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2020-12-31-accounts

MONTY’S COMMUNITY HUB 59 Montague Avenue, Southampton, SO19 0QB | www.montys.org.uk — Registered Charity No. 1155649 —

ANNUAL REPORT — 2020 —

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MONTY’S | WHO WE ARE

Monty’s Community Hub is a grassroots ‘community development’ charity, based at the heart of our neighbourhood on the edge of Southampton. Our vision is “to enable the personal, social and spiritual growth of local residents; in partnership with the local community; so we can all enjoy fullness of life within a flourishing neighbourhood.” With the support of our wonderful trustees and part-time staff, our volunteers organise numerous groups and activities that are developed in response to needs and opportunities in our local community.

Based in a shop unit within a parade at the heart of our estate, Monty’s started life when statutory funding for the local youth centre was withdrawn in 2013. This loss hit particularly hard locally, as our neighbourhood is an area of significant deprivation; according to the Office for National Statistics we are within the 15% most deprived areas in the UK (including an area in the lowest 7% for health and employment, the lowest 3% for education and income, and the lowest 1% for crime). Located on the edge of the city, our neighbourhood is isolated from adjoining areas, yet has little community provision of its own; there are few play facilities or community spaces, the local church closed down at the turn of the century, and in 2013 our youth centre faced imminent closure following cuts to statutory services. In response to this closure, a group of volunteers from the local church and community felt so strongly about this loss that—with the support of local churches, schools and the city council—they took on responsibility for the centre. We reimagined the old Montague Avenue youth centre as a ‘community hub’ open to people of all ages, and registered as a Charitable Incorporated Organisation in 2014 under the name ‘Monty’s Community Hub’.

These days Monty’s is a thriving hub at the heart of our community – drawing together people of all different social, religious and ethnic backgrounds, and many with complex social and additional educational needs, to seek transformation in our community. Supported by our committed trustees, the day-to-day running of Monty’s is overseen by our two part-time Managers and a team of around 40 volunteers from the local community. Monty’s is an inclusive hub open to the whole community; regularly welcoming hundreds of different people into our groups, activities and events. Through it all, we aim to help local residents come together to recognise and respond to their own needs and aspirations, and to take positive action to bring about transformation in our community.

Our Board of Trustees are committed to the effective management of the charity, including the ongoing maintenance and implementation of Safeguarding, Equality, Health & Safety, Financial and other appropriate policies. Meeting at least quarterly, our board of trustees includes:

Our values are an expression of what we believe, and underpin everything we do. Inspired by Jesus, we are committed to being: COMMUNITY-ROOTED (based in our community, encouraging positive involvement within the community, and contributing to good relationships in all we do); OPEN & INCLUSIVE (actively promoting equality of opportunity, challenging discrimination, and celebrating diversity); COMPASSIONATE & OPEN TO GOD (being open and honest in all our relationships, caring and loving as Jesus did and still does today); GENEROUS & LIFE-AFFIRMING (equipping and enabling people to live fulfilling lives, recognising and developing their own potential).

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MONTY’S | WHAT WE DID IN 2020

The trustees are pleased to report that during this strange year, the year of the coronavirus pandemic, Monty’s managed to adapt and thrive. Naturally, the lockdown was a time of huge difficulty and uncertainty for many in our community, especially for those who already suffer many struggles and inequalities. However, this was also a year when we saw so many people come together to support vulnerable families, isolated individuals, and others in our community.

At the beginning of the year, our work continued as expected, although with a fresh focus on our young leader training and team-building events; extra exciting as we had secured funding to provide new adventures and experiences. Then in March, the first lockdown was announced, and we organised an online consultation with dozens of volunteers and participants, in order to reimagine what we do together in order to best support our community. We moved some groups online, including youth groups and our community lunch (where we provided precooked meals for collection/delivery, and we met together on Zoom to chat over lunch). We also started a series of online cook-along sessions to help each other try out new recipes, and a series of online events for adults – including pub quizzes, and our volunteer celebration. We also launched several new projects, such as our Community Pantry (collecting surplus food from local shops and businesses, and giving it to our community on a pay-as-you-feel basis) and our Community Library – both of which were located outside at the front of the hub. We also provided craft packs and growing packs, organised art and sunflower-growing competitions, and helped coordinate members of the local community in offering bespoke support to isolated individuals and vulnerable families.

As lockdown measures eased, we reimagined our strategy again; we continued hosting some groups online, and began adapting our facilities to enable safely-distanced indoor sessions, but our main focus was on organising a variety of outdoor activities . We organised a series of openair community lunches and picnics, led walks and bike rides, ran outdoor craft sessions and youth clubs, and so much more. As the year came to an end and local lockdowns began, we moved some groups back online. However, we were pleased that we were able

to celebrate Christmas together; welcoming over 300 people to our safely-distanced Santa Train and Christmas-Lights Bingo event, and delivering homecooked Christmas dinners to sixty individuals.

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Meanwhile, as an essential business, Monty’s Bike Hub was able to stay open throughout the pandemic; helping keyworkers and local families stay on the move by offering free/affordable bicycles and repairs. The Bike Hub flourished during lockdown due to the surging popularity of cycling, leading to a significant growth in income; we saw a massive increase in sales and repairs, while also securing three new contracts (running mobile bike doctor sessions, cycle confidence training, and one-to-one training with young people at risk of exclusion). Although we were forced to close our normal open-access groups, we organised some online training and socials, and were eventually able to run safely-distanced workshop sessions, and organised regular group rides for young people and adults – the adult rides were a new idea for us, and we were pleased with how popular they proved to be. By providing free/affordable bikes, helmets and childseats, and a supportive community of cyclists, we were able to include people who never or rarely cycle in our group rides – many of whom reported improved mental and physical wellbeing as a result. When

later lockdowns prevented continued group rides, we encouraged participants to buddy up, and many people continued to go on weekly rides with their buddies. The Bike Hub team also organised a community consultation around the idea of building a cycle track in a nearby park, resulting in well over 200 (mostly positive) responses. The team are delighted to have secured both funding and planning permission to build a ‘pump track’ on Sullivan Rec next year, in partnership with the council.

This year also saw the first seeds planted for a new gardening-focussed social enterprise. During lockdown it became apparent that many of those lucky enough to have gardens were unable to enjoy them due to them being overgrown or cluttered, so some of our volunteers offered to help clear their gardens, and make small repairs to fences and gates – with people reporting incredible improvements in mental health as a result of improvements to their outdoor environment. Monty’s Building & Gardening Services hopes to continue supporting our community by responding to local needs, creating new volunteering opportunities, improving wellbeing, fostering community connections, and hopefully generating sustainable income.

Meanwhile, we also reimagined our faithfocussed activities – with Monty’s Sunday Lunch Church and most of our other groups moving online, or outdoors wherever possible. We also began a new weekly contemplative prayer group to help with wellbeing and community connection – offering space to breathe deeply and prayerfully reflect at the end of each week.

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Our team had its hands full throughout the year, helping to coordinate each new stage of strategic reimagination and codesign, while also helping our volunteers and participants to stay connected. We recruited and inducted a large number of new volunteers this year, with many who particularly wanted to support the Community Pantry – which needs people to collect surplus food, deliver packages to isolating individuals, or put the pantry out/away each day.

This year also saw several changes to our staff team . Our two coordinators were promoted to Managers, and took on a range of new responsibilities; Anna is now our Community Hub Manager, and Josh is our Bike Hub Manager, although there is significant overlap between the roles. Due to surging demand at the Bike Hub, we increased our Workshop Supervisor’s hours; Andy now works 4 days a week, enabling the Bike Hub to open all day Monday-Thursday. Both our cleaner and our administrator moved on to new roles elsewhere, and thanked us for helping boost their confidence and capacity for taking on bigger roles. We have now outsourced our cleaning to a local company based in our community, and are delighted to welcome Karen as our new Hub Administrator.

We are pleased to report that Monty’s continues to find itself in a healthy financial position , thanks to generated income, increased local giving, and ongoing success with grant funding. As such, we would like to say an enormous THANK YOU to everyone who has supported us financially this year. This includes the Co-op, Cycling UK, the FA Premier League, Ford UK, Hampshire & Isle of Wight Community Foundation, Imagine Foundation, The Listeners, Llanbury Consulting, MyJourney, the National Emergency Trust, the National Lottery, OneStop/Groundworks, People’s Health Trust, Southampton City Council, Southampton FC, Sustrans, the Valentine Charitable Trust, the Veolia Environmental Trust, various anonymous donors, many generous individuals, and all of our bike hub customers. Full details of our financial activity for this year are available in our Annual Accounts.

MONTY’S | LOOKING AHEAD

Naturally, we don’t know what next year will bring – although we’re sure it will include many difficult challenges and exciting opportunities. Over the last year we have connected with a much wider cross-section of our community than normal (particularly through the Community Pantry) although we have perhaps not connected as deeply as usual. So we’re excited that the new year will offer opportunities for us to reconnect/connect more deeply with our community, and to consolidate our growing team of volunteers, staff and trustees. We’re excited about bringing people together from

across our community together to co-design and deliver our post-lockdown strategy – which we anticipate will have a significant focus on issues around physical and mental health, community connections, and personal wellbeing.

We’re also excited about the ongoing development of our social enterprises – the Bike Hub, and our nascent Building & Gardening Service. We’re optimistic that both ventures will continue to grow and flourish, providing exciting opportunities for participants to grow in skills and confidence, while also generating sustainable income for the charity. This will be especially important in the coming season, when grant funding is expected to become harder to access.

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We’re also excited that we will be seeking to recruit for a new Chair of Trustees next year. Our founding Chair is due to move on soon, and we’re excited about the opportunities for a new Chair to breathe new life into the Board of Trustees, as we seek to increase our local representation and overall effectiveness. This will be an exciting role for a passionate and motivated individual, tasked with helping facilitate our ongoing leadership transition.

The coronavirus pandemic has brought into sharp focus just how unknown the future is. However, it always is, and always has been. As a locally-rooted ‘community development’ charity, Monty’s was built on a foundation of helping our members of our community recognise and respond to local needs and opportunities, and to take positive action to bring about transformation in our community. This is what we do. This is who we are. As such, we are confident that we’re wellpositioned to respond to the emerging needs and opportunities of this new season.

This report dated: 24th May 2021

Jon Oliver

Chair of Trustees on behalf of the Trustees

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MONTY’S COMMUNITY HUB

59 Montague Avenue, Southampton, SO19 0QB | www.montys.org.uk — Registered Charity No. 1155649 —

ANNUAL ACCOUNTS

— 2020 —

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Monty's Community Hub Statement of Financial Activities For the period frorn 01 January 2020 to 31 December 2020 Tclal Prksar tcrtal1￿J1I Inc¥xriw reswr(x ffcm 9￿￿81&lfiIThts In￿￿Then11nDJDe In(xxning reSwr￿frryn d￿￿tst￿e￿he5 T¢al￿(￿$ 73075.05 33.87 40.711.52 114.620A4 22164 Z2WAM) .739.r .87 40.711.52 137ABM4 85J957 76J8 22.&54.45 107,)AO C051ofgwotiryfunds C￿￿ta￿￿e a(knib85 2.440. 79,323.39 1202JJJ 910.03 84,696.67 SJ2.25 16.38 2JMM)AMI .696.67 2.25 16.38 resour￿5 used T(alex￿mItLffe B5215.30 67215.30 81875A2 29A05.14 X7864 J269.14 24J)24SB T￿fe[S.. trans￿￿ bemwn ￿rK￿.in (>05S trans￿r6 betr￿8￿ fvrKls.(Krt 31.342.72 12221.(X) 131,342.721 11Z221.(KJI 43ffi3.72 143,ffi3.721 107,593.( I107￿3.{￿) CinsAosses ￿ iTNestrnenlassets ins (n w1uatiOn.fi￿ aSsets.(tharity5(w￿ use 29N0&14 20864 1289.14 64.10927 294.n 61279 93,51U1 41158.73 135,673.14 Page2of5

)nWs Comunity Hub Balance Sheet (Summary) 3111212020 3111212019 FIx8d a880ts Current a888ts Instrerts 71.1￿. 64537.58 135.673.14 41,101.69 44,3tr2.31 85.404.00 CBshA Bank/￿1 In Fknl Uabllltle$ Net current ass8t8 les8 current Ilabllltl88 135.673.14 85.404.00 Total a$￿ts lèss ¢urr•nt Ilabllltlts 135,673.14 85,404.00 Llabllltlès Tolal n•t o$$¢ts le$$ 11obllW•$ 135.673.14 85.404.00 Repr•s•ntet1 by Unr88tr1ctod (￿e$￿.¢￿￿} 17￿.15 10,8e6.28 D8slgnatod ignated. &k8 Flr¥ tÈsig[H￿1. gaff CknsignJ. SttÉtÉd igtknJ.I￿￿ths brall 43.8B9.35 I).￿7.56 2.18825 3.475.37 2B28.51 2,483.K2 25,151. 13,942.r 2,326.25 6,204.7T 3,118.01 2,￿.[M) Rostrl¢td 18.&292J 23￿￿.9) 18,￿￿.23 2,￿.&) ReslnLd. Pules PUtrTnJ5t Resti1d￿l. rrFund Funds of the church 135.673.14 85.404.00 Page3of5

nty's Convnunty Hub Anatysis of Incon￿ and expenditure Selected per￿)d.. 01 January 2020 to 31 D￿en￿er 2020 Totsl Gen•ral OeJlgnat•d R08trktod Endownnt Thls paf Last ￿•r Incomlng resources Inconln9 r••ourc•• from 9•n•r•t•d fund• 33 8.810.C 6997.34 5&C67.71 22ffi4 .741.71 6.W24 8lJ28 3.440.71 In¢omln9 r••our¢•• from o•n•fat•d tund• Tot•l• 1S841.21 $8.067.71 22,864.00 96.772.92 83,345.93 Inco￿n9 ro¥ourco8 from charltablo actlvttlo• Bl%E. Rotail S CLUBS. s E)ts 22.￿1 22.￿lffj2 10&2XI .tsJ 17.￿ 17AS99) 11.CQ4 1rJ.1S lENuE.W￿ Hi 295(KJ Incon￿rt9 r••our¢•• from ¢hi1￿bI• ¢tSvltl• Totl• 180.00 40.551.52 40.711.$2 22,$54A3 Incomlng resources Grand totsls 16,LX)1.21 98.619.23 22ffi4. - 137A84.44 lo7,￿.40 Resourc08 Used Colt of g•noratlng fund• 2.440. Co•t of g•noratlng fund• Tolal• 2.440.00 Ch•rltabkn acllvltl•• 0101.￿￿8￿M8% 0111.&aff&Wuns 0120- ￿￿.1￿1￿&FatIIII68 0125. Qm(CA)&ts 0135. &keHub 1WO. 2.4LX)A8 5243A6 5225395 46J76 7.3r25J 9.03121 3.012 6.74 21.65T.C6 18.(65.92 51.81922 2.rnJ.40 4.643.10 1012ffj8 21.657.f charItab￿ actlvltlo• Totall ,061.49 76,635.18 2,000.00 86,696.67 79,323.39 Governan¢• ¢08t8 0110. IRGarKI (*pan 25 12)ZtYJ Governan￿ Go•t8 Totals 5022S S02.25 1.202.IKI Othor r•8ourco• usod 0140. Chwth 16 16. 0.03 Olhor reaourcea u8ed Tota18 16.38 16.3B 910.03 Resources used (>and totals ,563.74 76.651.56 2,(J)O.00 87215.30 83075A2 Page4of5

Treasurer’s Report

This was another good year financially for Monty’s Community Hub, with income increasing by approximately £30k in comparison to the previous year. The majority of this growth is due to the Bike Hub, through both contract work relating to £7k of the increase, and sales relating to £12k. The remainder of this rise is due to grant income, which increased by approximately £9k, and donations which have more than doubled, increasing by approximately £3k. Although the charity has taken in greater income, expenditure has not risen in line with this (an approximate £30k increase in income, compared to a £3k increase in expenditure), due to more online activities and less trips as a result of the COVID-19 pandemic.

By the end of 2020, Monty’s Community Hub employed four part-time members of staff, which is less than last year due to the decision to outsource cleaning to a local company after our previous cleaner moved on. Total staff costs were approximately £52k and were paid through grants, donations and Bike Hub revenue; these are higher than last year despite the decrease in staff numbers, due to increase in staff hours needed by the Bike Hub during an extremely busy year. Other expenses have remained stable, some decreasing slightly due to a drop in activities such as external trips, with others such as office costs increasing due to the lockdown.

Monty’s main source of income is still predominantly grants, although these constitute a smaller proportion of total income this year (65% in 2020 compared to 75% in 2019) with the growth of Bike Hub income bridging the gap. Monty’s continues to rely on grant and local funding, which is a focus of the trustees and managers, and continues at pace. The growth of the Bike Hub ‘social enterprise’ is helping to support this, and I believe it will continue to grow and contribute to the overall success of the charity.

It is the opinion of the Treasurer that the financial position of the charity will support its current activities.

Report Dated: 04/03/2021

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Amy Hyde Jon Oliver
Treasurer Chair of Trustees
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INDEPENDENT EXAMINER'S REPORT TO THE TRUSfEES OF Mop¥fY's COMMUNrrY HUB I r•port on tho attounts of Ilub forthe year ended 31 Dtctrkn 2020. The charivs trustees are responsible for the preparation of th¢ xcount& The tharitrf5 truste consider that an autht is not required for this year under section 14q21 of the cl￿rItieS Act 2011 {the 2011 Act) and that an irKlependerrt examination is Meded. It is my responsibllityto.. examine the accounts Ur￿•r section 145 of the 2011 Act to bllow the procedures laid do￿1 in ￿neral Directi¢>ns Li￿n by the commlssion under section 14515)(b) of thè 2011 Act to State whether particular matters hwde come to my attention Basls of kndependent ex•mIn￿$ My exarnIrh￿i0n was carried out in accordance with the teneral DirectiOr￿ given by the Charity Cornmission. An examination indudÈs a revlew of tht a¢[￿nting rttords by th• th•rity aTKI comparison of the accounts presented ￿th those r￿)r￿s. It also includes con5iderati<>n of any unusual ttems or disclosures in the accounts. and seeking explanat¢ons frorn you as truste Jncerninganysuch matters. The prwedures undertaken do not provTde all the evidente that would be requirèd in an audit and ￿X￿equentlY no opinion is given as to whether the xcourrts present ue and fair ¥1￿/ and the fer￿ is limited to those matters set out in ￿ next sLitÈrnenL ID connection with rny examination, no matter has came to my attention: 111 whKh 8ive5 me reasonable cause to belleve that ift any material r￿Pert the requirementk" to keep accounting recfflls in acnydanee with settion 130 of the 2011 Att and to prepare accounts which xcord with the actounting records and comply ¥￿th th ccounting requirements of the 2011 Art have not béen met or 121 to whith, in my opinion, attentlon sh¢)uld b8 drawn in order to enable a proper undef5tandins of the accounts to be reathed. Ml(hael Andrew Hurnpmes