2023-03-31-accounts

Summary	ofthe	ofthe		To promote social inclusion for the public benefit by preventing people
purposes	ofthe			from becoming socially excluded, relieving the needs of those people
charity as set		out	in	who are socially excluded and assisting them to integrate into society, in
its governing				particular but not exclusively people and members oftheir families in the
document				UK who are at risk of or have been processed through the legal justice
				system. For the purpose of this clause 'socially excluded' means being
				excluded from society, or parts of society, as a result of one or more of
				the following factors; unemployment; financial hardship, youth or old age;
				ill health (physical or mental); substance misuse ordependency including
				alcohol and drugs; discrimination on the grounds ofsex, race, disability,
				ethnic origin, religion, belief, creed, sexual orientation or gender re-
				assignment; poor education or skill attainment; relationship or family
				breakdown; poor housing (that is housing that does not meet basic
				habitual requirements); crime (either as a victim or offender rehabilitating
				into society).
Summary	ofthe			CASSPLUS continues to deliver services to vulnerable people from
main activities		in		Magistrates' Court settings in Devon (Plymouth and Newton Abbot) and
relation to those				Cornwall (Truro and Bodrnin). Plymouth is the only full-time site.
purposes	for the			Collectively, CASSPLUS services are operational for twelve days each
public benefit,		in		week across Devon and Cornwall.
particular,	the			Core CASSPLUS services target low level, low risk offenders (mainly
activities,	projects		or	defendants) and their families.
services identified			in	Frontline teams of staff and volunteers provide guided support through
the accounts.				the court process, especially critical for first timer offenders and families.
				CASSPLUS teams offer direct and immediate advice and support on a
				range ofinterconnected and complex issues, as presented, including (but
				not exclusive to) homelessness, substance abuse, health and mental
				health, financial hardship, benefits, education and employment, domestic
				abuse, the list goes on. It is difficult to predict the complexity of problems
				that a person will come to us with, but anything can walk through our
				doors. Teams have built significant skills to understand and respond to
				those interconnections, especially in relation to Criminal Justice.
				We initiate and coordinate referrals to our network of external providers
				across Devon and Cornwall We help people to navigate systems that are
				complex and stay in touch as they do so.
				CASSPLUS offers easy, drop-in access to our services, reaching people
				when they are most in crisis and most likely to engage. We also know
				that people re-engage with CASSPLUS when they recognise a new,
				im endin crisis. Previous clients su orted throu h their 'at court'

			experience have commonly returned to CASSPLUS when they have
			identified new risks and/or circumstances that might bring them back into
			the court system.
			An additional core element ofour work in Comwall, since 2015,has been
			to co-ordinate victims of crime referred through Devon and Comwall's
			Police and Crime Commissioner team. ARer eight years of being a key
			participant in this service (under Comwall consortium membership), the
			contract was re-commissioned to another provider who now delivers
			direct support themselves. We are proud to have expanded our expertise
			through this programme, proud of the partnerships that have been
			strengthened through it and of CASSPLUS Comwall colleagues who
			have absorbed this complex, and oRen emotional, work into their day-to-
			day activities.
			Whilst core services target offenders and their families, our experience
			(especially through the victim work) tells us that similar issues are
			experienced by other court users. We extend our offer to all people
			attending courts; higher tiered offenders (working closely with Probation
			and local Prisons), witnesses, victims, tribunal and family cases and other
			ctvfi matters (when resources permit).
			87.24% CASSPLUS turnover is applied to staff salaries with costs being
			kept manageable through our creative use of volunteers as a critical
			resource. Long standing arrangements with Plymouth University has
			generated a 0.32% of income through our provision of Social Care
			placements.
			CASSPLUS draws in charitable funds to support vulnerable people
			through our membership of ACTS 435. Small pots of flexible funds
			(routinely between f100-8150)allow us to make 'purchases' to support
			individuals who are most impacted by poverty. This income directly
			reflects the purchases made on their behalf, with most purchases relating
			to white goods, household furnishing and clothing.
Statement			CASSPLUS Board members are vigilant with Charity Commission
confirming		whether	protocols, referring to the website and gov.uk websites on a regular
the trustees		have	basis. The Trustee Chair and Deputy Chair hold responsibility to inform
had regard		to the	the Board as a whoh and to monitor compliance.
guidance	issued by		We are also members ofACEVO, as well as broader memberships, to
the Charity			ensure compliance from a third sector perspective.
Commission		on
ublic benefit
dditional	information		(optional)
ou may choose to include further statements where relevant about
Policy on	grant		CASSPLUS is not a grant giving charity but does act as an intermediary
making			to attract individual small grants for the benefit ofvulnerable individuals
			through our membership ofACTS 435.All income from this membership
			is applied directly to purchases made on behalf ofclients and normally
			relates to household items or clothing.
Policy on	social
investment
including	program
related investment

Contribution	Contribution	made	Operational volunteers bring local knowledge, a passion for what they	Operational volunteers bring local knowledge, a passion for what they	do,
by volunteers			a bksnded mix of 'lived' and 'learned' experience, expand our reach to
			cfients and community-based services and	help to keep service delivery
			costs low. CASSPLUS applies a robust induction and training programme
			to develop all staff, volunteers and trustees	so they ars well prepared	for
			their roles and with options for personal development throughout their
			time with us, but also as they move on to further training or smploymsnt.
			A transient group, they bring fresh ideas to service-delivery, internal
			structure and strategic direction.
			Most CASSPLUS volunteers are active for	12-18months, with courts
			providing an invaluable, professional learning experience to students
			(criminology, psychology, social care) and	the more intensive support
			that might be required for those with 'lived	experience' who may need
			more intensive msntortng. CASSPLUS is preparing people for
			employment in public (inc CJ) and VCSE sectors.
			Volsateers in 2022/2023 and reason	for effittumber ofvolunteers in
				2022/2023
				te Completed placement
				ta Gained Employment
				~More hours given in
				current employment
				et Left within 3 month trial
				period
				s Left to manage own
				business
				te Released from role
			Strategic volunteers help to steer the charity and support senior
			managers, but also work hard to connect with frontfine teams. We work
			hard to create diverse roles across all volunteers and have, in this period,
			created our first administration volunteer.
chievem	en	ts	and Performance
Summary	ofthe		It is important to recognise the continuing	impact of covid-19 during	this
main achievements			period. It has taken time for the courts (like	many partners) to recover.	We
ofthe charity,			have seen a 14%increase in client numbers compared with ths previous
identifying	the		year, but most critically, an increase in the compkgxity ofneed (akso widely
diifsrence	the		reported across VCSE partners).
charity's work		has
made to the			Court users have experienced longer than	normal delays in their cases
circumstances		of	being heard, not least due to the national shortage of legal advisors.		Our
its beneficiaries			most recent evaluation was conducted	under covid-19 conditions	by
and any wider			CREST Advisory. Reported in April '22,	this study examined activities
benefits to	society		delivered to defendants only.
as a whole.
			Ths average CASSPLUS client in 2019/20	was reported as;
			~ under 50
			~ unemployed; receiving 2or more benefits
			~ in rented accommodation
			~ with complex mental health
			~ with al su needs.

66%were defendants, most were unrepresented and 'first	66%were defendants, most were unrepresented and 'first	timer	offenders'.	offenders'.	offenders'.
This report mirrors trends that we see year-on-year.
This evaluation reported CASSPLUS critical success factors as;
~	Targeted services —dynamic prlorltisation to meet	demand
~	Affordability —minimal capital expenditure alongside			use	of
	volunteers
~	Proportionality —client led, balanced with level ofneed,		motivation,
	engagement and service availability
Core	elements of our existing working model, and which		should		be
promoted in any expansion models, were identified as;
~	Expert staff and volunteers —for local networking	of services			and
	essential reach to cfient base
~	Generalist —response to multiple needs and a central		repository
	for local information
~	Responsive —rapid advice with essential drop-in
~	Independent and non-statutory —voluntary engagement				and
	separate from the courts and/or service providers
~	Localised —physical presence in courts with	detailed		local
	knowledge
~	Non-targeted —court locality but with no thresholds	to access.
The Crest evaluation found that 'CASSPLUS is effective in			supporting
those that are involved (orat risk ofinvolvement) to better		navigate		the	CJ
system	and address their needs, which may reduce	the	risk	of	re-
offending'.
~	Help clients to better navigate courts
~	Provide greater emotional support in court settings
~	Reduce criminogenic and other needs
~	Increase the number and uptake ofreferrals
~	Su rt more sustained en a ement with other services.

				general and the visual cues from being in the same space as a vulnerable	general and the visual cues from being in the same space as a vulnerable
				client are paramount to positive engagement and trusting relationships.
				That said, CASSPLUS teams are better connected with each other through
				our expanded use of remote platform and our improved layering	of
				volunteer/staff/Board meetings. We apply a blended approach to meeting
				in person and remotely to achieve optimal efficiencies for teems that	are
				widely dispersed across two counties.
				Our continuous development of a bespoke database is enabling us to
				develop more accurate ways of evaluating and monitoring	our
				performance against our core aims. We are becoming more self-sufficient
				and proficient in its use but tend to rely on one skilhd member ofthe team
				for data capture/management/reporting. This Is an area of work that	we
				must progress, both forour own internal purposes but also to evidence	the
				social value ofcourt-based advice and support.
Additional		information		(optional)
You ma	choose to include further statements where relevant about:
Achievements				Seeabove
against	objectives
set
Performance			of	Pure fundraising, as a CASSPLUS activity, is still to be developed and
fundralsing				we remain reliant on grants for99.68%ofour income —some that are
activities	against			now relational and some which have been newly generated in this period.
objectives		set		We are grateful for their collective support in growing the charity.
				Our introduction ofa part time Communication Officer is helping us to
				improve our reach internally (especially important to team cohesion) and also externally to communities and networks that are critical to services
				and partnerships.
				We are making good progress on brand platforms and creating
				consistency across our massaging; expanding our social media
				connections; and improving our website, including a donation button
				which we now need to drive trafhc towards.
				We continue to generate a0.32%ofincome through University placements
				for Social Care students.
investment
performance
a ainst	ob'ectives
Other				CASSPLUS teams, operational and strategic, attend a wide range	of
				networks not only relating to CJ, but also to housing, benefits, females	(as
				a protected characteristic), local partnerships (Alliance/Changing
				Futures/Comwall consortium) to name afew. Our holistic response to need
				requires us to 'understand' processes so that we can properly relate	this
				to (and achieve the best outcomes for) vulnerable beneficiaries. We do	not
				need to be 'experts' on pathways but are seen as the experts in how	we
				knit these complex systems together with CJ need/priorities and, most
				es ecial with courts.

Review ofthe		CASSPLUS remains reliant	CASSPLUS remains reliant	on a	range ofgrants	range ofgrants	range ofgrants	for	for	for	income, some	income, some	income, some	income, some	income, some
charity's financlal		through funders	that have become relational,			with			others			through			new
position at the	end	grant income streams.
ofthe eriod
Statement		Reserves Policy in place and with			regular reviews				through			Financial
explaining the		sub-group and	at quarterly	Board	meetings.
policy for holding
reselves stating
wh the are held
Amount of		See Accountant	report
reserves held
Reasons for		n/a
holding zero
reserves
Details offund		n/a
material in deficit
Explanation of any		Grants come through a diverse range ofproviders.								However,			our over-
uncertainties about		reliance on grants for Income are			a growing concern						as the charity
the charity		grows. Developing CASSPLUS as a procured				/commissioned							service,
continuing as	a	however, presents a different set			ofissues and		concerns,					when		so
going concern		many contracts	are routinely	being reduced through							Local Authorities,
		Health, Social Care, Criminal Justice, etc.We				remain					vigilant		to
		o ortunities.
Additional Information		(optional)
You ma choose to include further statements where relevant about:
The charity's		See Accountant	report
principal sources of
funds (Including
an fundraisin
Investment policy		n/a
and objectives
including any
social investment
oli ado ted
A description	ofthe	Organisatlonal	Risk Register reviewed quarterly					by		Risk Register					review
principal risks		sub-group who	report to quarterly		Board meetings.					This is a live
facing the charity		document which shifts according			to organisational					risk. Previously					a
		quarterly board	item this has shifted to bi-annual,						but with			options			to
		address risk in	real time if and when r uired.
Other		CASSPLUS has developed		its approach to Financial							management				and
		reporting in this	period, with	a layered, internal			approach					to
		responsibilities	and development		offurther policies					spectfically				relating
		to finance; petty cash, invoicing/expenses/payroll							processes,
		urchasin ACTS 435 and		a full	review offinancial					re ulatlons.

	Unrestricted	Restricted 2023	Restricted 2023	2022
		f'.	6	F
Incoming resources:
Voluntary income	1,699	-	1,699	1,836
Revenue grants	31,556	212,478	244,034	244,645
Other activities	1,329	-	1,329	29
Total Incoming resources	34,584	212,478	247,062	246,510
Resources expended:
Charitable activities	26,209	230,438	256,647	219,727
Governance costs		1,302	1,302	1,263
Total resources expended	26,209	231,740	257,949	220,990
Net incoming resources forthe year	8,375	(19,262)	(10,887)	25,520
Other recognised gains
Net movement In funds	8,375	(19,262)	(10,887)	25,520
Adjustment to funds	(34,238)	34,238
Total funds brought forward	111,386	52,187	163,573	138,053
Total funds carried forward	85,523	67,163	152,686	163,573

REVENUE GRAN	T	S:
			Unrestricted	Restricted	2023	2022
						L
Acts435				4,870	4,870	1,950
Awards 4 All				10,000	10,000	9,561
CJI			8,500		8,500
Community Land	Grant			23,708	23,708
Comwall Community		Foundation		5,000	5,000	2,322
Devon Community		Foundation		5,000	5,000	7,500
Devon Community	Foundation		(NA)	7,992	7,992	9,742
Hadley Trust				98,658	98,658	95,193
Lloyds						8,500
Lloyds Foundation				27,250	27,250	25,000
OPCC						32,600
SSCVS Contract					23,056	21,393
Tudor Trust				30,000	30,000	30,884
			31,556	212,478	244,034	244,645

		Unrestricted	Restricted	2023 f	2022 L
Other	income				2
Bank	interest	1,329		1,329	27
		1,329		1,329	29

CO TSOF CHARITABLE A	CTIVITIES:	CTIVITIES:
	Unrestricted		Restricted	2023	2022
		E	F
Wages	22,271		182,653	204,924	178,210
Hardship grant			5,806	5,806
Pensions costs		750	9,958	10,708	8,424
Travel and subsistence		634	10,580	11,214	7,899
Welfare and events		1,450	4,555	6,005	5,052
Insurance		22	1,327	1,349
Marketing and advertising			40	40
Telephone		577	6,505	7,082	5,506
Computer and office expenses		430	4,808	5,238	7,567
Printing, postage and stationery			433	433	623
Training costs			2,227	2,227	3,043
Sundry expenses			37	37	101
Professional and membership	fees	50	1,116	1,166	2,744
Bank charges		2	70	72	96
Depreciation		23	323	346	462
	26,209		230,438	256,647	219,727

		2023	2022
		E	6
Accountancy		1,262	1,228
Professional	fees	40	35
		1,302	1,263

11.	TANGIBL		F DASSETS'
				Office
	~os			~Eui i~mn f	TOTAL f
	At 1st April		2022	6,566	6,566
	Additions
	Dlsposals
	At 31stMarch 2023			6,566	6,566
	~kN kk
	At 1st April		2022	5,181	5,181
	Charge for		the year	346	346
	Disposals
	At 31st March 2023			5,527	5,527
	~Nk k
	At 31st March 2023			1,039	1,039
	At 1st April		2022	1,385	1,385
12.	~C~DTO~R:
	Amounts	falling due within one year.
				2023	LSD
	Accruals			900	900

			Unrestricted	Restricted	Total
			Funds	Funds	Funds
				f.
Fund balances at		31stMarch
2023 represented		by:
Tangible	fixed assets		69	970	1,039
Current	assets		85,454	67,093	152,547
Current	liabilities			(900)	(900)
			85,523	67,163	152,686

Unrestricted funds
				Transfer
	At	Incoming	Outgoing	To General	At
	01.0422	Resources	Resources	Funds	31.03.23
	F				8
General funds	108,975	34,584	(26,209)	(34,238)	83,112
Restricted funds
				Transfer
	At	Incoming	Outgoing	From General	At
	01.0422	Resources	Resources	Funds	31.03.23
	F	E	6
Restricted funds	54,598	212,478	(231,740)	34,238	69,574

Unrestricted funds
				Transfers
	Brought	Incoming	Outgoing	Between	Carried
	Forward E	Resources f	Resources f	Funds f	Forward f
CJI	2,833	8,500	(5,975)		5,358
Donations	823	1,699	(1,710)		812
Reserves	105,319	1,329	(23)	(32,571)	74,054
SSCVS Contract		23,056	(18,501)	(1,667)	2,888
	108,975	34,584	(26,209)	(34,238)	83,112

Restrfcted	funds
					Transfers
		Brought	Incoming	Outgoing	Between	Carried
		Forward E	Resources E	Resources	Funds 6	Forward f
Acts435		(48)	4,870	(3,871)	48	999
Awards 4	All	2,411	10,000	(10,736)		1,675
Community	Land Grant		23,708	(20,294)		3,414
Comwall Community
Foundation		3,780	5,000	(9,610)	830
Devon Community
Foundation		4,516	5,000	(5,267)		4,249
Devon Community
Foundation	(NA)	6,776	7,992	(9,484)		5,284
Hadley Trust			98,290	(100,253)	1,963
Uoyds Foundation		24,176	27,250	(25,079)		26,347
OPCC				(2,663)	2,663
Plymouth	VCSE	6,374		(1,970)		4,404
Tudor Trust		4,077	30,368	(37,332)	24,817	21,930
Volunteer	Sector MH	2,536		(1,264)		1,272
General funds				(3,917)	3,917
		54,598	212,478	(231,740)	34,238	69,574

Description of cha ' 's trusts:	n/a
Type ofgoverning	Constitution
document
How is the charity	CIO
constituted /
Trustee selection	Stated in Constitution
methods including
details ofany
constitutional
provisions e.g.
election to post or
name ofany person
or body entitled to
appoint one or more
trustees

appoint trustees	appoint trustees	one or more	one or more
Additional		information (optional)
You ma	choose to include further statements where rehvant about:
Policies	and		Online forums, social media, networks and word of mouth have been
procedures			helpful in recruiting Trustees this year. We apply a standard interview
adopted		for the	process to new Trustees and an attitude that recruitment will bring fresh
induction		and	thinking and energies to our Board. Recruitment covers policy, enhanced
training	of		DBS checks, code of conduct, conRlct of interest and declarations.
trustees			Constitution and annual reports are all shared alongside operational and
			evaluation reports, meetings with the CEO, allocation ofa board mentor,
			internal training programme modules and site visits are all part of early
			induction process.
			We hold a Board Away (business planning) Day every year and this year' s
			event concentrated on Governance and Quality Standards. A workshop
			generated a new role for Trustees, picked up by our latest recruit, and
			which has created a roving Trustee liaison role. This Trustee moving
			across sites in creating a link between Board and operational teams and
			brealdng down any potential 'them and us' culture. It is proving highly
			successful and beneRcial.
			We are trying to become more diverse, especially in re-recruiting to our
			currently vacant 'lived experience' seat but are finding this challenging
			without applying a 'tick box' approach to diversity.
			Meetings are held quarterly.
			Code of Conduct Policy (Trustees) and Conflict of interest Policy
			(Trustees) alongside full portfolio of Policies.
			Trustee Induction Process, inc enhanced DBS.
			Training offered on an ad hoc basis.
			Full reference to Cha Commission website.

Chari	name			CASSPLUS
Other name the cha '			uses	CASS CASS+
R istered chari		number		1160513
Charity's	principal	address		9 Dunstone	View,
				Plymstock
				Plymouth
				PL9 BTW

Funds held as	cust	odia	n t
Description ofthe	assets
held in this ca	i
Name and ob/acts	ofthe
charity on whose	behalf	the
assets are held and how		this
falls within the custodian
cha ' 'sob'ects
Details ofarrangements		for	n/a
safe custody and
segregation ofsuch assets
from the charity's	own
assets

T	ofadviser	Name	Address
Associate Board member		Peter Edwards	9Dunstone	View Plymouth
non	votln		PL9en@