 1:1 with an isolated individual according to location and interests. They build rapport initially with telephone calls but then meet and the plan is that the volunteer supports their friend to re-engage with the local community and activities that they may otherwise feel anxious to rejoin.

This could be anything from a weekly swim to a walk to the local shop and has been widely supported by social prescribers and community connector teams who have recognised its potential to tackle a growing crisis of increased isolation among the vulnerable across Suffolk. With the support of local partners like the Community Connectors, funding was secured to continue the project and 64 people have been linked to new buddies in the last 6 months.

What do people say?

“When there was literally nothing else, when everywhere had closed its doors and the groups people relied upon were on hold, Buddy Up was there, offering a lifeline to our participants who can go weeks without speaking to a single person. The wellbeing benefits are not only felt by those who are socially isolated but by volunteers too. In a time when morale is low, offering a helping hand or a listening ear to someone in need can instantly put a spring back in our step. There are people out there needing a buddy and there are people out there wanting to volunteer. Nicky Russell makes it happen. Buddy Up is needed now more than ever. It would be foolish and devastating for it to end.”

How does it work?

Buddy Up recruits volunteers who are DBSchecked and matched with an isolated individual

Matches are made according to location and interests

Buddies support their friend to re-engage with the community - like going for a weekly swm

(Community Connector - Connect for Health)

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Suffolk Action Week

Suffolk Action Week (SAW) returned for its second year from 5th - 11th October, in very different circumstances to the first, but still with the ambition to promote and celebrate volunteering in Suffolk. Planned in partnership with11 groups, and a further 40 taking part, the week was a great success.

2020 was a year of incredible volunteering and community spirit and we set out to celebrate the volunteering response to Covid 19 as well as celebrate volunteers in other roles making a difference in our communities. In addition, SAW is an opportunity to support groups recruiting volunteers and show the public the many ways you can volunteer.

With a packed programme of 13 events over 7 days, the highlight was the online ‘Volunteering Festival’ involving 50 groups promoting and celebrating volunteers. Supported by our friends at BBC Radio Suffolk, the general public heard interviews throughout the day from volunteers and organisations and were even treated to a little singsong with Jon Wright!

Suffolk Action Week programme

Suffolk Good Neighbour Network

Good Neighbour Schemes across the county found themselves in demand as never before; many bolstered by new volunteers stepping forward to support residents through these unprecedented times, while others found volunteer numbers halved or less, as many long-time volunteers found themselves falling into the shielding or higher risk groups, and needing to isolate/potentially use the services they have long delivered.

We’ve also seen communities adapt their GNS or join forces with other community organisations and parish/town councils, in order to manage supporting activities in their area, and where no GNS was active, newly formed pop-up C19 Community Response Groups or Mutual Aid Groups developed to fill that void.

Good Neighbours have continued their commitment to supporting their most vulnerable, lonely or isolated residents, and found new ways to build community spirit and spread kindness, inclusion and joy within their neighbourhoods.

Examples include:

Transport to vaccination centres

Grocery shopping and prescription collection, as well as organising emergency food parcels or freshly cooked hot meals delivered to those in need

Telephone befriending and check-in and chats

Acts of neighbourly kindness such as anonymous homemade jam drops or birthday afternoon tea deliveries to those shielding

In an ever-changing C19 landscape, many communities and their voluntary groups, both GNS and pop-up Community C19 Response Groups, their committees/ steering groups, volunteer coordinators and volunteers on the ground have been supported to navigate challenges and next steps by the GNS Development Officer and wider CAS Volunteering Team.

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511 activity bags
delivered to residents’
963 residents homes in lockdown
actively participated
in the Local Conver-
sations projects
9 groups supported
to move activities
online due to lock-
down
7 groups supported
to restart activities
after lockdown
32 dedicated
145 households volunteers cur-
currently supported rently running the
in Lowestoft initiative
700+ face
shields More than 5 metric
delivered tonnes of food accessed
by Lowestoft households
rather than going into
landfill
C19 Community Action
response Facebook
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832 comments in first
3 months
C19 Volunteer
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Housing
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80+ parishes worked with on Rural Housing

11 Housing Needs Surveys completed

6 Community Land Trusts successfully set up

72 new organisations registered on Volunteer Suffolk

31,468 unique hits on the Volunteer Suffolk website u

1122 expressions of interest and 1244 new volunteers registered on Volunteer Suffolk

er

1800+ groups/ organisations mapped responding to support the Home But Not Alone helpline

49 Good Neighbour Schemes operating across Suffolk

30 volunteers quickly recruited for 3 Suffolk schools for Rapid Testing and Suffolk Volunteering Strategy refreshed

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Supporting the sector by...creating strategic relationships and partnerships

We have been key partners in the strategic response to the crisis, particularly with the local government and health sectors, and also through our unequivocal commitment and involvement with the Suffolk C19 Collaborative Communities Board, with our Chief Executive stepping into the role of deputy chair. At the height of the pandemic, the board met daily to collaborate with others to work on key campaigns, providing vital support such as Mutual Aid and Community Response groups, Home But Not Alone, Everyone In to support homeless people into accommodation, the Suffolk Coronavirus Emergency Fund and Rebuilding Local Lives with Suffolk Community Foundation. Thousands of individuals across the county have had access to support providing a vital lifeline in dark times.

Key partnerships

Alongside this, our Chief Executive has played an integral part on the Voluntary & Community Sector Emergency Partnership, a national partnership available to support locally through its partners, of which CAS is one, where emergency needs are identified as a direct result of Covid 19. This work has contributed locally to our work with the Suffolk Resilience Forum and in the last 6 months has met the need for 3 requests of PPE and brokered food donations through Business in the Community which has all been distributed to foodbanks locally via FareShare.

Nationally, we have lobbied government alongside our national infrastructure partners – NCVO, NAVCA and ACRE* - to keep the Suffolk voice heard, contribute to key policy decisions and take part in national sector campaigns. After all, our sector really has been #NeverMoreNeeded than now and indeed #EveryDayCounts.

The VCSE Sector Leader’s group has met throughout the pandemic to discuss and plan action to address issues arising from C19. This has included consideration of questions for our C19 Impact Surveys, news of the Government rescue package for our sector, and various

presentations from colleagues in health, local authorities, local economic partners and group members themselves.

With meetings taking place weekly at the start of the pandemic and gradually moving back to monthly, the group has enabled leaders to discuss common challenges and find solutions together enabling greater collaboration and engagement. It has also led to links between and across sectors, notably connections with the LEP, CCG’s and key C19 strategic groups/boards. It has also created a safe place where peer support and advice was provided in what has been an unprecedented and challenging year for VCSE sector Chief Executives.

In addition, this work has enabled our sector to feed in to the LEP’s Restart Recovery Plan which as a result has a revised section dedicated to the VCSE sector with some comments included almost verbatim.

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Minding the Gap: a case study

Olly and James were referred to Minding the Gap during the summer of 2020.

They were friends when they signed up, both school leavers, with no work experience other than whilst at school and neither knew what they wanted to do for their next steps.

They worked with our Employment Advisors, researching career options to gain an understanding of what might interest them and to prepare for interviews and the world of work. They both had an interest in doing manual work.

Despite the limitations brought by the UK Covid-19 response, Minding the Gap Advisors researched local companies and found a Landscaping company who were willing to offer them both a work trial. Within three months of that first conversation, both Olly and James were working on a Horticultural and Landscaping Apprenticeship with ‘Project Landscaping’.

So they both entered full time work and training, working towards an Apprenticeship level 2 qualification with the YMCA alongside their practical work. Minding the Gap Advisors worked closely with the company and the training provider to set up the apprenticeships and support Olly and James to be ready for the assessment process this entailed.

When Olly and James left Minding the Gap, they were both extremely happy with their new careers, and both feel they would not have achieved this great personal result without the support and guidance of their Minding the Gap Employment Advisors.

Marketing and Communications

It’s been a very busy year for CAS Marketing and Communications.

Since the new website launched, with key Covid 19 pages offering a wealth of support, guidance, tools and resources, we have experienced a surge in hits never seen before as people from across the sector and partners searched for key information when they needed it.

Our response has been fast paced and we have embraced our social media channels and even reinvigorated a couple that had limited use in previous years to ensure we reached appropriate audiences.

Perhaps one aspect the team is most proud of is the amount of storytelling we have done this year and celebrations of the incredible activity going on across the sector – we have put together your case studies and shared them far and wide with a new page on our website and across Twitter, Instagram, Facebook and LinkedIn.

We have also been able to bring organisations along in our press campaigns, enabling not just further promotion across the county, but also a wider public audience to learn about the fantastic things our sector does. It has been a privilege to share your journeys.

As a result of this work, our reach and network sign ups continue to increase, with social media posts and website content reaching thousands of individuals on a daily basis.

James and Olly

21

The Impactof Covid-19 22

Impact Surveys

During the year, we have carried out regular C19 VCSE Sector Impact Surveys to understand your needs and respond with helpful and practical support for your organisation. We have adapted delivery and content to ensure organisations are supported in the best way they can be to enable them to survive.

In April 2020:

23

m

Facebook: 2220 followers; 1525 likes; Instagram: 465 164K reach followers; 5610 impressions

Twitter: 3644 followers; 1062 likes; 355,000 impressions; 665 tweets

LinkedIn: 339 followers; 446 engagements

ms

CAS C19 Newsletter delivered 21,687 times and opened 34,814 times (6 months only)

42,636 Page views on CAS website C19 pages

55 articles published in local press/media

883 CAS Network sign ups

CAS Network News delivered 48,770 times and opened 47,459 times

Volunteer Network News delivered 16,210 times and opened 18,731 times

24

----- Start of picture text -----
6 C19 VCSE
Impact Surveys
32 x VCSE distributed to
Leaders the sector; 1080
meetings responses
ment
e
ag
g
n
E
----- End of picture text -----

----- Start of picture text -----
Supported 113
new young people
32 young people
into education /
training
28 young people
into employment
5 young people now
actively seeking employ-
ment, who were previous-
ly economically inactive
Minding The Gap
----- End of picture text -----

25

Structure, Governance and Management

Constitution

Community Action Suffolk (CAS) was formed in 2012 as a company limited by guarantee and registered as a charity. CAS was set up under a Memorandum of Association which established the objects and powers. The trustee board consists of 11 trustees who are also directors of the charity for the purposes of company law. None of the trustees have any beneficial interest in the company. All the trustees are members of the company and guarantee to contribute £1 in the event of winding up.

Appointment and election of Trustees

There must be a minimum of three and no more than fifteen Trustees. Trustees can stand for two consecutive terms of three years after which they must take a break, unless it is deemed to be in the best interests of the charity for them to stand for one further exceptional term.

Trustees are recruited using a process of open recruitment as trustees come to end of their term of office or as vacancies or skills gaps arise on the board.

When trustees are appointed to the board they receive background and current information about the charity. They also receive Charity Commission documentation to inform them of their responsibilities and obligations under charity law. Each year all trustees review and update any declarations of interest and this is a standing item on all trustee meeting agendas.

Trustee Remuneration

Trustees receive no remuneration. However, they are able to claim for limited expenses. Amounts claimed during the year can be seen in Note 7 to the accounts. Trustee and Trust Fund Indemnity insurance is paid by the organisation.

Organisational structure and decision making

In accordance with the Articles, the Trustees are responsible for the management of the Charity’s business, for which purpose they may exercise all the powers of the Charity. The main trustee board meets a minimum of four times a year and there are three sub committees also meeting four times a year reporting into the main board. These are:

The Trustees are responsible for agreeing the overall strategy of CAS. The day to day operational responsibilities of CAS are devolved by the trustees to the Chief Executive, the Executive Team and their managers, who remain responsible to the Trustee Board for all aspects of performance.

Senior staff pay is set using sector guidelines and market indicators. All staff received a 2% pay increase in this year.

Related parties

CAS currently has three 100% owned trading subsidiaries with the specific purpose to generate income for the organisation. These are Business Services at CAS Ltd, DBS Services at CAS Ltd and IT Services at CAS Ltd. CAS also owned a dormant company, Community Buying at CAS Limited which was dissolved during the year.

Business Services at CAS Ltd has been audited in 2020-21. The financial results of the trading subsidiaries are set out in note 4 to the financial statements.

26

Structure, Governance and Management

Risk Management

A strategic risk register is maintained and updated monthly by the Executive Team and is reviewed quarterly by the trustees. Major risks have been reviewed and procedures established to manage and monitor them. At March 2021, the top risk was:

Risk at 31st March 2021 Actions to address Financial sustainability (lack of long-term funding) Improved marketing and promotion of services Increased income generation through improved marketing post Covid 19

Maintain and further develop relationships with current funders

Identify new funding opportunities that help CAS deliver its aims

Quarterly monitoring and impact reporting.

Ongoing reporting and communicating of value of Local Infrastructure during Covid Impact.

Investment policy

CAS maintains sufficient funds on current account to meet short term demands. Surplus funds are placed on deposit to provide the charity with the security of capital and an appropriate degree of liquidity, no funds are “invested” and subsequently no professional investment advisors are engaged by the charity.

Reserves policy

The Trustees have ensured that the Reserves Policy is fit for purpose and meets the requirements of the Statement of Recommended Practice for charity accounting (FRS 102) and in addition have considered the Charity Commission’s guidance on the matter. The reserves policy focusses on the level of free reserves. Free reserves are defined as unrestricted funds less:

A target free reserves level is set by the Trustees periodically and regularly reviewed and monitored at least annually. This is based on a risk identification approach which identifies key short, medium and longer term risks to which the Charity is and will be exposed in the normal course of its business, including but not limited to safeguarding against volatile income streams and recognising the need for significant investment in the future income generation for the Charity. Restricted reserves are spent as soon as practicable in line with commissioner and donor wishes. Unrestricted reserves will aim to be maintained to stabilise and invest in the strength of the charity. The unrestricted fund balance is £1,348k (2019-20, £1,252k) and free reserves are £192k (after designating funds to cover the amounts listed above) against a target of £157k which equates to 3 months running costs of the charity. A breakdown of reserves between fixed and net current assets can be seen in note 19 to the accounts.

27

Structure, Governance and Management

Financial review

At the start of 2020-21, like many other charities, we were rebudgeting for the year ahead with numerous unknowns and a potentially significant impact on our income streams arising from Covid lockdown periods. Revised deficit budgets were predicted of up to £100k. Fortunately, during 2020-21 we have been able to secure additional grant income of £141k from current funders, Government and both County and District Councils to cover the significant predicted reductions in our unrestricted training, business support, rural housing, building and subsidiary income. Details of Covid government grants received are included within Note 23. With constant monitoring and rebudgeting, effective financial management and staff cost savings during the year we managed to perform better than budget and finished the year with an unrestricted surplus.

The Statement of Financial Activities (SOFA) on page 34 shows an overall surplus for the year of £258k compared to the deficit of £40k in 2019-20. The current year surplus is mainly due to the increase in restricted fund income received during the year resulting in a restricted funds surplus of £161k. New grants have been received to help and assist the sector with its recovery from Covid and restricted funding expenditure is expected to increase to utilise these funds in 2021-22. The unrestricted surplus is £97k and, as mentioned above, is mainly as a result of a change in income due to additional grant funding resulting from Covid. Total income has increased by £88k to £2,130k from £2,042k in 2019-20. Resources expended were £1,872k (2019-20, £2,082k) which is a decrease of £210k.

Total Reserves at 31 March 2021 are £2,296k, of which £1,349k is unrestricted and £947k represents restricted funds.

CAS had set a 3 year budget for 2019-22 along with a refreshed sustainable business plan for the same period, however this will be revised during 2021-22 following the significant changes to income experienced over the last year. The organisation has budgeted for a small unrestricted deficit in 2021-22 but is aiming to try and maintain a breakeven position over future periods.

The organisation’s cash balances at 31 March 2021 stood at £1,518k and are forecast to remain positive.

Fundraising

Community Action Suffolk does not raise funds from the general public. It does not work with any professional fundraisers and no fundraising is carried out on its behalf.

Looking ahead

As we move into the new financial year, Covid 19 and its impact remains a key concern for the wider sector. While there is no doubt the pandemic has highlighted the importance of our sector and the work of CAS in keeping communities safe and well and communicating vital information, we are yet to experience an ‘end’ to the pandemic and are in a preparation phase looking to support the sector as it begins to reopen services and attempt to recover from the dramatic impact experienced.

CAS leads by example and this year will also be a year of recovery for CAS. Although financially, our organisation has been able to sustain, it is time to look ahead and resume growth where it has stabilised and to recover some aspects of the organisation which have suffered as a direct result of the pandemic – specifically our buildings services and DBS at CAS Ltd subsidiary. We will also continue to explore new services that complement our work, support our partners, and provide much needed support in communities while securing our long-term financial viability.

Throughout the year, many CAS services were quickly adapted and staff redeployed with support of funders and commissioners to respond to the crisis. Despite the pandemic CAS staff have worked tirelessly, mainly from home, they have embraced digital technology transformation, and have clearly demonstrated and earned recognition for the value of local infrastructure in supporting community action, volunteering and the VCSE sector’s resilience.

28

Thank you to our Funders

Project Funder Logo
Core Grant Sufolk County Council
Core Grant Babergh and Mid Sufolk
District Councils
Core Grant Ipswich Borough Council
Covid Support Buddies Covid19 Outbreak Management
Community Restart Fund, Sufolk County Council
Felixstowe Timebank East Sufolk Council
Volunteer Passport East Sufolk Partnership
VCSE Business Support
Rural Proofng
Community Partnerships Devel-
opment
Sufolk Good Neighbour The National Lottery
Network Community Fund
Lowestoft Community
Capacity
Sufolk Pro Help
Rural projects and services Department for Environment
Food and Rural Afairs
Action with Communities in Rural
England
Local Conversations People’s Health Trust
Kirkley, Gainsborough,
South Haverhill
This Community Can Sport England
Social Investment Barrow Cadbury - Connect Fund
New Anglia Social Investment Orbit
Partnership Barrow Cadbury
Sufolk County Council
Norfolk County Council
Minding the Gap Lottery Community Fund and
European Social Fund
VCSE Emergencies Ministry of Housing, Communities
Partnership & Local Government
Via National Association for Volun-
tary and Community Action

29

Trustees’ Responsibilities Statement for the year ended 31 March 2021

The Trustees (who are also directors of Community Action Suffolk for the purposes of company law) are responsible for preparing the Trustees’ report and the financial statements in accordance with 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 charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group 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 charitable company and the group’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable group and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Each of the persons who are trustees at the time when this trustees’ report is approved has confirmed that:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

In preparing this report, the Trustees have taken advantage of the small companies exemptions in Companies Act 2006 s415a.

This report was approved by the Trustees on 2 September 2021 and signed on their behalf by

Kevin Ward

John Shaw

Chair of Trustee Board

Trustee

30

Independent Auditor’s Report to the Members and Trustees of Community Action Suffolk

Opinion

We have audited the financial statements of Community Action Suffolk (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2021 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Unconsolidated Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements:

Basis for opinion

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

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s or parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the trustee’s annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

31

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Act 2011 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 30, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and the section 151 of the Charities Act 2011 and report in accordance with those Acts.

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

Those standards require us to comply with the Ethical Standards issued by the Financial Reporting Council (FRC), including “Ethical Standard – Provisions Available for Small Entities” in the circumstances set out in note 24 to the financial statements. We have taken advantage of the exemptions in section 6 in providing non-audit services as set out in note 24. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. Because of the field in which the client operates, we identified the following areas as those most likely to have a material impact on the financial statements: health and safety, employment law and compliance with company and charity law and regulations.

32

Auditor’s responsibilities for the audit of the financial statements (continued)

The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/ Our-Work/Audit/Audit-and-assurance/Standards-and-guidance/Standards-and-guidance-for-auditors/Auditors-responsibilities-for-audit/Description-of-auditors-responsibilities-for-audit.aspx. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and to the charitable company’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company’s members and its trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Giles Kerkham FCA DChA (Senior Statutory Auditor) For and on behalf of Larking Gowen LLP Chartered Accountants Statutory Auditors Ipswich Date: 15 September 2021

Larking Gowen LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006.

33

Consolidated Statement of Financial Activities including an income and expenditure account for the year ended 31 March 2021

Note Unrestricted
Funds		 Restricted
Funds		 Total Funds
2021		 Total Funds
2020
£ £ £ £
Income
Donations 5 3,192 250 3,442 1,950
Other trading
activities		 4 335,639 - 335,639 354,693
Investments 2,097 - 2,097 7,410
Charitable
activities:
Grants receiv-
able		 5 533,302 1,116,259 1,649,561 1,411,309
Trading
income		 5 133,537 75 133,612 257,502
Other Income 5 5,336 45 5,381 8,768
Total 1,013,103 1,116,629 2,129,732 2,041,632
Expenditure
Raising funds:
Fundraising
and trading
costs		 6 286,857 - 286,857 352,115
Charitable
activities		 6 629,558 955,706 1,585,264 1,729,898
Total 916,415 955,706 1,872,121 2,082,013
Net income/
(expenditure)		 96,688 160,923 257,611 (40,381)
Transfers 19 - - - -
Total move-
ment in funds		 96,688 160,923 257,611 (40,381)
Reconcilia-
tion of funds
Total funds
brought forward
as at 1 April 2020		 1,251,998 786,752 2,038,750 2,079,131
Total funds
carried for-
ward as at 31
March 2021		 19 1,348,686 947,675 2,296,361 2,038,750

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

34

The net income and expenditure of the parent charity is disclosed in Note 3.

Consolidated Balance Sheet as at 31 March 2021

2021 2020
Notes £ £ £ £
Fixed assets
Tangible
assets		 10 997,379 1,021,079
Intangible
assets		 11 1,800 3,600
Investments 13 3,000 3,000
Total
fxed
assets		 1,002,179 1,027,679
Current
assets
Debtors 14 324,235 177,788
Cash at bank
and in hand		 1,518,482 1,079,926
1,842,717 1,257,714
Liabilities
Creditors:
amounts due
within oneyear		 15 (538,779) (246,643)
Net current
assets		 1,303,938 1,011,071
Creditors:
amounts due
after more than
oneyear		 16 (9,756) -
Total net
assets		 2,296,361 2,038,750
Restricted
funds		 19 947,675 786,752
Unrestricted
funds		 1,348,686 1,251,998
Total funds 2,296,361 2,038,750

The financial statements have been prepared in accordance with provisions applicable to small companies within Part 15 of the Companies Act 2006.

The financial statements on pages 34 to 62 were approved by the Board of Trustees on 2 September 2021 and signed on its behalf by:-

Kevin Ward

Chair of Trustee Board

John Shaw

Trustee

35

Company Number: 08316345

Unconsolidated Charity Balance Sheet as at 31 March 2021

2021 2020
Notes £ £ £ £
Fixed
assets
Tangible
assets		 10 997,379 1,021,079
Invest-
ments		 12/13 3,006 3,006
Total
fxed
assets		 1,000,385 1,024,085
Current
assets
Debtors 14 300,890 164,150
Cash at
bank and
in hand		 1,293,851 920,714
1,594,741 1,084,864
Liabilities
Creditors:
amounts
due within
oneyear		 15 (393,108) (108,022)
Net
current
assets		 1,201,633 976,842
Total net
assets		 2,202,018 2,000,927
Restricted
funds		 19 947,675 786,752
Unre-
stricted
funds		 1,254,343 1,214,175
Total
funds		 2,202,018 2,000,927

The charity surplus for the year is £201,091 as disclosed in Note 3. The financial statements have been prepared in accordance with provisions applicable to small companies within Part 15 of the Companies Act 2006. ‘The financial statements on pages 34 to 62 were approved by the Board of Trustees on 2 September 2021 and signed on its behalf by:-

Kevin Ward John Shaw

Chair of Trustee Board

Trustee

36

Company Number: 08316345

Statement of cash flows for the year ended 31 March 2021

2020/21 2019/20
£ £
Cash fows from operating
activities
Net cash provided by / (used
in)operatingactivities		 426,703 (58,777)
Cash fows from investing
activities
Investment income 2,097 7,410
Purchase of property, plant
and equipment		 - (5,750)
Purchase of Software Appli-
cation		 - (5,400)
Investment in Cirican LLP - (3,000)
Net cash provided by in-
vesting activities		 2,097 (6,740)
Cash fows from fnancing
activities
New bank loans 21 9,756 -
Net cash used in fnancing
activities		 9,756 -
Change in cash and cash
equivalents in the reporting
period		 438,556 (65,517)
Cash and cash equivalents
at the beginning of theyear		 21 1,079,926 1,145,443
Cash and cash equivalents
at the end of theyear		 21 1,518,482 1,079,926
Reconciliation of net in-
come / (expenditure) to net
cash fow from operating
activities
Net income / (expenditure)
for the reporting period		 257,611 (40,381)
Adjustments for:
Depreciation charges 25,500 24,925
Investment income (2,097) (7,410)
(Increase)/Decrease in
debtors		 (146,447) (18,667)
Increase/ (Decrease) in
creditors		 292,136 (17,244)
Net cash provided by/(used
in) operating activities		 426,703 (58,777)

37

Notes to the Financial Statements for the year ended 31 March 2021

Community Action Suffolk is a private company limited by guarantee incorporated in England and Wales, registration number 08316345. The registered office is Brightspace, 160 Hadleigh Road, Ipswich, Suffolk, IP2 0HH.

1. Accounting policies

The significant accounting policies used in the preparation of these financial statements are:

(a) Basis of accounting and consolidation

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

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

The financial statements are presented in sterling (£) and all values are rounded to the nearest £, except where indicated.

(b) Group financial statements

Results of subsidiaries have been included in the Statement of Financial Activities on a line-by-line basis as they relate to trading activities, see note 4 for individual profit and loss accounts. The results of the parent company are included in the consolidated Statement of Financial Activities and are set out in note 3. The balance sheets of subsidiaries have been consolidated on a line by line basis.

As permitted by Companies Act 2006, Section 408 the Statement of Financial Activities of the parent company is not presented with these accounts.

(c) Going Concern

The trustees have considered the company and group’s position at the time of signing the financial statements. Despite the operational and financial challenges caused by Covid-19, the company and group continued to maintain and in some areas strengthened their services over the last year. The trustees are confident that the company and group are now entering a Covid-19 recovery period and have been able to prepare budgets and forecasts for the short and medium term that demonstrate resource adequacy. The trustees have also considered the company and group’s financial strength, the contracts and funding agreements in place, its portfolio of activities, the improved relationships with funders, the lessening impact of the disease on operations and finances and the measures available to mitigate ongoing costs.

Based on this, the trustees have concluded that they have a reasonable expectation, that the company and group will have adequate resources to continue in operational existence for the foreseeable future, being at least twelve months from the date of signing these financial statements. They continue to adopt the going concern basis of accounting in preparing these financial statements.

38

Notes to the Financial Statements (continued) for the year ended 31 March 2021

(d) Company status

The charity is a company limited by guarantee. The members of the company are the trustees named in the Trustees’ Report. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

(e) Income

Income is recognised when the group has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably.

Grants and donations are recognised when the group has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

(f) Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the group to the expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis.

Costs of raising funds are those incurred in attracting grant and other funding and those incurred in trading activities that raise funds.

Charitable activities include expenditure associated with community services and include both the direct and indirect costs relating to these activities.

Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources.

Governance costs are part of support costs and include those incurred in the governance of the charity and its assets and are primarily associated with constitutional and statutory requirements.

(g) VAT

For VAT purposes the charity is partially exempt. The charity’s irrecoverable VAT is treated as an expense and is included under the appropriate cost headings, under fundraising and trading costs and charitable activities.

(h) Fixed Assets and Depreciation

Tangible fixed assets are recognised at cost and depreciated on a straight line basis over their estimated useful lives as follows:

Freehold buildings 50 years
Ofce equipment 5 years
Computer equipment 3 years
Fixtures and fttings 15 years

39

Notes to the Financial Statements (continued) for the year ended 31 March 2021

Freehold Land is not depreciated.

Items of equipment are capitalised where the purchase price including VAT, exceeds £2,000.

Intangible fixed assets are recognised at cost and depreciated on a straight line basis over their estimated useful lives as follows:

Software Application

3 years

(i) Funds

Funds fall into two categories; restricted, where their use is governed by the wishes of the entity providing the funds or the contractual terms under which the funds are earned and, unrestricted, where there are no pre-conditions to the use of the funds other than the charitable objectives of the organisation.

Funds are transferred from restricted to unrestricted funds as they become free from the relevant restrictions.

It is the aim of the charity to maintain the balance of unrestricted reserves at a level that would give it the ability to continue functioning in times of major funding change and to invest in projects for which only partial third party funding is available.

(j) Investments

Investments consist of a holding in Cirican LLP and holdings in subsidiary companies and are included at cost, less provision for impairment.

(k) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of 100 days or less from the date of acquisition or opening of the deposit or similar account.

(l) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Other receivables are measured initially at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method, less any impairment.

(m) Creditors

Creditors and provisions are recognised where the group has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Short term creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. Other financial liabilities are measured at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method.

40

Notes to the Financial Statements (continued) for the year ended 31 March 2021

(n) Financial instruments

The group only has financial assets and 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.

(o) Pension scheme

The company set up a workplace pension scheme with Royal London in July 2017 and the company has complied with the auto-enrolment pension regulations. Pension payments are charged to the Statement of Financial Activities when paid.

(p) Taxation

No charge to taxation arises in the accounts of the commercial trading subsidiaries, reflecting the expectation that the taxable profits of the companies will be paid by gift aid to the charity within 9 months of the year end, thus fully relieving the companies Corporation Tax.

2. Judgements in applying accounting policies and key sources of estimation uncertainty

The trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. These estimates and judgements are continually evaluated and are based on historical experience and other factors considered relevant. Actual results may differ from these estimates.

The judgements, estimates and assumptions which have significant risk of causing a material adjustment to the carrying amount of assets and liabilities are set out below:

The annual depreciation charge for tangible assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are re-assessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets. See note 10 for the carrying amount of the property plant and equipment, and note 1(h) for the useful economic lives for each class of assets.

41

Notes to the Financial Statements (continued) for the year ended 31 March 2021

3. Financial Activities of the Charity

The financial activities shown in the consolidated statement includes those of the charity’s wholly owned subsidiaries as listed in note 4. A summary of the financial activities undertaken by the parent charity is set out below:

2020/21 2019/20
£ £
Income
Incoming resources
from:
Raising funds 64,232 86,663
Charitable Activities 1,783,174 1,668,811
Other 5,381 8,768
Total income 1,852,787 1,764,242
Expenditure
Raising funds 26,119 15,074
Charitable Activities 1,625,577 1,795,098
Total expenditure 1,651,696 1,810,172
Net movement in
funds		 201,091 (45,930)
Total Funds
At the beginning of the
year		 2,000,927 2,046,857
Movement in funds for
theyear		 201,091 (45,930)
Total Funds at the end
of theyear		 2,202,018 2,000,927
Represented by
Restricted funds 947,675 786,752
Unrestricted funds 1,254,343 1,214,175
2,202,018 2,000,927

42

Notes to the Financial Statements (continued) for the year ended 31 March 2021

4. Subsidiary Companies

The charity owns 100% of the share capital of its trading subsidiaries, which are all registered in England. The companies gift aid their taxable profits to Community Action Suffolk. A summary of the companies trading results and capital and reserves is shown below. These results are consolidated into the group accounts.

Business
Services
at CAS
Limited		 IT Services at
CAS Limited		 DBS at CAS Limited
Company registration number 03332778 04281770 02919237
2020/21 £ £ £
Turnover 170,316 80,376 84,947
Cost of sales - (34,388) (62,963)
Gross Profit 170,316 45,988 21,984
Administrative expenses (103,927) (26,744) (18,526)
Operating Profit 66,389 19,244 3,458
Interest receivable and similar income 8 - 244
Profit after tax 66,397 19,244 3,702
Retained Earnings
At the beginning of the year 28,985 2,883 5,959
Profit for the year 66,397 19,244 3,702
Distribution - donation to parent company (23,985) (2,883) (5,959)
Retained earnings at the end of the year 71,397 19,244 3,702

43

Notes to the Financial Statements (continued) for the year ended 31 March 2021

The net incoming resources reflected in the Statement of Financial Activities are as follows:

2020/21
£ £ £
Operating Proft 66,389 19,244 3,458
The aggregate of the assets, liabilities and funds was:
Assets 222,551 29,456 20,655
Liabilities (151,152) (10,210) (16,951)
71,399 19,246 3,704

During the year Community Buying at CAS Limited (company registration number 04794467) was dissolved.

44

Notes to the Financial Statements (continued) for the year ended 31 March 2021

4. Subsidiary Companies (continued)

Business Services
at CAS Limited		 IT Services at
CAS Limited		 DBS at CAS Limited
Company registration number 03332778 04281770 02919237
2019/20 £ £ £
Turnover 161,604 55,831 137,258
Cost of sales - (25,494) (106,538)
Gross Proft 161,604 30,337 30,720
Administrative expenses (102,664) (27,454) (24,761)
Operating Proft 58,940 2,883 5,959
Interest receivable and similar
income		 45 - -
Proft after tax 58,985 2,883 5,959
Retained Earnings
At the beginning of the year 25,474 1,674 5,126
Proft for the year 58,985 2,883 5,959
Distribution - donation to parent
company		 (55,474) (1,674) (5,126)
Retained earnings at the end of
theyear		 28,985 2,883 5,959

The net incoming resources reflected in the Statement of Financial Activities are as follows:

2019/20
£ £ £
Operating Proft 58,940 2,883 5,959
The aggregate of the assets, liabilities and funds was:
Assets 165,054 9,387 22,018
Liabilities (136,067) (6,502) (16,057)
28,987 2,885 5,961

45

Notes to the Financial Statements (continued) for the year ended 31 March 2021

5. Group Income

5. Group Income
Unrestricted
Funds		 Restricted
Funds		 Total Funds
2020/21		 Unrestricted
Funds		 Restricted
Funds		 Total Funds
2019/20
£ £ £ £ £ £
Donations 3,192 250 3,442 1,300 650 1,950
Grants Receivable by
strategic priority:
Priority 1 - Build capac-
ity and sustainability in
VCSE sector		 190,652 215,604 406,256 154,205 81,736 235,941
Priority 2 - Community
and Voluntary Action		 190,652 496,905 687,557 154,204 382,811 537,015
Priority 3 - Strategic
relationships and part-
nerships		 151,998 403,750 555,748 122,940 515,413 638,353
533,302 1,116,259 1,649,561 431,349 979,960 1,411,309
Trading income by stra-
tegic priority:
Priority 1 - Build capac-
ity and sustainability in
VCSE sector		 68,248 - 68,248 131,604 - 131,604
Priority 2 - Community
and Voluntary Action		 40,320 75 40,395 77,750 - 77,750
Priority 3 - Strategic
relationships and part-
nerships		 24,969 - 24,969 48,148 - 48,148
133,537 75 133,612 257,502 - 257,502
Other Income 5,336 45 5,381 4,888 3,880 8,768

Income from investments was unrestricted in both periods..

46

Notes to the Financial Statements (continued) for the year ended 31 March 2021

6. Total Group Expenditure

2020/21 Staf
costs		 Other
costs		 Depreciation Support
costs		 Total
2020/21
£ £ £ £ £
Costs of raising
funds:		 100,764 117,866 1,800 66,427 286,857
Charitable activ-
ities:
Priority 1 - Build capacity
and sustainability in VCSE
sector		 166,029 130,554 - 93,909 390,492
Priority 2 - Community
and Voluntary Action		 393,955 74,408 - 144,070 612,433
Priority 3 - Strategic
relationships and partner-
ships		 134,778 332,631 - 114,930 582,339
694,762 537,593 - 352,909 1,585,264
Total resources
expended		 795,526 655,459 1,800 419,336 1,872,121
Support costs 305,540 90,096 23,700 (419,336) -
1,101,066 745,555 25,500 - 1,872,121

In the current and previous period all costs of raising funds was unrestricted. In the current period £955,706 of charitable activities costs was restricted (2020: £1,022,182). The remainder was unrestricted. The breakdown of support costs and how these were allocated between governance and other support costs is shown in the table below.

Governance Other support Total allocated Allocation basis
£ £ £
Staf costs 19,110 286,430 305,540 Staf time
Other costs 16,946 73,150 90,096 Direct use
Depreciation - 23,700 23,700 Direct use
36,056 383,279 419,336

Support costs have been allocated to priorities on the basis of income received.

47

Notes to the Financial Statements (continued) for the year ended 31 March 2021

6. Total Group Expenditure (continued)

2019/20 Staf costs Other
costs		 Deprecia-
tion		 Support
costs		 Total 2019/20
£ £ £ £ £
Costs of raising
funds:		 113,416 156,623 1,800 80,276 352,115
Charitable
activities:
Priority 1 - Build capac-
ity and sustainability in
VCSE sector		 158,479 166,336 - 83,929 408,744
Priority 2 - Community
and Voluntary Action		 376,040 94,802 - 140,382 611,224
Priority 3 - Strategic
relationships and part-
nerships		 128,649 423,799 - 157,482 709,930
663,168 684,937 - 381,793 1,729,898
Total resources
expended		 776,584 841,560 1,800 462,069 2,082,013
Support costs 331,829 107,115 23,125 (462,069) -
1,108,413 948,675 24,925 (0) 2,082,013

The breakdown of support costs and how these were allocated between governance and other support costs is shown in the table below.

Governance Other support Total allocated Allocation basis
£ £ £
Staf costs 18,889 312,940 331,829 Staf time
Other costs 9,650 97,465 107,115 Direct use
Depreciation - 23,125 23,125 Direct use
28,539 433,530 462,069

48

Notes to the Financial Statements (continued) for the year ended 31 March 2021

7. Staff costs

7. Staf costs
2020/21 2019/20
No. No.
The average monthly number of employees during the period
was:
Administration 6 7
Field Ofcers and Infrastructure Services 41 45
47 52
£ £
Wages and salaries 986,856 994,514
Social security costs 76,656 75,124
Pension costs 37,554 34,971
1,101,066 1,104,609
Agency staf costs - -
Other staf related costs - 3,804
1,101,066 1,108,413

Other Staff related costs include redundancy payments of £nil (2020:£3,804).

All amounts were paid in the period and are recognised on the basis set out in accounting policy 1(f).

No. of employees whose total emoluments (excluding employer pension costs) for the reporting period to fall within each band of £10,000, from £60,000 upwards.

2020/21 2019/20
No. No.
£60,001 - £70,000 1 1

No trustee received any remuneration in the current or previous year.

During the year ended 31 March 2021, no out of pocket travel expenses were paid to any trustee (2020: nil).

The key management personnel in the year received a total remuneration of £168,327 (2020: £165,151).

49

Notes to the Financial Statements (continued) for the year ended 31 March 2021

8. Net Incoming Resources

Total Total
Net incoming resources are stated after charging: 2020/21 2019/20
£ £
Depreciation of owned tangible fxed assets 23,700 23,125
Amortisation on owned intangible fxed assets 1,800 1,800
Remuneration of the company's auditors (inclusive of
irrecoverable VAT)
- audit of charity 9,486 9,300
- audit of one subsidiary 5,020 4,920
- non-audit services 2,440 4,130

9. Taxation

No liability to corporation tax arises on the results reflected in these financial statements. The element relating to the charity qualifies for relief from corporation tax under the Income and Corporation Taxes Act 2010, Sections 466 to 493.

10. Tangible fixed assets for the group and charity

Ofce equipment Fixtures &
fttings		 Freehold property Total
£ £ £ £
Cost
As at 1 April 2020 154,989 117,471 1,171,730 1,444,190
Additions - - - -
Disposals - - - -
As at 31 March 2021 154,989 117,471 1,171,730 1,444,190
Depreciation
As at 1 April 2020 154,989 84,640 183,482 423,111
Charge for theyear - 7,831 15,869 23,700
On disposals - - - -
As at 31 March 2021 154,989 92,471 199,351 446,811
Net book value
As at 31 March 2021 - 25,000 972,379 997,379
As at 31 March 2020 - 32,831 988,248 1,021,079

Included in freehold property is land of £450,000 (2020: £450,000) that is not depreciated.

50

Notes to the Financial Statements (continued) for the year ended 31 March 2021

11. Intangible fixed assets for the group

Software Application Total
£ £
Cost
As at 1 April 2020 5,400 5,400
Additions - -
Disposals - -
As at 31 March 2021 5,400 5,400
Depreciation
As at 1 April 2020 1,800 1,800
Charge for the year 1,800 1,800
On disposals - -
As at 31 March 2021 3,600 3,600
Net book value
As at 31 March 2021 1,800 1,800
As at 31 March 2020 3,600 3,600

12. Investments in subsidiaries

Total Total
2020/21 2019/20
£ £
Cost
As at 1 April 2020 6 8
Disposal - (2)
As at 31 March 2021 6 6

The charitable company holds 100% of the share capital of: Business Services at CAS Limited IT Services at CAS Limited DBS at CAS Limited

During the year Community Buying at CAS Limited was dissolved. Note 4 sets out details of the subsidiary companies.

51

Notes to the Financial Statements (continued) for the year ended 31 March 2021

13. Other Investments

13. Other Investments
Total Total
2020/21 2019/20
£ £
Cost
As at 1 April 2020 3,000 -
Addition - 3,000
As at 31 March 2021 3,000 3,000

During 2019/20 the charity invested in Cirican LLP.

14. Debtors

Group Charity
2020/21 2019/20 2020/21 2019/20
£ £ £ £
Amounts falling due within one year:
Trade debtors 294,335 155,295 274,607 131,556
Prepayments and accrued income 24,848 22,493 21,231 20,123
Other debtors 5,052 - 5,052 -
Amounts owed by subsidiary undertak-
ings		 - - - 12,471
324,235 177,788 300,890 164,150

52

Notes to the Financial Statements (continued) for the year ended 31 March 2021

15. Creditors: Amounts falling due within one year

Group Charity
2020/21 2019/20 2020/21 2019/20
£ £ £ £
Trade creditors 23,855 26,151 15,710 17,302
Other creditors 139,732 125,398 13,062 11,594
Accruals and deferred income 350,915 70,132 317,175 46,629
Taxation and social security payable 24,277 24,962 24,277 24,962
Amounts owed to subsidiary undertakings - - 22,886 7,535
538,779 246,643 393,108 108,022

Deferred income comprises

Group Charity
£ £
Deferred income at 1 April 2020 44,701 26,538
Amounts released to income earned from charitable activities (44,701) (26,538)
Amounts deferred in the year 322,517 295,238
Deferred income at 31 March 2021 322,517 295,238

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

Group Charity
2020/21 2019/20 2020/21 2019/20
£ £ £ £
Bounce Back Loan 9,756 - - -
9,756 - - -

During March 2021 the DBS at CAS Ltd subsidiary applied for and received a Bounce Back Loan of £10,000. The loan has a 6 year term with a 2.50% per annum interest rate, fixed for the duration of the loan. During the first 12 months the UK Government will pay interest due under this loan to the bank. No repayment of capital is required during the first 12 months of the loan.

53

Notes to the Financial Statements (continued) for the year ended 31 March 2021

17. Financial Commitments

Commitments under operating leases

At 31 March 2021 the group had future minimum lease payments under non-cancellable operating leases as follows:

follows:
2020/21 2019/20
£ £
Property leases
Not later than one year - -
Equipment leases
Not later than one year 16,803 3,236
Later than one year and not later than fve years 54,135 1,336
Total Equipment leases 70,938 4,572

Capital Commitments

At 31 March 2021 the group had capital commitments of £7,980 (2020: £14,820) in respect of a software application and licence contracted but not completed.

18. Pension arrangements

Contributions to the company workplace pension scheme were made in respect of staff. Pension costs are charged to the Statement of Financial Activities when paid. The pension charge for the year amounts to £37,554 (2020: £34,971). Contributions amounting to £5,884 (2020: £5,719) were payable to the scheme at 31 March 2021 and are included within creditors.

54

Notes to the Financial Statements (continued) for the year ended 31 March 2021

19. Restricted Funds - 20/21

19. Restricted Funds - 20/21
Revenue 1 April 2020 Income Expendi-
ture		 Transfers 31 March 2021
£ £ £ £ £
Funding 4 Sufolk - Sufolk County and
District Councils		 - 7,650 (7,650) -
Prohelp 5,870 - (937) 4,933
Big Lottery Fund - Prohelp 2,432 20,429 (17,352) 5,509
Social Investment - Barrow Cadbury Trust 8,928 15,000 (17,627) (6,301) -
Social Investment -Sufolk County Council 1,592 - - 1,592
New Anglia Social Investment Partnership - 18,957 (15,371) 6,301 9,887
Power2Change - Community Business 34 2,334 (2,368) -
Food Bank support work - Sufolk County
Council		 - 118,583 (88,783) 29,800
Community Restart -Sufolk County
Council		 - 13,846 - 13,846
VCSE recovery and support - Sufolk
CountyCouncil		 - 18,805 (8,543) 10,262
Youth Work Training - Sufolk County
Council		 34,445 - (3,782) 30,663
Priority 1 - Build capacity and sus-
tainability in VCSE sector		 53,301 215,604 (162,413) - 106,492
This Community Can - Sport England 35,010 7,500 (38,371) 4,139
Felixstowe Timebank - East Sufolk Council 2,730 - (2,730) -
Volunteer Passport - East Sufolk Council 8,117 75 (5,308) 2,884
CALM Cuppa - East Sufolk Council 4,613 - (4,613) -
Volunteering campaign - East Sufolk
Council		 - 5,852 (1,454) 4,398
Covid support Buddies - Sufolk County
Council		 - 140,000 (13,352) 126,648
ABCD E-learning - Sufolk County and
District Councils		 - 4,650 1,350 6,000
Sufolk Good Neighbours Scheme - Big
LotteryFund		 29,269 48,432 (48,678) 29,023
Sufolk Good Neighbours Scheme - Covid
extension - BigLotteryFund		 - 60,000 (60,000) -
Lowestoft Community Capacity - Big
LotteryFund		 60,460 129,625 (109,425) 80,660
Local Conversations - People's Health
Trust		 45,243 100,519 (103,073) 42,689
Young Leadership - Legacy Funds 10,917 622 (10,254) 1,285
Priority 2 - Community and Voluntary
Action		 196,359 497,275 (395,908) 55
297,726

Notes to the Financial Statements (continued) for the year ended 31 March 2021

Revenue 1 April 2020 Income Expenditure Transfers 31 March
2021
Minding the Gap - Big Lottery
Fund and ESF Building Better
Opportunities		 4,854 377,250 (355,774) 26,330
VCSE Business Support -
SNEE ICS/NHSEI		 40,000 - (12,905) 27,095
VCSE Design Panel - SNEE
ICS		 - 2,000 (2,000) -
Rural Proofng - East Sufolk
Council		 - 15,000 (1,248) 13,752
VCS Emergencies Partner-
ship- NAVCA		 - 9,500 (9,500) -
Sufolk Information Partner-
ship- Sufolk CountyCouncil		 3,408 - (42) 3,366
Awards Funds - various
sponsors		 680 - - 680
Priority 3 - Strategic
relationships and part-
**nerships **		 48,942 403,750 (381,469) - 71,223
Revenue 298,602 1,116,629 (939,790) - 475,441
Brightspace 409,297 - (15,130) - 394,167
Kirkley Centre 78,853 - (786) - 78,067
-
Capital (expenditure split
equally to 3priorities)		 488,150 - (15,916) - 472,234
Total 786,752 1,116,629 (955,706) - 947,675

The restricted capital funds represent freehold property acquired with the assistance of restricted funding.

56

Notes to the Financial Statements (continued) for the year ended 31 March 2021

19. Restricted Funds - 19/20

19. Restricted Funds - 19/20
Revenue 1 April
2019		 Income Expendi-
ture		 Transfers 31 March 2020
£ £ £ £ £
One Sufolk - Sufolk County Council 7,250 - - (7,250) -
Funding 4 Sufolk - Sufolk County and
District Councils		 - 8,580 (8,580) -
Prohelp 10,531 7,000 (11,661) 5,870
Big Lottery Fund - Prohelp - 9,815 (7,383) 2,432
Social Investment - Barrow Cadbury
Trust		 4,956 30,000 (26,028) 8,928
Social Investment -Sufolk County
Council		 1,735 4,500 (4,643) 1,592
Power2Change - Community Business - 7,668 (7,634) 34
Youth Work Training - Sufolk County
Council		 34,933 14,173 (14,661) 34,445
Priority 1 - Build capacity and sus-
tainability in VCSE sector		 59,405 81,736 (80,590) (7,250) 53,301
This Community Can - Sport England 30,883 44,011 (39,884) 35,010
Felixstowe Timebank - East Sufolk
Council		 3,863 8,572 (9,705) 2,730
Volunteer Passport - East Sufolk
Council		 15,944 - (7,827) 8,117
Sufolk Action Week - 2,000 (2,000) -
CALM Cuppa - East Sufolk Council - 5,004 (391) 4,613
Sufolk Good Neighbours Scheme - Big
LotteryFund		 30,020 48,485 (49,236) 29,269
Lowestoft Community Capacity - Big
LotteryFund		 32,651 127,542 (99,733) 60,460
Local Conversations - People's Health
Trust		 85,574 120,451 (160,782) 45,243
Young Leadership - Legacy Funds 25,354 - (14,437) 10,917
Sufolk Community Foundation - De-
mentia FriendlyCommunities Fund		 2,167 - (2,167) -
Sufolk Community Foundation - #iwill
Fund		 1,496 - (1,496) -
Big Local Trust North Ipswich 11,295 25,366 (36,661) -
Priority 2 - Community and Volun-
tary Action		 239,247 381,431 (424,319) - 196,359

57

Notes to the Financial Statements (continued) for the year ended 31 March 2021

19. Restricted Funds - 19/20

Revenue 1 April
2019		 Income Expenditure Transfers 31 March 2020
Macmillan Cancer Support -
Research Project		 - 5,000 (5,000) -
Minding the Gap - Big Lottery
Fund and ESF Building Better
Opportunities		 23,646 460,413 (479,205) 4,854
VCSE Business Support -
SNEE ICS/NHSEI		 - 40,000 - 40,000
Transition Triangle 274 - (274) -
Sufolk Community Foundation -
Cultural Education Partnership		 - 15,000 (15,000) -
Sufolk Information Partnership -
Sufolk CountyCouncil		 3,184 260 (36) 3,408
Awards Funds - various spon-
sors		 704 650 (674) 680
Our Place - Sufolk County
Council		 1,168 - (1,168) -
Priority 3 - Strategic rela-
**tionships andpartnerships **		 28,976 521,323 (501,357) - 48,942
Revenue 327,628 984,490 (1,006,266) (7,250) 298,602
Brightspace 424,427 - (15,130) - 409,297
Kirkley Centre 79,639 - (786) - 78,853
-
Capital (expenditure split
equally to 3priorities)		 504,066 - (15,916) - 488,150
Total 831,694 984,490 (1,022,182) (7,250) 786,752

The restricted capital funds represent freehold property acquired with the assistance of restricted funding.

A transfer of £7,250 was made from restricted funds to unrestricted funds in relation to the One Suffolk Project which no longer has restricted funding.

19. Restricted Funds (continued)

The restricted funds detailed on the preceding pages are to be applied for the specific purposes agreed with the respective funders or donors. The restricted revenue funds cover the three main areas of the charity’s focus: Priority 1 - Build capacity and sustainability in VCSE Sector, Priority 2 - Community and Voluntary Action, Priority 3 - Strategic relationships and partnerships. Further details of these activities are included in the Trustees’ report.

58

Notes to the Financial Statements (continued) for the year ended 31 March 2021

20. Analysis of net assets between funds

2020/21 2020/21 2020/21
Unrestricted Restricted Total
£ £ £
Group
Tangible fxed assets 525,145 472,234 997,379
Intangible fxed assets 1,800 - 1,800
Investments 3,000 - 3,000
Loan (9,756) - (9,756)
Net current assets 828,497 475,441 1,303,938
Total 1,348,686 947,675 2,296,361
Charity
Tangible fxed assets 525,145 472,234 997,379
Investments 3,006 - 3,006
Net current assets 726,192 475,441 1,201,633
Total 1,254,343 947,675 2,202,018
2019/20 2019/20 2019/20
Unrestricted Restricted Total
£ £ £
Group
Tangible fxed assets 532,929 488,150 1,021,079
Intangible fxed assets 3,600 - 3,600
Investments 3,000 - 3,000
Net current assets 712,469 298,602 1,011,071
Total 1,251,998 786,752 2,038,750
Charity
Tangible fxed assets 532,929 488,150 1,021,079
Investments 3,006 - 3,006
Net current assets 678,240 298,602 976,842
Total 1,214,175 786,752 2,000,927

59

Notes to the Financial Statements (continued) for the year ended 31 March 2021

21. Analysis of changes in net debt

At 1 April
2020		 Cash fows Other non-cash
changes		 At 31 March 2021
£ £ £ £
Cash and cash equivalents
Cash 277,044 (15,158) 261,886
Overdrafts - - - -
Cash equivalents 802,882 453,714 1,256,596
1,079,926 438,556 - 1,518,482
Borrowings
Debt due wthin one year - - - -
Debt due after one year - (9,756) - (9,756)
- (9,756) - (9,756)
Total 1,079,926 428,800 - 1,508,726

22. Related party transactions

In 2020/21 the following transactions took place between the charity and its wholly owned subsidiary companies:

2020/21 2019/20
£ £
Donations to Charity 32,828 62,274
Cost recharges & fees from the charity to subsidi-
arycompanies		 26,119 15,074

The amounts owed to/from the charity by/to the subsidiary companies at 31st March were:

2020/21 2019/20
£ £
Business Services @ CAS Limited (5,642) (7,535)
IT Services at CAS Limited (17,237) 2,742
DBS at CAS Limited (7) 9,729

60

Notes to the Financial Statements (continued) for the year ended 31 March 2021

23. Government grants

Income from government grants comprises:

2020/21 2019/20
£ £
Grants supporting general charitable
activities		 530,802 429,986
Grants supporting specifc activities 165,358 40,556
Included within the above are
Covidgrants as follows:
Job Retention Scheme grants 18,121 -
Retail, Hospitality and Leisure grants 41,057 -
Additional Restrictions grants 22,760 -
81,938 -

24. Non audit services

Our auditors, Larking Gowen, provided non-audit services in April and May 2021, assisting with an update to IT systems. This consisted of liaising with a subcontractor and checking the work of the subcontractor.

61

Clear Legal Advice

Not for Prof For expert legal advice, contact Birketts' Charities and it Team

Liz Brownsell Partner, Head of Charities 01473 406383 liz-brownsell@birketts.co.uk

birketts.co. uk/ charities

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