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2020-12-31-accounts

REGISTERED COMPANY NUMBER: 08803798 (England and Wales) REGISTERED CHARITY NUMBER: 1156851

Report of the Trustees and Unaudited Financial Statements for the Year Ended 31 December 2020 for Herefordshire Vennture

Thorne Widgery Accountancy Ltd Chartered Accountants

2 Wyevale Business Park Kings Acre Hereford Herefordshire HR4 7BS

Herefordshire Vennture

Contents of the Financial Statements for the Year Ended 31 December 2020

Page
Chair's Report 1 to 2
Report of the Trustees 3 to 21
Independent Examiner's Report 22
Statement of Financial Activities 23
Balance Sheet 24 to 25
Notes to the Financial Statements 26 to 35
Detailed Statement of Financial Activities 36 to 37

Herefordshire Vennture

Chair's Report for the Year Ended 31 December 2020

2020 proved the relevance of our relational approach to a crisis. It tested and proved our individual, team and organisational resilience.

The first lockdown devastated Herefordshire's community and voluntary sector. More than 80% of organisations in the sector closed their doors and two thirds of those employed in the sector were furloughed[1] many struggled to reopen post lockdown. Vennture's response was different. Our team persevered - determined to stay available to the vulnerable people, who Vennture support.

Our leadership team learned quickly how to manage Covid-19 risks; the local public health team gave us valuable support. The team devised dynamic risk assessments of people and places to navigate ever-changing Government guidelines. Disciplined drills underpinned our Vennture team's Covid-19 'Be Safe and Feel Safe' plan. Our approach to Covid-19 was shared through Talk Communities to help other local charities. The Covid-19 journey was not easy - yet our team responded well to the crisis and led with great agility.

Sadly, Covid-19 cut our volunteer hours by a third over the year and this reshaped our relational approach:

Our Covid-19 efforts won Vennture further national recognition. We submitted evidence to the House of Lords' Inquiry into the impact of Covid-19 and our CEO, Robert Thomas, was awarded an MBE for his services to the voluntary sector in The Queen's Birthday Honours. He is clear this was recognition for the extraordinary exploits of the whole Vennture team. Our team's courageous perseverance also impacted Vennture's financial performance - attracting Covid-19 funding and additional local support.

The numbers speak volumes - especially as we recall they have been delivered in the Covid-19 crisis:

Going forward, our 10 financial priorities remain unchanged:

  1. Robust monthly cashflow forecasting, monitoring and management.

  2. Ensure funded charitable activities recover overheads fully and also make an appropriate additional management charge wherever funders allow.

  3. Increase the giving base from local individuals.

  4. Nurture donations from high net-worth individuals.

  5. Create local business sponsorships.

  6. Secure relationships with trusts willing to make regular grants to core costs.

  7. Acquire assets that can generate income, eg accommodation.

  8. Explore merging with local charities with strong balance sheets.

  9. Develop social enterprise propositions to generate unrestricted income.

  10. Sell our leadership's time.

[1] According to a post lockdown survey by HVOSS (Herefordshire Voluntary Organisation Support Service)

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Herefordshire Vennture

Chair's Report for the Year Ended 31 December 2020

We hope that efforts expended in 2020, supported by the Garfield Weston Foundation, Eveson Trust and the National Lottery, will begin to bear fruit in 2021 as we seek to acquire assets to increase our local impact.

As trustees, we thank God for His sustaining help through a dark Covid-19 2020 - a year of hurt, grief and trauma. It feels glib to say Covid-19 changed the world when so many faced pains beyond words, suffering multiple hurts, multiple griefs and multiple traumas. I think on reflection that in Vennture we learned to know Jesus in 'the fellowship of His sufferings' though we are not yet 'conformed to His death’.[2]

For many in Vennture 'Loving People Better' took on new meanings:

As trustees, we must recognise the extraordinary Faith, Love and Endeavour shown by our employees and volunteers. Our leadership team worked many hours beyond their contracted hours; the whole Vennture team learned new ways to support families and individuals; many volunteers had to be re-tasked according to their Covid-19 risk while many furloughed people keen to help in Covid-19 joined us volunteering in Loving People Better.

To end on a positive: the Covid-19 crisis created a long-needed imperative for change. It prompted forward-thinking leaders in public agencies to embrace new approaches through the Talk Communities and BRAVE[4] initiatives - both harnessing latent community resources. We have long advocated this radically different collaboration; we hope it is embraced further in the coming year so leadership is shared more and resources are pooled better, for the common good across Herefordshire.

Sam Pratley - Chair of Trustees

2 Paul’s New Testament letter to the Philippians, chapter 3 verse 10 3 Building Better Opportunities

4 Building Resilience Against Endemic Vulnerabilities

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

The trustees present their report with the financial statements of the charity for the financial year ended 31 December 2020. The financial statements have been prepared in accordance with the accounting policies set out in the notes to the accounts and comply with the charity’s governing document, the Charities Act 2011, the Companies Act 2006 and the Statement of Recommended Practice (SORP) ‘Accounting and Reporting by Charities’.

REFERENCE AND ADMINISTRATIVE DETAILS Registered Company number 08803798 (England and Wales)

Registered Charity number 1156851

Registered office

Venn Legacy Centre 45 Venns Lane Hereford Herefordshire HR1 1DT

Trustees
Lady J Lisvane Director
D Morris Director - resigned 18.5.20
M Newton Director - resigned 20.1.20
P J Nugent Director
S R Pratley Director
A Morgan Director - appointed 20.1.20
A Butterfill Director - appointed 20.7.20
N Jones-Clark Director - appointed 16.3.20
S J D Tarlton Director - appointed 16.3.20
- resigned 15.3.21
D Hider Director - appointed 15.3.21

Independent examiner

Thorne Widgery Accountancy Ltd Chartered Accountants 2 Wyevale Business Park Kings Acre Hereford Herefordshire HR4 7BS

Solicitors

Coulson Read Lewis St Peter’s Chambers 14a St Peter’s Street Hereford HR1 2AE

Anthony Collins Solicitors 134 Edmund St, Birmingham B3 2ES

Bankers

CAF Bank Ltd 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

The charity is registered under number 1156851, and is governed by its Articles of Association dated 5 December 2013 as amended 29 April 2014. The charity also has an Instrument of Government outlining areas of accountability and responsibility, which is reviewed annually.

Induction and training of new Trustees - The Trustees are committed to following best practice as defined by the Charity Commission.

Organisational Structure

The employed management team conduct day to day operations and provide progress reports to the meetings of trustees. The trustees receive and review reports and are responsible for agreeing and authorising all projects undertaken and the creation of new roles.

The trustees meet every other month. They receive papers 10 days in advance. All meetings are fully minuted and decisions logged. Trustees receive budget proposals in November for the following year. Trustees sign-off independently examined accounts for the previous year in March, prior to lodging with the Charity Commission. Trustees are allocated according to their skill set to support each area of the charity's operation:

Chair Finance Safeguarding and Safe working HR Buildings and Assets Home Presence Street Presence Homeless

Each trustee maintains an on-going conversation with their relevant programme lead - meeting on a regular basis.

Risk management

The trustees have established a risk policy and have considered the major risks to which the charity is exposed and continue to review those risks. A risk register is maintained and updated prior to each trustee meeting.

The trustees seek to manage financial risk by ensuring sufficient liquidity is available to meet foreseeable needs and to invest cash assets safely. A primary financial risk arises in connection with employment law, and the charity will set aside reserves to cover its potential statutory liabilities as they arise.

Safeguarding and Safe working risks are managed through two designated safeguarding leads (DSL) - one for adults, one for children. Each DSL is paired with their own trustee whom they meet on a regular basis and maintain an on-going dialogue.

A log of operational policies is maintained, and policies reviewed and updated on a regular cycle. All employees are required to evidence that they have read and understood policies - including updates.

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

OBJECTIVES AND ACTIVITIES

In accordance with the Christian principles set out in Vennture’s statement of beliefs to serve the public benefit by:

Our mission is to ‘Love people better’ and their vision is about ‘People helping People’:

Our focus is on making an impact by:

Our vision is to own new local models of welfare provision by training hundreds of ordinary people, working through social enterprise hubs rooted in our city and rural market towns. This will mean growing turnover and assets and developing nationally replicable franchise models for social impact.

Our core values are derived from the life and work of our founders - John and Emelia Venn. They govern how we do things:

Love

Endeavour

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Herefordshire Vennture

Report of the Trustees

for the Year Ended 31 December 2020

Faith

While we are rooted in Hereford's solid Christian heritage, Vennture is not and never will be a church. Vennture serves as a vehicle for churches and communities, who share its values, to serve others by bringing meaning to the Power of Jesus' Love through practical action.

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

ACHIEVEMENT AND PERFORMANCE Charitable activities Trustee Progress against 2020 Objectives

1. Lead significant, substantive, sustainable initiatives and evidencing impact

2. Exercise influence and promoting systems thinking in local issues

3. Innovate by listening and growing local leaders

4. Redefining volunteering - equipping people appropriate to the task

5 Empowering Communities Inclusion & Neighbourhood Management System

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

2020 Impact Summary

----- Start of picture text -----
Area Initiative Volunteers Beneficiaries
Direct Indirect
- Helped with - Others who
specific benefit
Number Hours Value support
Home Families First 22 270 £ 13,500 82 196
Presence Prevent Family Mentoring 23 30
Youth - £ - 15
Individuals - £ - 63
Street Ambassadors 9 1,440 £ 36,000 480 550
Presence Covid Ambassadors 36 672 £ 16,800 644 9,812
Street Pastors 24 126 £ 3,150 114 80
Lean on Me 52 18 £ 450 0 0
Response Triage - £ - 38
Presence Lifeline response - £ - 12
Phone buddies 6 420 £ 10,500 18
Street Link Workers 1 525 £ 13,125 36
Covid Housed Homeless 2 120 £ 1,800 85
Vennture Projects 5 460 £ 23,412
Covid virtual office 3 720 £ 18,000 45
Covid Project 1 240 £ 3,600
Trustees 9 554 £ 27,675
Total across all initiatives 161 5,565 £ 168,012 1,655 10,668
2019 Comparison 162 10,112 £ 236,938 636 3,490
----- End of picture text -----

Covid-19 impact

The impact of Covid-19 is clear from the year-on-year comparison at the bottom of the table; the proportion of Covid-19 related activity within the table shows how Covid-19 reshaped our overall delivery.

Home Presence - Through lockdown we maintained contact with those we were mentoring - often holding them to prevent them going downhill. Limited face-to-face contact restricted our influence - especially being unable to deploy volunteer mentors.

Street Presence - Through lockdown our activity was skewed from the night time to the daytime. Restrictions have essentially closed down the Night Time Economy.

Response Presence - Covid-19 has seeded this whole new area and enabled us to develop different approaches to building a web of care under BRAVE for the 5,000 vulnerable people falling outside statutory provision.

It is important to explain our response to Covid-19 as it shaped so much of our impact through 2020 .

Response to Covid-19

When lockdown was announced, many other local charities shut down and furloughed workers. Along with a few others, Vennture was different.

  1. Prior to the first lockdown announcement, we implemented continuation plans based on a working assumption that the crisis would last for over 18 months. We decided that we would fail in our responsibility to the vulnerable families, young people and individuals, who we served, if we were to close for any length of time.

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Herefordshire Vennture

Report of the Trustees

for the Year Ended 31 December 2020

  1. As the lockdown was anticipated we recognised that, in our distinctly rural context, the lockdown would amplify the needs of vulnerable groups disproportionately while diminishing the resources to support them. Planning was already in place for the general population, those shielding, and those receiving statutory care. As a charity working with the vulnerable outside of statutory support, we challenged public agencies to create an additional fourth tier of emergency response.

We argued for the creation of a specific response tier to support 10 groups with pre-existing vulnerabilities, who fell outside of statutory needs and were disproportionately dependent on voluntary/charity-based support:

  1. Victims of specific crimes:

  2. a. Circa 50 potential domestic abuse victims.

b. Criminal exploitation - including young people.

  1. 29 rough sleepers and 85 sofa-surfers - housed through Covid-19 interventions.

  2. 600 people with chaotic, managed and recovered drug and alcohol dependencies.

  3. 1,400 troubled families and similar number of individuals with a range of challenging personal needs.

  4. Families who may be neglecting children.

  5. Individuals with learning difficulties and families with children with learning difficulties.

  6. Those with mental health problems.

  7. Those who self-neglect and identify as hoarders.

  8. Regular attenders to A&E and Primary Care.

  9. Prison releases.

Our big idea was BRAVE - to Build Resilience Against Endemic Vulnerabilities

There were two sides to our proposed approach with these hard-to-reach vulnerable groups outside statutory obligations:

  1. Recognise how their pre-existing vulnerabilities amplified their vulnerability to Covid-19.

  2. Recognise how Covid-19 amplified the pre-existing vulnerabilities of these hard-to-reach groups. We then wanted to provide leadership to volunteer responses to address the emerging vulnerabilities.

  3. When the lockdown was announced we created Covid-19 Tier 3 BRAVE group . With the Chair of Adult Safeguarding, working collaboratively with the Police, local NHS, Council and emergency planners, we formed this cross-sector Tier 3 BRAVE group to Build Resilience Against Endemic Vulnerabilities. We recruited a 2nd year medical student at Oxford to focus on all our Covid-19 specific medical challenges, risks and issues.

Vennture designed a process in 2 days - Covid-19 fast time - to:

  1. Recognise the needs, risks and motivations of each vulnerable group.

  2. Lead and accelerate safer recruitment processes to mobilise volunteers to support the vulnerable.

  3. Develop 'skills and drills' to train volunteers to engage effectively with each group.

  4. Support and grow volunteers.

  5. Monitor each interaction and interactions over time.

  6. Evaluate their impact against the overall outcome of Helping People Help Themselves

We developed the process by an initial focus on the 'housed homeless'; we went on to expand it to think through wider groups.

  1. Throughout the lockdown we became immersed in the thick of supporting these vulnerable groups, growing unique insights into how these so called 'hard-to-reach groups' were impacted and the struggles the system has with engaging with them and how the crisis brought this into sharp focus.

BRAVE - shaping the future

The most important aspect of BRAVE was that it proved the value of a fundamentally different approach to cross-sector collaboration, which will be incorporated into Herefordshire Council's Talk Community initiative.

BRAVE work enhanced our ability to collaborate with emergency planners, reshape our approaches, redeploy our volunteers and - as much as possible - maintain our relational support to people on the street and in the home. Through BRAVE, we created a team of Street-based link workers to support people who were rough sleeping, sofa surfing or on the edge of losing their accommodation. This has now been commissioned by Herefordshire Council.

BRAVE work also opened up the new area that we have called 'Lifeline Presence'. Vennture Lifeline is an important development for the 40% of the county's 5,000 vulnerable people who each year fall into crisis prompting a blue light response[6] . Using Covid-19 emergency funding from the Lottery, the Herefordshire Community Foundation and Eveson Trust, we were able to resource a triage process and response.

6 2019 Police data shows 1,900 people were referred into Social Care following a blue light call. Only 300 made the threshold required for a Social Care assessment.

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

2020 Home presence initiatives

Family Mentoring

In 2020 Vennture supported 82 families - 127 adults and 196 children . This work was funded though the Herefordshire Council Family Mentoring contract and additional funding from the Eveson Trust, the EF Bulmer Benevolent Fund, Diocese Social Fund and personal giving.

All families had a combination of multiple needs, many of which are complex or inter-generational.

----- Start of picture text -----
Family needs and issue Percentage of families
helped with this need
2019 2020
Parenting 87% 83%
Difficulties with their children’s health 60% 70% 
Difficulties with the parent’s health 52% 61% 
Children not attending school or at risk of exclusions 37% 40%
Out of work or financial difficulties 60% 43% 
Victim of domestic abuse 32% 36%
Alcohol or substance abuse 10% 11%
Involved in crime or anti-social behaviour 10% 13%
----- End of picture text -----

The pandemic and lockdowns increased the number of families with parents and/or children struggling with mental health. However, another significant increase was in the number of children with autism or suspected autism - 25% of families - and parents with even more significant physical and mental health issues. Surprisingly, the number of families needing support financially or with unemployment decreased from 2019. It is currently not known why this is the case

Length of support

On average in 2020, support to families was for 35 weeks[7] with 30 visits or mentoring calls[8] . We provided in total 491 months of support - an increase of 23% on 2019. This included over 1,000 visits, 600 mentoring calls and over 2,000 phone calls and emails with other professionals.

Children

46% are families with single parents which is lower than previous years.

College children Secondary School Primary School Pre-school
15 55 92 34
8% 28% 47% 17%

Referrals

Referrer No. %of referrals
Primary School 26 32%
Secondary School 24 29%
Health (Health Visitors, CAMHs & GPs 14 17%
Social Workers/Early Help 12 15%
Nursery/Children's Centres 4 5%
Other 2 2%

7 As requested by Hereford Early Help, time is now counted from when the referral was received and includes holiday periods and when link workers are away.

8 Mentoring calls took place where lockdowns prevented visits being undertaken. These were lengthy phone or video calls which listened to the parents and children and continued the one-to-one parenting guidance or other support.

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

More referrals came from schools - 12 secondary schools and 20 primary schools. This shows that the Early Help referral is widely used. It can, however, be difficult for Vennture to maintain a clear presence and identity in so many schools, in many of which we only support one family.

Location

In 2020 we continued to increase our support into Herefordshire market towns - 53% of families are from more rural locations, providing much-needed support and preventing rural exclusion.

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Herefordshire Vennture

Report of the Trustees

for the Year Ended 31 December 2020

Lockdown support

It was vital to support as best we could during lockdown. Lockdown proved a time of increased pressure as parents battled with home-schooling and being separated from friends and family.

Our team provided much needed telephone and video call support. Many families said the calls brightened their day! We gave parents practical tips to help them with the children. Where needed, food parcels were delivered, issues with Universal Credit applications resolved and free school meals or schoolwork sorted.

Vennture also supported four mothers and children who experienced domestic abuse during this time, including helping one to flee from home and make statements to the police.

We were able to extend support to 12 families who would normally have finished their time with Vennture. This was made possible by funding from the Eveson Trust, the EF Bulmer Benevolent Fund, the Diocese Social Fund and individuals' giving.

Additional one-off support during the first lockdown included link workers and volunteers delivering 40 beautiful food parcels from the Rotary Club. The children were thrilled with the Easter eggs, while the parents appreciated seeing someone face-to-face for the first time in some weeks.

In May we recognised that many families were flagging, their limited resources were gone, and the children had become bored. A grant from the EF Bulmer Benevolent Fund and contributions from Tesco, ASDA, two local schools and volunteers enabled us to make up games and craft packs for each of the families. For many families this was a lifeline at the right time.

'I came downstairs and it was just like Christmas again!'

'Thank-you so much. We are now sitting down as a family and playing the games you brought.'

In June we moved on to garden visits, which continued to September, when we resumed home visits. While in the second lockdown we were able to continue visiting on a reduced timetable. As families went into self-isolation, we were able to continue to offer much needed practical support for those who had no one else, as well as the regular phone calls.

Family Feedback

Our goal is to help families help themselves. Typical feedback is summed up in these quotes:

'Vennture has helped me become more independent. They gave practical help and advice. They went above and beyond with the weekly visits and all those emergency visits, supporting me to go places and calling the police when I was afraid.'

Survivor of domestic abuse during lockdown

'My link worker gave me a vision of what I'm actually capable of despite what my life has brought.' Single mum

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Herefordshire Vennture

Report of the Trustees

for the Year Ended 31 December 2020

'I've looked forward to the visits every week. I trust my link worker and having someone to talk to. I didn't feel so lonely.'

Parent of a child with special needs

'You helped me not be so hard on myself. You helped me realise I am a good mum after years of abuse and being told I was awful. I am so much more positive now.' Mother who experienced childhood abuse

'You helped us to learn to recognise the signs earlier of when J is getting overwhelmed emotionally. We learned to 'tag team' and do it together. We have learned new strategies to use.' Father

Voice of the child

'Mum is less cranky and I've been able to cope with people in my family better.' Teenager

'I am hitting out less and less at others.' Boy with autism

'I'm now not scared of the playground and can leave mum at the gate.' Primary aged girl

2020 Vennture Family Prevent

Vennture Family Prevent is a new offering of support from Vennture for Families. It went live in September 2020 and is funded for 3 years by the Big Lottery Community Fund. This grew from listening to both families requesting to be supported for longer, and schools and professionals wanting an easy way to get support for families as needs emerged. Professionals often said that they struggled to have time to complete referral forms for these families as they had to prioritise families where the needs were greater.

The aim is to work with 40-50 families a year for a longer period so that needs do not escalate and that there is sustainability in outcomes.

In the four months since the start of the programme we have received 26 family referrals - 22 of which were suitable for the Prevention agenda[9] .

----- Start of picture text -----
Referrer No. % of referrals
Secondary School 8 31%
Primary School 5 19%
Early Help 4 15%
Level 3 Portal 2 8%
Vennture 1
School Nursing 1
Education Welfare Officer 1
Jesse Norman's Office 1 27%
Self-referral 1
Defence Welfare Services 1
Returning Family 1
----- End of picture text -----

Youth Mentoring

Vennture Prevent continues to be based on the fundamental principle that we 'help families help themselves'. The funding has allowed us to employ two part time youth mentors who will work alongside a young person (aged 10-15) in the family to 'help them find themselves'. Currently they are working directly with nine young people - 4 females and 5 males.

9 Two of the families who had more complex needs are being supported by the Early Help Team and one supported by Children’s Services

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

COVID-19

Covid-19 has been a disruptive factor in the launch of this new offer, as we have not been able to go into as many schools as originally planned. Therefore, the school referrals tend to be from a few schools who know us well. The lockdowns have also affected our ability to visit families in their homes where it is easier to get to know the family and their needs. However, we are encouraged that all families so far still find the support helpful.

Sadly, most youth activities in Herefordshire have been curtailed or suspended. This has meant the youth mentors have not been able to engage the young people they are working with in additional activities. However, importantly in a time of high uncertainty for these individuals, they are still meeting face to face for socially distanced walks, allowing them to talk out their fears and stresses.

Individual mentoring - Building Better Opportunities

Participants

24 participants continued to work with us from the 2019 cohort and they were joined by an *additional 39 individuals signed up in 2020.

Age of Participants
19-29 30s 40s 50s 60s
12 19 18 8 6
19% 30% 29% 12% 10%
Length of Time out of Work (Economically active only)
Under a Year 1-2 Years 2-3 Years 4-5 Years 5-9 Years 10+ years
17 3 5 2 4 2
51% 10% 15% 6% 12% 6%

This shows a shift compared to last year to individuals who have worked more recently - a possible economic consequence of Covid-19 on employment? In 2019, 28% had last worked under a year. Over 80% of individuals that we have supported recently report suffering from poor mental health [43%], have a physical disability [24%] or addictions to drugs or alcohol [32%].

Impact

In 2020 we evidenced 15 positive outcomes, including 8 into work, alongside 2 engaging with training, 2 volunteering and 3 started job searching. Referrals to Vennture BBO have remained buoyant despite the difficulties presented by Covid-19 and the impact on our referral partners, demonstrating there is still a need for this type of support. We have had a total of 96 referrals but not all of these have fully engaged with the BBO programme and some have been signposted to more appropriate support from the Housed Homeless link worker team or have chosen not to engage with the support.

The BBO team worked closely with Vennture's Covid-19 Housed Homeless team to support individuals once their housing situation was stabilised and they could begin to think about work. We have also seen referrals from a wider range of sources this year, in particular from Social Prescribers attached to GP surgeries looking for additional support for individuals recovering from poor mental health and social anxiety.

Due to the reputation and nature of the support that Vennture offers and the benefit of community-based relational support, we continue to attract referrals for some disadvantaged and marginalised people, including referrals from other BBO partners who are unable to support due to the complex needs of the individual.

Periods of lockdown restricted the way we were able to mentor individuals, with a move to remote mentoring for some. For the most vulnerable or where we deem there to be a well-being risk to the individual, we have been able to maintain socially distanced face-to-face support. We have conducted a significant number of outdoor 'Walk & Talk' mentoring sessions and garden visits with individuals. One of our link workers has brought his dog "Blue" to accompany him and this has had a big impact on some individuals in terms of their willingness to meet us and engage.

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

We have seen an increase in the number of individuals suffering from poor mental health and social anxiety that appears to have been made worse due to Covid-19. There has also been a significant impact on individuals' ability to access statutory services and support due to these being delivered remotely or restricted. This is particularly difficult for those needing to access community based mental health support and drug recovery services.

2020 Street Presence

Street Pastors

The last 'proper' patrol before the Covid-19 restrictions came fully into force was 14 March 2020. Patrols began again on 4 June. These changes are reflected in the data.

January and February had similar incidents in 2020 as 2019. It took, on average, 12 minutes longer to deal with the incidents at the start of 2020 as opposed to 2019 (28 minutes in 2020, 16 minutes in 2019).

Reasons for engaging were distributed similarly to preceding years, with slightly more emphasis on 'keeping people safe' and 'changing behaviour' and slightly less on 'supporting the vulnerable' in 2020 comparted with 2019. Though the volunteers did not go out in the night time, those who passed our Covid-19 risk assessments joined our daytime Covid-19 Ambassadors.

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

Ambassadors

Covid-19 transformed the role of Ambassadors. 35 furloughed individuals joined our core team to ensure that we had a calm, reassuring presence available on the streets 7 days a week. These teams encountered 9,812 people out during lockdown and engaged 644 individuals over the 16-week operation; we are unclear of the reasons behind the pattern of engagements. Within the engagements, 157 incidents were dealt with.

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

Whilst not huge in number, these incidents were serious in their nature. Teams responded to 3 people who were suicidal and required an ambulance to be called; another team helped a victim of a serious sexual assault to A&E; many teams encountered people struggling with the consequences of lockdown, for example, a lone carer sat at home caring for his partner who was dying of cancer.

Being there to listen, care and help made a huge difference to these individuals. Street Ambassadors became a 'Crisis Touch Point'. To strengthen our Covid-19 care, our team put together, with the Police, an enquiry form. Emergency funding enabled us to create a Lifeline triage process to follow up these people. This was also made available to the foodbanks and others coming across those in crisis.

Lifeline Presence

Triage

Over its initial 10-week pilot, the Lifeline received 77 enquiries. Needs fell into expected and unexpected issues: Identified issues - expected Identified issues:

Identified issues - expected Identified issues - unexpected
Help and guidance in their crisis Dismissed by others as too hard to help
Struggling with alcohol Prison releases of low-level offenders
Job loss Needing more than professional services
Money management Needing help outside the remit of professionals
Mental health Needing help outside the remit of professionals
Food parcels - Broken appliances
Assistance with benefits - No washing machine
- Outside light not working

Whilst it may be easy to dismiss some of these issues as trivial in the context of the pandemic, the effect of lockdown was to increase anxiety levels to the point that many vulnerable people were overwhelmed with them and no longer could reach out to their normal support networks.

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

Homeless Lifeline

Pre-Covid-19, Lottery funded development work created a blueprint for system change to make rough sleeping and sofa-surfing rare, brief, infrequent and non-recurring in Herefordshire. Covid-19 increased the scale and scope of collaborative activities to realise the vision. It created an imperative for change and injected momentum into delivering the 10 core elements of system-change to make the vision a reality and put people in the lead.

Lockdown support

We played a vital role in the local approach to the Government's 'Everyone in' policy for the homeless. We adopted a strategy of 'overwhelming support' to connect with 85 of those housed. More than half were aged under 45. Housed across 6 sites, all were offered:

1. A phone buddy

A trained volunteer called daily for a chat and 'safe & well' check; volunteers calling people invested over 216 hours over 12 weeks.

2. Someone to take medical history

These medical checks met an immediate public health need: each individual received a Covid-19 briefing and a Covid-19 medical handover card in the event of needing A&E. The detailed medical history was a first step towards moving to 'Holistic Recognition' from 'Narrow Assessment'.

3. Safe & Well visits carried out daily at each location

These regular visits created relationships that led to people agreeing to share their information for their well-being, making sure they were registered with a GP, and in many instances being referred to a link worker.

4. Link Worker support

Through lockdown individuals were referred into our BBO link worker programme.

The impact of this distinctly relational support led to the Council's commissioning a (£92,800) Street-based link worker team to carry on the support post-lockdown. The team was recruited in August and started delivering in September.

o Moved from temporary to permanent housing - 1 o Other changes – 7

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

Jan's story

Jan, a Polish man, moved here in 2014. He worked hard. He started sofa-surfing after he broke up with his wife. He found himself living on the streets when he got in trouble with the Police and spent time in prison. We started working with Jan following a Probation referral in early October. On release from prison, he had been housed at a local pub under Covid-19 rules but had no access to public funds. He had lived on charitable food parcels for several months as he had no money since being sent to prison.

After addressing his pressing need of food, we worked with his GP to help Jan claim benefits, open a bank account, start looking for work, apply for settled status and secure permanent accommodation. Being a consistent constant in his life has helped our link worker to understand Jan's story. Our link worker addressed fundamentals such as proving who he was and where he lived - essentials to accessing benefits, work and accommodation.

Jan now has a place of his own, a steady job that he enjoys, and is looking for his own home.

Janet's story

Janet was referred to Vennture in September. Janet had been living with her disabled friend and they were asked to leave. This forced their move into temporary housing where there were no cooking facilities, fridge or microwave. Our link worker secured food parcels for them and met regularly with them to build a meaningful relationship.

Janet had been waiting to get into detox for years, being told by the local drug and alcohol support services that there were no halfway houses available in the UK, and they had run out of options as she could not get into detox without an agreed 'move on' plan into secondary accommodation.

Our link worker was able to locate and secure the secondary accommodation in Bristol, not too far away from a detox clinic willing to take her. Janet was thrilled with this and our link worker worked through the detail to get a date for the detox to start in December 2020.

Sadly, things are not always straightforward. The December date fell through as Janet became unwell on the day she was due to travel, so the placement was deferred to the New Year, when she was taken there by a Vennture volunteer. Janet was so thankful we could make it possible for her to start her long awaited journey of recovery.

Lockdown insight

Night shelter

In the summer, St Peter's PCC transferred responsibility for the Night Shelter to Vennture. Their Chair joined our board of Trustees. Due to Covid-19 restrictions, the Night Shelter could not continue in its previous state, so our first step was to close it.

In the Autumn, we secured £88,478 of Big Lottery funding via Homeless Link to lead on Winter Provision from 1 December 2020 to 31 March 2021. We developed a plan as an extension to our already established Street link worker team - supporting rough sleepers into safe, secure, warm accommodation with person-centred support. These were elements identified by rough sleepers themselves in the Lottery-funded development work.

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Herefordshire Vennture

Report of the Trustees for the Year Ended 31 December 2020

Our winter provision initiative focused on the 17 most entrenched rough sleepers identified at the Rough Sleeping Count in October 2020. All were offered accommodation and support, together with a further 18 individuals. 29 individuals took up the offer. Our focus on safety and security transformed the group's behaviours and dramatically reduced demand on blue light services.

We have now established a cross-sector, cross-agency support that puts those who are rough sleeping and/or sofa-surfing in the lead. It promotes recognition of each individual, builds collaboration through information-sharing, and shapes the system to help people towards independent living where they have the emotional resilience to self-determine. The approach is shaped by the importance of meaningful relationships, purposeful activity, and having a safe, secure home of your own, to ending destructive lifestyles.

2021 Vennture's core objectives

1. Lead significant, substantive, sustainable initiatives and evidencing impact

3. Innovate by listening and growing local leaders

4. Redefining volunteering - equipping people appropriate to the task

Page 20

Herefordshire Vennture

Report of the Trustees

for the Year Ended 31 December 2020

FINANCIAL REVIEW

Income for the year amounted to £798,022 (2019: £544,380), an increase of 47% on the prior year. Expenditure on Charitable Activities was £527,593 (2019: £442,390) a rise of 29%. The balance of unrestricted funds carried forward is £121,211 (2019: £29,954) whilst the balance of restricted funds is £290,426 (2019: £111,254).

Reserves policy

The trustees are pleased this year to end the year with reserves in line with their stated policy where uncommitted unrestricted funds are covering between a third and a half of committed operating costs in place.

For 2020 this would have required year end reserves between £141,000 and £282,000. The current level of free reserves as at the end of the financial year is £121,211, as well as £290,426 of restricted reserves.

Going concern

The trustees have worked hard to restore and grow unrestricted reserves after the previous year end. This work includes increasing the value of contracts, making series of grant applications, and courting further business sponsorship. The trustees are confident that their efforts will safeguard the continued solvency of the charity and long-term sustainability. Unrestricted funds balance at the year-end £121,211 (2019: £29,954).

Meanwhile, they are continuing to closely monitor cash flow and the balance sheet position, keep a tight control on costs and carefully manage the delivery of their core service contracts.

Approved by order of the board of trustees on 15[th] March 2021 and signed on its behalf by:

S R Pratley - Trustee

Page 21

Independent Examiner's Report to the Trustees of Herefordshire Vennture

I report on the accounts of the company for the year ended 31 December 2020, which are set out on pages twenty three to thirty five.

Responsibilities and basis of report

As the charity's trustees (and also the directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006.

Having satisfied myself that the charity is not subject to audit under company law and is eligible for independant examination, I have examined your charity's accounts as required under section 145 of the Charities Act 2011 ('the Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

My role is to state whether any material matters have come to my attention giving me cause to believe:

  1. that accounting records were not kept as required by section 386 of the Companies Act 2006; or

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

  3. that the accounts do not comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the 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; or

  4. that there is further information needed for a proper understanding of the accounts.

Independent examiner's statement

Since your charity's gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that I am qualified to undertake the examination because I am a registered member of ACCA which is one of the listed bodies.

I have completed my examination and have no concerns in respect of the matters (1) to (4) listed above and, in connection with following the Directions of the Charity Commission I have found no matters that require drawing to your attention.

Lisa Weaver ACCA Thorne Widgery Accountancy Ltd Chartered Accountants 2 Wyevale Business Park Kings Acre Hereford Herefordshire HR4 7BS

Date: 30[th] March 2021

Page 22

Herefordshire Vennture

Statement of Financial Activities for the Year Ended 31 December 2020

31.12.20 31.12.19
Unrestricted Restricted Total funds Total funds
fund funds
Notes £ £ £ £
INCOMING RESOURCES
Incoming resources from generated funds
Voluntary income 2 38,727 11,246 49,973 62,750
Incoming resources from charitable activities 3
Charitable activity 102,514 632,560 735,074 446,828
Other incoming resources 3,243 9,732 12,975 34,802
Total incoming resources 144,484 653,538 798,022 544,380
RESOURCES EXPENDED
Charitable activities
Charitable activity 108,602 418,991 527,593 442,390
NET INCOMING RESOURCES BEFORE TRANSFERS 35,882 234,547 270,429 101,990
Gross transfers between funds 13 55,375 (55,375) - -
Net incoming/(outgoing) resources 91,257 179,172 270,429 101,990
RECONCILIATION OF FUNDS
Total funds brought forward 29,954 111,254 141,208 39,218
TOTAL FUNDS CARRIED FORWARD 121,211 290,426 411,637 141,208

The notes form part of these financial statements

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Herefordshire Vennture

Balance Sheet At 31 December 2020

31.12.20 31.12.19
Notes £ £
FIXED ASSETS
Tangible assets 7 13,773 14,626
CURRENT ASSETS
Debtors 8 13,272 30,343
Cash at bank and in hand 424,563 146,671
437,835 177,014
CREDITORS
Amounts falling due within one year 9 (14,971) (24,791)
NET CURRENT ASSETS 422,864 152,223
TOTAL ASSETS LESS CURRENT LIABILITIES 436,637 166,849
CREDITORS
Amounts falling due after more than one year 10 (25,000) (25,641)
NET ASSETS 411,637 141,208
FUNDS 13
Unrestricted funds 121,213 29,954
Restricted funds 290,424 111,254
TOTAL FUNDS 411,637 141,208

The notes form part of these financial statements

Continued …

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Herefordshire Vennture

Balance Sheet - continued At 31 December 2020

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 December 2020.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 December 2020 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to charitable small companies and with the Financial Reporting Standard for Smaller Entities (effective January 2015).

The financial statements were approved by the Board of Trustees on 15[th] March 2021 and were signed on its behalf by:

S R Pratley -Trustee

The notes form part of these financial statements

Page 25

Herefordshire Vennture

Notes to the Financial Statements for the Year Ended 31 December 2020

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements have been prepared under the historical cost convention, in accordance with the Companies Act 2006, the Financial Reporting Standard 102 and the Statement of recommended Practice, Accounting and Reporting by Charities (FRS102).

The charity is a public benefit entity as defined under FRS102.

The Trustees' report contains further information about uncertainties relating to going concern and specifically refer to the strategy which seeks to mitigate and spread the risks common among growing charities. Nonetheless, these accounts have been prepared on a going concern basis.

Going Concern

Due to the current situation with the COVID19 pandemic, the trustees have considered the basis on which the financial statements have been prepared and feel the going concern basis is appropriate. See the trustees report for further information.

Accounting convention

The financial statements have been prepared under the historical cost convention, and in accordance with the Financial Reporting Standard for Smaller Entities (effective April 2008), the Companies Act 2006 and the requirements of the Statement of Recommended Practice, Accounting and Reporting by Charities.

Incoming resources

All incoming resources are included on the Statement of Financial Activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy.

Income from donations is included as income when these are receivable, except as follows:

i) When donors specify that donations given to the charity must be used in future accounting periods, the income is deferred until those periods;

ii) When donors impose conditions which have to be fulfilled before the charity becomes entitled to use such income, the income is deferred until the pre-conditions have been met.

Income from government and other grants, is recognised when the charitable company 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.

Resources expended

Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Expenditure is recognised in the period in which they were incurred and includes attributable VAT which cannot be recovered.

Charitable activities

Charitable activities comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit and accounts preparation fees and costs linked to the strategic management of the charity.

Page 26

Herefordshire Vennture

Notes to the Financial Statements - continued for the Year Ended 31 December 2020

1. ACCOUNTING POLICIES - continued

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Depreciation is calculated so as to write off the cost of an asset, less its estimated residual value, over the useful economic life of that asset as follows:

Furniture & Equipment 10% per annum straight line Computers 33% per annum straight line

Tangible fixed assets costing more than £2,000 are capitalised and included at cost including any incidental expenses of acquisition.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

2. VOLUNTARY INCOME

31.12.20 31.12.19
£ £
Donations 47,980 55,291
Gift aid 1,993 7,459
49,973 62,750

3. INCOMING RESOURCES FROM CHARITABLE ACTIVITIES

31.12.20 31.12.19
Charitable Total
activity activities
£ £
Grants 733,370 443,041
Training services provided 1,704 3,787
735,074 446,828

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Herefordshire Vennture

Notes to the Financial Statements - continued for the Year Ended 31 December 2020

3. INCOMING RESOURCES FROM CHARITABLE ACTIVITIES - continued

Grants received, included in the above, are as follows:

Grants received, included in the above, are as follows:
31.12.20 31.12.19
£ £
Mr Willats Charity 4,166 -
Garfield Weston Foundation 50,000 30,000
E F Bulmer Benevolent Fund 500 20,000
The Eveson Charitable Trust 35,000 20,000
West Mercia Police & Crime Commissioner 5,752 72,950
Building Better Opportunities 73,865 159,687
Herefordshire Council 147,610 100,000
Hereford Diocese - Social Action Fund - 12,000
Hereford Cathedral 28,404 28,404
Hereford Mind
3,000 -
TNL Community Fund 342,615 -
Herefordshire Community Foundation 14,000 -
Job Centre Plus 3,322 -
Covid Job Retention Scheme 1,134 -
B&Q Foundation 5,000 -
Allchurches Trust 9,000 -
Social Investment Business 10,002 -
733,370 443,041

4. NET INCOMING/(OUTGOING) RESOURCES

Net resources are stated after charging/(crediting):

31.12.20 31.12.19
£ £
Depreciation - owned assets 12,215 11,868
Other pension costs 6,791 4,722
Auditors remuneration 3,600 2,244
Auditors remuneration - other services 495 3,089
Operating lease payments 7,576 1,085

5. TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 December 2020 nor for the year ended 31 December 2019.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 December 2020 nor for the year ended 31 December 2019.

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Herefordshire Vennture

Notes to the Financial Statements - continued for the Year Ended 31 December 2020

6. STAFF COSTS

The aggregate payroll costs were:

The aggregate payroll costs were:
Wages and salaries
Social security costs
Pension contributions		 2020
£
381,001
26,498
6,791
414,290		 2019
£
293,696
16,856
4,722
315,274

No employee received emoluments of more than £60,000.

The average weekly number of employees during the year was 26 (2019: 18). The full time equivalent number of staff was 15.05 (2019: 12.65).

Total key management personnel benefits amounted to £155,847 (2019: £107,918).

7. TANGIBLE FIXED ASSETS

8.

TANGIBLE FIXED ASSETS
Fixtures and Computer
fittings equipment Totals
£ £ £
COST
At 1 January 2020 3,509 37,820 41,329
Additions 1,853 9,509 11,362
At 31 December 2020 5,362 47,329 52,691
DEPRECIATION
At 1 January 2020 567 26,136 26,703
Charge for year 523 11,692 12,215
At 31 December 2020 1,090 37,828 38,918
NET BOOK VALUE
At 31 December 2020 4,272 9,501 13,773
At 31 December 2019 2,942 11,684 14,626
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
31.12.20 31.12.19
£ £
Trade debtors 3,500 14,615
Other debtors 9,772 15,728
13,272 30,343

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Herefordshire Vennture

Notes to the Financial Statements - continued for the Year Ended 31 December 2020

9. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

31.12.20 31.12.19
£ £
Bank loans and overdrafts 161 10,360
Trade creditors 2,196 4,396
Taxation and social security 8,894 5,330
Other creditors 3,720 4,705
14,971 24,791
10. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR
31.12.20 31.12.19
£ £
Bank loans - 641
Other creditors 25,000 25,000
25,000 25,641

The zero interest loan of £25,000 is repayable in full on 31st July 2022. No repayments made in the year. Balance remains at £25,000.

11. OPERATING LEASE COMMITMENTS

The following operating lease payments are committed to be paid within one year:

31.12.20 31.12.19
£ £
Expiring:
Within one year 2,356 917
Between one and five years 2,479 -
4,835 917

12. ANALYSIS OF NET ASSETS BETWEEN FUNDS

31.12.20 31.12.19
Unrestricted Restricted Total funds Total funds
fund funds
£ £ £ £
Fixed assets 9,898 3,875 13,773 14,626
Current assets 107,745 330,090 437,835 177,014
Current liabilities 3,570 (18,541) (14,971) (24,791)
Long term liabilities - (25,000) (25,000) (25,641)
121,213 290,424 411,637 141,208

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Herefordshire Vennture

Notes to the Financial Statements - continued for the Year Ended 31 December 2020

13. MOVEMENT IN FUNDS

Net movement Transfers
At 1.1.20 in funds between funds At 31.12.20
£ £ £ £
Unrestricted funds
General fund 29,954 25,882 55,375 111,211
Raising Future Investment - 10,002 - 10,002
29,954 35,884 55,375 121,213
Restricted funds
Street Pastors - 1,208 (401) 807
Lean on Me 13,996 (5,758) (1,114) 7,124
Family Pastors 39,927 17,552 (19,097) 38,382
Hereford Ambassadors 52 21,094 (6,369) 14,777
Leominster Ambassadors 7,978 (7,693) - 285
Building Better Opportunities 25,855 (7,805) (11,224) 6,826
Youth 23,446 (17,268) - 6,178
COVID-19 Response - 26,070 (8,696) 17,374
PREVENTION4FAMILIES - 106,712 - 106,712
Housed Homeless - 100,433 (8,474) 91,959
111,254 234,545 (55,375) 290,424
TOTAL FUNDS 141,208 270,429 - 411,637
Net movement in funds, included in the above are as follows:
Incoming Resources Movement in
resources expended funds
£ £ £
Unrestricted funds
General fund 134,483 (108,601) 25,882
Raising Future Investment 10,002 - 10,002
144,485 (108,601) 35,884
Restricted funds
Street Pastors 5,377 (4,169) 1,208
Lean on Me 5,527 (11,285) (5,758)
Family Pastors 138,678 (121,126) 17,552
Hereford Ambassadors 51,335 (30,241) 21,094
Leominster Ambassadors - (7,693) (7,693)
Building Better Opportunities 74,182 (81,987) (7,805)
Youth 1 (17,269) (17,268)
COVID-19 Response 91,114 (65,044) 26,070
PREVENTION4FAMILIES 160,536 (53,824) 106,712
Housed Homeless 126,787 (26,354) 100,433
653,537 (418,992) 234,545
TOTAL FUNDS 798,022 (527,593) 270,429

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Herefordshire Vennture

Notes to the Financial Statements - continued for the Year Ended 31 December 2020

13. MOVEMENT IN FUNDS - continued

Comparatives for movement in funds

Comparatives for movement in funds
Net movement Transfers
At 1.1.19 in funds between funds At 31.12.19
£ £ £ £
Unrestricted Funds
General fund 15,456 (33,482) 47,980 29,954
Restricted Funds
Street Pastors - (3,816) 3,816 -
Lean on Me - 23,391 (9,395) 13,996
Family Pastors 17,365 37,116 (14,554) 39,927
Hereford Ambassadors - 7,260 (7,208) 52
Leominster Ambassadors 6,154 4,848 (3,024) 7,978
Building Better Opportunities 243 43,227 (17,615) 25,855
Youth - 23,446 - 23,446
23,762 135,472 (47,980) 111,254
TOTAL FUNDS 39,218 101,990 - 141,208
Comparative net movement in funds, included in the above are as follows:
Incoming Resources Movement in
resources expended funds
£ £ £
Unrestricted funds
General fund 97,513 (130,995) (33,482)
Restricted funds
Street Pastors 8,725 (12,541) (3,816)
Lean on Me 61,504 (38,113) 23,391
Family Pastors 147,183 (110,067) 37,116
Hereford Ambassadors 28,154 (20,894) 7,260
Leominster Ambassadors 14,500 (9,652) 4,848
Building Better Opportunities 161,012 (117,785) 43,227
Youth 25,789 (2,343) 23,446
446,867 (311,395) 135,472
TOTAL FUNDS 544,380 (442,390) 101,990

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Herefordshire Vennture

Notes to the Financial Statements - continued for the Year Ended 31 December 2020

13. MOVEMENT IN FUNDS - continued

A current year 12 months and prior year 12 months combined position is as follows:

Net movement Transfers
At 1.1.19 in funds between funds At 31.12.20
£ £ £ £
Unrestricted funds
General fund 15,456 (7,600) 103,355 111,211
Raising Future Investment - 10,002 - 10,002
Restricted funds
Street Pastors - (2,608) 3,415 807
Lean on Me - 17,633 (10,509) 7,124
Family Pastors 17,365 54,668 (33,651) 38,382
Hereford Ambassadors - 28,354 (13,577) 14,777
Leominster Ambassadors 6,154 (2,845) (3,024) 285
Building Better Opportunities 243 35,422 (28,839) 6,826
Youth - 6,178 - 6,178
COVID-19 Response - 26,070 (8,696) 17,374
PREVENTION4FAMILIES - 106,712 - 106,712
Housed Homeless - 100,433 (8,474) 91,959
23,762 370,017 (103,355) 290,424
TOTAL FUNDS 39,218 372,419 - 411,637
A current year 12 months and prior year 12 months combined net movement in funds, included in the above
are as follows:
Incoming Resources Movement in
resources expended funds
£ £ £
Unrestricted funds
General fund 231,996 (239,596) (7,600)
Raising Future Investment 10,002 - 10,002
Restricted funds
Street Pastors 14,102 (16,710) (2,608)
Lean on Me 67,031 (49,398) 17,633
Family Pastors 285,861 (231,193) 54,668
Hereford Ambassadors 79,489 (51,135) 28,354
Leominster Ambassadors 14,500 (17,345) (2,845)
Building Better Opportunities 235,194 (199,772) 35,422
Youth 25,790 (19,612) 6,178
COVID-19 Response 91,114 (65,044) 26,070
PREVENTION4FAMILIES 160,536 (53,824) 106,712
Housed Homeless 126,787 (26,354) 100,433
1,100,404 (730,387) 370,017
TOTAL FUNDS 1,342,402 (969,983) 372,419

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:

Page 33

Herefordshire Vennture

Notes to the Financial Statements - continued for the Year Ended 31 December 2020

13. MOVEMENT IN FUNDS - continued

Transfers between funds in the year represent the following; Management recharges between unrestricted and restricted funds.

Raising Future Investment (Designated fund)

This fund includes ring fenced unrestricted funds that have been obtained for the purpose of generating future investments in Herefordshire Vennture.

Street Pastors

Street Pastors is an initiative providing trained volunteers from local churches to listen to and help people who are out on the streets on Friday and Saturday nights. Donations and grants were received in the year specifically for this activity.

Family Pastors

Family Pastors is an initiative set up to make a difference to troubled families by providing mentoring support. This programme is commissioned by Herefordshire Council and is supported by charitable trusts; Eveson and E F Bulmer Benevolent Fund both of which made grants towards this project.

People First

People First is an extension of the family mentoring support to troubled individuals and is supported by DHCLG Community Fund grant funding.

Youth

This programme includes a joint initiative/pilot (6 months) funded and supported by the Crime Commissioner and supported by Herefordshire Council and West Mercia Police. It's aim is to 'divert' 10-15 teenagers who are at risk of becoming involved in criminal exploitation.

Lean on Me

Lean on Me is an initiative that has developed specialist training for volunteers to assess the inebriated and supervise their safe recovery. Grants were received in the year specifically to develop this activity.

Vennture Ambassadors (Hereford and Leominster)

This project, sponsored by PCC, Hereford Cathedral and Leominster Town Council, is to improve Hereford City Centre and Leominster Town Centre environment in the Day time economy.

Building Better Opportunities

This programme is jointly funded by the European Social Fund and the Community Fund to tackle the root causes of poverty, promote social inclusion, and drive local jobs and growth. The project helps those furthest away from employment gain the skills and experience they need to get into work. BBO Herefordshire will work with people 19+ years across the county who are experiencing multiple barriers, resulting in social exclusion. The project will help participants gain skills and develop confidence through intensive personalised support to equip them with the abilities needed to move towards and into employment.

Covid 19 Response

Covid 19 Response was a range of activities initiated in direct response to the Covid-19 crisis – especially to those groups whose vulnerabilities were amplified by Lockdown and who were supported through the BRAVE programme to Build Resilience Against Endemic Vulnerabilities.

Prevention4Families

Prevention4Families is a Lottery Funded extension of our Home Presence work. The programme is based on insights gained from our extensive work with families. The programme is focussed on Prevention – allowing local schools to refer families to receive mentoring support, preventing their difficulties and struggles from escalating.

Housed Homeless

The Housed Homeless programme supports those brought in from the street or sofa-surfing providing them with mentoring support to help them help themselves and sustain tenancies.

Page 34

Herefordshire Vennture

Detailed Statement of Financial Activities for the Year Ended 31 December 2020

14. RELATED PARTY DISCLOSURES

During the year donations from Trustees, employees and other related parties amounted to £3,030 (2019: £7,680) there are no outstanding amounts at the year end (2019: Nil).

Mrs M Morris, wife of D Morris (a trustee of Herefordshire Vennture until 18/05/2020) works for the organisation and costs amounting to £5,112 (2019: £12,190) are included in the period D Morris was appointed. There are no outstanding amounts at the year end (2019: Nil).

St Barnabas is owned and ran by Hereford Diocese, of which trustees S Pratley and A Morgan are employed by Hereford Diocesan Board of Finance. Also for which Lady J Lisvane is Chair of the Trustees. During the year lease payments were made to St. Barnabas amounting to £6,750 (2019: £7,200). There are no outstanding amounts at the year end (2019: Nil).

Page 35