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2021-03-31-accounts

Charity Number: 1157053

Inspiring Communities Together

Report and financial statements For the year ended 31[st] March 2021

Inspiring Communities Together Reference and Administrative Details

for the year ended 31st March 2021

Charity number 1157053 Registered office and operational address Innovation Forum Frederick Road Salford M6 6FP Trustees Trustees who served during the year and up to the date of this report were as follows: Mike Duddy Chair February 2017 – present Lynne Marsland Vice Chair February 2017 – present James Eagle Treasurer February 2017 – present James Kariuki May 2018 - present Ruth Potts Secretary October 2016 – present Ann-Marie Pickup MBE October 2015 - present Cllr Jane Hamilton February 2017 – May 2021

Key management Bernadette Elder - Chief Executive personnel Antonia Dunn – Operations Manager Gerry Stone – Operations Manager Eduardo Gonzalez-Morera – Finance Manager Nadine Murray Early Years Manager Start well: Gillian Green Early Years Deputy Manager Dawn Whelan Early Years Worker Janine Wallace Early Years Worker Claire Clayton Early Years Worker Sophie Murray Early Years Worker Live well: Tina Tudor – Development Worker advice and guidance and training Joanne Inglis Development Worker Food Matters Lynne Holden – Development Worker Neighbourhoods Age well: Andrea Whelan Development Worker Older People Nicola O’Neill – Community Connector Lisa Berry – Development Worker Active Ageing Bankers Cooperative Bank UK P.O Box 101, Balloon Street Manchester, M60 4EP Independent Catherine Hall FCCA DChA Examiner Slade & Cooper Limited Beehive Mill Jersey Street Manchester M4 6JG

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Inspiring Communities Together

Reference and Administrative Details

for the year ended 31st March 2021

The trustees present their report and the unaudited financial statements for the year ended 31[st] March 2021.

Reference and administrative information set out on page 1 forms part of this report. The financial statements comply with current statutory requirements, the charity’s constitution and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102.

Objectives and activities

The charity’s principle objectives as set out in the constitution are:-

Vision – A place where everyone has the opportunity to achieve their full potential and participate in making a positive difference to their neighbourhood (amended March 2018) Mission – We will achieve positive outcomes for local people based on the knowledge understanding and information that the community have about their area, through empowering individuals and groups to release their potential to develop their own solutions.

Values –

In 2018 the Inspiring Communities Together Board approved a three-year strategic plan (2018 – 2021). The plan set out a programme of work across the life course of Start well, Live well and Age well along-side the recognition that to achieve our aspirations resources needed to be invested in the operational delivery and governance of the organisation.

What difference do we want to make?

How do we know we are making a difference

What is the difference we are making

Specific aims

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Strategic Links

As a neighbourhood-based Charity we have since 2011 used the community outcomes star model to capture how people feel about living in the neighbourhood. This has provided us with an understanding of the impact of our work and identified where resources should be allocated.

As we have grown in both confidence and in size we feel that our programme of activity can support both Greater Manchester and Salford City Council priorities and we have identified the best fit for our delivery model are the strategies set out below:

Neighbourhood
Priorities:		 Delivery across the life
course:		 People identified as living in
poverty in Salford:
Neighbourhood
consultation (Outcome
Star)		 Start well, Live well, Age
well		 Lone parents, large families and
carers
Unemployed
Older people

Structures we engage with

Through our learning we have also tried to make sure we link with structures at all levels. This ensures we are learning from best practise and constantly reviewing our own delivery both at a board and operational level. Based on our current programme of work we are engaging with:

National Greater
Manchester		 Salford East Salford
Social prescribing
network
Centre for Ageing
Ofsted		 GMCVO
GM Ageing Hub
Greater Manchester
Sports		 Salford CVS
Vocal Leaders
Equalities Board
Population Health
Board
3rdSector
Consortium
Salford Community
Learning
Social prescribing
steering group
Social Value
Alliance		 LPDG
Charlestown
Steering Group
Charlestown Social
Value Group

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Delivery plan 2020 – 2021

Our approach has focused on People, Place and Voice but recognises that Place and Voice are very much connected. Set out below is our programme of work for 2020-2021

Programme of work

The priority as always is to embed the programme of work in CHALK funded through the Annuity whilst continuing to seek and secure resource opportunities which provide added benefit to individuals or the neighbourhood of CHALK. Our merger with Seedley and Langworthy Trust means that some activity will be delivered within that neighbourhood. Due to this work being aligned to funding via Salford City Council from rent for two shops in Langworthy we will extend our monitoring to include the outcomes agreed within this service level agreement alongside the Annuity agreement.

Set out below is the key areas of work agreed by the Board to be delivered during 20202021:

Theme Approach
People focused on our early years provision and our learning programme
Activity supporting children to have the best start in life at our childcare
provision, Yogurt Pots
delivering a programme of learning both formal and practical to
provide local residents with a first step towards moving into
further learning or employment
improving individual health and wellbeing, particularly for our
older residents
providing placement opportunities which support the learner and
the organisation
Reduce the impact of poverty on local people through good
quality andfree to theindividualadvice and guidance
Theme Approach
Place and
Voice		 focused on our environmental and community engagement activity.
(Partnership working remains key in achieving this set of objectives)
Activity continue to improve access to good quality green space
Improved neighbourhoods through street-based work to increase
recycling and reduce flytipping
support local people to feel part of the community through a
programme of engagement activity
develop and deliver a programme of environmental projects as
identified by the local community
develop community led housing through our housing vehicle
Inspiring Housing
minimise the negative impact of homes of multiple occupation in
theneighbourhood

Note : In 2020 we registered a new housing structure Inspiring Housing is an independent Community Land Trust which is a subsidiary of Inspiring Communities Together with the CEO also being a Director of the new housing structure. Part of the CEO role going forward will be to deliver the housing model and work with the senior managers of Inspiring Communities Together to develop a package of support for those people who will live in our housing in the future.

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The Trustees review the aims, objectives and activities of the charity each year. This report looks at what the charity has achieved and the outcomes of its work in the reporting period. The Trustees report the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help. The review also helps the Trustees ensure the charity's aims, objectives and activities remained focused on its stated purposes.

The Trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives that have been set.

Achievements and performance

This report is written during a period when due to the current pandemic crisis the majority of our staff are working from home and very limited community activity has been able to be delivered in community settings.

As the majority of our core work is delivered in community buildings or public spaces and when writing our delivery plan for this year this was our expectation we have since March 2020 had to spend time redesigning new ways of working which has meant for some staff carrying out roles different to those they had been recruited for or in some cases have taken up furlough opportunities.

Set out below is the programme of work we have delivered which whilst not all the outputs/outcomes of our delivery plan have been achieved we have however developed and deliver a programme of work which has support local people during a very difficult time.

Programme of work

As with previous years we have a programme of work across a range of funding streams including:

The impact of covid has meant that when pieces of work came to an end we did not secure additional funding to continue them mainly our learning and environmental work. We have however managed our financial management through use of the government furlough scheme and redeployment of staff to fill other roles.

Our covid-19 offer

We quickly moved to using Zoom as our preferred delivery tool both for internal and external communication.

The initial phase of the pandemic was one of testing and learning with staff learning new ways of working and during the first phase of the pandemic we were able to start to establish some core provision for the community. Our initial focus was on connecting those people who we were aware of may be vulnerable due to family circumstances or because they had been told to shield. From the start of April 2020 we were able to deliver some activity as set out below:

Welfare calls : Prior to moving to home working members of the team started to contact individuals who we thought might need some support during the lockdown resulting in a contact list of 99 people. During the first phase of the lockdown we had made over 400

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phone calls to check in with people, reducing their isolation and loneliness and providing practical assistance such as emergency shopping or help with prescriptions.

Through out the year we have built on this model of delivery and by March 2021 we had secured funding to deliver a city wide Stay in Touch telephone support provision for the whole of Salford taking referrals through the Salford Covid-19 response provision (Spirt of Salford)

Betty is in her 80s and was very poorly last year, spending time in hospital after she developed anxiety and an eating disorder. She was discharged and allowed home and with support she had started on her road to recovery.

Unfortunately, once the pandemic hit and the lockdown came into place, all the support she had been receiving stopped and she was left on her own. Betty had been feeling very vulnerable and is incredibly grateful for her phone calls with Andrea and Lynn.

“You are the only people I have contact with. I have received a daily phone call from Andrea or Lynn without fail, without these phone calls I worry that I would have relapsed and become ill again.”

Child care and family provision : Our child care services are offered in a building managed by Salford community Leisure. We were advised that all the SCL buildings would be closed during the lockdown phase. Following discussions with the manager responsible for the

building we were able to agree that Salford Sports Village could remain open and our staff would be the key holders during this period.

Whilst the pandemic has had a considerable impact on our income for this area of delivery the Trustees took the decision to continue to offer a provision working closely with Start Life Well to provide support for our most vulnerable families. Due to a considerable reduction in numbers of children attending the provision (during lockdown we were only able to offer provision for key workers and vulnerable families) we were able to support staff to take up the furlough offer and have also used the Annuity to help minimise the funding gap.

As with a lot of our work we have used this period to review our delivery offer and identified that we could improve the provision of outside space we offer – creating on outside learning offer building on the evidence that nature-based activities can help to improve health and wellbeing. To support this work the Trustees agreed to allocate £20,000 of reserves as part of their new social value policy, we are also exploring funding opportunities to build on our initial plans which have been designed and we successfully submitted an application to Salford CVS for a further £20,000 which covers the cost of a worker for one year to develop our outside play offer. A planning application has now been submitted and we are awaiting the outcome to enable work to start.

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For those families unable to access the child care we started:

Prior to covid we had delivered an annual programme of family activities during the school holidays in community buildings including providing free or reduced cost lunches. This was not possible during the pandemic and we therefore established virtual activities via Zoom providing, free of charge activity packs needed for the sessions which could be picked up from our main office. The programme was designed to involve both children and adult family members, contributing to a culture of learning in the family. As well as providing the fun be healthy, be active learning activities we want to support the adults’ greater engagement in the community, with signposting and referrals to our other learning and community-based activities.

"A loved seeing all his friends again even got upset after because he wanted to do it again, it will be a very sweet memory to look back on given the times we’re in its made me a bit emotional as he’s not stopped asking to go to school. Hope another one will be happening soon."

"I just wanted to say a big thank you for putting on the group party this morning, R really enjoyed seeing you all and her friends. Also we have loved the activities you have been sending:) Thank you so much!!"

“It’s so hard finding things to do at home as the weeks drag on, we both really look forward to these sessions. We have fun and I know my son is learning at the same time.” (Parent).

Prior to our September intake we would normally open up the building to enable parents to have a look around and meet the staff team. As parents and carers were not able to visit the setting as in previous years, we created a short video virtual tour for new and prospective parents/carers which we also shared on social media: link. We also conducted telephone meetings with all new parents to ensure the registration paperwork was completed and explain the benefits of membership of Inspiring Communities Together, with eight new families completing membership forms to become members of Inspiring Communities Together.

Staff, parent/carers and children have all adapted well to the new procedures and ways of working. Parents during the Pandemic have been unable to access the building and are met by a member of staff outside and the children are supported into the child care by the staff team – for new child this can be a difficult time as they may be leaving their parent for the first time.

“The children learnt the hygiene routine really quickly; they walk straight up the stairs and into the bathroom to wash their hands. You have to remember they are only 2 and 3 years old. They are little stars.” Nadine, Childcare Manager

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Advice and guidance – We recognise that the pandemic will have a financial impact on many members of the community. We have therefore prioritised this area of work ahead of the delivery of a full learning offer. As set out in our staff support section we have increased the capacity for this area of work to enable our current Advice and Guidance Worker to

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IAG Types (September 2020)
Job searching
Housing
Education/training
Debt advice
Benefits
0 2 4 6 8
Open Closed
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support the more complex cases.

Advice and guidance support is now offered via telephone and Zoom and when safe to do so within our own building. As with all our provision a full risk assessment is completed in line with government guidelines to enable us to offer face-to-face appointments on Fridays as this is often easier for people when talking about personal circumstances or if English is not their first language.

Set out below are the outcomes achieved during this year in helping to reduce the impact of poverty for local people through our advice and guidance support:

One client receiving help with housing issues told us, “ Thank you for seeing me [in person], my English is not so good and I find it hard to understand on the phone.”

Client A was struggling to pay her bills so came to see us for money management advice. Our IAG worker went through all her outgoings and noticed an anomaly. As the client was on full benefits, our worker queried why she was paying £17.37 per week for her rent and she explained that her daughter used to live with her and that was the reason for the rent payment. She also told us that she had submitted an online change of circumstances form when her daughter moved out. Our worker contacted the rent team and explained the situation but they said that they hadn’t received her form. Luckily the client had kept the text message acknowledging the receipt of the form with the code which we forwarded to the rent team. This

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enabled them to find the form and accept that an error had been made. As a result, the overpayment in rent of £486.36 was returned to her.

Our worker discovered that the client hadn’t applied for the single person discount for the council tax after her daughter moved out so had been paying more than she should for this. Unfortunately, this couldn’t be backdated, but we supported her to complete the form and she will receive a 25% discount on her future bills.

The client told us: “Thank you for your help, I feel like I can manage my money and bills a bit better now.”

Community learning/activity : This is an area of work we have developed during the lockdown period and ranges from tech and tea and brew and chat sessions for our older residents (this work is funded through Age Friendly Salford) alongside family activities such as the big lunch, festive sing along and VE day celebrations.

Our traditional community learning activity was placed on hold and we used the early part of this year to review and develop new strategic priorities building on our learning through the pandemic. We have been able to progress our strategic direction for community learning including switching our formal learning Awarding Board from ASDAN to Open Awards as we felt this was a better fit for our new learning offer as it provides a more flexible approach to qualifications. Learners have the opportunity to work towards an Open Awards Level 1 Award/ Certificate in Skills for Further Learning and Employment.

Going forward our focus for community learning will be based on learning for work and learning for life with a greater emphasis on wellbeing both internally and externally.

Learning for work :

Learning for life: Over the past year we have recognised that for many people wellbeing is a major concern –

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programme and during the pandemic we launch a video which can be viewed by anyone to help with understanding and delivery of a wellbeing conversation link. Along side the video people can also attend regular wellbeing conversation training which is currently run via Zoom.

Mr A told us “I used to enjoy going to pubs and bars before lockdown but I now enjoy the Wellbeing Group and keeping in touch on social media.” and Ms C shared “I have struggled with all my anxiety and have been in bed for two days not wanting to speak to anybody. But the messenger group that we made on our first session enabled me to reach out to my newly created friendships. Since starting, the Wellbeing Group has helped me and given me the encouragement and gentle coaxing to come to the session in the afternoons.”

Ms V told us she had been inspired to get more active ; she had purchased a new bike and she now goes on bike rides with her brother. Ms G told us, “My sister has sent me a knitting kit and I have learnt to knit a matching hat and scarf.”

After some very interesting discussions about giving our time, volunteering and how this can make you feel, Ms S started volunteering at her local Food Bank and other participants expressed interest in helping out with litter picks and volunteering at the nursery when restrictions are lifted.

Ms V also went for a walk to Black Leach Country Park and took more notice of her surroundings after attending the wellbeing group. She shared a photograph she had taken of the ducks in the river at the next session.

Environmental : working in partnership with the Neighbourhood Management Team and Environmental Services, we finalised our Love your Neighbourhood action plan. The plan has three main areas of work:

Walk and Talk Our short video walk and talk gave people an insight into how safe public green spaces are. Building on this we offered a weekly walk and talk in different public green spaces with a focus on older and vulnerable adults.

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As we entered another national lockdown we used this time to reflect on our learning from walk and talk to help us better understand the impact of the project.

Through our audit of green

space in the neighbourhood we recognised that some are not well used and others need investment.

Due to the poor condition of Riverbank Park the council had taken the decision to close the space to the community. To ensure people still wanted the space we carried out a survey and 100 people responded (the maximum amount permitted through Survey Monkey)

40 people said the park makes them feel happy 78 people walk to the park 40 people meet family and friends at the park 71 people take their children to play in the park 46 people use the park for exercise.

It was very apparent from the comments, that Riverbank Park is much-loved by people in the community:

“Watching my two youngest on the equipment my son loves the spider web climbing frame and my little girl loved the merry-go-round which is sadly no longer there but she still has lots of fun.”

“There is always something happening and someone you know”

“Being able to enjoy nature/green space and the proximity to the Sports Village”

“It’s a little oasis being close to the river and fruit trees.”

We were able to use the evidence gathered along with a short video Riverbank Park to submit a successful application to Veolia for funding to refurbish the park, work is due to be completed in early 2021.

We responded to residents' concerns around the condition of Charlestown Park which is proposed for redevelopment and we are coordinating action with Salford Council and Keep Moat Homes to release publicity in June 2021 about the development of the park in the summer. The partners will be planning a celebration event in the summer 2021.

Age Friendly Salford : This is one of our commissioned pieces of work and as with all our work we recognise that within the current climate of the Covid-19 pandemic it was not

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possible to deliver all the activities we had planned to do within community settings. Through discussion with the commissioner, we were able to agree an approach which supported older people during a very difficult time as older people were affected by the pandemic in more ways than most. Set out below is the approach developed

Quarter one created the AFS branding and programme of work – testing new
approaches to delivery using Zoom. We produced the following
resources:
Zoom for beginners (555 hits to date)
Tech and tea introduction (181 hits to date)
Quarter two increased the use of our branding to promote all our work and started
to deliver a weekly programme of activity
Produced and distributed e newsletter to older people and
stakeholders (428 distributed at start now 732 per week)
Quarter
three		 invested time and resources in developing our wellbeing conversation
and volunteer wellbeing champion offer. We produced the following
resources:
How to hold a wellbeing conversation video (742 hits to date up
from nil in quarter one)
The role of a Volunteer wellbeing champion
The “how to wellbeing conversation” guide and training package
The volunteer wellbeing champion “what I need to know” guide
Programme of wellbeing training sessions and regular volunteer
wellbeing champion meet up sessions
Quarter four Walk and talk (381 hits to date)
My vaccination story link 117 hits to date)
Ran seven volunteer led sessions – building on skills and
knowledge
Weekly programme of activity
Ready to go Focus on elements of the Ready to go booklet with expert advice and
support on different topics
Brew and
Chat		 Weekly get together with others sharing memories and conversation
about a particular topic with a focus on wellbeing
Walk and
talk		 Weekly walk in public green spaces when covid restrictions permit
Tech and
Tea Online		 Developing digital skills and address questions on using digital
technology – open to any older person with equipment
Tech and
Tea At
Home		 Aimed at older people with no access to digital equipment and little or
no digital skills
Friendly
Friday		 Friday chat is an opportunity to get together and discuss a different
topic each week

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As can be seen from the above work we have been able to redesign, building on our learning and delivered activities which have made a considerable impact on the lives of older people during the pandemic.

Wellbeing Matters : This is another commissioned piece of work to support a city-wide Social Prescribing model. Again, the main focus has been to engage adults in a wellbeing conversation and connect to community assets within their own neighbourhoods. This work was usually carried out through face to face conversations. During the pandemic this area of work had to quickly adapt to new ways of working and has become a telephone support provision and connecting people to virtual activities as more provision moved to online.

Staff support: The majority of our staff are from the local Central Salford (CHALK) neighbourhood they are our biggest asset as well as members of the local community. During this lockdown period we have therefore invested in our staff health and wellbeing and personal development:

Conclusion : Overall the feed-back from the staff team has been positive and the balance of our working arrangements appears to work for most staff members. There are however areas where improvements can be made as set out in the tables below.

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Staff survey results what is working well;

What we could do better

Annual neighbourhood consultation: Each year during quarter three delivery we ask residents to complete a short neighbourhood questionnaire to help us gauge how the community is feeling about where they live. This feels more important and necessary than ever this year as we live in the grip of the COVID-19 pandemic. Ordinarily we ask people to complete a short paper-based form which we distribute across our community spaces and our development workers are out and about talking to people and completing these forms. This wasn’t possible this year because of the restrictions and with much of our work taking place over Zoom or by phone. We developed the questionnaire as an online form and distributed the link via social media and our local contacts during October – December 2020. The staff team encouraged people they were supporting to complete the forms, and the nursery staff encouraged parents and older children to complete forms. In total 167 people completed the questionnaire, which is less than in 2019 but more than in 2018.

Demographics

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Nearly all the areas show a decrease in results with some even lower that when we started the consultation ten years ago. The results will be used to inform planning in January 2021 for our delivery in 2021-2022.

The neighbourhood consultation told us that:

As can be seen in this report we have quickly

The Year in Summary:

As can be seen in this report this has not been a normal year of delivery and the Covid-19 pandemic did impact on our delivery, as it did for all organisations and services. However, we quickly adapt our programme of work, and created new ways of working using Zoom as our preferred delivery tool.

We have demonstrated flexibility and, at different points in the year and when appropriate, have reintroduced work back in the community. The third national lockdown again meant we had to put the brakes on planned work.

The staff team have demonstrated considerable resilience during this time adapting to home working and the greater use of technology – both learning themselves and teaching others at the same time and taking the time to upskill and achieve qualifications (IAG level 2) to support their work.

This year we have provided a total of 2,582 places for children at Yogurt Pots which is less than last year and less than our ambitious target for this year. Despite the

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challenges presented by the pandemic, we remained open all year using the Annuity funding to fill the funding gap which meant many nurseries closed for some or all of this year. This once again shows the value of neighbourhoodbased working and the access to small amounts of core funding to support delivery.

Despite the development of a new Learning Strategy, we had to put on hold our delivery of any formal learning leading to qualifications this year as

However, we have used the time to test new informal learning, support staff development and look at opportunities for our future learning offer including:

The Covid restrictions perhaps had most impact on our ability to deliver activity in the community, however we have been able to:

We have made extensive use of our CRM system something we had previously invested in but had never used to its full potential. During the pandemic staff were provided with training on the value of the CRM and we imbedded the use of the provision in all our activity including sending out regular e-newsletters to members

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and our networks of groups. This has enabled us to keep in touch with individuals and share up to date information on not only our activities but also links to useful information to help people stay healthy and well. We have used our contact lists to send out questionnaires including one for Riverbank Park and our annual neighbourhood questionnaire.

During lockdown we invested in our staff health and wellbeing and personal development. We carried out home working risk assessments, supported staff to complete a programme of online work-related learning, provided weekly virtual contact via Zoom, carried out a staff survey to gain views on how they have been affected by the impact of Covid-19 and completed annual appraisals with a wellbeing focus.

Whilst not the year we would have hoped for the period has given us time to reflect, learn and adapt to new ways of working. We are now making better use of the facilities we have, are more flexible in our working styles through blended working and have used the time to review our delivery plans and create our strategic plans for the future.

Plans for the future: During the final quarter of the year time has been spent developing our delivery plan for 2021-2022. This work builds on our learning through the pandemic and embed support for the communities we work in as they start to come out of lockdown

Through the changing world of the Pandemic we:

Based on the learning from our delivery during Covid-19 and the results from our neighbourhood questionnaire we have seen how the health and wellbeing of our community is truly at the heart of what we do and our delivery over the next year will explicitly address this.

We also recognise that we need to continue to take a lifecycle approach to ensure that people age well throughout their lives:

As part of the development of the delivery plan we have also reviewed our own strategies and updated or developed new ones to ensure a clear strategic approach.

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Inspiring Communities Together Strategies

During 2021 we will also spend time reviewing and updating our Strategic Plan 2018-2021 and develop a financial plan to support our programme of work for the next five years.

Under pinning our programme of work is our commitment to wellbeing. Although the policy has been written with staff, volunteers and Trustees in mind, the principles can equally underpin our work in the community

Wellbeing – Our wellbeing policy is based on the following principles:

Delivery plan on a page

Life course Start well Live well Age well
Strategic
fit		 Children and
Families		 Environment and
learning		 Age Friendly
Salford
Actions Ensure children in
CHALK have access
to support which
meet their
developmental and
educational
milestones and
equips them to be
school ready
Provide easy access
to information,
advice and guidance
to help families meet
their child’s needs		 Deliver a programme
of activities which
support resilient
neighbourhoods where
individuals value both
where they live and
their neighbourhood
public green space.
Deliver learning
opportunities which
support individuals to
develop and engage in		 Lead on a
programme of work
which supports the
commitment of the
city to enable older
people to stay
healthy and well
Deliver activities
which are
neighbourhood-
based person -
centred to reduce
feelings of

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and aspirations as
they grow and
develop.		 learning that works for
them.		 loneliness and social
isolation
Overarchin
g		 Work with partners to recruit and support volunteers to deliver
health and wellbeing person centred conversations using the
five ways to wellbeing

Strategic links

As an organisation we understand the importance of being part of wider networks and structures which enables us to learn from others, share our own learning and create opportunities to be partners in strategic work. Our current links include:

Greater Manchester

GM Ageing Hub – This group meets weekly in response to the pandemic to share learning across the ten local authorities and develop a joint approach to supporting older people across the region

GM Housing and Planning Committee – ICT CEO was selected following open competition to take up the role as Voluntary Sector lead on this GM committee providing a platform to share the community led housing agenda wider than Salford.

GM digital task force – Bringing together partners to develop a GM response to addressing the digital divide. CEO is also now part of the small GM Mayor digital task force looking at how across GM older people can be more digitally connected.

Salford wide

Vocal meetings – ICT Chief Executive attends Vocal Leaders meetings and team members attend Vocal meetings which fit with their own areas of work. This helps team members network with other voluntary sector organisations, gain information about city wide activity and priorities and share the learning from their own work.

Salford Third Sector Consortium – ICT CEO is a Board member of the consortium which has secured contracts for the vol sector including: Tech and Tea (Project managed by ICT) and Social prescribing (city wide approach to connecting health and community together to reduce the impact of negative health and wellbeing)

Salford Malnutrition Task Force – ICT CEO is a member of this task force which brings together Salford Age Uk, Salford Royal, Salford CC (Public Health) to develop and an approach to reducing malnutrition in older adults.

Age Friendly Alliance – This work is led by ICT working with SCC Pubic Health and brings together partners from across Housing, Vol Sector, CCG, SCC, Salford University and local residents to develop and oversee the implementation of Age Friendly Salford using and assetbased approach.

Neighbourhood based

Neighbourhood Resilience meetings . Establish as the Councils approach to bringing together partners to deliver on the city wide covid response.

Neighbourhood Forum Core Leadership Group – ICT CEO attends the Swinton group which provides space for clinical health, vol sector and community health providers to come together and develop an approach to reducing health inequalities in neighbourhoods. ICT lead on the Swinton Social Prescribing work.

Housing Steering Group – CEO and Operations Manager are members of the group established to oversee the development of five key sites for housing option

18

Inspiring Communities Together

Reference and administrative information

for the year ended 31st March 2021

Financial review

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and to enable them to ensure that the accounts comply with the Charities Act. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Financially this year has been relatively positive for the organisation considering the challenging environment of the last 12 months with Covid-19 and lockdown. We managed to generate income from the delivery of projects albeit mostly online which in turn reduced our organisational expenditure. This means that some income streams had balances left and following discussions with commissioners and grant funders we have been able to agree that these balances will be taken forward to the next financial year. For some work this will mean agreeing deliver to support coming out of lockdown and for others expenditure will increase as we return to some normality our expenses will also increase accordingly. In spite of this, total charity funds increased to £598,000 (2020: £527,166)

Some staff members were on furlough at different stages of the lockdown, which enabled us to manage our financial income and expenditure and ensuring our reduced staffing levels could adapt to the new delivery approaches. During the first lockdown, which is when most members of staff were on the furlough scheme, the organisation ensured that all staff received 100% of their wages (claiming back 80% from the government). As the period of the pandemic continued and we reduced the levels of staff on furlough the Board took the decision to operate within the government furlough scheme and provide only the 80% of salary costs which could be claimed back. As this was a period of uncertainty it felt prudent to manage financial costs and maintain as much delivery as possible.

New financial systems and procedures have been put in place during this year. We have developed further our purchasing function by implementing a new Purchase Order procedure based on our core Quick Books Online (QBO) software provider, better utilising the capability of the system. Operation Managers and the Childcare Manager are now able to raise purchase orders online, which has enhanced the financial controls in place. During 2021 we will continue to develop further our financial management systems and establish written financial policies and procedures.

During this year we also implemented remote payments via our credit card reader supplier. This has enabled the organisation to continue to manage individual payments for projects such as tech and tea where individual purchase low cost technology prior to starting a course and for our child care. This has been another example of work we were planning but have been able to implement more quickly due to the current situation.

Set out below are our funding streams outside of the Annuity. As can be seen the majority of funds either finished at the end of March 2021 or during this financial year

Current and extended funding for 2021-2022

Wellbeing Matters – This is our city-wide social prescribing model and ICT have been commissioned by Salford 3[rd] Sector Consortium to deliver the Swinton model initially funded until March 2020 but now extended until March 2022.

Childcare : This was an area of work which was severely affected by the pandemic. The nursery maintained its services to the community during lockdown to ensure vulnerable and key workers’ children could attend. During this challenging time the trustees recognised the importance of keeping the facilities open despite not generating enough surplus. A grant from Salford CVS was secured to cover for the yearly salary of one member of staff during this

19

Inspiring Communities Together

Reference and administrative information

for the year ended 31st March 2021

financial year and alongside the use of furlough the overall loss of income has been managed as best as possible whilst maintaining a valuable service to the community. Age Friendly Salford – externally funded through the local authority and NHS Salford and financially managed by Salford CVS the project has been successfully extended until March 2022.

Tech and Tea – externally funded through public health in partnership with 3rd Sector Consortium – Again this project has been successfully extended until March 2022

Funding ended and not renewed

GM Active Ageing - Working with Salford Community Leisure and Salford City Council to deliver an active ageing program, which finished in March 2020 but did generated some surplus for the Charity which has been able to support some testing of work such as walk and talk.

Inspiring Housing - We secured further funding from Homes England to continue with the setup of Inspiring Housing Communities Land Trust which is now up and running as a subsidiary with a separate legal entity. Further information can be found on the yearly statutory accounts for Inspiring Housing

Collective Effect – Big Lottery funding through GMCVO to support engagement of older adults in the development of the wetlands in CHALK and funded until March 2020. The project finished successfully and also generated unrestricted funds through management costs for the organisation during this fiscal year.

Impact Fund – A grant funded through Salford CCG and managed by Salford CVS to working in partnership with Seedley and Langworthy Trust and deliver a programme of learning and engagement across CHALK and SALT until December 2020.

Financial Impact covid-19

We have been able to meet all our delivery outcomes for this financial year and for those projects where funding finished in March and December 2020, we have provided the end of project reports which have been signed off by the funders.

Where we have been able to secure extensions to our contracts, we have had discussions with commissioners about delivery and at this time they continue to support our approach to redesign with a focus on more telephone and on-line delivery – Public sector commissioners have committed to fund projects and not seek any claw back

We have been able to use the Annuity funding to support the retention of our child care service as the number of children attending has had an impact of our paid service.

As each year the trustees had started to review our annual budget at our January board meeting and had identified that there will be a surplus in income to meet expenses for 20212022 based on current contracts and proposed income generating. This will continue to be reviewed during the year as new contracts or grants are secured. The trustees recognise that as the economy reopens the organisation will still need to balance a programme of work against managing resources.

The Charity has the right to make grants in its own capacity and distribute in strict accordance with the criteria set by the Board of Trustees and is included in the provision of services when payable. No external grants were made by Inspiring Communities Together during 2020 - 2021.

During this year the trustees agreed to establish a social value policy which will allocate funds against a project which will benefit the community. During 2021 they took the decision to invest in the childcare facilities and develop an outside classroom. A budget of £20,00 has

20

Inspiring Communities Together

Reference and administrative information

for the year ended 31st March 2021

been allocated for this purpose and work is now in progress. This is expected to be completed during the financial year 2021-2022.

Reserves policy

Our overall policy will be to increase the reserve in cash terms year on year, based on a percentage of Inspiring Communities Together budget. In the longer term we aim to secure reserves sufficient to continue activities of Inspiring Communities Together for 6-9 months in the event of no funding being secured. The main purpose of Inspiring Communities Together general reserve funds are as follows:

  1. To have some independent resources to develop and improve the services provided by Inspiring Communities Together for the direct benefit of the residents of Charlestown and Lower Kersal

  2. To be able to meet 50% of the cost of capital equipment, on the assumption that the remaining 50% costs can be met from other sources

  3. To meet basic costs of relocating to alternative premises in the event of the need to withdraw from the existing tenancy agreement and premises

Based on our new delivery model outlined the amount of reserve required has been increased in line with the changes above this equates to:

£360,000 to cover 9 months delivery at the current levels

£20,000 based on the cost of developing a new project idea from concept to creating a model which can be scaled up and sold (this is based on a six month test phase).

£10,000 Relocation costs based on the need to move all the equipment and purchase items currently part of the building we are located in

The current cost to ensure ICT has enough funds set aside to achieve the reserve policy agreed by the Trustees is now set at £390,000. Currently the organisation is continuing to develop their unrestricted funds to meet the reserve policy. During 2021- 2022 we will continue to monitor and review the opportunities to continue to build the reserve funds.

Investment policy

Based on the approach set out above the Board of Trustees have considered how any surplus funds should be invested to ensure they are meeting their agreed aims of ensuring the reserve funds are protected but accessible if required as we currently hold limited surplus income other than our reserves. The Board have increased the investment portfolio and currently have allocated £132,787 of reserve funds into Hargreaves Landsdown and £179,880 into a CAF Deposit account.

During this fiscal year, a new deposit account was open with CAF Flagstone which now holds the figure above but none of the deposits are over £85k. This means that the funds are secured by the Financial Services Protection Scheme. With these extra funds the organisation is in a good position to achieve its reserves policy amount in the near future

Plans for the future

Going forward for 2021 - 2022 the Board have identified that the programme of activity delivered during 2020 - 2021 should be built on to ensure a positive impact for the neighbourhood. Our three-year strategic plan is due to end in 2021 and work will take place to review the direction of travel for the organisation and the relationship between Inspiring

21

Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2021

Communities Together and Inspiring Housing ensuring the sustainability of both organisations. This will involve developing further our housing model and may include some investment from ICT in order to expand the fixed assts portfolio of houses for the benefit of the community we operate in.

We continue to explore funding opportunities to support our delivery plan as set out above and to date have secured sufficient income to cover our core costs for 2021-2022

Structure, governance and management

The trustees are responsible for the strategic management and direction of the organisation. The day to day management is delegated to the Chief Executive. Board meetings are held 8 times a year and sub- committees and task groups meet as necessary. At the 2019 AGM the membership approved the amendment to membership to reflect the constitution

3.1 objectives states: To develop the capacity and skills of the members of the socially and economically disadvantaged community of Charlestown and Lower Kersal and neighbourhood districts

Elected trustees need to live or work in Charlestown and/or Lower Kersal and neighbourhood districts and be a member of Inspiring Communities Together (membership is open to anyone who lives and or works in Charlestown or Lower Kersal and neighbourhood districts ).

Each year the Board have carried out a self-assessment to ensure they have the right skills mix and that all board members are contributing to achieving the organisations strategic aims.

The organisation also has Nominated Trustees who are nominated by the named organisations as set out within the constitution – currently: Salford City Council and Salford University.

The Board agreed to review the date of their AGM (the AGM originally was set for October each year) to enable members to receive information about what ICT has delivered in a timely manner. The AGM for 2020/2021 will take place in September 2021.

All Trustees are inducted by the Chair and Chief Executive and are provided with a Trustee Manual outlining their roles and responsibilities. Trustees complete a skills audit and are given opportunities for training. The trustees also complete an annual self-assessment tool (VIP dial). As part of the ongoing review of governance all Trustees will also now receive an informal 1-1 session with the Chair each year to discuss their performance.

The Charity is affiliated to the following organisations that provide advice, guidance and support:

The organisation is a charitable incorporated organisation, registered as a charity on 14[th] May 2014 in England and Wales.

The charity is constituted under a constitution 14[th] May 2014. The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity. The liability of the trustees in respect of the guarantee is limited to £10 each.

During 2015/16 it was agreed by the Trustees to remove the financial benefit made to the Chair although the right to make payments to Trustees remains within the constitution.

22

Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2021

Currently all trustees give their time voluntarily. The Chair however receives a benefit in kind as their own Charities operate from the office space of ICT. Any expenses reclaimed from the charity are set out in note 10 to the accounts.

Related parties and relationships with other organisations

The Board of Trustees role is to ensure a benefit to the community of Charlestown and Lower Kersal and neighbourhood districts. To enable this to happen Trustees are actively encouraged to have a relationship with other organisations operating within the neighbourhoods. All elected trustees are local residents and may from time to time benefit from activity we deliver. Some may have key roles including board membership of other groups and charities within the neighbourhoods we deliver who may benefit from the work being carried out by Inspiring Communities Together including staff time and resources provided by the organisation other than financial. A Local councillor is allocated a position on the Board of Inspiring Communities Together as the nominated Trustee for Salford City Council. This may from time to time bring into conflict their role within the as a Trustee of ICT and their work within the neighbourhood and Salford City Council. A clear conflict of interest policy has been developed and all Trustees have signed their commitment to this way of working. A register of interests is held and conflicts of interest are a standard agenda item at all board meetings.

Remuneration policy for key management personnel

The pay of the senior staff is reviewed annually through the appointments and remuneration sub group. As a small Charity the Trustees have taken the decision to benchmark against pay levels set by NJC to reward employees fairly and recognise the diverse needs of the workforce alongside attracting, retaining and training people with the skills needed for the future. The Board took the decision to become a living wage employer and so all staff salaries have continued to be reviewed to reflect this.

Risk management

The trustees have a risk management strategy which comprises:

an annual review of the principal risks and uncertainties that the charity faces

the establishment of policies, systems and procedures to mitigate those risks identified in the annual review

implementation of procedures designed to minimise or manage any potential impact on the charity should those risks materialise.

The trustees have assessed the major risks to which the charity is exposed, in particular those relating to the operations and finance of the Charity, and are satisfied that systems are in place to mitigate their exposure to major risk.

23

Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2021

Funds held as custodian trustee on behalf of others

No funds were held in this year.

24

Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2021

Statement of responsibilities of the trustees

Law applicable to charities in England and Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the charity's financial activities during the period and of its financial position at the end of the period. In preparing financial statements giving a true and fair view, the trustees should follow best practice and:

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

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

The trustees’ annual report has been approved by the trustees on //____ and signed on their behalf by

Mike Duddy

Chair

25

Independent examiner’s report

to the trustees of

Inspiring Communities Together

I report to the charity trustees on my examination of the accounts of the company for the year ended 31[st] March 2021 which are set out on pages 27 to 45.

Responsibilities and basis of report

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

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

Independent examiner's statement

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

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

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

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

  3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination; or

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

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

Catherine Hall FCCA DChA Slade & Cooper Limited Beehive Mill, Jersey Street, Manchester, M4 6JG

26

Inspiring Communities Together

Statement of Financial Activities

(including Income and Expenditure account) for the year ended 31 March 2021

Unrestricted
funds
Note
£
Income from:
Donations and legacies
3
39,514
Charitable activities:
4
89,959
Investments
5
3,786
Total income
133,259
Expenditure on:
Charitable activities:
6
54,301
Total expenditure
54,301
78,958
-
8,487
8
87,445
Transfer between funds
(10,394)
Net movement in funds for the year
77,051
Reconciliation of funds
Total funds brought forward
450,908
Total funds carried forward
527,959
Net income/(expenditure) before
net gains/(losses) on investments
Realised gains/(losses) on investments
Unrealised gains/(losses) on investments
Net income/(expenditure) for the
year		 Restricted
funds
£
2,644
379,428
-
382,072
372,495
372,495
9,577
-
-
9,577
10,394
19,971
76,258
96,229		 Total funds
2021
£
42,158
469,387
3,786
515,331
426,796
426,796
88,535
-
8,487
97,022
-
97,022
527,166
624,188		 Total funds
2020
£
9,428
673,203
-
682,631
526,630
526,630
156,001
-
(1,822)
154,179
-
154,179
372,987
527,166

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

27

Inspiring Communities Together

Balance sheet as at 31 March 2021

Note
£
£
Fixed assets
Investments
14
313,264
Total fixed assets
313,264
Current assets
Debtors
15
25,506
Cash at bank and in hand
16
413,414
Total current assets
438,920
Liabilities
Creditors: amounts falling
due in less than one year
17
(127,996)
Net current assets
310,924
Total assets less current liabilities
624,188
Net assets
624,188
The funds of the charity:
Restricted income funds
18
96,229
Unrestricted income funds
19
527,959
Total charity funds
624,188
2021		 £
£
121,111
121,111
36,400
380,170
416,570
(10,515)
406,055
527,166
527,166
76,258
450,908
527,166
2020		 £
£
121,111
121,111
36,400
380,170
416,570
(10,515)
406,055
527,166
527,166
76,258
450,908
527,166
2020
121,111
406,055
527,166
527,166
76,258
450,908
527,166

The notes on pages 30 to 45 form part of these accounts.

Approved by the trustees on __/___/2021 and signed on their behalf by:

Mike Duddy (Chair) James Eagle (Treasurer)

28

Inspiring Communities Together

Statement of Cash Flows for the year ending 31 March 2021

Note
2021
£
Cash provided by/(used in) operating activities
21
213,124
Cash flows from investing activities:
Management costs in investments
-
Purchase of investments
(179,880)
Cash provided by/(used in) investing activities
(179,880)
33,244
Cash and cash equivalents at the beginning of the year
380,170
Cash and cash equivalents at the end of the year
413,414
Increase/(decrease) in cash and cash
equivalents in the year		 2020
£
215,741
-
-
-
215,741
164,429
380,170

29

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2021

1 Accounting policies

The principal accounting policies adopted, judgments and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

a Basis of preparation

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), second edition - October 2019 (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006 and UK Generally Accepted Accounting Practice.

The accounts (financial statements) have been prepared to give a 'true and fair' view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a 'true and fair view'. This departure has involved following 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) issued on 16 July 2014 rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn.

Inspiring Communities Together meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

b Preparation of the accounts on a going concern basis

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern. The trustees have made no key judgments which have a significant effect on the accounts. The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities within the next reporting period.

30

Inspiring Communities Together

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

c Income

Income is recognised when the charity 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.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity 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.

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is a treated as a contingent asset and disclosed if material.

Income received in advance of a provision of a specified service is deferred until the criteria for income recognition are met.

d Donated services and facilities

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), general volunteer time is not recognised; refer to the trustees’ annual report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

e Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank.

31

Inspiring Communities Together

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

f Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of charity.

Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose.

Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work or for specific projects being undertaken by the charity.

g Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

h Allocation of support costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the charity's programmes and activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities. The bases on which support costs have been allocated are set out in note 6.

32

Inspiring Communities Together

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

i Fixed asset investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. The statement of financial activities includes the net gains and losses arising on revaluation and disposals throughout the year.

The Charity does not acquire put options, derivatives or other complex financial instruments. The main form of financial risk faced by the charity is that of volatility in equity markets and investment markets due to wider economic conditions, the attitude of investors to investment risk, and changes in sentiment concerning equities and within particular sectors or sub sectors.

j 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.

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 three months or less from the date of acquisition or opening of the deposit or similar account.

l Creditors and provisions

Creditors and provisions are recognised where the charity 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. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

m Financial instruments

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

33

Inspiring Communities Together

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

n Pensions

Employees of the charity are entitled to join a defined contribution ‘money purchase’ scheme. The charity’s contribution is restricted to the contributions disclosed in note 11. There were no outstanding contributions at the year end. The costs of the defined contribution scheme are included in note 8.

The money purchase plan is managed by NEST and the plan invests the contributions made by the employee and employer in an investment fund to build up over the term of the plan a pension fund which is then converted into a pension upon the employee’s normal retirement year age when eligible for a state pension. The total expense ratio of the plan is 0.3% and this is deducted from the investment fund annually. The trust has no liability beyond making its contributions and paying across the deductions for the employee’s contributions. There were no contributions outstanding at the year-end.

2 Legal status of the charity

The charity is a charitable incorporated organisation, registered as a charity in England &

3 Income from donations and legacies

Current reporting period
Donations
HMRC Job Retention Scheme
Total
Previous reporting period
Donations
Total		 Unrestricted
£
20,389
19,125
39,514
Unrestricted
£
-
-		 Restricted
£
2,644
-
2,644
Restricted
£
9,428
9,428		 Total 2021
£
23,033
19,125
42,158
Total 2020
£
9,428
9,428

34

Inspiring Communities Together

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

4 Income from charitable activities

Current reporting period
Community Support and Development
Salford City Council-Annuity
Salford City Council
Salford CVS-Age Friendly
Third Sector Consortium
Age UK-Older person
Langworthy
Community Learning
Social Prescribing
Salford CVS Partnership Challenge
Other income
Total
Previous reporting period
Community Support and Development
Salford City Council
Salford CVS-Age Friendly
Third Sector Consortium
Active Ageing
Collective Effect
Community Learning
Housing Community Land Trust
Groundwork UK
Social Prescribing
Little Pot of Health
Salford CVS Partnership Challenge
Age UK-Ambition for Ageing
Food Matters
Thrive
Other income
Total
Childcare
Childcare
Big Potential		 Unrestricted
£
-
-
-
-
-
-
-
-
-
86,379
3,580
89,959
Unrestricted
£
-
-
92,000
-
-
-
-
-
-
-
-
-
-
127,020
-
2,289
7,062
228,371		 Restricted
£
90,000
5,425
79,684
137,000
3,602
11,024
5,068
45,000
2,625
-
-
379,428
Restricted
£
90,000
90,000
45,000
17,650
30,000
4,740
46,665
10,000
39,317
-
-
23,625
37,696
-
10,139
-
-
444,832		 Total 2021
£
90,000
5,425
79,684
137,000
3,602
11,024
5,068
45,000
2,625
86,379
3,580
469,387
Total 2020
£
90,000
90,000
137,000
17,650
30,000
4,740
46,665
10,000
39,317
-
-
23,625
37,696
127,020
10,139
2,289
7,062
673,203

35

Inspiring Communities Together

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

5
Investment income
Current reporting period
Dividends received
Previous reporting period
Dividends received		 Unrestricted
£
3,786
3,786
Unrestricted
£
-
-		 Restricted
£
-
-
Restricted
£
-
-		 2021
£
3,786
3,786
2020
£
-
-

36

Inspiring Communities Together

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

6 Analysis of expenditure on charitable activities

Current reporting period
Staff costs
Project Costs
Training
Marketing
Premises
Running costs
Meetings & Events
Insurance
Other expenditure
Community Activities
Restricted expenditure
Unrestricted expenditure
Equipment
Governance costs
(see note 7)		 £
303,545
61
275
30,250
21,500
17,302
-
3,844
24,649
75
4,183
21,112
426,796		 Total 2021
£
303,545
61
275
30,250
21,500
17,302
-
3,844
24,649
75
4,183
21,112
426,796
2021
£
372,495
54,301
426,796		 Total 2020
292,424
32
56,705
13,982
16,352
24,287
1,492
4,593
29,020
358
66,017
21,368
526,630
2020
£
438,553
88,077
526,630

37

Inspiring Communities Together

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

7
Analysis of governance and support costs
Current reporting period
Basis of
apportionment
Accountancy services
Governance
Legal and professional
Governance
Previous reporting period
Basis of
apportionment
Accountancy services
Governance
Legal and professional
Governance
8
Net income/(expenditure) for the year
This is stated after charging/(crediting):
2021
£
Auditor's remuneration - accountancy fees
1,300
450
Independent examiner's fee		 Governance
£
3,408
17,704
21,112
Governance
£
2,100
19,268
21,368
2020
£
1,300
450		 Total 2021
£
3,408
17,704
21,112
Total 2020
£
2,100
19,268
21,368

38

Inspiring Communities Together

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

9 Staff costs

Staff costs during the year were as follows:

ff costs during the year were as follows:
Wages and salaries
Social security costs
Pension costs
Outsourced salaries		 2021
£
284,323
15,196
4,026
-
303,545		 2020
£
267,790
14,991
3,495
6,148
292,424

No employees has employee benefits in excess of £60,000 (2020: Nil).

The average number of staff employed during the period was 17 (2020: 17). The average full time equivalent number of staff employed during the period was 13 (2020: 13).

The key management personnel of the charity comprise the trustees and the Chief Executive Officer, Operations Manager, Finance Manager and Early Years Manager. The total employee benefits of the key management personnel of the charity were £120,177 (2020: £95,927).

10 Trustee remuneration and expenses, and related party transactions

Neither the management committee nor any persons connected with them received any remuneration or reimbursed expenses during the year (2020: Nil).

No members of the management committee received travel and subsistence expenses during the year. (2020:£nil).

Aggregate donations from related parties were £nil (2020: £nil).

There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.

Gerry Stone is also the Vice Chair of the Third Sector Consortium who granted £137,000 in the year. There was no personal benefit from this (2020: £137,000). Gerry Stone was not part of the decision making when Third Sector Consortium granted the funding.

No trustee or other person related to the charity had any personal interest in any contract or transaction entered into by the charity, including guarantees, during the year (2020: nil).

39

Inspiring Communities Together

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

11 Related party transactions

The charity has one wholly owned subsidiary:-

Inspiring Housing Community Land Trust

2021
£
Comprising of the following;
Assets 47,717
Liabilities (1,182)
Share Capital -
Turnover 32,801
Expenses 11,430
Profit/(Loss) 46,535

12 Government grants

The government grants recognised in the accounts were as follows:

Salford City Council (Annuity)
Salford City Council
HMRC Job Retention Scheme		 2021
£
90,000
5,425
19,125
114,550		 2020
£
90,000
-
-
90,000

There were no unfulfilled conditions and contingencies against these grants.

13 Corporation tax

The charity is exempt from tax on income and gains falling within Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity.

40

Inspiring Communities Together

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

14 Investments

Add: additions to investments at cost
Disposals at carrying value
Add net gain/(loss) on revaluation
Investments at fair value comprised:
Equities
Fixed Term deposit
Cash held within the investment portfolio
Debtors
Grants/contracts receivable
Other debtors
Prepayments and accrued income
Cash at bank and in hand
Cash at bank and on hand
Market value at the end of the year
Market value at the start of the year
Cash
held
by
investment
broker
pending
reinvestment		 2021
£
121,111
223,670
(38,223)
6,706
313,264
-
313,264
132,787
179,880
597
313,264
2021
£
20,250
3,824
1,432
25,506
2021
£
413,414
413,414		 2020
£
122,933
-
-
(1,822)
121,111
-
121,111
119,415
-
1,696
121,111
2020
£
35,050
964
386
36,400
2020
£
380,170
380,170

15 Debtors

16 Cash at bank and in hand

41

Inspiring Communities Together

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

17 Creditors: amounts falling due within one year

Grants received in advance
Other creditors and accruals		 2021
£
88,500
39,496
127,996		 2020
£
-
10,515
10,515

18 Analysis of movements in restricted funds

Tech & Tea
Social Prescribing
Collective Effect
Active Ageing
Total
Food Matters
Current reporting
period
Salford CVS-Age
Friendly
Community Learning
Salford City Council
Annuity
Salford City Council
Langworthy Annuity
Tech & Tea
(participants
contribution)
Partnership
Challenge
Housing Community
Land Trust		 Balance at
1 April
2020
£
2,650
-
8,149
23,227
2,610
9,997
3,230
22,341
172
3,882
-
-
76,258		 Income
£
90,000
137,000
2,644
3,487
2,625
45,000
-
-
-
5,068
-
85,224
11,024
382,072		 Expenditure
£
(101,852)
(68,102)
-
-
(25,852)
(37,768)
(9,997)
-
(27,141)
(10,834)
(2,178)
(80,315)
(8,456)
(372,495)		 Transfers
£
-
-
-
-
-
-
(3,230)
4,800
5,594
3,230
-
10,394		 Balance at
31 March
2021
£
(9,202)
68,898
10,793
3,487
-
9,842
-
-
-
-
1,704
8,139
2,568
96,229

42

Inspiring Communities Together

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

18
Analysis of movements in restricted funds (continued)
Balance at
1 April
2019
Income
Expenditur
e
£
£
£
-
90,000
(87,350)
Tech & Tea
-
45,000
(45,000)
-
9,428
(1,279)
20,737
23,625
(21,135)
Salford Royal
-
-
-
Social Prescribing
-
39,317
(36,707)
-
4,740
(4,568)
Collective Effect
9,309
30,000
(29,312)
Active Ageing
30,505
17,650
(44,925)
-
37,696
(37,696)
-
56,665
(34,324)
-
10,139
(6,257)
-
90,000
(90,000)
Total
60,551
454,260
(438,553)
Salford CVS-Age
Friendly
Partnership
Challenge
Community Learning
Ambition for Ageing-
Age UK Salford
Housing Community
Land Trust
Food Matters
Previous reporting
period
Salford City Council
Tech & Tea
(participants
contribution)		 Transfers
£
-
-
-
-
-
-
-
-
-
-
-
-
-		 Balance at
31 March
2020
£
2,650
-
8,149
23,227
-
2,610
172
9,997
3,230
-
22,341
3,882
-
76,258

Name of restricted fund Description, nature and purposes of the fund

Salford City Council is an annuity which is allocated to be spend on activities in the Charlestown and Lower Kersal Area.

Tech and tea is low level digital skills programme delivered in Chalk and surrounding districts for older people

Partnership Challenge is a neighbourhood based learning and engagement programme delivered across Central Salford

Social Prescribing is a wellbeing intervention programme delivered in Swinton working with neighbourhood health practitioners

Collective Effect is a community engagement programme based around the urban Wetlands in CHALK

43

Inspiring Communities Together

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

18 Analysis of movements in restricted funds (continued)

Active Ageing is a lottery funded project support older people to increase their own physical activity

Ambition for Ageing is a lottery funded project to support older people to develop their own projects which increase health and wellbeing across three neighbourhoods of Salford

Housing Community Land Trust is a project which supports the development of a community led housing model

Community Learning is a programme of work to increase confident and skills of local people to help them move into further learning or employment

Salford CVS - Age Friendly Is the revision of the community asset programme. Recognising that the delivery will going forward focus on the wellbeing of older people across Salford

19 Analysis of movement in unrestricted funds

Balance
at 1 April
2020
£
450,908
-
450,908
Balance
at 1 April
2019
£
312,436
312,436
General fund
Previous reporting
period
General fund
Langworthy Donation
Current reporting
period		 Income
£
132,191
9,555
141,746
Income
£
228,371
228,371		 Expenditure
£
(54,301)
-
(54,301)
Expenditur
e
£
(89,899)
(89,899)		 Transfers
£
(10,394)
-
(10,394)
Transfers
£
-
-		 As at 31
March 2021
£
518,404
9,555
527,959
As at 31
March
2020
£
450,908
450,908

Name of

unrestricted fund Description, nature and purposes of the fund

General fund

The free reserves after allowing for all designated funds

Langworthy Donation To complete work in the Seedly and Langworthy Area

44

Inspiring Communities Together

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

20 Analysis of net assets between funds

Current reporting period General Designated Restricted
fund funds funds Total
£ £ £ £
Fixed asset investments 313,264 313,264
Net current assets/(liabilities) 205,140 9,555 96,229 310,924
Total 518,404 9,555 96,229 624,188
Previous reporting period General Designated Restricted
fund funds funds Total
£ £ £ £
Fixed asset investments 121,111 121,111
Net current assets/(liabilities) 329,797 - 76,258 406,055
Total 450,908 - 76,258 527,166
21 Reconciliation of net movement in funds to net cash flow from operating activities
2021 2020
£ £
Net income/(expenditure) for the year 97,022 154,179
Adjustments for:
(Gains)/losses on investments (8,487) 1,822
Decrease/(increase) in debtors 10,894 63,562
Increase/(decrease) in creditors 117,481 (3,822)
Net cash provided by/(used in) operating 213,124 215,741

45