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2022-06-30-accounts

OUR ANNUAL REPORT Impact Summary, Annual Review and Financial Statements

JULY 2021 - JUNE 2022

We are Hope Nottingham

Founded in 2010 with a desire to make a difference,

we now operate 2 community hubs, 14 foodbanks and

inspire and grow communities across Nottingham, enabled by 250 volunteers across the city.

We focus on lifting people from crisis to hope. A beacon in local neighbourhoods.

We don't just provide emergency food. We open our doors to provide safe and warm spaces, kind voices on the end of a telephone or email.

We welcome. We listen. We care.

We signpost. We support. We advise.

We build confidence. We empower.

We make that difference.

And for all this - we thank you.

To our volunteers, staff, trustees, donors and supporters. We cannot do it without you.

Most importantly, we thank our guests, who are not just service users or beneficiaries. They are our daily inspiration to do more and reach more.

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Contents

Introduction from our Chair of Trustees Message from our Founder and Director

4 5

Introduction from our Chair of Trustees
Message from our Founder and Director		 4
5
SECTION 1
Our Vision 6
Our Grace Model and our Values 7
Where we work 8
Our Activities 9
Our Year in Review 11
Giving 12
Growing 17
Relief 19
Advice 20
Community 21
Empowering 22
Enabling 23
Looking Forward to 2022-23 24
SECTION 2
Governance Structure 26
Our Board of Trustees 27
Our Staff Team 28
Trustees'Report 29
Financial Review 30
Statement of Trustees'Responsibilities 33
SECTION 3
I
ndependent Examiner's Report		 34
Financial Statements 35
Balance Sheet 37
Notes to the Financial Statements 38
SECTION 4
Thank yous
Contact information		 50
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Introduction from our Chair of Trustees

A very warm welcome to you from the Hope Nottingham team.

It is a privilege to introduce our new style Annual Report which now incorporates our Impact Summary, demonstrating the positive change that our staff and volunteer teams are making in the lives of so many people in Nottingham.

2021/22 has been another challenging year as Hope Nottingham has re-started activities after the pandemic with a renewed focus on resilience and growth. Staff changes/ development combined with re-mobilisation of previous and new volunteers have paved the way for a more robust delivery of services and support for the vulnerable across Greater Nottingham. In these times of economic and social uncertainty, the need for a compassionate and personal approach to foster trust and community is crucial.

Thank you to our many supporters, volunteers and staff for sharing their time, skills, funds and faith to bring our vision and mission into practice.

Special thanks go to our Founder and previous Director, Nigel Adams, for his vision in 2010 that kick-started Hope Nottingham and his unflinching input over the following 12 years. My thanks also to Dominique Scott, recruited as Operations & HR Manager and now as Interim Director, who has worked tirelessly to strengthen the operational processes and policies that enable us to channel resources more efficiently and intentionally.

Foremostly, we give thanks to God, who motivates us all through his grace to share his love in practical support, care and community.

Dr Paul Kirkwood

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Message from our Founder & Director 2010-2022

Dear Friends

After 12 years as Director of Hope Nottingham it is time for me step aside and pass the baton on. I am very pleased that Dominique Scott, our previous Operations and HR Manager, will become Interim Director. Dominique has been with us since December 2020 and is exceptionally capable and extraordinarily kind and I know will continue to guide Hope Nottingham with its vision of 'Inspiring and Growing Communities of Hope'. The senior management team will now be made up of Dominique together with Development Manager, my dear friend and brother Michael Singh, who started at Hope in 2015 and is doing tremendous work replicating our Beeston Hub in Carlton.

After a rest and refresh, I will be working part-time in an advisory capacity as “Founder & Ambassador” whilst continuing to encourage Christians across Nottingham to unite to share the love of God in word and deed.

Leading Hope Nottingham over the last 12 years has been the most enormous honour. I am so grateful to everyone who has supported our work: volunteers, staff, trustees, the many individuals, groups and businesses that have contributed so much, so that together we have been able to help thousands of local people in need. What we have achieved together has been and will continue to be amazing, especially the formation of communities of local people around Nottingham coming together to demonstrate God’s love for their neighbours and each other. It is an incredible blessing to be part of this.

I’m especially proud of all the staff team, their commitment, compassion and friendship is genuinely beyond price.

Above all my praise and thanks goes to God, who has inspired and provided for all that we have done and all that Hope Nottingham will continue to do in the future.

Many blessings

Nigel Adams

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Hope Nottingham's Vision & Mission

At the start of the year, in July 21, our Trustees and staff met for a Vision and Values day, kindly facilitated by an external HR Director. Utilising feedback from our volunteers and guests we reflected on Hope's work and values to date and worked together to refresh these, in particular to meet our commitment to Equality, Diversity and Inclusion, whilst also staying true to our Christian roots and culture.

Our Inspiring & growing communities of HOPE in Nottingham Vision Our To develop and support communities of HOPE where poverty Mission of resources, relationships and spirit are met by local people

Our mission today still fulfills the purposes as set out in the objects contained in the charity's constitution which are:

In practice we unite people to work together in the local areas where they live and work, enabling lasting transformation for individuals and communities all over the city by mobilising sustainable projects that make a real difference. Whilst we work with many local churches, and celebrate our own Christian faith, we are welcoming to all, regardless of them having faith, or no faith at all.

We review our aims, objectives and activities each year. This review looks back at what we achieved during July 21 - June 22, considering both the successes and any learning from each key activity and the benefits brought to the people we are set up to help. This review ensures our activities remain focussed on our stated purposes.

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Our G.R.A.C.E Model of Mission

Our G.R.A.C.E model of mission, developed by our Founder Nigel Adams, summarises our Strategic Plan 2018-21 which was extended by a further year for 2021-22 due to the pandemic, giving us opportunity to focus on re-opening services and allow time for us to reflect on life post-lockdown.

GIVING - Enabling communities to share time and resources for the benefit of others

GROWING - Multiplying our work in our own and in other communities

RELIEF - Management and distribution of essential provision to help people out of crisis

ADVICE - Bringing wide range guidance to provide accessible, integrated direction in a supportive environment

COMMUNITY - Enabling all to be helped and to help, to give and to receive

EMPOWERMENT - Enabling people to live more stable and fulfilled lives and find worthwhile occupation

ENABLING - Developing a robust organisation with effective governance, policies and procedures

Our Values

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Where we work

We are currently based in 14 neighbourhoods but support people from across Nottingham.

"I had nowhere to go and I found HOPE, not just hope in the word, I mean HOPE - this place. It really inspired me.”

Karl, much loved guest, RIP

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Our Activities

We support Christians, non-Christians, Churches and other organisations to work together to deliver the services that local disadvantaged people need. This includes developing a network of independent Christian-based community hubs across Nottingham and facilitating these to partner other non-Christian voluntary groups and statutory services to ensure the most holistic support is on offer.

Support is provided to all people regardless of their faith or beliefs and we do not charge for any service, although some occasions e.g. community meals, guests can choose to make a contribution on a ‘pay what they can afford’ basis or not pay at all.

Current activities include:

• Enabling individuals, churches, community groups, businesses and others to give time and resources for the benefit of others. This includes money and gifts in kind (e.g. food, volunteering time and expertise);

• Emergency food provision through 14 foodbanks via the East & West Nottingham Trussell Trust franchise, utilising many of their systems and procedures and working in partnership with The Arches at Trent Vineyard (a Nottingham based Church) for bulk food storage;

• Hope House, Beeston - Our Community Hub offers free drop in café 4 mornings a week, alongside foodbank, with befriending, Citizens Advice outreach once a week, Literacy group, English for Speakers of Other Languages (ESOL) group, Job/computer club, weekly friendship club, monthly community meal, large allotment, weekly food club providing low-cost surplus food, telephone befriending in partnership with Two’s Company, weekly youth well-being café, weekly parent and toddler group, ad- hoc faith-based activities including Chaplaincy to support staff and volunteers;

Top picture - Community Meal volunteers Below - Hope Cafe volunteers with our Volunteer Manager, Sue Hillier (right)

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Our Activities cont'd

• Carlton Community Hub offers a free drop in café 2 afternoons a week alongside foodbank, advice via The Ark, Gedling Borough Council outreach, a work club in partnership with Jigsaw, weekly Stay and Play provided by Netherfield Children’s Centre, and a weekly Arts and crafts group;

"Hope Nottingham is a place full of potential.

Much of it hiding under the fallen leaves or unwatered soil of people's complicated lives, past disappointments or feelings of helplessness. But we can be part of God’s plan to grow something new in people’s lives, to provide the nourishment , light and warmth that is needed for people to flourish. It just needs love, time, patience and a belief that there is always hope."

Iain Anderson, Hope Nottingham Support Manager

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Our year in review

In the period July 2021 - June 2022, the Covid 19 pandemic continued to affect local communities and we worked hard to adjust our activities to the new normal, whilst keeping our team and our guests safe.

Fifteen foodbanks became fourteen. We were very sad, but respected our Gedling Foodbank Volunteer team's decision to close their doors permanently and would like to acknowledge and thank Pheonix Farm Methodist Church and all those who volunteered in and supported the foodbank from its opening in 2013. With our neighbouring foodbanks in Netherfield and our plans to develop the Carlton Community Hub, we were still confident Gedling residents would have access to emergency food.

The newly developed (April 21) Senior Management Structure with a Development Manager and Operations & HR Manager supporting the Director benefited significantly, enabling us to focus on supporting our people and to reflect and develop our ways of working to help deliver improved services. Well-being was a focus as we developed new staff management policies, appointed a Chaplain to support our staff and volunteers with the emotional challenges of supporting those in crisis. A planned Christmas celebration in Dec 2021 was regrettably cancelled due to the Omicron variant but in June 2022 we finally celebrated and thanked our volunteers by inviting them to lunch at Hope House, and over the following month presented all our volunteers with Certificates of Appreciation for their dedicated work.

We began reflecting on and reconnecting with our remote volunteer teams in our Satellite Foodbanks and demonstrated our commitment to supporting those teams by creating a new staff post of Area Foodbank Support Coordinator from March 2022.

The year ended with celebration and recognition of our Founder Nigel Adams stepping down as Director after twelve amazing years. He was joined by volunteers, staff and community partners from over the years. We are delighted that he will remain a key member of the staff team, working part time as our Founder and Ambassador, advising on, promoting and supporting the organisation's direction and sustainability.

(Left Nigel and right Michael Singh our Development Manager)

Our detailed reflection of the period over the next few pages follows our G.R.A.C.E model of Mission - Giving and Growing, providing Relief, Advice, building Community by Empowering and Enabling.

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GIVING
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250

Enabling individuals and communities to share time and resources for the benefit of others

Individual Volunteering

A 250 strong Hope Nottingham army of registered, regular volunteers were enabled and supported in a variety of volunteer roles - foodbank, our free-drop-in cafe, befriending, admin, foodclub, community meal, allotment, parent and toddler, youth services, driving and skills sharing.

Without these generous individuals (just some of our Satellite foodbank teams shown below) we could not carry out the work that we do, and if a cash value of the hours were calculated it would amount to many thousands of pounds. We are immensely proud of the role we play in providing local people the opportunity to give back to their communities in safe, structured and supported ways.

‘Volunteering is probably the most constructive & fulfilling thing I do each week" Current Café volunteer at Hope House

"A rewarding task to give back to the community – a great experience" Young volunteer who completed 6 months of volunteering for Silver Duke of Edinburgh Award scheme

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GIVING
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Enabling individuals and communities to share time and resources for the benefit of others

Corporate Volunteering & Support

We also provided numerous opportunities for ad-hoc volunteers from local businesses to give back to their communities. In April 22 Experian helped us get Hope House gardens back into shape and the NHS supply team sent a team into Carlton to paint and fit new shelving, saving us lots of time and funds.

John Deere's Annual 'Day of Giving' saw the company's team purchase and pack 240 emergency toiletry parcels for us to supplement our standard food parcels.

We also saw support from local sporting organisations including Nottingham Forest raising food stocks, alongside donations of goods such as allotment materials from Frank Key and John A Stephens.

A generous donation of HP laptops from Domestic & General gave us a wonderful boost and helped us upgrade our IT equipment, providing better functional tools for our Job Club and Literacy Group.

Financial Support

Very generous financial support has been recieved from a multitude of people and organisations. We are extremely grateful for the support from individuals, churches, schools, community groups, businesses and local authorities.

We have also continued to be well supported through Grant Funding, for example Beeston Consolidated Charity have continued to fund the salary costs of our Support Manager, Iain Anderson (right) who leads on ensuring the support of guests in our Beeston Drop-inCafe, Foodbank, our Community Food Club and acts as our Deputy Safeguarding Lead.

All of this support has been essential to further our vision to 'Inspire & Grow Communities of Hope'.

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GIVING
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Enabling individuals and communities to share time and resources for the benefit of others

Food donations

We were once again overwhelmed by the generosity of our local communities in keeping our foodbanks stocked with a wide variety of ambient food and toiletries.

Food donations come from many sources. We are constantly amazed to see Permanent Collection Points in many supermarkets being refilled daily.

Our foodbanks are visited almost every day by local people bringing food. Schools, universities, churches, businesses and other community groups collect huge amounts of food, especially at Harvest time and Christmas.

We are indebted to our amazing volunteer van driver team who tour every part of the city collecting and distributing food (see Malcom, left). We could not achieve the safe management of our food stocks without the wonderful provision of huge warehouse space by The Arches and Trent Vineyard, in Lenton and support of the team there.

At the end of the year we said a fond farewell to our trusted van, originally funded by the efforts of St John's Colwick School, with support from Total Oil Refinery via a Four Rivers Challenge. The van served us exceptionally well over several years, however the rigors of pandemic deliveries led to its demise. Thankfully, very generous support had already enabled a replacement.

The weight of food in the parcels our committed army of volunteers processed throughout the year amounted to over a humongous

169,846 KG

The equivalent of 170 Volkswagen Beetles, baby humpback whales, giraffes or adult moose, 12,410 bars of gold or 85 white rhinos!

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GIVING
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Enabling individuals and communities to share time and resources for the benefit of others

We operated Foodbanks in 14 local communities, including our base at Hope House in Beeston, with others facilitated by partnerships with 12 local churches and one council run library. From these we supported individuals from all across the city.

We could not have done this without the amazing dedication of wonderful teams of volunteers, to whom we are ever grateful.

Aspley St Margarets Mondays & Thursdays c739 parcels

Beeston Hope House Mon, Wed, Thurs, Sat c935 parcels

Bilborough Library Wednesday & Fridays c534 parcels

Broxtowe St Martha's Wednesdays c347 parcels

Carlton Hub Tuesday & Fridays c1068 parcels

Chilwell St Barnabas Tuesday c85 parcels

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GIVING

Enabling individuals and communities to share time and resources for the benefit of others

Meadows Bridgeway Hall Tuesday, Friday, Saturday c2041 parcels

Bethesda Ministries CRA Radford Arboretum Netherfield, Wednesdays Saturdays c733 parcels c101 parcels

Radford Mount Zion Tuesdays & Thursdays c949 parcels

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Sneinton Salvation Army
Thursdays
c819 parcels
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The Haven, Stapleford
Tuesdays & Fridays
c558 parcels
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Montrose Court, Stapleford
Mondays & Wednesdays
c136 parcels
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Grangewood Methodist,
Wollaton, Fridays
c110 parcels
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To each and every volunteer that has supported the work of our foodbanks, we thank you.

Special appreciation goes to our Foodbank leaders, also volunteers who go above and beyond for their teams and their local communities.

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GROWING
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Multiplying our work in our own community and others

A key focus was ensuring our pre-Covid activities returned to normal but in keeping with our value of positive change, we always look for new opportunities for growth. Some of our key developments were:

Community Foodclub

We partnered with Family Action and from November 2021 onwards, we have run a weekly food club at Hope House, Beeston. For £1 membership, members who live or work within 15 minutes, can attend the foodclub and for £3.50 each week receive fresh food sourced from FareShare worth £10-£15.

Hope House Community Meal

Initiated and led by members of our community, we started a monthly community meal from May, offering a two course cooked meal for anyone in the community on a 'pay what you can afford' basis. The aim is to provide community connection as well as a hot meal in a warm, safe and friendly space and to provide cooking and volunteering opportunities.

Hope Community Hub, Inham Nook

We were delighted to support the development of the Hope Community Hub, based at St Barnabas Church in Inham Nook, Chilwell. Hope Nottingham Staff and Trustees helped set up and develop the hub and continue to provide advice and support to the Steering Group. The hub was launched with a family event on 18th June 2022 with great attendance. Our connection and support of the Hub's development will continue alongside the foodbank we have operated there since 2012 and which was one of our very first Church partnerships.

Friendship Club

The organisers of a long running Friendship Club for older Beeston community members which we supported by offering our facilities free of charge, approached us to take on the running of the club from May 2021. We were happy to step in to ensure the club could continue, taking the small finances and running of the sessions under our wing, providing one of our staff team to support. The bi-monthly sessions soon also became weekly to meet the group's ongoing need for social interaction.

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GROWING
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Multiplying our work in our own community and others

Carlton Community Hub

The development of the Carlton Community Hub was by far our biggest achievement in the period. Once we learned that the Methodist Church in Carlton, where we had based one of our Foodbanks since 2013, was going to close we began discussions into future opportunites for utilising the building for the benefit of the local community.

From November 2021 on we took on a 'Tenancy at Will' on a rent free basis from the Methodist Church to keep the Carlton Foodbank open and explore the potential of setting up a community hub.

In December 2021, the NHS supply chain offered their volunteer day to help paint the side hall, returning again in June 2022 to paint the Church.

Led by our Development Manager, Michael Singh who knows the local area well, we began focusing on strengthening the volunteer team. Soon we were able to open a free drop-in cafe alongside the foodbank sessions - offering light meals and snacks for both Foodbank users and any member of the local community. From January we partnered with Netherfield Children's Centre to provide a weekly Stay and Play session for pre-school children and their parents and carers and from March we partnered with Jigsaw Employment team to provide a fortnightly job club.

Children, Young People and Families

In September 2021 we partnered with a small, local organisation to help facilitate a 'Strengthening Families, Strengthening Communities' course at Hope House in Beeston, offering practical parenting and carer support to local families via an 8 week course.

From January 2022 onward we partnered with Renew Wellbeing to provide a Youth Cafe - a change from our traditional youth activities. Designed to provide a safe and calm space, with shared food, craft and game activities, alongside optional reflection and prayer.

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RELIEF
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Management and distribution of essential provision to help people out of crisis

A huge part of our work is the provision of emergency food via our East & West Nottingham franchise with The Trussell Trust. We believe strongly in using their referral system, whereby individuals are referred to us, rather than self referred. This ensures that we are acting as good stewards of the food donated to us, and provides the information necessary to enable us to support those in need out of crisis.

foodbank vouchers were In total processed by our 14 foodbanks, 9,139 9,139 helping times! Equating to individuals with 3 3,653 adults and day food parcels 21,52621,526 7,873 children! Each parcel contains at least 3 days worth of nutritiously balanced food and wherever possible we cater for special 193,734 193,734 dietary requirements. The total meals we provided was....

All our foodbank teams together help make a real difference in people's lives. Whether one or many people arrive at a foodbank session, the most important thing is that our volunteers are there, ready and willing to support, with a warm welcome. A special mention is deserved for our Meadows team, (some of the Friday team shown right) as the busiest of all our foodbanks,21,526 operating 3 sessions per week, including an evening and Saturday to reach the broadest number of people in need.

540

We engaged with 540 registered referral agencies across the city who supported our commitment to the referral system, enabling us to provide emergency food to individuals, couples and families in crisis. Working with so many agencies also strengthens our ability to signpost those in need to various other kinds of support.

Guest help

A total of 48 Acts 435 referrals were made by our befriending team and fulfilled by our Acts 435 dedicated volunteers (right). Our role as advocate for the Acts 435 charity has enabled the provision of white goods, furniture and ad hoc financial support for items such as school uniform and rent arrears.

48 48

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ADVICE
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Bringing wide range guidance to provide accessible, integrated direction in a supportive environment

Signposting our guests to other local organisations is a key aspect of our work and Citizens Advice usually play a key role. Guests have benefited from our ongoing promotion of the free Help through Hardship line which Citizens Advice provide in partnership with The Trussell Trust. This provides trained advisors offering benefit checks and foodbank referral.

Having worked with both Citizens Advice informally and The Trussell Trust through our franchise for many years, we were delighted to receive funding from The Trussell Trust to place a Citizens Advice Outreach worker in our Beeston drop in cafe twice a week from February 2022 onwards.

Some of our Cafe team at Hope House, Beeston. Left to right: Lindsay - Volunteer since 2013 Sue - Volunteer since 2012 Emma - Citizens Advice Penny - Volunteer since 2017 Hilary - Volunteer since 2016 Iain - Support Manager Lauren - Chaplain

"The outreach service at Hope continues to be popular and busy, most days seeing back to back appointments, with a combination of regular and new clients or guests. I am thoroughly enjoying becoming part of the community and having the opportunity to help people with their difficulties and gain control over their own lives. A lot of the work I do is related to financial resilience and income maximisation. Just recently a client came to see me to enquire if there was any help available to get her a new pair of shoes. On further exploration we uncovered she wasn’t claiming all the benefits she was entitled to and by the end of the appointment we had secured over £2,000 in backdated benefits." (Emma, Citizens Advice Broxtowe)

In the period 5th May to end June 2022, expected income gains per guest seen by the Outreach service were £2,753 (achieved and expected gains combined).

70 separate issues were addressed: 19 Benefits & tax credits, 17 Universal Credit, 6 debt, 2 housing, 3 Immigration and asylum, 1 relationships and family, 10 tax, 12 utilities and communications - all demonstrating the breadth of issues affecting our guests.

We are delighted that additional Trussell Trust funding has been awarded to enable expansion of the Outreach advice in an additional 3 of our foodbanks from Sept 2022.

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COMMUNITY

Enabling all to be helped and to help, to give and to receive, enjoying both support and belonging

Hope House Cafe

Our cafe space at Hope House in Beeston continued to be used for our free drop-in cafe 4 mornings a week, alongside our foodbank, ensuring guests are welcomed by true hospitality - food and friendship. Breakfasts were provided free of charge, prepared and served by volunteers. The space was also used for celebrations including our Volunteer lunch (as shown) and in April 2022 we enabled the local community to come together to use our facilities to fundraise to support those impacted by the war in Ukraine.

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"In three and a half years
I have attended baby and
toddler groups, I have never
felt more welcomed as
I did today"
New guest at Little Angels
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Little Angels Toddler Group

Our Youth & Community worker alongside our dedicated volunteers provided 40 drop-in sessions. Although over this period the attending group has been small, this has enabled one to one support of three local families in particular. Future plans are to relocate to our lower hall to enable use of an outside space and to partner with Trent Compassion in a 'Baby Basics' project in order to provide clothing and essentials to support children as they grow.

Two's Company Befriending

In partnership with Linking Lives' Two's Company befriending project, we supported 22 'Link friends' providing training and support to the volunteer befrienders who make weekly calls to reduce isolation in our community. Those needing support were either referred or self referred to our service. Our original Coordinator, who herself originally self- referred to the service, also produced monthly activity packs to send out to provide both a talking point and distraction from feelings of loneliness.

Hope Community Allotment

Our hard working allotment team delivered additional fresh food for our Community Foodclub. The team have developed a new watering system and continue to benefit from from ad hoc corporate volunteer teams.

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EMPOWERING
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Enabling people to live more stable and fulfilled lives and find worthwhile occupation

During July 21 - June 22 we continued to provide multiple opportunities for local people to volunteer, reducing isolation, helping individuals gain confidence and make connections in their local communities, as well as providing meaningful opportunities to support others through volunteering. We also helped with skills development and support of particular guest development needs by providing:

Job and Computer Clubs

Our Employment Pathway volunteer team provided over 100 drop-in sessions at Hope House Beeston, and at Beeston and Stapleford libraries across the year. The sessions offer job search advice, help with online applications, C.Vs and general IT support.

We meet such an interesting mix of people who are needing help applying for jobs and we endeavour to serve them using our experience' Job Club Volunteer

Literacy

"I enjoy literacy, Our Literacy group volunteers provided and after moving to a new country was very happy to around 39 group sessions and from have found an outlet at October 2021 our volunteers launched Hope. I enjoy the friendly atmosphere of the group' a small offshoot group dedicated to English for Speakers of Other Literacy Guest Languages (ESOL) group.

Youth Wellbeing Cafe

Following challenging behaviour in our previous Friday night Youth Club, we made a conscious decision to develop a new approach in partnering with Renew Wellbeing to offer a Thursday early evening Youth Cafe to young people in school years 7-11, aged 12-16. Focus is on providing a safe, calm space "I like coming because where 'it's ok to not be ok' and the five areas of wellbeing it is nice and quiet" Summer, aged 13 namely: connection, being active, taking notice, learning and "It is great for mental giving. Our Youth & Community worker alongside a small team health and the staff are very nice" Daniel of volunteers provide a sit down meal for the young people aged 12 to share.

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ENABLING
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Developing a robust organisation with effective governance, policies and procedures

Policy Development

With the appointment of a new Operations & HR Manager in Dec 2020 (with both local and national charity operational experience), a significant policy review began. July 2021 - June 22 saw review and development of the following policies:

We recognised over-reliance on our Trustee Treasurer and carefully re-allocated tasks to mitigate key person dependency for tasks relating to QuickBooks, payroll and payments. Thus better enabling our Treasurer to effectively oversee our financial activities.

Support of our Satellite Foodbanks

Coming out of the pandemic we identified a need to provide more robust support and management of our voluntary led and remote satellite foodbanks. As a result, we moved Claire Fenwick, formerly in an admin based referral role, into the role of dedicated Area Foodbank Suppport Coordinator. Claire was a key part of our Pandemic response in delivering c25,000 food parcels and has already built up comprehensive knowledge of food insecurity in Nottingham as well as sound relations with both referrers and many of our volunteers.

Caring for our team's wellbeing

When a Volunteer Chaplain placement ended in January 2022, we conducted a review and trialled a six-month part time paid position. This was in recognition of the often emotionally and spiritually challenging nature of our work, intended as a proactive way to provide support to our staff and volunteers, as well as to support our charitable objective of expanding the Christian faith.

In June 2022, following a further review of the initiaitive, Lauren Bailey who holds a Masters in Chaplaincy, our first employed Chaplain was appointed permanently.

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Looking forward to 2022-23

Our Vision will continue to be that local neighbourhoods in Nottingham are inspired and supported in their growth to become Communities of HOPE, addressing poverty of resource, relationships and identity, via provision of our GRACE model of Christian Community Development, enabled by volunteering.

The appointment of an Interim Director in June 2022 from within the existing staff team will enable stability and a smooth transition from the long standing Director's decision to step aside. Appointment to the permanent Director will follow in 2023.

With two Trustees coming to the end of their terms, we also aim to strengthen our Board of Governance in 2022-23 with recruitment of new and additional Trustees.

In order for us to pursue our vision, we recognise there is a need to reflect, review and strengthen our existing activities and ways of working focusing on the following priorities over the next 3 years:

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Positively engage with
Engage our
our people (staff,
People
volunteers, Trustees, to
ensure we are living our
Vision, Mission & Values
Living our values of
Working Together, Belonging & Trust
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Our first priority will be to embed our refreshed Vision, Mission and Values throughout our organisation. Internal communications, training and relationships are crucial to this and we aim to review our current approaches and actively seek feedback from our staff and volunteers to ensure this.

Review, nurture and Our develop our Partnerships partnerships to ensure they are well defined and in line with our Vision, Mission & values Living our values of Trust, Working Together & Positive Change

We will undertake a detailed review of all our current partnerships as a first step, seeking feedback, learning from the past and identifying new opportunities.

Robust Memorandums of Understanding and Service Level Agreements will set us up for the future and ensure new partnerships are well thought out and positively positioned for success.

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Looking forward to 2022 - 2023

Quality Deliver quality Services community led and based services that meet the need of each Hope Nottingham location. Living our values of Compassion, Belonging & Positive Change

We will continue our ongoing review of all Hope Nottingham's current activities, ensuring that the staff and volunteers involved are suitably recruited, trained, resourced and supported to effectively meet local need. We will work with local leaders and communities proactively to further develop services as a longer term project, prioritising as necessary.

Invest in our Communications marketing and communications to deepen and expand our community reach. Living our values of Working Together, Belonging & Positive Change

We recognise the need to communicate more clearly and broadly across Nottingham using a range of methods, giving consideration to different groups in particular existing and potential: guests; volunteers; supporters; referrers; organisations; partners; funders. Key is developing a new website, a social media strategy, digital newsletters and building our supporter database.

Understand Understand the impact of our work and our Impact interactions so we can be informed and agile in our support of local people. Living our values of Compassion, Trust & Positive Change

Proactively seeking guest, volunteer, partner and supporter feedback to continuously improve our support of local communities, will be an area of considerable development. The nature of our activities will require sensitivity in collating and reporting on our impact and through this we will demonstrate our core values of trust, compassion and positive change.

Generate income and Financial fundraise to ensure a sustainability sustainable future so Hope Nottingham can meet growing local need. Living our values of Working Together, Trust & Positive Change

Focus will be on further developing our financial reporting, budget management and forecasting. We recognise the importance of planning ahead especially considering both the ‘cost of living' and 'cost of giving’ crisis and rising running costs. Key to meeting the 202223 objectives will be developing a robust fundraising strategy which supports community engagement.

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Governance structure

Legal status

Hope Nottingham is a Charitable Incorporated Organisation registered in England and Wales number 1161248. We were established in 2010 and incorporated in 2015. We are governed by our Articles of Association, last reviewed and adopted on 13 April 2015, which sets out our principle objectives: the relief of poverty, sickness and distress, and to expand the Christian faith.

Governance

The Trustee Board are the charity's governance and legal directors. They make all major decisions, and meet 6 - 9 times a year to discuss and agree policy and the strategic direction of the charity.

Members of the Board serve a three-year term, after which they are eligible for re-appointment for a further two 3-year terms. They have the responsibility for governance and strategic direction of Hope Nottingham, ensuring we uphold our vision, mission and values and deliver on our key objectives. All Trustees gave their time voluntarily and received no benefits from the charity.

Hope Nottingham aims to have a range of skills on the Board and uses a skills audit to identify and address any skills deficits. Existing volunteers can elect new trustees.

Trustee Trustees are recruited via advertisements, and by word of mouth. recruitment, Applicants are asked to complete an application form and then appointment shortlisted. Applicants are interviewed using a structured interview format & selection by the Chair and at least one other Trustee and prospective appointees are then Basic DBS checked and references sought. If successful they are then invited to attend a Trustee meeting as a guest at which the other trustees can vote.

Trustee Induction and training

New Trustees receive an induction which includes a visit to and tour of Hope House, to familiarise themselves with the charity and its operations. They are also invited to complete appropriate external training and cascade the learning as appropriate. New Trustees are required to read the Charity Commission document CC3 - 'The Essential Trustee: what you need to know, what you need to do' and complete a Declarations of Interest and sign the charity's Code of Conduct.

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Our Board of Trustees

Dr Paul Kirkwood (Chair) brings 32 years' multi-national heathcare company experience, with technical management roles including Director of Manufacturing, Director of Security and Crisis Management, and Director of Health, Safety, Environment and Security. He lives in Nottingham and joined Hope as a volunteer in 2014 and has been a Trustee since 2015 and became Chair in 2017.

Mary Heritage worked in the NHS for 35 years, most recently in Senior Leadership and was Chair of the Royal College of Speech and Language Therapists (2020-22). She has vast experience of governance, community partnerships, patient engagement and is a Qualified Coach. Now Senior Lecturer at the University of Lincoln, she has been involved with Hope since 2008, a Trustee since 2016.

Dr Simon Duxon is currently employed as a Consultant at Ikano Bank. He volunteered at the forerunner of Hope Nottingham - Parish Pantry - cooking breakfasts and befriending and became a Trustee of Hope Nottingham in 2017. He became Treasurer in 2017. Simon lives in Nottingham and has been an active member of local churches, with both Church warden and Treasurer roles.

Callum McNab has over 10 years' experience in Human Resources, Employment Rights and workplace best practice. A current Civil Servant, he started his career at the Advisory, Conciliation and Arbitration Service (ACAS), and has worked for several government Departments and Agencies in HR roles. Callum lives in Nottingham and joined Hope as a Trustee in early 2020.

Anne Willmot brings over 20 years of charity experience, working with business leaders, Government and voluntary sector organisations at the Prince of Wales Responsible Business Network, Business in the Community. Anne lives in Nottingham, is a Church Warden of a local church and joined Hope as a Trustee in 2020 taking on the role of Secretary.

Christiana Zowonu has 30 years' experience in Accountancy and Finance, currently working as a Financial Controller. She has been involved with various charities for over 10 years as both Treasurer and Fundraiser and is enthusiastic about passing on her knowledge of accountancy. Christiana lives and worships in Nottingham and joined Hope Nottingham as Assistant Treasurer in 2020.

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Our Staff Team

Senior Management

Operational management is delegated by the Trustees to the Senior Management team, who are accountable to the Trustee Board for the stewardship of the charity. During this period the Senior Management Team consisted of:

Nigel Adams - Founder and Director Michael Singh -Development Manager Dominique Scott - Operations & HR Manager

Staff Team

In this period Hope Nottingham employed a total of 12 staff, with only 3 being full time and the rest part time, totaling a full time equivalent of only 7.7 (287.5 hrs per week) to oversee the activities of the 250 registered volunteers, 14 foodbanks inlcuding 2 hubs and numerous activities.

Remuneration

Our pay rates are historically based on the National Joint Council (NJC) pay scales in terms of definitions of responsibilities and benchmarked against other charities as part of our commitment to fair and equitable pay. We are committed to providing the Real Living Wage as stated by the Real Living Wage Foundation and any spine points which fall below this are uplifted accordingly. If a post's levels of responsibility change significantly we will review the salary to ensure it is appropriate and revise it if necessary. We reserve the right to re-evaluate our pay structures but will do so in proper consultation with our team. The Trustee Board oversees the pay, pension and benefits of all staff. We endeavour to provide an annual cost of living increment, although this cannot be guaranteed. The increases are researched and determined by the Trustees bearing in mind affordability for the charity and economic factors.

Equality & Diversity

We updated our Equality, Diversity & Inclusion policy and procedures, ensuring that Equality Impact Assessments are now included in the development of all policies. We also launched 'Dignity at Work' with clear guidelines on expected standards and how to report concerns.

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Trustees' Report

Public benefit

The trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales. Guests can come to any Hope Nottingham activity or event and receive various kinds of help and support without any charge

We have considered the information contained in the Charity Commission's general guidance on public benefit when reviewing our aims and objectives and in planning our future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives they have set. All our charitable activities further our charitable purposes for public benefit, focusing a wide range of activities that address both immediate needs and seek to move people towards personal growth and fulfillment.

Risk Management

We have a risk management policy and register to ensure that identified risks are monitored and managed to mitigate them. The Director and Board of Trustees consider new risks at each Board meeting. Our key risks and their mitigation are:

Safeguarding

We recognise our legal and moral responsibility to protect everyone involved in Hope Nottingham from harm. We have staff members appointed as Designated Safeguarding Lead and Deputy Lead and review our detailed Safeguarding Policy annually. We are members of Thirtyone:eight an Independant Christian Charity who provide advice, resources and training in Safeguarding and facilitate DBS checks.

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Financial Review

Financial review

The financial position of the CIO is strong at the end of the year with £172,912 in general funds as we have seen strong support from individual, community and grant making bodies, particularly after the onset of the Covid pandemic and Cost of Living increases. The trustees are happy with this position, which will help our strategic objectives, particularly the development of our new Carlton Community Hub and responding to increased demand.

Where our money comes from

We are blessed by and thankful for the genorosity of many individuals, grant making bodies, churches and organisations. In the year July 2122 our income amounted to £359,221.

Individual giving amounted to £113k and we received significant funds from local councils, other charities and funders (details shown p41), £17k from local churches. Funding from the general community (in this period £6.6k) and local businesses (in this period £4.4k) is reflective of coming through the pandemic where opportunities were limited and priorities for many groups and companies were understandably elsewhere. We expect this to change for 2022-23. Our income from lettings is and will remain limited as we seek to expand our community offerings and therefore make full use of our premises for our charitable purposes.

Whilst not reflected in our income figures, it is important to highlight again the amazing donations of food which we received throughout the year. Had these been donated as a cash value this would potentially have amounted to many tens of thousands of pounds.

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Financial Review cont'd

Fundraising

We are incredibly grateful to our financial supporters for their continued generosity. Without them, we couldn't continue the work we do. Our voluntary income comes through a wide range of sources - regular or one off contributions, churches, businesses and community organisations through small events and collections. We have recognised our reliance on grants and therefore as part of our strategic priorities for ensuring financial sustainability and improving communications, we will be focusing on raising awareness of our work and providing more opportunities for individuals, groups and businesses to support our fundraising efforts. Hope Nottingham does not engage professional fundraisers.

How we spent our money

Salaries and staff costs account for our biggest expenditure and we are pleased that we have continued to be able to keep our full time equivalent low at 7,7 at the end of June 22 despite our management of 2 community hubs, 14 foodbanks, and oversight of a volunteer team of around 250 individuals. We remain incredibly grateful for the extensive volunteer commitment which enable us to deliver our services and support. At the same time this allows us to offer so many volunteering opportunities across our numerous activities, in line with our mission for inspiring and growing communities of hope. Our annual staff pay increase in July 21 was agreed at 2%. Much of the increase on the previous year staffing costs demonstrates our commitment to better supporting our satellite foodbanks, and our commitment to developing robust policies and procedures, in particular related to Human Resources and risk management with investment in the roles of an Area Foodbank Support Coordinator, Ops & HR Manager and Chaplain.

Premises costs and general running costs were the next biggest expenditure and additional costs were incurred for the development of the Carlton Hub, as we launched additional activities. We appreciated rent free periods from the Methodist Church for this development and benefited from corporate support in keeping redecoration costs as low as possible in both Carlton and Beeston. It was necessary to 'retire' our old van in this period, and we endeavour to better use our remaining van to keep transport costs low.

Restricted funds were all spent as intended including for food, advice provision, and for specific staff roles and activities.

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Financial Review

Reserves policy

The aim of the CIO is to have a minimum of 3 months of free reserves in line with Charity Commission guidance. This is to mitigate against the risk of unexpected events that may put us in financial difficulty for example, a serious decline in expected income levels, a premises issue requiring significant financial resource to rectify or that closes a premises for significant time, or an event affecting our reputation.

For Hope Nottingham for 2021-22 this was estimated at £60,000 and this amount has remained in an emergency fund, which can only be released with the agreement of the majority of trustees.

At the end of the financial year we had unrestricted net assets of £172,912 within general funds. With the confirmation of Carlton lease being imminent, it is planned to review the level of reserves at the and additional funds will be moved to the emergency fund as agreed.

Custodian funds

Our partnership with the Acts 435 charity enables Hope Nottingham to assist individual guests. Acts 435 is a national charity that provides small scale grants for specific items/costs for individuals in need. The Acts scheme works by posting the guests’ need (without identifying details) on their website, where members of the public can choose to donate to any specific need they wish. When the target amount is raised, Acts send the funds to Hope Nottingham who contact the guest and arrange the purchase and delivery of the item(s) requested.

The funds Hope Nottingham receives are therefore managed on behalf of Acts 435 and are shown in their accounts. £1553 was held in a dedicated Hope bank account at 30 June 2021: £7,151 was received in 2021-22; £6953 was paid out for guests in the same period; therefore £1751 was carried forward at 1st July 2022. The individual amount received for each application was usually £150.

Restricted funds

Restricted funds are those unspent funds which have been allocated for specific activities as opposed the to Hope Nottingham's general operations. At 30th June 2022, the value of those funds were £77,378 A breakdown of the funds can be found on pages 46-48.

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Statement of Trustees' Responsibilities

The trustees are responsible for preparing the trustees' report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations.

The law applicable to charities requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the trustees are required to:

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, the applicable Charities (Accounts and Reports) Regulations, and the provisions of the constitution. The trustees 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.

Approved by the Trustees of the charity on 20th March 2023 and signed on its behalf by:

Dr Paul Kirkwood Chair of Trustees

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Independent Examiner's Report

Independent examiner's report to the trustees of Hope Nottingham CIO

I report to the trustees on my examination of the accounts of Hope Nottingham CIO (the Charity) for the year ended 30 June 2022.

Responsibilities and basis of report

As the trustees of the charity you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act').

I report in respect of my examination of the Charity's accounts carried our under section 145 of the 2011 Act and in carrying out my examination i have followed all the applicable directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent examiner's statement

Since the Charity'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 and Fellow of the Association of Charity Independent Examiners, 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:

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. Signed Dated 20th March 2023

John O'Brien MSc, FCCA, FCIE, employee of Community Accounting Plus Fellow of the Association of Charity Independent Examiners

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Statement of Financial Activities for year end 30 June 2022

35

Statement of Financial Activities for year end 30 June 2021

These are the figures for the previous accounting period and are included for comparative purposes:

36

Balance Sheet as at 30 June 2022

The financial statements on pages 35 - 49 were approved by the trustees and authorised for issue on:

and signed on their behalf by:

Dated: 20th March 2023

Dr Simon Duxon Treasurer / Trustee

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Notes to the Financial Statements for the year ended 30 June 2022

1.Accounting Policies

Statement of compliance

The financial statements have been prepared in accordance with the 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) (effective 1 January 2015) - (Charities SORP (FRS 102) ), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.

Basis of Preparation

Hope Nottingham CIO meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction values unless otherwise stated in the relevant accounting policy notes.

Going Concern

The financial statements have been prepared on a going concern basis. The trustees assess whether the use of going concern is appropriate i.e. whether there are any material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The trustees make this assessment in respect of a period of one year from the date of approval of the financial statements.

Income and endowments

Voluntary income including donations, gifts, legacies and grants that provide core funding or are of a general nature is recognised when the charity has entitlement to the income, it is probably that the income will be received and the amount can be measured with sufficient reliability.

Donations and legacies

Donations and legacies are recognised on a receivable basis when receipt is probable and the amount can be reliably measured.

Grants receivable

Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.

Expenditure

All expenditure is recognised once there is a legal or constructive obligation to that expenditure, probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregates similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset's use. Other support costs are allocated based on the spread of staff costs.

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Notes to the Financial Statements for the year ended 30 June 2022

Charitable Activities

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Government grants

Government grants are recognised based on the accrual model and are measured at the fair value of the asset received or receivable. Grants are classified as relating either to revenue or to assets. Grants relating to revenue are recognised in income over the period in which the related costs are recognised. Grants relating to assets are recognised over the expected useful life of the asset. Where part of a grant relating to an asset is deferred, it is recognised as deferred income.

Taxation

The charity is considered to pass the tests set out in paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in receipt of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are allied exclusively to charitable purposes.

Tangible fixed assets

Individual fixed assets costing £500,000 or more are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses.

Depreciation and amortisation

Depreciation is provided on tangible fixed assets so as to write off the cost or valuation,less any estimated residual value, over their expected useful economic life as follows:

Asset class Depreciation method and rate Motor vehicles 20% straight line Computer equipment 33% straight line

Trade debtors

Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of the business.

Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.

Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.

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Notes to the Financial Statements for the year ended 30 June 2022

Trade creditors

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the charity does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.

Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.

Fund structure

Unrestricted income funds are general funds that are available for use at the trustees' discretion in furtherance of the objectives of the charity.

Restricted income funds are those donated for use in a particular area or for speciific purposes, the use of which is restricted to that area or purpose.

Pensions and other post retirement obligations

Government grants are recognised based on the accrual model and are measured at the fair value of the asset received or receivable. Grants are classified as relating either to revenue or to assets. Grants relating to revenue are recognised in income over the period in which the related costs are recognised. Grants relating to assets are recognised over the expected useful life of the asset. Where part of a grant relating to an asset is deferred, it is recognised as deferred income.

2. Income from donations and legacies

40

Notes to the Financial Statements for the Year ended 30 June 2022

3. Income from charitable activities

4. Income from other trading activities

5. Grants and donations

41

Notes to the Financial Statements for the Year ended 30 June 2022

  1. Expenditure on charitable activities

42

Notes to the Financial Statements for the year ended 30 June 2022

7. Staff costs

The aggregate payroll costs were as follows:

The monthly average number of persons (including senior management team) employed by the charity during the year was as follows:

Average weekly number of employees 2022 - 12 2021 - 12

10 (2021 - 7) of the above employees participated in the Defined Contribution Pension Schemes.

Contributions to the employee pension scheme for the year totalled £5,496 (2021 - £3,539).

No employee received emoluments of more than £50,000 during the year.

The total employee benefits of the key management personnel of the charity were £137,174 (2021 - £95,221)

8. Independent examiner's fees

During the period the fees payable (excluding VAT) to the charity's independent examiner Community Accounting Plus are analysed as follows:

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Notes to the Financial Statements for the year ended 30 June 2022

9. Taxation

The charity is a registered charity and is therefore exempt from taxation.

10.Tangible fixed assets

11. Debtors

12. Cash and cash equivalents

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Notes to the Financial Statements for the year ended 30 June 2022

13. Creditors: amounts falling due within one year

14. Obligations under lease hire and purchase contracts

Operating lease commitments

Total future minimum lease payments under non-cancellable operating leases are as follows:

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Notes to the Financial Statements for the year ended 30 June 2022

  1. Funds

46

Notes to the Financial Statements for the year ended 30 June 2022

15. Funds (continued) showing previous year for comparison

47

Notes to the Financial Statements for the year ended 30 June 2022

Restricted Funds

The specific purposes for which the funds are to be applied are as follows:

  1. Food bank – funds specifically to support our foodbanks with sub -funds for specific foodbanks as required;

  2. Friendship Group – a Tuesday activity offering speakers and events to reduce isolation among our older community;

  3. Discretionary – a small fund used to support members of our community in need;

  4. Allotment – supporting the operation of our Beeston allotment, with food grown used to support activities such as our Community Food Club;

  5. Roof Appeal – a historic fund for repairs to the roof at Hope House. All remaining money in this fund was spent in the 21/22 financial year for building upkeep;

  6. Youth Club – fund supporting Hope Nottingham's Youth Activities, including the provision of a Thursday evening Renew Wellbeing Youth Cafe;

  7. Salaries and Services (D2N2) – This fund, financed by a grant from the European Social Fund, was for Salaries and Support costs. All monies in the fund were spent in the 21/22 financial year;

  8. Employment Pathways – supporting the Employment support work undertaken by Hope Nottingham, including a Job Club, Literacy and ESOL support groups;

  9. BBC (Employability) – This fund, financed by Broxtowe Borough Council, supported the Employment Pathway Programme. All money in this fund was spent in the 21/22 financial year;

  10. Linking Lives - funds to support the salary costs of our Friendship Projects;

  11. Love your Neighbour – financed by the Christian Renewal Trust, this fund was used to provide food and employability support to our guests. All money in this fund was spent in 21/22 financial year;

  12. Running costs and Salaries (Notts CC) – This fund manages various Grants from Nottinghamshire County Council to support our salaries and running;

  13. Advice Provision Fund – financed by a grant from The Trussell Trust to support professional advice provision (such as Citizens Advice Bureau)

  14. Salary fund (Beeston Consolidated) – funds salary costs of our Support Manager;

  15. Carlton Hub – supports running costs and activities at Carlton including foodbank and free drop-in café;

  16. Sainsburys - a fund used to support the salary costs of the Carlton Hub;

  17. Stapleford Foodbanks – This fund was set up specifically to support the operation of our foodbank at Stapleford;

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Notes to the Financial Statements for the year ended 30 June 2022

16. Analysis of net assets between funds

13. 3rd party funds

18. Trustees remuneration and expenses

No trustees, nor any persons connected with them, have received any remuneration from the charity during the year.

No trustees have received any reimbursed expenses or any other benefits from the charity during the year.

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Thank you to our amazing Supporters Volunteers & Staff

Hope Nottingham could not carry out its work without the support of individuals and organisations across Nottingham.

We are so grateful to everyone who has been involved in the period July 21 - June 22 - be it volunteering, in a staff role, donating food, funds, resources or expertise, fundraising, partnering with us to provide better services and helping us raise awareness.

We also sincerely thank our Trustees for their commitment, guidance and direction.

Thank you all.

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Thank you to the many organisations we partnered with in 2021-2022

We are blessed to have worked in partnership with:

In addition are the many local schools, charities and organisations who are registered as referral agencies for our foodbanks.

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Thank you to our Funders of 2021-2022

We are blessed to have : received financial support from:

These are just some of our funders and donors and in addition are the many individual and small group organisations who have contributed to the running of Hope Nottingham.

We also received Gifts in Kind from:

We thank everyone most sincerely.

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And thank you to our Guests

"You're different here.... this place is a sanctuary....I was at rock bottom emotionally and you've supported me..... I feel a warmth when I walk in here, not talking about the temperature.... it's a comforting feeling that I am accepted."

"Thank you for all that you have done today. You have brought tears to my eyes with the warm welcome and the generosity you have shown me."

"Thank you for helping me and being supportive. God Bless."

"Just wanted to say a massive thank you for helping me last week. I really appreciate it."

"Thank you very much for the Acts 435 I received, God bless you all."

'For I know the plans I have for you...' declares the Lord, 'plans to prosper you and not to harm you, plans to give you HOPE and a future'

Jeramiah 29:11

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Contact Information

0303 040 1110

hope@hopenottingham.org.uk Hope House, Boundary Rd, Beeston, NG9 2RF www.hopenottingham.org.uk

Independent Examiner

John O'Brien, employee of Community Accounting Plus

Units 1 & 2 North West

41 Talbot Street

Nottingham

NG1 5GL

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