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:- 



- To develop the capacity and skills of those who are socially and economically disadvantaged, by working with individuals and groups who live or work within the neighbourhood of Charlestown and Lower Kersal (CHALK) and neighbouring districts 

- To work with individuals and groups within these neighbourhoods to help them make a difference locally 

**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 –** 




- We will be accountable to and representative of the local community 

- We will be innovative and provide value for money in our approach to deliver of every- thing we do 

- We will value all volunteers, staff and members of the organisation 

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 




- Improve capacity and skills to feel more confident to try new things 

- Improve self-confidence to get involved and make a difference 

- Nurture networking and share experiences 




- Strengthening local voices Improving people’s lives Creating better places to live 

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Inspiring Communities Together 

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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: 





- Greater Manchester Population health plan GM Population Health Plan Salford locality plan Salford Locality Plan 

- Salford – Anti poverty strategy Salford anti poverty strategy Salford social value alliance Salford social value 

|**Neighbourhood**<br>**Priorities:**|**Delivery across the life**<br>**course:**|**People identified as living in**<br>**poverty in Salford:**|
|---|---|---|
|Neighbourhood<br>consultation (Outcome<br>Star)|Start well, Live well, Age<br>well|Lone parents, large families and<br>carers<br>Unemployed<br>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**<br>**Manchester**|**Salford**|**East Salford**|
|---|---|---|---|
|Social prescribing<br>network<br>Centre for Ageing<br>Ofsted|GMCVO<br>GM Ageing Hub<br>Greater Manchester<br>Sports|Salford CVS<br>Vocal Leaders<br>Equalities Board<br>Population Health<br>Board<br>3rdSector<br>Consortium<br>Salford Community<br>Learning<br>Social prescribing<br>steering group<br>Social Value<br>Alliance|LPDG<br>Charlestown<br>Steering Group<br>Charlestown Social<br>Value Group|



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## Inspiring Communities Together Reference and administrative information 

## for the year ended 31st March 2021 

## **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<br>provision, Yogurt Pots<br>delivering a programme of learning both formal and practical to<br>provide local residents with a first step towards moving into<br>further learning or employment<br>improving individual health and wellbeing, particularly for our<br>older residents<br>providing placement opportunities which support the learner and<br>the organisation<br>Reduce the impact of poverty on local people through good<br>quality andfree to theindividualadvice and guidance|
|||
|**Theme**|**Approach**|
|**Place and**<br>**Voice**|focused on our environmental and community engagement activity.<br>(_Partnership working remains key in achieving this set of objectives_)|
|**Activity**|continue to improve access to good quality green space<br>Improved neighbourhoods through street-based work to increase<br>recycling and reduce flytipping<br>support local people to feel part of the community through a<br>programme of engagement activity<br>develop and deliver a programme of environmental projects as<br>identified by the local community<br>develop community led housing through our housing vehicle<br>**_Inspiring Housing_**<br>minimise the negative impact of homes of multiple occupation in<br>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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Inspiring Communities Together 

## Reference and administrative information 

## for the year ended 31st March 2021 

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: 





- Delivery within CHALK and Seedley and Langworthy against their neighbourhood Annuity budgets 

- Delivery of children and families provision through earned income 

- Delivery of citywide Age Friendly Salford contract including digital skills programme Delivery of the Swinton Wellbeing Matters social prescribing programme 

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: 




- a virtual nursery programme available to all parents/carers 

- weekly check in phone calls and an invitation to join our daily activity sessions via Zoom. 

- Sent out a weekly email with activities to do at home. 

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 


**----- Start of picture text -----**<br>
IAG Types (September 2020)<br>Job searching<br>Housing<br>Education/training<br>Debt advice<br>Benefits<br>0 2 4 6 8<br>Open Closed<br>**----- End of picture text -----**<br>


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: 







- A client who was in receipt of the lower rate PIP claim for Universal Credit (UC) is now also receiving ESA payments of **£78.00** per week. Whilst a further client was supported to complete a successful PIP application 

- A couple claimed joint UC.  The husband had been made redundant due to Covid and they couldn't afford the rent payments.  They now have their rent and council tax covered while he is looking for another job. A further three clients were supported to complete UC applications – all are now in receipt of the benefit 

- A client in receipt of benefits had been overpaid in error and as a result there was a deduction each month meaning they were struggling to live on what they were receiving.  We advocated on their behalf and the deduction amount was reduced and spread over more months so they have enough money to cover their essentials. 

- A single parent had been placed in emergency accommodation in a hostel in Radcliffe away from family support. We were able to advocate and secure accommodation closure to family and they have now been offered a new build property in the area. Supported another client to find new accommodation and made a referral for a fridge/freezer, washing machine and cooker. 

- Referred one client to Salix Homes for ongoing support with their housing issue. 

- Supported seven older people to install internet access at home to enable their digital inclusion 

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** : 



- We started in 2019 to build relationships with Salford University and Salford Primary Care Together enabling us to provide short term work placements for student nurses. Whilst this work was placed on hold during the Pandemic we supported a review of the work and from April 2021 expect to be taking placements on a regular basis and for longer. This area of work also provides a small income for our time commitment. 

- The national kickstart programme has provided an opportunity to explore offering long term work experience for young people and we have spent time developing our model with a view to offering six month placements from June 2021. We will be providing both work experience and employability skills leading for a formal level one qualification.  As we the student placements this work provides financial resource for our time commitment. 

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



- through our telephone support we have seen more younger people needing someone to chat to and so we have established a wellbeing group which meets virtually (via Zoom).  The aim of the group is to support local people to better manage their physical and mental health, make healthier lifestyle choices and have the opportunity to be active and feel more connected in the community.  Referrals came through the nursery and Stay in Touch helpline.  The group meets once a week for an hour and is facilitated by two development workers.  It runs on a 5-week cycle, each week focusing on one of the 5 ways to wellbeing – _**connect, be active, keep learning, give and take notice.**_ 

- we have developed the five ways to wellbeing conversation tool which enables everyone to feel confident to hold a wellbeing conversation with people they may know. This area of work has been developed through our Age Friendly Salford 

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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. 


- Our age friendly Salford programme for older people has been delivering a programme of virtual activity ranging from Ready to Go, Brew and Chat and Friendly Friday sessions. 

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: 




- **Reduce litter and fly tipping in neighbourhoods** : When safe to do so we have been running community litter picks alongside supporting local residents to organise their own community clean ups by providing equipment and arranging for collection of rubbish through Salford City Council. 

- **Environmental education and awareness raising within schools and communities:** We have been working with local residents to encourage them to report problems using the _Report It_ function on the council website and a new app called _Trolleywise_ to report abandoned supermarket trolleys 

- **Use and maintenance of public green spaces:** We recognised that people were losing their confidence to go out once the initial lockdown phase was lifted. We started to map our own neighbourhood public green and blue spaces as well as larger public spaces across Salford. 

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








- providing in the first instance daily then weekly virtual contact using initially google hangout – we have since invested in Zoom 

- Supporting staff to complete a programme of on-line work-related learning.  Two members of staff have now progressed to completing a level 2 in advice and guidance qualification 

- Carried out home working risk assessments to ensure all staff had the resources they need to enable them to work from home – we reviewed this after 12 weeks in-case circumstances had changed 

- Offered furlough on 100% of individuals salaries for those staff with long term health conditions or complex family support needs (four members of staff took up this opportunity) 

- providing weekly virtual contact through our wellbeing Wednesday staff group via Zoom 

- completed “return to work environments” risk assessments to create Covid-secure work spaces and creating two work bubbles so that office staff can return to work from the office one day a week. 

- carried out a staff survey to gain views on how staff had been affected by the impact of Covid-19.  The survey asked questions across four areas 

   - Home working – exploring how individuals have adapted to this new way of working 

   - Returning to on-site working – exploring how individuals feel about returning to some form of normal working 

   - Supporting wellbeing – gaining an insight into how well individuals feel they have been supported during this initial phase of the pandemic 

   - About the organisation – How individuals feel about working the work ICT are now delivering and what the future feels like 

   - Supporting two virtual away day activities to provide a social space for staff members 

   - Developed a blended working policy to provide a more flexible approach to work life balance 

   - Reviewed our 1-1 forms and now include a section on wellbeing 

**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;** 





- **Home working** : Overall the results show that the balance between home and onsite working is the right mix at this time. Staff feel they have been involved in the decisions taken 

- **Returning to onsite working** : Staff felt that the correct measures had been put in place to support a return to onsite working, however views are mixed about if the timing was right to do so. 

- **Supporting wellbeing** : The majority of staff felt that their own wellbeing was being taken into consideration by the organisation and they understood the steps being taken to mange their health and wellbeing. 

- **About the organisation** : The majority of staff felt that the organisations was doing a good job in maintaining services 

## **What we could do better** 





- **Homeworking** : For some staff the changes have been harder to embrace and we need to explore further that all staff feel confident to ask when they need resources to enable them to work from home 

- **Returning to onsite working** : At this time staff feel that we should not return to full onsite working but continued with the current blended approach. 

- **Supporting wellbeing** : Not everyone confident enough to agree that their voice was being heard 23.1% scored neutral on this question and the same number gave a neutral score for being aware of how to ask for help if they needed it. 

- **About the organisation** : Just under half the responses stated that they felt that the organisation would not come out strongly form this current pandemic. 

**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** 





- 85% of respondents live in Charlestown, Kersal, Seedley or Langworthy 

- 61% were female and 39% male 

- 83% described themselves as White British, 7% as Black/Black British, 6% as mixed/multiple ethnicities, 1% as Asian/Asian British with 3% of respondents preferring not to answer this question. 

- 19% were aged 17 and under, 8% were aged 18-24, 38% were aged 25-54, 31% were aged 55-74 and 4% were aged 75 and over 

13 



## Inspiring Communities Together 

## Reference and administrative information 

## for the year ended 31st March 2021 

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: 






- 26% of respondents felt they couldn’t access the resources needed to manage their physical or mental health, 

- People said they were making less healthy choices (only 54%, down from 69% last year), 

- People felt they had less opportunity to be active to their community (only 38%, down from 43% last year), 

- People were less connected to others in their community (only 61%, down from 77% last year). 

- 63% of respondents in the neighbourhood consultation told us they are trying new activities or learning new skills (up from 60% last year). 

As can be seen in this report we have quickly 






- adapted our programme of work, created new ways of working using zoom as our preferred delivery tool and when appropriate reintroduced work back in the community. 

- 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. 

- We have support where appropriate the city wide offer picking up the stay in touch service first for older people and then the wider community when both the CCG and HIS were no longer able to deliver, 

- Our child care provision has been maintained for key workers and vulnerable parents for which we thank Salford Community Leisure for enabling us to hold the keys to Sports Village when they needed to close their provision and furlough their staff. 

- We have used the time to review our delivery and refresh or create a more strategic approach to our future plans. 

## **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**_ 

14 



Inspiring Communities Together 

Reference and administrative information 

for the year ended 31st March 2021 

_**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 




- Keep Moat Homes Kickstart programme was put on hold 

- Identified learners told us that it wasn’t the right time for them 

- All placements with the college and University were put on hold. 

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




- Applied to the Government Kickstart scheme submitting our application to offer 6-month work placements which will start in June 2021. 

- Moved our family engagement activities to Zoom and delivered **20** sessions over the school holidays to **203** children and their parent/carers. 

- Provided IAG to **47** people which is less than our target for the year due to community spaces being closed and therefore our access to local people was reduced. 

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




- Support, where appropriate, the city-wide offer, picking up the Stay in Touch service first for older people and then the wider community when both the CCG and HIT were no longer able to deliver. We have successfully secure £20,000 from the CCG through Salford CVS small grants to continue the offer for people under 50 years of age next year and will be looking to embed the older people support in the Age Friendly Salford programme. 

- Spent time developing an offer making better use of our public green spaces and have secured funding for Riverbank Park and briefly re-started the green and grow project and carry out some litter picks and clean ups over the summer. 

- Throughout the year we have continued to support residents in CHALK and Seedley and Langworthy by providing them with litter picking equipment and we have continued to report fly tipping and other environmental issues.  Over **128** bags of rubbish have been collected and removed and over **160** grot spots have been reported and cleared this year. 

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 

15 



Reference and administrative information 

## Inspiring Communities Together 

## for the year ended 31st March 2021 

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: 




- **Recognised** the value and support needs for our own workforce who have had to adapt to new ways of working, new roles and working from home. 

- **Redesigned** our approaches to connecting with local people through social media and on-line along with telephone and face to face work 

- **Reframed** our working practice to focus on health and wellbeing of both individuals and the neighbourhoods in which we work. 

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: 




- Supporting our younger members of the neighbourhoods to have the best start in life Providing opportunities for people of all ages to develop and grow and ensure that they are equipped to improve and enjoy their own neighbourhoods. 

- Continuing to lead on the delivery of Age Friendly Salford ensuring older people have a voice and can stay healthy and wellbeing within their own neighbourhoods. 

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. 

16 



## Inspiring Communities Together 

## Reference and administrative information 

for the year ended 31st March 2021 

## **Inspiring Communities Together Strategies** 






- Children and Families (New) 

- Environmental (updated) 

- Learning (updated) 

- Age Friendly (updated) 

- Wellbeing (New) 

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: 


- Support – 

   - _Providing_ a supportive environment to enable individuals to raise concerns about their own mental wellbeing 


- _Ensuring_ our organisational culture is supportive to all team members 




- Maintain – 

   - _Providing_ resources and opportunities for individuals to look after their own wellbeing 


- _Ensuring_ we follow our organisational policies and procedures to maintain good work/life balance 


- Prevent - 

   - _Providing_ individuals with the skills and knowledge to support their own wellbeing _Ensuring_ our organisational culture supports the wellbeing of all 



## **Delivery plan on a page** 

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



17 



Inspiring Communities Together 

Reference and administrative information 

for the year ended 31st March 2021 

||and aspirations as<br>they grow and<br>develop.|learning that works for<br>them.|loneliness and social<br>isolation|
|---|---|---|---|
|**Overarchin**<br>**g**|**Work with partners to recruit and support volunteers to deliver**<br>**health and wellbeing person centred conversations using the**<br>**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: 





- Salford Community and Voluntary Services (Salford CVS) 

- Greater Manchester Centre for Voluntary Organisations (GMCVO) 

- National Council for Voluntary Organisations (NCVO) 

- Locality 

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: 






- Select suitable accounting policies and then apply them consistently 

- Observe the methods and principles in the Charities SORP 

- Make judgements and estimates that are reasonable and prudent 

- State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements 

- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation 

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<br>funds<br>Note<br>£<br>**Income from:**<br>Donations and legacies<br>3<br>39,514<br>Charitable activities:<br>4<br>89,959<br>Investments<br>5<br>3,786<br>**Total income**<br>**133,259**<br>**Expenditure on:**<br>Charitable activities:<br>6<br>54,301<br>**Total expenditure**<br>**54,301**<br>78,958<br>-<br>8,487<br>8<br>**87,445**<br>Transfer between funds<br>(10,394)<br>**Net movement in funds for the year**<br>**77,051**<br>**Reconciliation of funds**<br>Total funds brought forward<br>450,908<br>**Total funds carried forward**<br>**527,959**<br>**Net income/(expenditure) before**<br>**net gains/(losses) on investments**<br>Realised gains/(losses) on investments<br>Unrealised gains/(losses) on investments<br>**Net income/(expenditure) for the**<br>**year**|Restricted<br>funds<br>£<br>2,644<br>379,428<br>-<br>**382,072**<br>372,495<br>**372,495**<br>9,577<br>-<br>-<br>**9,577**<br>10,394<br>**19,971**<br>76,258<br>**96,229**|Total funds<br>2021<br>£<br>42,158<br>469,387<br>3,786<br>**515,331**<br>426,796<br>**426,796**<br>88,535<br>-<br>8,487<br>**97,022**<br>-<br>**97,022**<br>527,166<br>**624,188**|Total funds<br>2020<br>£<br>9,428<br>673,203<br>-|
|---|---|---|---|
||||**682,631**|
||||526,630|
||||**526,630**|
||||156,001<br>-<br>(1,822)|
||||**154,179**<br>-|
||||**154,179**<br>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<br>£<br>£<br>**Fixed assets**<br>Investments<br>14<br>313,264<br>**Total fixed assets**<br>**313,264**<br>**Current assets**<br>Debtors<br>15<br>25,506<br>Cash at bank and in hand<br>16<br>413,414<br>**Total current assets**<br>**438,920**<br>**Liabilities**<br>Creditors: amounts falling<br>due in less than one year<br>17<br>(127,996)<br>**Net current assets**<br>**310,924**<br>**Total assets less current liabilities**<br>624,188<br>**Net assets**<br>**624,188**<br>**The funds of the charity:**<br>Restricted income funds<br>18<br>96,229<br>Unrestricted income funds<br>19<br>527,959<br>**Total charity funds**<br>**624,188**<br>2021|£<br>£<br>121,111<br>**121,111**<br>36,400<br>380,170<br>**416,570**<br>(10,515)<br>**406,055**<br>527,166<br>**527,166**<br>76,258<br>450,908<br>**527,166**<br>2020|£<br>£<br>121,111<br>**121,111**<br>36,400<br>380,170<br>**416,570**<br>(10,515)<br>**406,055**<br>527,166<br>**527,166**<br>76,258<br>450,908<br>**527,166**<br>2020|
|---|---|---|
|||**121,111**<br>**406,055**|
|||527,166|
|||**527,166**|
|||76,258<br>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<br>2021<br>£<br>**Cash provided by/(used in) operating activities**<br>21<br>**213,124**<br>_Cash flows from investing activities:_<br>Management costs in investments<br>-<br>Purchase of investments<br>(179,880)<br>**Cash provided by/(used in) investing activities**<br>**(179,880)**<br>33,244<br>Cash and cash equivalents at the beginning of the year<br>380,170<br>**Cash and cash equivalents at the end of the year**<br>**413,414**<br>Increase/(decrease) in cash and cash<br>equivalents in the year|2020<br>£<br>**215,741**|
|---|---|
||-<br>-|
||**-**|
||215,741<br>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: 

- Expenditure on charitable activities includes the costs of projects undertaken to further the purposes of the charity and their associated support costs. 

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**<br>Donations<br>HMRC Job Retention Scheme<br>**Total**<br>**_Previous reporting period_**<br>_Donations_<br>**_Total_**|Unrestricted<br>£<br>20,389<br>19,125<br>39,514<br>_Unrestricted_<br>_£_<br>_-_<br>_-_|Restricted<br>£<br>2,644<br>-<br>2,644<br>_Restricted_<br>_£_<br>_9,428_<br>_9,428_|Total 2021<br>£<br>23,033<br>19,125|
|---|---|---|---|
||||42,158|
||||_Total 2020_<br>_£_<br>_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**<br>**Community Support and Development**<br>Salford City Council-Annuity<br>Salford City Council<br>Salford CVS-Age Friendly<br>Third Sector Consortium<br>Age UK-Older person<br>Langworthy<br>Community Learning<br>Social Prescribing<br>Salford CVS Partnership Challenge<br>Other income<br>**Total**<br>**_Previous reporting period_**<br>**_Community Support and Development_**<br>_Salford City Council_<br>_Salford CVS-Age Friendly_<br>_Third Sector Consortium_<br>_Active Ageing_<br>_Collective Effect_<br>_Community Learning_<br>_Housing Community Land Trust_<br>_Groundwork UK_<br>_Social Prescribing_<br>_Little Pot of Health_<br>_Salford CVS Partnership Challenge_<br>_Age UK-Ambition for Ageing_<br>_Food Matters_<br>_Thrive_<br>_Other income_<br>**_Total_**<br>Childcare<br>_Childcare_<br>_Big Potential_|Unrestricted<br>£<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>86,379<br>3,580<br>89,959<br>_Unrestricted_<br>_£_<br>_-_<br>_-_<br>_92,000_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_127,020_<br>_-_<br>_2,289_<br>_7,062_<br>_228,371_|Restricted<br>£<br>90,000<br>5,425<br>79,684<br>137,000<br>3,602<br>11,024<br>5,068<br>45,000<br>2,625<br>-<br>-<br>379,428<br>_Restricted_<br>_£_<br>_90,000_<br>_90,000_<br>_45,000_<br>_17,650_<br>_30,000_<br>_4,740_<br>_46,665_<br>_10,000_<br>_39,317_<br>_-_<br>_-_<br>_23,625_<br>_37,696_<br>_-_<br>_10,139_<br>_-_<br>_-_<br>_444,832_|Total 2021<br>£<br>90,000<br>5,425<br>79,684<br>137,000<br>3,602<br>11,024<br>5,068<br>45,000<br>2,625<br>86,379<br>3,580|
|---|---|---|---|
||||469,387|
||||_Total 2020_<br>_£_<br>_90,000_<br>_90,000_<br>_137,000_<br>_17,650_<br>_30,000_<br>_4,740_<br>_46,665_<br>_10,000_<br>_39,317_<br>_-_<br>_-_<br>_23,625_<br>_37,696_<br>_127,020_<br>_10,139_<br>_2,289_<br>_7,062_|
||||_673,203_|



35 



## Inspiring Communities Together 

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

|**5**<br>**Investment income**<br>**Current reporting period**<br>Dividends received<br>**Previous reporting period**<br>Dividends received|Unrestricted<br>£<br>3,786<br>3,786<br>Unrestricted<br>£<br>-<br>-|Restricted<br>£<br>-<br>-<br>Restricted<br>£<br>-<br>-|2021<br>£<br>3,786|
|---|---|---|---|
||||3,786|
||||2020<br>£<br>-|
||||-|



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**<br>Staff costs<br>Project Costs<br>Training<br>Marketing<br>Premises<br>Running costs<br>Meetings & Events<br>Insurance<br>Other expenditure<br>Community Activities<br>Restricted expenditure<br>Unrestricted expenditure<br>Equipment<br>Governance costs<br>(see note 7)|£<br>303,545<br>61<br>275<br>30,250<br>21,500<br>17,302<br>-<br>3,844<br>24,649<br>75<br>4,183<br>21,112<br>426,796|Total 2021<br>£<br>303,545<br>61<br>275<br>30,250<br>21,500<br>17,302<br>-<br>3,844<br>24,649<br>75<br>4,183<br>21,112<br>426,796<br>2021<br>£<br>372,495<br>54,301<br>426,796|_Total 2020_<br>_292,424_<br>_32_<br>_56,705_<br>_13,982_<br>_16,352_<br>_24,287_<br>_1,492_<br>_4,593_<br>_29,020_<br>_358_<br>_66,017_<br>_21,368_|
|---|---|---|---|
||||_526,630_|
||||_2020_<br>_£_<br>_438,553_<br>_88,077_|
||||_526,630_|



37 



## Inspiring Communities Together 

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

|**7**<br>**Analysis of governance and support costs**<br>**Current reporting period**<br>Basis of<br>apportionment<br>Accountancy services<br>Governance<br>Legal and professional<br>Governance<br>**_Previous reporting period_**<br>_Basis of_<br>_apportionment_<br>_Accountancy services_<br>_Governance_<br>_Legal and professional_<br>_Governance_<br>**8**<br>**Net income/(expenditure) for the year**<br>This is stated after charging/(crediting):<br>2021<br>£<br>Auditor's remuneration - accountancy fees<br>1,300<br>450<br>Independent examiner's fee|Governance<br>£<br>3,408<br>17,704<br>21,112<br>_Governance_<br>_£_<br>_2,100_<br>_19,268_<br>_21,368_<br>_2020_<br>_£_<br>_1,300_<br>_450_|Total 2021<br>£<br>3,408<br>17,704|
|---|---|---|
|||21,112|
|||_Total 2020_<br>_£_<br>_2,100_<br>_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<br>Social security costs<br>Pension costs<br>Outsourced salaries|2021<br>£<br>284,323<br>15,196<br>4,026<br>-<br>303,545|_2020_<br>_£_<br>_267,790_<br>_14,991_<br>_3,495_<br>_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, a community benefit society, registration number 8335R with FCA. 

## **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)<br>Salford City Council<br>HMRC Job Retention Scheme|2021<br>£<br>90,000<br>5,425<br>19,125<br>114,550|_2020_<br>_£_<br>_90,000_<br>_-_<br>_-_|
|---|---|---|
|||_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<br>Disposals at carrying value<br>Add net gain/(loss) on revaluation<br>Investments at fair value comprised:<br>Equities<br>Fixed Term deposit<br>Cash held within the investment portfolio<br>**Debtors**<br>Grants/contracts receivable<br>Other debtors<br>Prepayments and accrued income<br>**Cash at bank and in hand**<br>Cash at bank and on hand<br>Market value at the end of the year<br>Market value at the start of the year<br>Cash<br>held<br>by<br>investment<br>broker<br>pending<br>reinvestment|2021<br>£<br>121,111<br>223,670<br>(38,223)<br>6,706<br>313,264<br>-<br>313,264<br>132,787<br>179,880<br>597<br>313,264<br>2021<br>£<br>20,250<br>3,824<br>1,432<br>25,506<br>2021<br>£<br>413,414<br>413,414|_2020_<br>_£_<br>_122,933_<br>_-_<br>_-_<br>_(1,822)_|
|---|---|---|
|||_121,111_<br>_-_|
|||_121,111_|
|||_119,415_<br>_-_<br>_1,696_|
|||_121,111_|
|||_2020_<br>_£_<br>_35,050_<br>_964_<br>_386_|
|||_36,400_|
|||_2020_<br>_£_<br>_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<br>Other creditors and accruals|2021<br>£<br>88,500<br>39,496<br>127,996|_2020_<br>_£_<br>_-_<br>_10,515_|
|---|---|---|
|||_10,515_|



## **18 Analysis of movements in restricted funds** 

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



42 



## Inspiring Communities Together 

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

|**_18_**<br>**_Analysis of movements in restricted funds (continued)_**<br>_Balance at_<br>_1 April_<br>_2019_<br>_Income_<br>_Expenditur_<br>_e_<br>_£_<br>_£_<br>_£_<br>_-_<br>_90,000_<br>_(87,350)_<br>_Tech & Tea_<br>_-_<br>_45,000_<br>_(45,000)_<br>_-_<br>_9,428_<br>_(1,279)_<br>_20,737_<br>_23,625_<br>_(21,135)_<br>_Salford Royal_<br>_-_<br>_-_<br>_-_<br>_Social Prescribing_<br>_-_<br>_39,317_<br>_(36,707)_<br>_-_<br>_4,740_<br>_(4,568)_<br>_Collective Effect_<br>_9,309_<br>_30,000_<br>_(29,312)_<br>_Active Ageing_<br>_30,505_<br>_17,650_<br>_(44,925)_<br>_-_<br>_37,696_<br>_(37,696)_<br>_-_<br>_56,665_<br>_(34,324)_<br>_-_<br>_10,139_<br>_(6,257)_<br>_-_<br>_90,000_<br>_(90,000)_<br>_Total_<br>_60,551_<br>_454,260_<br>_(438,553)_<br>_Salford CVS-Age_<br>_Friendly_<br>_Partnership_<br>_Challenge_<br>_Community Learning_<br>_Ambition for Ageing-_<br>_Age UK Salford_<br>_Housing Community_<br>_Land Trust_<br>_Food Matters_<br>**_Previous reporting_**<br>**_period_**<br>_Salford City Council_<br>_Tech & Tea_<br>_(participants_<br>_contribution)_|_Transfers_<br>_£_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_|_Balance at_<br>_31 March_<br>_2020_<br>_£_<br>_2,650_<br>_-_<br>_8,149_<br>_23,227_<br>_-_<br>_2,610_<br>_172_<br>_9,997_<br>_3,230_<br>_-_<br>_22,341_<br>_3,882_<br>_-_|
|---|---|---|
|||_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<br>at 1 April<br>2020<br>£<br>450,908<br>-<br>450,908<br>_Balance_<br>_at 1 April_<br>_2019_<br>_£_<br>_312,436_<br>_312,436_<br>General fund<br>**_Previous reporting_**<br>**_period_**<br>_General fund_<br>Langworthy Donation<br>**Current reporting**<br>**period**|Income<br>£<br>132,191<br>9,555<br>141,746<br>_Income_<br>_£_<br>_228,371_<br>_228,371_|Expenditure<br>£<br>(54,301)<br>-<br>(54,301)<br>_Expenditur_<br>_e_<br>_£_<br>_(89,899)_<br>_(89,899)_|Transfers<br>£<br>(10,394)<br>-<br>(10,394)<br>_Transfers_<br>_£_<br>_-_<br>_-_|As at 31<br>March 2021<br>£<br>518,404<br>9,555|
|---|---|---|---|---|
|||||527,959|
|||||_As at 31_<br>_March_<br>_2020_<br>_£_<br>_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