##
##
##
|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@||
##
##
##