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2022-03-31-accounts

ACharity Number: 1157053

Inspiring Communities Together

Report and financial statements For the year ended 31[st] March 2022

Inspiring Communities Together Reference and Administrative Details for the year ended 31st March 2022

Charity number 117053 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 – November 2021 James Kariuki May 2018 - present Ruth Potts Secretary October 2016 – present Ann-Marie Pickup MBE October 2015 - present Key management personnel Bernadette Elder Chief Executive Lesley Connor – Director of Operations (August 2021 – March 2022) Antonia Dunn – Operations Manager Gerry Stone – Operations Manager Resigned September 2021 Carol Hyde – Child and Families Operations Manager September 2021 – present Eduardo Gonzalez-Morera – Finance Manager Start well: Nadine Murray Early Years Manager 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 – contract end July 2021 Live well: Danielle Wright – Coordinator August 2021 - present Lynne Holden – Development Worker Neighbourhoods Abigail Collier – Development Worker August 2021 – present Be well: Nicola O’Neill – Co-ordinator (June 2021 – February 2022) Tina Tudor – Development Worker advice and guidance and training Age well: Andrea Whelan Development Worker Older People Lisa Berry – Development Worker Active Ageing – Resigned September 2021 Joanne Inglis Development Worker Digital Freya Pigott Development Worker Digital October 2021 – present Nicola O’Neill – Community Connector – Resigned June 2021 Bankers Cooperative Bank PLC 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 information

for the year ended 31[st] March 2019

The trustees present their report and the unaudited financial statements for the year ended 31st March 2022.

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:-

The Core Charities activities are:

Vision – A place where everyone has the opportunity to achieve their full potential and participate in making a positive difference to their neighbourhood (amended March 2018)

Mission – We will achieve positive outcomes for local people based on the knowledge understanding and information that the community have about their area, through empowering individuals and groups to release their potential to develop their own solutions.

What difference do we want to make?

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How do we know we are making a difference

What is the difference we are making

Specific aims

Measuring out impact

As a neighbourhood-based Charity we recognise the importance of understanding and acting on the voice of those we work for and with. We have therefore established an approach to measuring impact and outcomes both internally and with our wider stakeholders.

Strategic Links

We continue to recognise our role as a place based charity in supporting Salford to delivery on strategic priorities. Salford Council has a vision to create 'A fairer, greener and healthier Salford' To help achieve this vision they have identified some key priorities to tackle the problems people in Salford are currently facing, the Great Eight. Through our programme of work we can demonstrate we are helping to achieve all the eight priorities.

In developing our 2021-2022 delivery plan we both reflected on our learning from the Pandemic and reviewed/developed our strategic

priorities:

Through the changing world of the Pandemic we:

Inspiring Communities Together Strategies

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 Wellbeing (new)

Alongside the above strategies we have also been working on a digital maturity plan – moving the organisation from a paper based model to digital first.

Set out below is the approach we set ourselves for 2021-2022

People
early years provision and community learning		 Place and voice:
environmental and community engagement
activity
Overarching: partnership working

Structures we engage with

We continue to recognise the importance of engaging with as wider a partnership as possible both to gain knowledge and skills to improve our own delivery but also to share our learning with others.. Based on our current programme of work we are engaging with:

National Greater Manchester Salford Neighbourhoods
Social prescribing
network
Centre for Ageing
Ofsted		 GMCVO
GM Ageing Hub
Greater Manchester
Sports		 Salford CVS
Vocal Leaders
Equalities Board
3rdSector Consortium
Social prescribing
steering group
Social Value Alliance		 Resilience Forums
East Salford
Community Committee
Neighbourhood
Management

Delivery plan 2021 – 2022

As with all years since we established ourselves as a Charity our overarching approach is based around People, Place and Voice . We have also over the past few yeas recognised that the power of the work we do has a focus on a lifecycle approach enabling people to age well throughout their lives we achieve this by:

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Set out below is the programme of work we set ourselves for 2021-2022

The Year in Summary:

As with our last Trustee report this report is written at a time in history which we never expected to experience and one where innovation and testing new approaches has never been more real.

Our 2021-2022 delivery plan was approved by the Board in March 2021 and we set out to move from the full impact of the pandemic to embedding our new ways of working whilst continuing to review, test and learn from these approaches to support both our workforce and those we connect with through our programme of activity.

We set our new strategic objectives, either reviewing existing or developing new strategic documents to drive the work. Alongside this a staffing structure review took place and new posts were created and recruited to – some of these are working well whilst others have been reviewed and not replaced if staff have left.

Our learning from the Pandemic has highlighted that people want choice and so we have established a blended approach to our delivery. For some people going out is either not an option or they are still not ready to do so, for others they choose to do both community activity whilst having the flexibility to log onto a virtual activity at short notice.

As Covid-19 restrictions started to be lifted we moved to more face to face delivery – starting with access to green public spaces.

We recognised the value of green spaces as we moved out of the pandemic and therefore invested resources in making sure we could provide access to good quality green spaces:

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Our programme of face to face activity started in trusted community buildings and finally back into a variety of community spaces, moving our model back to going where people are rather than expecting them to come to us.

Tech and Tea and Brew and Chat were our first community based programmes for delivery in the community.

During the Pandemic we had offered a check and chat call – as the lockdown restrictions were lifted and our partners who sign posted to this provision moved back to their day jobs the number of people requiring a check and chat had started to reduce although we still made 542 chat and check phone calls during the year providing 103 hours of telephone support.

Those individuals who were still receiving a chat and check call were invited to attended our in person brew and chat sessions in neighbourhood gateway buildings by the end of the year 63 people had attended a wellbeing brew and chat. This model of wellbeing is continuing to develop and we now have partners signposting people into the provision we will therefore continue this during 2022-2023. Our initial approach also including access to our advice and guidance worker with 20 people helped. We are now reviewing this approach as our advice and guidance worker has now moved to our family and children programme of work as we look at ways to support families during this difficult financial times.

“Just chatting to other people makes it easier to cope with what’s going on as you are not on your own.”

Tech and Tea (funded through Age Friendly Salford) is our low level digital programme aimed at older people. During the pandemic this moved to an at home model but as we have moved out of the pandemic we have moved back to a community focus but continuing to offer at home for those who are unable to attend in the community. By the end of the year we had delivered support to 285 older people and were offering access to sessions in all neighbourhoods of Salford.

We have through-out the pandemic offered access to affordable child care and family activities both face to face for key workers and virtually for those families at home. This year we have been able to extend the number of children who can access the setting and as with all other areas of work we have support the staff and children/families to move back to a building based model of delivery. The Trustees continue to recognise the value of providing support to children and families despite the funding gap. This year we have invested in a new role of Operations Manager (Children and Families) to support the current staff team to develop a less traditional approach to child care and developing a family first approach whilst continuing to offer good quality early stage learning for the children.

Alongside our strategic work on the environment the team has been expanded and started to develop both a neighbourhood and individual approach to valuing green and blue spaces. Our Green Champion model has been co-designed with the children from our after school provision and will provide the framework for our delivery during 2022-2023.

We have not been able to expand our learning offer as widely as we had hoped but have instead invested in developing our programme and testing the model with our Kickstart Placements. The learning from this will form the framework for our volunteer plus offer going forward.

During the Pandemic we identified the need to be more explicit about our wellbeing offer and set out to define this work. We established the role of Wellbeing Co-ordinator to oversee the

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implementation and take the lead on the delivery and development of key areas including our stay in touch (chat and check calls), Working Wardrobe and information, advice and guidance. This year has given us time to understand what has worked and where going forward we can make improvements. The Wellbeing coordinator was successful in securing a role with the Age Friendly Salford Team and therefore going forward this programme of work will be embedded in our wider delivery.

The majority of our staff are from the local Central Salford (CHALK) neighbourhood and are our biggest asset as well as members of the local community. We have continued to invest in our staff health and wellbeing and personal development:

During the Pandemic we recognised the value of digital first:

Working with Salford University we started on our digital maturity exercise:

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Through this initial work we now have a framework for our organisational digital strategy with measurable actions. The next stage of this work will take place during 2022-2023.

By the end of quarter four we had seen a huge increase in engagement with our Facebook page with 546 followers (up from 513 last quarter) and a quarterly reach of 7756 which is an 107% increase on the previous quarter. Our follower numbers on Twitter have gone up to 1532. Posts from across the teams are doing well to promote our work and engage with local people. Going forward we will be developing an annual campaign calendar to ensure our use of social media links to GM and national themes to further improve our use of digital.

As in previous years our approach to delivery is always CHALK and Seedley and Langworthy first whilst exploring further opportunities to expand our approach across other neighbourhoods of Salford. Our larger externally funded contracts were due to end in March 2022 but we have been fortunate enough to secure extensions on these

During this delivery period we have also secured additional funding to work across Salford:

Our AGM was held on the evening of 22nd September to coincide with the re-opening of Riverbank Park. The event was well attended by members, and children from the after-school club. The formal AGM was followed by a community event with circus skills, face painting and nature-based arts and crafts for anyone in the local community to enjoy. We also provided 50 evening picnic bags. The annual report Annual-Report-2021.pdf (inspiringcommunitiestogether.co.uk) was launched at the event and then subsequently delivered to 5000 homes in the neighbourhood as in previous years.

After a period of learning from the pandemic and defining what the new normal would look like this period 2021-2022 has provided the time to embed our strategic approach. What we had not factored in was the time to enable our new staff to understand and develop their own work programmes to deliver against our strategic priorities. Through-out this delivery period we have reflected on what is working and what needs to change,. This has meant for some of our staff a

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period of change and adjustment to new management styles. The recruitment and then early loss of our new Director of Operations had an impact on moving forward with our one team approach, but we have now recruited a new member of staff to this post and expect this model to be embedded by the end of 2023.

As in previous years our teams have continued to deliver a programme of work and meet the majority of our delivery plan priorities (the impact of the pandemic has again meant we have not achieved all our aspirations for the year)

Financially we have continued to securing income to cover our programme of work and once again been able to invest in our financial reserves. We wait to hear the outcome of our tender for the age well programme and if not successful will once again have to review our planned work and staffing structure to reflect this loss of income. We continue our model of securing external funds for key pieces of work and have already started to look at opportunities for 2022-2023.

Sadly our long serving Treasurer died which has been a considerable loss to the Charity and will be hard to replace.

As with every year since the start of our journey from a regeneration programme to an established Charity we have reflected on what we have learnt, ensured a good strategic framework is In place and set an annual delivery plan for our priorities for the year. We go into the next financial year in a strong position both strategically and financially.

Our programme of work

Although our Charity has expanded the neighbourhoods we can work in (our charitable objectives now recognise that our work is delivered wider than just Charlestown and Lower Kersal (CHALK). We do however remain true to our initial priority of supporting CHALK first through the Annuity funding whilst continuing to use the learning from this work to seek and secure resource opportunities which provide added benefit to the Charity and wider neighbourhoods of Salford and where appropriate Greater Manchester.

Start well –
Children and
Families		 Ensure all children in CHALK have access to the best possible start in life, with
support to meet their developmental and educational milestones and become
confident and capable learners ready to start school
Recognising that for many families everyday life can be a struggle. We want our
parents/carers to feel able to see information, advice and guidance from us to
support them to help meet their child’s needs and aspirations as they grow and
develop
Live well –
Environmental and
Learning		 We will support the delivery of resilient neighbourhoods where individuals value
both where they live and their neighbourhood public green spaces
We will support people within our communities to develop and engage in
learning programmes that work for them
Age well –
Age Friendly Salford		 We will lead a programme of work which enables older people to have a voice
and feel valued within their own neighbourhoods

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Under pinning our work is our ongoing commitment to wellbeing of staff, volunteers, Trustees and the people we work with.

Our wellbeing policy sets out the following principles:

Support –

Maintain –

Prevent –

Measuring our organisational impact

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.

Alongside our monthly monitoring and reporting processes we spend time each year look both internally and externally at how well the Charity is delivering against its vision, mission and values.

Trustee annual review

Through our internal self-assessment the Trustees annual review our Charitable strengths and weaknesses against eight themes. The collective scores for each theme are set out in the table below bench marked against the previous year scores.

Theme 2014 2015 2022
Creating Impact 7 5 6.5
Income 7 7 8
strategy 8 5 8
learning 7 6 8
Leadership and governance 8 4 4.5
People 8 6 8
Managing resources 8 6 8
Communications 6 6 6

As can be seen the Trustees had a gap between 2015 and 2022 due to some challenges within the board which needed to be address and then the impact of Covid. For nearly all themes there was a slight improvement from the last time the exercise was carried out but for most themes this brought the scores back to the first time the exercise was carried out.

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The results of this exercise will now provide the management Team and Trustees with a framework for improvement over the next two years which will provide time to develop work for improvement across the key areas identified as needing improvement.

The follow 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.

Alongside our Trustee internal self-assessment the Board carry out a stakeholder survey bother internal (themselves and staff) and external partners we have worked with over the past year. The collective results of this review helps the Trustees ensure the charity's aims, objectives and activities remained focused on its stated purposes. The results of this exercise will be published at our AGM in September once all the data has been collated.

Community consultation

As we have done since 2011 during quarter three we carried out our annual community consultation to help us understand how people feel about where they live. In total 243 people completed the questionnaire:

Demographics

Results

The neighbourhood consultation showed some small improvements on last year’s results:

There were also a couple of results of concern:

In response to the question about the continuing impact of the pandemic:

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Achievements and performance

This report is written during a period of reflection, redesign and refocus. As already stated above

At the start of this delivery period staff were mainly still working from home and the majority of our work was delivered virtually (our child care provision remained open). We did however during quarter one start some activity out in the community our walk and talk and green and grow were the fist face to face activities and tech and tea in the community quickly followed. Throughout this first quarter of delivery we continued to use social media as an engagement tool which resulting in just under 15,000 people connecting with us via Facebook.

During quarter two we started to see a steady increase in delivery out in the community and staff spending more time in their place of work. As our new staff team starting in their roles we were able to:

Quarter three again brought challenges and opportunities as Omicron started to affect our staff team and impact on our community delivery. We were however able through the safe working measures we had in place to continue with some community delivery and started:

During this period of unknown the management team focused on developing contingency plans in case we moved back to a full lockdown and needed to reintroduce a full programme of virtual activity (this approach has not stopped as some people prefer this model to going to a community venue).

The Trustees endorsed our “Digital First” plan and the first stage of investment took place:

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This work was a priority to ensure we were in a strong position to bid for the Age Well Tender which was extended in December 2021.

The final quarter of this delivery period:

Our work in practise

Our core delivery across Charlestown and Lower Kersal and Seedley and Langworthy continued to increase with the Green and Grow group, Walk and Talk, Tech and Tea, brew and chat and community litter picks ongoing from last quarter. All with a focus on health and wellbeing and helping people start to move back into community activity.

We continued to maintain an element of virtual activity mainly through our city wide Age Well work which is still well supported by older people, some of who attend both virtual and in person activity, whilst others still prefer to only attend the virtual programme.

The Gateway and Library services have been key to helping with the delivery of activity both by providing safe spaces but also identifying people who would benefit from the programme of activities.

Prior to the Pandemic we had plans drawn up to create an outside classroom at Yogurt Pots. This work has been completed during this quarter and now provides a valuable additional resource to encourage the children to spend more of their time outside whilst continuing learning new skills.

Improving Individual Health and Wellbeing – community

“Just chatting to other people makes it easier to cope with what’s going on as you are not on your own.”

“I just wanted to phone you to let you know I have my PIP back. Thank you so much for your help. I can sleep easier now.”

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Working Wardrobe: is a national tested model, supporting people with the right clothes and styling support to give individuals the confidence they need to making the best first impression to be successful in getting securing a job. Greater Manchester already has models operating and each model has a slightly different approach. We set out to deliver a test and learn pilot to establish if providing: learning opportunities, holistic support and the right clothing and styling support can help people to further develop themselves, build their self-confidence and improve their own live chances. Although the project started Our plans to develop a working wardrobe model were unsuccessful in securing the funding required and although we tried to develop the model on limited resources it was clear this was not going to work. Towards the end of the year our Wellbeing Coordinator successfully secured a role with the Age Friendly Salford Team and this felt that the time was right to put the project on hold.

Brew and Chat: As we started to move out of the pandemic and were able to meet people in person we started to test our brew and chat model in neighbourhood gateway centres, initially encouraging those people who had received check and chat calls to meet in person. This model has grown over the test phase and now takes referrals and is a key element of the age well work as we start to embed wellbeing across the programme.

Advice and guidance : We have continued to offer an advice and guidance provision through telephone, virtual and face to face. We recognise that advice and guidance support fits with three key elements of our work:

IAG Cases (April 2021 - March 2022)  Families who are struggling to mange their financial resources  Individuals where wellbeing is being Job searching affected due to needing some element of advice Education/training and guidance  Older people who are struggling with fuel Benefits poverty and accessing eligible benefits 0 2 4 6 8

Wellbeing Case Study

Mr A was referred to the wellbeing group via the Stay in Touch service when he was isolating because of Covid and he was feeling very vulnerable as he lived alone with his dog and told us he didn’t have many friends. Mr A was a heavy smoker and he admitted that he also smoked cannabis.

In one of the sessions, we talked about how making small changes to your life can help you feel better. Inspired by the take notice and be active sessions, he started to take his dog on walks to different areas. “ I’m really enjoying spending time outside with my dog, we both enjoy the fresh air!”

After a few weeks, Mr A told us he has quit smoking cigarettes and cannabis and that he was feeling much better in himself, he even treated himself to a haircut with the some of the money he had saved. The group members were all incredibly supportive and proud of him for quitting these habits, Mr A said “ thank you everyone for your support and encouragement.”

Mr A told us “ I am going to save the money I used to spend on cigarettes and cannabis and use it to visit my mum and dad who live overseas, once the covid travel restrictions end. I haven’t seen them in ages. I wouldn’t have been able to afford it before but thanks to this group I am healthier and wealthier!”

Improving Individual Health and Wellbeing - staff

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Start Well: Children & Families

We will work to ensure all children in Charlestown and Lower Kersal have access to the best possible start in life, with support to meet their developmental and educational milestones and become confident and capable learners ready to start school.

We recognise that for many of our families, everyday life can be a struggle. We want our parents/carers to feel able to seek information, advice and guidance from us to support them to help meet their child’s needs and aspirations as they grow and develop.

The pandemic has had a negative impact on the financial viability of our child care offer. The Trustees have however continued to take the

decision that the delivery of this provision is a priority for the Charity and therefore financial resources have been allocated from core funds to cover the shortfall.

Whilst numbers of children attending started the year very low and it has taken some time to increase attendance at our early years provision we have ended the year with all places booked and a waiting list starting to be created. Our after school provision is also now seeing an increase in numbers, and our holiday programme has never been more popular – this is clearly an indication of the new homes being build in the neighbourhood and the increase in working families requiring after school and holiday care for their children.

We have provided affordable, quality childcare:

“We would like you to think about your experience of Yogurt Pots childcare. How likely are you to recommend us to friends and family if they needed childcare (nursery, after school club, holiday care)?” Extremely likely = 78% “Lovely environment great staff and my child loves it.” Likely = 22% “Really took the time and patience to help our child settle in.” “Nursery staff is amazing, very friendly. My daughter looks forward to go there every time. She always comes home with a new song or new activity she learnt.”

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We continue to support a programme of family activity during school holidays. Whilst numbers are still low those attending gain a great deal from the opportunity as the majority of those attending English is not their first language. The activities encourage families to work together and the after school children also take part. In total this year over 200 children and their carers attended our Family Friendly activities delivered in our amazing green spaces in the neighbourhood during the school holidays. Activities included:

Start Well case study

Vanessa is one of our longest attending children, having joined Yogurt Pots when she was only nine months old. She has been with us for over three years, attending 9am – 3pm Monday to Friday during term time even through the lockdowns (as her mum is a key worker). We have been there for all of her early life achievements such as learning to crawl, walk and talk, and most recently, assisting her with her toilet training. We have worked well with Vanessa and her mum to ensure she is “school ready” for her transition to primary school. Vanessa met all her milestones while with us and is an independent, sociable and confident child, interested in learning and we believe she has had a great start to her life.

Despite mum finishing work at 3pm, she has enrolled Vanessa into our after-school club so she can continue to see her friends and develop her social and interpersonal skills with us.

"I would like to thank you all from the bottom of my heart, you have all been such an amazing support for me and my children, and with all my family living aboard it has been lovely knowing I have you ladies to rely on. Thank you so much."

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Live Well: Environment & Learning

Support the delivery of resilient neighbourhoods where individuals value both where they live and their neighbourhoods’ public spaces

Support people within communities to develop and engage in learning programmes that work for them

During the lockdown period of the pandemic neighbourhoods started to see an increase in fly tipping. In July 2020 following the lifting of some restrictions our development workers started to resume activity in neighbourhoods. Addressing grot spots;

working with the community 28 grot spots were reported in Seedley and Langworthy representing 21% of the number of grot spots across the wider Central Salford area recorded by the development workers.

Our team worked closely with environmental services, the neighbourhood management team, housing providers, landlords and residents to report and resolve these issues and all rubbished was cleared within 2 – 7 days of reporting

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We have been able to restart our programme of school litter picks. The children were all presented with Green Champion Certificates at the school assemble which also included a talk on the negative impacts of

litter and a quiz about the natural environment.

Feedback from the teacher was that the children enjoyed the session and it was really encouraging to see the children looking after the environment where they live.

Working with the children from the after school club we have developing our young green champions model which will include environmental activities and work books for the children to complete. It is planned that this model will be delivered in the primary schools next year.

We were asked to support Salford City Council investigating recycling issues to highlight trends in recycling issues including

Report It Survey: Our two (Kickstart) environmental assistants worked with Salford City Council’s IT and marketing departments to create an online survey, which was distributed for two weeks in February, gaining 169 responses from local residents (target set by SCC was 50).

Key findings :

A member of the IT department said,

“ We’ll use the findings to continue to improve our digital offering and also feed it into a number of key projects that are underway.”

We have shared these findings on our website and promoted the story via our social media to ensure that people who took the time to complete the survey know how the council is responding.

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Riverbank park : After receiving grant funding from Veolia and match funding from Salford City Council to refurbish Riverbank Park, the park reopened on 22nd September to the public.

Walk and Talk: We developed an approach to using outside green public spaces during the pandemic giving the collective name to all our activity as Walk and Talk. The majority of these activities are delivered

through our Age Friendly Salford work but we have also started to deliver walking for the younger age group through the Livewell team. Walk and talk activity included: Kersal Wetlands/History walk, Peel Park and Albert Park. The group have also started to introduce litter picking as part of the walk once a month.

One younger member explained that the walks have helped with her symptoms of depression .

Learning

We were delighted to this year restart our short placement programme working with the Nursing degree programmes at Salford University. We offer 2 weeks community-based placements to students to give them an insight to the variety of health and wellbeing support provided by the voluntary sector.

Students are supported to work at Yogurt Pots providing wellbeing activities for the after-school club children and coffee mornings for parents.

DWP Kickstart scheme: Funding to support 6-month placements for 16 to 24 year olds on Universal Credit who are at risk of long term unemployment.

Working with the Growth Company we created six placements (childcare assistant x 2, environmental assistant x 2, finance assistant and digital/comms assistant). Our vacancies went live on 21[st] June, held an open day on 15[th] July and our six recruit all started in September. Unfortunately one placement did not work out and they left the role (we subsequently recruited another placement for this role). In total we have provided placements for eight young people; three secured paid employment and one is still completed their placement role.

All were provided with mentoring support by our new Live Well Co-ordinator who is also delivering our employability element of the programme which included:

Age Friendly Salford : This is our largest commissioned pieces of work which we deliver in Partnership with Age Uk Salford and Salford CVS. Inspiring Communities Together are the lead provider and responsible for developing the annual delivery plan and reporting back to the Commissioner on progress (quarterly reports are produced ad shared). Set out below is the programme of work agreed for 2021-2022

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Governance: Ensuring accountability and links with National, Greater Manchester and Salford to meet age well priorities

International National Greater
Manchester		 Salford Salford
Who World Health
Organisation –		 Centre for
ageing better		 Gm Ageing Hub AFS Alliance Salford
Older
Person
Network
What maintain our
membership		 Active
member –
sharing
learning		 Active member –
sharing learning
Aligning delivery		 Bringing key
stakeholders
together to
support AFS
agenda		 Proving
voice and
influence
to delivery
of AFS
plan
Programme of work
An Age Friendly City:The commitment of the city to support older people to stay healthy and well
Theme Activity
Ageing in Place ●
Age Friendly Standards
Strong resilient communities:neighbourhood-based person -centred activity to reduce feelings
of loneliness and social isolation
Theme ●
Activity
Reducing loneliness and social isolation ●
City-wide chat and check
●
Package of digital support
●
Virtual and community-based activities
●
Wellbeing conversation
●
Volunteer programme (Wellbeing
Champions)
Active and healthy communities: A set of tools
neighbourhoods		 developed by and for older people delivered in
Theme ●
Activity
Deconditioning ●
Programme of health prevention
sessions delivered in neighbourhoods
●
Walk and talk within public green
spaces across neighbourhoods
●
Programme of activity to reduce
preventable malnutrition and
dehydration in older people

Weekly programme of activity

Weekly programme of activity Weekly programme of activity
Ready to go Focus on elements of the Ready to go booklet with expert advice and
support on different topics
Brew and
Chat		 Weekly get together with others sharing memories and conversation about
a particular topic with a focus on wellbeing
Walk and
Talk		 Weekly walk in public green spaces when covid restrictions permit

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Trustees’ annual report

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Tech and
Tea Online		 Developing digital skills and address questions on using digital technology –
open to any older person with equipment
Tech and
Tea At
Home & In
the
Community		 Aimed at older people with no access to digital equipment and little or no
digital skills
Friendly
Friday		 Friday chat is an opportunity to get together and discuss a different topic
each week

Alongside the weekly engagement activity:

Sue has started attending the Eccles Brew and Chat after seeing a flyer in the community. Sue is 75 years of age and is new to AFS. During lockdown she mainly stayed at home but has a small group of friends who she connected with via telephone. As we move out of the Pandemic Sue is keen to start to connect back into the community and felt that Brew and Chat would be a safe space to start to do this. Sue says “this has been great to meet new people and find out what else is available”

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Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2022

Walk and Talk provides an opportunity for people to come together outside and value Salford’s Green public space. Group members continue to support and encourage each other in a number of ways including encouraging walking further each week. The group are now walking on average 4.5 miles on a walk.

Why we started Walk and Talk Why people came Why people stay
Response to Covid19
Realising how fearful some
people had become about
getting out again.
Recognised a shift in many
people’s health and wellbeing
both physically and mentally		 Struggling to get out of their
homes under their own steam
and so this gave them a push to
leave the house.
Become isolated, so this gave
them a nice opportunity to meet
other people and make new
friends.
Seeing people in the flesh made
a real difference to their lives as
they hadn’t seen many people.		 Walking with this group makes
me feel invigorated and
energised!
The group is important as it’s the
highlight of the week.
Something to look forward to.
The friendships have become
important.
I've started to get off the bus a
few stops earlier so that I can
walk through the park. If I didn’t
keep coming I wouldn’t feel
motivated to do that.

Throughout this year of living with the Pandemic:

The programme of work is funded until September 2022 and so this may be a transition period as we wait for the decision out the tender process. Ensure older people have opportunities to have their voices heard to ensure they can influence how older people are supported in Salford.

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. During the pandemic this area of work had to quickly adapt to new ways of working and has become a telephone support provision. As we have moved out of the Pandemic the model has become a blended approach starting with a telephone conversation and where possible connecting people to support within their own neighbourhoods, however if further support is needed this may lead to a face to face activity to build trust and confidence.

Conclusion : By the end of the delivery year 2022:

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Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2022

We recognise that Covid is still with us and will remain so for a long time but we also have to start the process of learning to live with this illness as with many others such as flu. Our delivery model for 20222023 is based on community first but can be quickly adapted to virtual if required.

Plans for the future: Our planned programme of delivery for April 2022 – March 2023 will focused on People, Place and Voice (acknowledging that each element is very much connected).

People Place Voice
Overarching: Wellbeing

We have recognised that we need to bring together our programmes of work and have for this delivery period set out to create a one team approach to our place-based work. Our operational work will be led by our Director of Operations with delivery responsibility allocated to the management team.

People – who will be the beneficiaries of our work

Target Activity Delivery
Children and
families
(CHALK)		 Provide excellent quality childcare provision in CHALK:
Early years, Afterschool clubs and holiday provision
Programme of family activities based on the 5 ways to
wellbeing themes
Support families to manage their own health and wellbeing
by providing access to_parenting advice supporting by_
advice and guidance on money/debt/benefit advice		 Children and
Families Operational
Manager
Working age
adults
(CHALK/S&L)		 Support individuals to engage in our learning for life/ work
programme
Provide access to short placements for student nurses and
other allied professions		 Co-ordinator Live
Well
Older people
(city wide)		 Programme of learning and engagement activity to help
reduce loneliness and social isolation		 Age Well
Operational
Manager
All adults
(Swinton)		 Delivery Social Prescribing model_Wellbeing Matters_within
Swinton Neighbourhood		 Community
Connector

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Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2022

Place – where we deliver our work

Target Activity Delivery
Children and
families
(CHALK)		 Increased use of outside space for learning
and development (connecting with nature and
improving physical activity)
Support the development of a Green
Champions programme		 Children and Families
Operational Manager
Working age adults
(CHALK/S&L)		 Engage in Street-based work to increase
recycling and reduce fly tipping including
programme of environmental activity
Support all members of the community to be
able to access and love neighbourhood green
and blue spaces including maintaining and
refurbish where necessary
Develop a network of Green Champions
across all ages		 Coordinator Live Well
Older people
(city wide)		 Accessing outside green spaces to improve
health and wellbeing link to all ages (Walk
and Talk)		 Age Well Operational Manager

Voice – Supporting local engagement

Target Activity Delivery
Children and
families
(CHALK)		 Ensuring we listen to and value the voice of
children in developing our programme of activity
Enabling families to take an active role in the
development and delivery of all our family and
children work		 Children and
Families
Operational
Manager
Working age
adults
(CHALK/S&L)		 Listening to and working with local people to
influence priorities with local neighbourhoods (love
your neighbourhood plan)		 Coordinator Live
Well
Older people
(city wide)		 Delivery of voice and influence activity working with
partners to ensure voice of older people in setting
city wide priorities		 Age Well
Operational
Manager

Investing in our Staff Team

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Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2022

Investing in our organisational systems and processes

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 our income generation has again seen an increase to £613,206 (2021: £598,000). Whereas last financial year we also benefited from the government funded Furlough Scheme this financial year income has come from a variety of projects funded through short term grants and longer term contracts.

Due to a staffing restructure and the return of staff from furlough we have seen a considerable increase in salary costs this year compared to last £372,002.90 (2021: £307,986.89). As some of our projects will not see a year in year increase in budget this will need to be monitored to ensure our delivery aspirations can be met and as a Living Wage employee ensure all staff are in receipt of at least the Living Wage.

In recognition that we needed to prepare for a tender process the Board approved a considerable investment in information technology. This has ensured all staff now have access to updated laptops and we have the correct software to operate within GDPR compliance rules and regulations. Alongside this investment the Board have taken a Strategic view to moving the Charity to a Digital First model of working and a digital improvement plan is being developed ready for implementation during 2022/2023.

Our child care provision is a major asset for the community but continues to be a liability financially. The Board continue to recognise the role this provision provides to the local community but is seeking to ensure the funding gap is at least reduced over the next financial year. Considerable work has taken place this financial year to establish improved financial management including setting up invoicing to parents in advance of attending sessions and payment on the door provision through our sum up system. This has helped to reduce the amount of none payments. The work on the outside classroom was finally completed this year. An initial budget of £20,000 was allocated however due to Covid and the cost of materials the end cost was closure to £35,000. This was considerably over budget but has provided a value resource.

2022/23 will be a challenge financially as our two large contacts Age Friendly Salford and Tech and Tea have both gone out to contact as an Age Well tender opportunity. We have submitted our expression of interest and been advised that our application has been shortlisted for the tender but the outcome will not be known until June 2022. In recognition of this an extension until September 2022 has been awarded.

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Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2022

Set out below are our funding streams outside of the Annuity.

Current and extended funding for 2022-2023

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 2024.

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

Financial Impact covid-19

We have been able to meet all our delivery outcomes for this financial year and where required 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 continuing a blended approach to delivery including: telephone on-line and community based delivery.

We have once again used the Annuity funding to support the retention of our child care service but the Board of Trustees wish to see this area of work moving to a financially sustainable model and we therefore are continuing to work through our measurable improvement plan with regular updates presented to Board. The recruitment of a new Operations Manager (Children and Families) has brought additional support to implementation this work.

Each year the trustees review our annual budget the January board meeting and whilst they have highlighted as a risk the financial impact of not securing the age well tender due to prudence in previous years current contracts and income generation will provide funding to cover costs for this next financial year. The trustees therefore recognise that the charity 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 2022- 2023

In 2020 the trustees agreed to establish a social value policy which will allocate funds against a project which will benefit the community. To date this funding has supported the class room at Yogurt Pots. During 2022 funding was used to cover the additional cost of recruiting six Kickstart Placements (government payment did not include cost of paying Living Wage so the Board of Trustees approved this additional cost as part of their annual social value commitment)

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 we work with.

  1. 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

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Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2022

  1. 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 increase to take into account we now employ more staff and equates to:

The current cost to ensure ICT has enough funds set aside to achieve the reserve policy agreed by the Trustees is now set at £500,000. Currently the organisation is continuing to develop their unrestricted funds to meet the reserve policy. During 2022- 2023 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 £196,228.93 (2021:£132,787) of reserve funds into Hargreaves Landsdown and £141,594.47 (2021:£179,880) into a CAF Deposit account. The Board took the decision allocated further funds to our investment fund Hargreaves Landsdown this year due to the limited amount of interest earned on the CAF account whilst recognising the need to have both an investment and reserve allocation.

Year on year the Charity moves closer to meeting the aspiration to achieve their reserve target as set out above.

Plans for the future

Going forward for 2022 - 2023 the Board have identified that the learning from the Pandemic should lead the direction of activity with a focus on wellbeing.

Whilst the next year is currently uncertain we have put together all the building blocks to continue with our financial sustainability and ensure the future of the Charity for many years to come.

27

Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 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 subcommittees and task groups meet as necessary.

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 2021/2022 will take place in September 2022.

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

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

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

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

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

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Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2022

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:

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.

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Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2022

Funds held as custodian trustee on behalf of others

No funds were held in this year.

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Inspiring Communities Together

Trustees’ annual report

for the year ended 31[st] March 2022

Statement of responsibilities of the trustees

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

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

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

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

Mike Duddy

Chair & acting treasurer

31

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 2022 which are set out on pages 33 to 54.

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

32

Inspiring Communities Together

Statement of Financial Activities

(including Income and Expenditure account) for the year ended 31 March 2022

Unrestricted
funds
Note
£
Income from:
Donations and legacies
3
27,052
Charitable activities:
4
108,397
Investments
5
4,818
Total income
140,267
Expenditure on:
Charitable activities:
6
66,080
Total expenditure
66,080
74,187
-
(8,508)
8
65,679
Transfer between funds
(33,476)
Net movement in funds for the year
32,203
Reconciliation of funds
Total funds brought forward
527,959
Total funds carried forward
560,162
Net income/(expenditure) before
net gains/(losses) on investments
Realised gains/(losses) on investments
Unrealised gains/(losses) on investments
Net income/(expenditure) for the
year		 Restricted
funds
£
44,664
428,275
-
472,939
536,721
536,721
(63,782)
-
-
(63,782)
33,476
(30,306)
96,229
65,923		 Total funds
2022
£
71,716
536,672
4,818
613,206
602,801
602,801
10,405
-
(8,508)
1,897
-
1,897
624,188
626,085		 Total funds
2021
£
42,158
469,387
3,786
515,331
426,796
426,796
88,535
-
8,487
97,022
-
97,022
527,166
624,188

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities. Comparative SOFA is on page 54 of the accounts.

33

Inspiring Communities Together

Balance sheet as at 31 March 2022

Note
£
£
Fixed assets
Tangible assets
14
24,943
Investments
15
349,231
Total fixed assets
374,174
Current assets
Debtors
16
30,756
Cash at bank and in hand
17
327,984
Total current assets
358,740
Liabilities
Creditors: amounts falling
due in less than one year
18
(106,829)
Net current assets
251,911
Total assets less current liabilities
626,085
Net assets
626,085
The funds of the charity:
Restricted income funds
19
65,923
Unrestricted income funds
20
560,162
Total charity funds
626,085
2022		 £
£
-
313,264
313,264
25,506
413,414
438,920
(127,996)
310,924
624,188
624,188
96,229
527,959
624,188
2021		 £
£
-
313,264
313,264
25,506
413,414
438,920
(127,996)
310,924
624,188
624,188
96,229
527,959
624,188
2021
313,264
310,924
624,188
624,188
96,229
527,959
624,188

The notes on pages 36 to 54 form part of these accounts.

Approved by the trustees on __/___/2022 and signed on their behalf by:

Mike Duddy (Chair & acting treasurer)

Ruth Potts (trustee)

34

Inspiring Communities Together

Statement of Cash Flows for the year ending 31 March 2022

Note
2022
£
Cash provided by/(used in) operating activities
22
(20,830)
Cash flows from investing activities:
Dividends, interest, and rents from investments
-
Proceeds from sale of tangible fixed assets
-
Purchase of tangible fixed assets
(24,943)
Proceeds from sale of investments
40,000
Management costs in investments
443
Purchase of investments
(80,100)
Cash provided by/(used in) investing activities
(64,600)
(85,430)
Cash and cash equivalents at the beginning of the year
413,414
Cash and cash equivalents at the end of the year
327,984
Increase/(decrease) in cash and cash
equivalents in the year		 2021
£
213,124
-
-
-
-
120
(180,000)
(179,880)
33,244
380,170
413,414

35

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022

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.

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Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (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.

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Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

f Fund accounting

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

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

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

g Expenditure and irrecoverable VAT

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

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

h Allocation of support costs

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

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Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (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.

39

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (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 & Wales.

3 Income from donations and legacies

Current reporting period
Donations
Kickstart
HMRC Job Retention Scheme
Total
Previous reporting period
Donations
HMRC Job Retention Scheme
Total		 Unrestricted
£
26,592
-
460
27,052
Unrestricted
£
20,389
19,125
39,514		 Restricted
£
4,411
40,253
-
44,664
Restricted
£
2,644
-
2,644		 Total 2022
£
31,003
40,253
460
71,716
Total 2021
£
23,033
19,125
42,158

40

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

4 Income from charitable activities

Current reporting period
Community Support and Development
Salford City Council-Annuity
Salford City Council
Salford CVS-Age Friendly
GMCVO
Third Sector Consortium
Langworthy
Social Prescribing
Salford Royal
Salford CVS
Postcode Neighbourhood Trust
Veolia Environmental Trust
Salford City Council
Other income
Total
Previous reporting period
Community Support and Development
Salford City Council-Annuity
Salford City Council
Salford CVS-Age Friendly
Third Sector Consortium
Age UK-Older person
Langworthy
Community Learning
Social Prescribing
Salford CVS Partnership Challenge
Other income
Total
Childcare
Childcare		 Unrestricted
£
-
-
-
-
-
-
-
-
-
-
-
29,000
77,095
2,302
108,397
Unrestricted
£
-
-
-
-
-
-
-
-
-
86,379
3,580
89,959		 Restricted
£
90,000
6,583
59,000
6,250
137,000
11,024
45,000
14,995
20,200
19,572
18,651
-
-
-
428,275
Restricted
£
90,000
5,425
79,684
137,000
3,602
11,024
5,068
45,000
2,625
-
-
379,428		 Total 2022
£
90,000
6,583
59,000
6,250
137,000
11,024
45,000
14,995
20,200
19,572
18,651
29,000
77,095
2,302
536,672
Total 2021
£
90,000
5,425
79,684
137,000
3,602
11,024
5,068
45,000
2,625
86,379
3,580
469,387

41

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

5
Investment income
Current reporting period
Dividends received
Previous reporting period
Dividends received		 Unrestricted
£
4,818
4,818
Unrestricted
£
3,786
3,786		 Restricted
£
-
-
Restricted
£
-
-		 2022
£
4,818
4,818
2021
£
3,786
3,786

42

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

6 Analysis of expenditure on charitable activities

Current reporting period
Staff costs
Project Costs
Training
Marketing
Premises
Running costs
Meetings & Events
Insurance
Other expenditure
Community Activities
`
Restricted expenditure
Unrestricted expenditure
Equipment
Governance costs
(see note 7)		 £
372,003
58,179
6,179
4,917
19,000
55,451
988
4,035
50,570
46
26,490
4,943
602,801		 Total 2022
£
372,003
58,179
6,179
4,917
19,000
55,451
988
4,035
50,570
46
26,490
4,943
602,801
2022
£
536,721
66,080
602,801		 Total 2021
303,545
61
275
30,250
21,500
17,302
-
3,844
24,649
75
4,183
21,112
426,796
2021
£
372,495
54,301
426,796

43

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

7 Analysis of governance and support costs

Current reporting period
Basis of
apportionment
Accountancy services
Governance
Legal and professional
Governance
Previous reporting period
Basis of
apportionment
Accountancy services
Governance
Legal and professional
Governance
8
Net income/(expenditure) for the year
This is stated after charging/(crediting):
2022
£
Auditor's remuneration - accountancy fees
1,365
475
Independent examiner's fee		 Governance
£
2,912
2,031
4,943
Governance
£
3,408
17,704
21,112
2021
£
1,300
450		 Total 2022
£
2,912
2,031
4,943
Total 2021
£
3,408
17,704
21,112

44

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

9 Staff costs

Staff costs during the year were as follows:

ff costs during the year were as follows:
Wages and salaries
Social security costs
Pension costs
Outsourced salaries		 2022
£
346,204
20,501
5,298
-
372,003		 2021
£
284,323
15,196
4,026
-
303,545

No employees has employee benefits in excess of £60,000 (2021: Nil).

The average number of staff employed during the period was 22 (2021: 17). The average full time equivalent number of staff employed during the period was 17 (2021: 13).

The key management personnel (KMP) of the charity comprise the trustees, Chief Executive Officer, Director of Operations, Operations Manager, Finance Manager and Child & Families Operations Manager. The total employee benefits of KMP were £157,720 (2021: £120,177).

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 (2021: Nil).

No members of the management committee received travel and subsistence expenses during the year. (2021:£nil).

Aggregate donations from related parties were £nil (2021: £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 (2021: £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 (2021: nil).

45

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

11 Related party transactions

The charity has one wholly owned subsidiary:-

Inspiring Housing Community Land Trust

2022 2021
£ £
Comprising of the following;
Assets 37,666 47,717
Liabilities (17,300) (1,182)
Share Capital - -
Turnover 27,086 32,801
Expenses 11,616 11,430
Profit/(Loss) 20,366 26,592

12 Government grants

The government grants recognised in the accounts were as follows:

Salford City Council (Annuity)
Salford City Council
HMRC Job Retention Scheme		 2022
£
90,000
6,583
460
97,043		 2021
£
90,000
5,425
19,125
114,550

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.

46

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

14 Fixed assets: tangible assets

Cost
Additions
Disposals
Depreciation
Charge for the year
Disposals
Net book value
At 31 March 2022
At 1 April 2021
At 31 March 2022
At 1 April 2021
At 31 March 2022
At 31 March 2021		 Land
& buildings
£
-
24,943
-
24,943
-
-
-
-
24,943
-		 Office
equipment
£
-
-
-
-
-
-
-
-
-
-		 Computer
equipment
£
-
-
-
-
-
-
-
-
-
-		 £
-
24,943
-
Total
24,943
-
-
-
-
24,943
-

47

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

15 Investments

Add: additions to investments at cost
Disposals at carrying value
Add net gain/(loss) on revaluation
Investments at fair value comprised:
Equities
Fixed Term deposit
Cash held within the investment portfolio
16
Debtors
Grants/contracts receivable
Other debtors
Prepayments and accrued income
17
Cash at bank and in hand
Cash at bank and on hand
Market value at the end of the year
Market value at the start of the year
Cash
held
by
investment
broker
pending
reinvestment		 2022
£
313,264
84,888
(40,000)
(8,921)
349,231
-
349,231
208,168
139,913
1,150
349,231
2022
£
-
29,327
1,429
30,756
2022
£
327,984
327,984		 2021
£
121,111
223,670
(38,223)
6,706
313,264
-
313,264
132,787
179,880
597
313,264
2021
£
20,250
3,824
1,432
25,506
2021
£
413,414
413,414

48

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

18 Creditors: amounts falling due within one year

Grants received in advance
Other creditors and accruals		 2022
£
-
106,829
106,829		 2021
£
88,500
39,496
127,996

19 Analysis of movements in restricted funds

Tech & Tea
Social Prescribing
Total
Age Friendly
Community Learning
Salford City Council
Annuity
Tech & Tea
(participants
contribution)
Current reporting
period
Salford City Council
Langworthy Annuity
Kickstart
Live Well Postcode
Lottery
Riverbank Park
Wellbeing Stay in
Touch
Food Matters		 Balance at
1 April
2021
£
(9,202)
68,898
10,793
3,487
9,842
-
1,704
8,139
2,568
-
-
-
-
96,229		 Income
£
90,000
137,000
4,411
-
45,000
-
-
80,245
11,024
40,453
19,572
25,234
20,000
472,939		 Expenditure
£
(99,495)
(156,458)
-
-
(54,842)
(192)
-
(85,254)
(28,371)
(41,913)
(15,407)
(34,789)
(20,000)
(536,721)		 Transfers
£
18,697
-
-
-
-
-
-
-
14,779
-
-
33,476		 Balance at
31 March
2022
£
-
49,440
15,204
3,487
-
(192)
1,704
3,130
-
(1,460)
4,165
(9,555)
-
65,923

49

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

19
Analysis of movements in restricted funds (continued)
Balance at
1 April
2020
Income
Expenditur
e
£
£
£
2,650
90,000
(101,852)
Tech & Tea
-
137,000
(68,102)
8,149
2,644
-
3,487
-
23,227
2,625
(25,852)
Social Prescribing
2,610
45,000
(37,768)
Collective Effect
9,997
-
(9,997)
Active Ageing
3,230
-
-
22,341
-
(27,141)
172
5,068
(10,834)
3,882
-
(2,178)
-
85,224
(80,315)
-
11,024
(8,456)
Total
76,258
382,072
(372,495)
Food Matters
Langworthy Annuity
Salford City Council
Tech & Tea
(participants
contribution)
Partnership
Challenge
Previous reporting
period
Housing Community
Land Trust
Salford CVS-Age
Friendly
Salford City Council
Community Learning		 Transfers
£
-
-
-
-
-
-
(3,230)
4,800
5,594
3,230
-
10,394		 Balance at
31 March
2021
£
(9,202)
68,898
10,793
3,487
-
9,842
-
-
-
-
1,704
8,139
2,568
96,229

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

Kickstart – Government funded scheme to support young people gain short term employment support to enable them to improve their chances of gaining permanent employment

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

Live well post code lottery – grant to support the delivery of green and grow activity to improve health and wellbeing through environmental projects

50

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

19 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

Riverbank Park – Grant funding to refurbish a local community park

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

Wellbeing stay in touch – grant to support telephone support provision during covid

Deficits in restricted funds will be covered by future payments.

51

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

20 Analysis of movement in unrestricted funds

General fund
Name of
unrestricted fund
General fund
Previous reporting
period
General fund
Langworthy
Langworthy
Langworthy
Current reporting
period		 Balance
at 1 April
2021
Income
Expenditure
Transfers
£
£
£
£
518,404
131,759
(66,080)
(33,476)
9,555
-
-
-
527,959
131,759
(66,080)
(33,476)
Balance
at 1 April
2020
Income
Expenditur
e
Transfers
£
£
£
£
450,908
132,191
(54,301)
(10,394)
-
9,555
-
-
450,908
141,746
(54,301)
(10,394)
Description, nature and purposes of the fund
The free reserves after allowing for all designated funds
To complete work in the Seedly and Langworthy Area
 As at 31
March 2022
£
550,607
9,555
560,162
As at 31
March
2021
£
518,404
9,555
527,959

52

Inspiring Communities Together

Notes to the accounts for the year ended 31 March 2022 (continued)

21 Analysis of net assets between funds

Current reporting period
Fixed asset investments
Net current assets/(liabilities)
Total
Previous reporting period
Fixed asset investments
Net current assets/(liabilities)
Total		 General
fund
£
349,231
176,433
550,607
General
fund
£
313,264
205,140
518,404		 Designated
funds
£
-
9,555
9,555
Designated
funds
£
-
9,555
9,555		 Restricted
funds
£
-
65,923
65,923
Restricted
funds
£
-
96,229
96,229		 Total
£
349,231
251,911
626,085
Total
£
313,264
310,924
624,188

22 Reconciliation of net movement in funds to net cash flow from operating activities

Net income/(expenditure) for the year
Adjustments for:
(Gains)/losses on investments
Dividends, interest and rents from investments
Decrease/(increase) in debtors
Increase/(decrease) in creditors
Net cash provided by/(used in) operating		 2022
£
1,897
8,508
(4,818)
(5,250)
(21,167)
(20,830)		 2021
£
97,022
(8,487)
(3,786)
10,894
117,481
213,124

53

Inspiring Communities Together

Statement of Financial Activities

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

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

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

54