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2021-03-31-accounts

Reports & Accounts

for the annual financial period ended

APRIL 2020 – MARCH 2021

for

Plymouth VCSE (POP)

Charitable Incorporated Organisation

Registered Charity CIO No: 1167515

Email: info@plymouthoctopus.org.uk Website: www.plymouthoctopus.org

REPORT OF THE TRUSTEES for the 12 month period ended 31st March, 2021

OUR YEAR IN NUMBERS 2020 – 2021 ..................................................................................................................3 CHAIR’S REPORT ...................................................................................................................................................4 OBJECTIVES & AIMS .............................................................................................................................................5 ACHIEVEMENTS & PERFORMANCE ......................................................................................................................7 LEARNING AND EVALUATION ..........................................................................................................................9 NURTURING OUR MEMBERS ........................................................................................................................ 12 ACTIVE CITIZENS AND SOCIAL CONNECTIVITY .............................................................................................. 15 WORKING STRATEGICALLY ............................................................................................................................ 16 NETWORK SUPPORT & DEVELOPMENT ........................................................................................................ 20 FUNDING ....................................................................................................................................................... 22 FINANCIAL REVIEW ........................................................................................................................................... 25 RESERVES POLICY .......................................................................................................................................... 25 PLANS FOR FUTURE PERIOD ............................................................................................................................. 26 STRUCTURE, GOVERNANCE AND MANAGEMENT ............................................................................................ 27 PEOPLE .......................................................................................................................................................... 27 LEGAL AND ADMINISTRATIVE INFORMATION .............................................................................................. 29 REPORT TO THE TRUSTEES ................................................................................................................................ 31

REPORT OF THE TRUSTEES for the 12 month period ended 31st March, 2021

OUR YEAR IN NUMBERS 2020 – 2021

138 members joined

111 organisations supported via POP ideas with 255 hours of support

26 training courses delivered to 104 organisations covering 13 subjects

£889k worth of funding applications supported with £646k successful

113 members participated in our decision making, 86 in the rating of peer projects as part of our funding process

Map of connections into POPs work

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CHAIR’S REPORT

This year has been extremely challenging both for the POP team and for the Plymouth Community. With strict restrictions in place, it has meant most of us having to change the way we work and being creative about how we provide services and support. Many of us were working from home and adapting our skills to meet the changing needs of our community during a very difficult year.

The POP Trustees are extremely proud of how the Team have adapted and changed their work practices to reflect the changing needs of our community. During the year we said farewell to Haidee Dampney who left in July 2020 and Kim Armstrong who left in March 2021. In February 2021 we welcomed Claire Law onto the team as Core Lead.

The Trustees welcomed Kay O’Shaugnessy and Kiven Emmanuel onto the board, both bring new skills and experience. We thanked and said goodbye to Chris Forster, Roger Mitchell, Wendy Hart and Sara Rhodes.

New developments

Focusing on the forthcoming year

The challenges remain with Covid and adapting our services to meet the changing needs of our community. We are continuing to work more with online communication and offer training to support community organisations develop their skills. The focus going forward:

Lesley Coulton

Trustees and Chair of POP, September 2021.

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OBJECTIVES & AIMS

“POP supports and leads real, purposeful and lasting change in Plymouth.

Our purpose is to build strong grassroots organisations, charities and social enterprises by supporting them to work together and take a lead role in creating change.

We are driven by the energy, passion and skills of local people taking action to make our society and environment a better place to live. A small team of dedicated staff, associates and trustees do this by influencing, connecting, training and creating opportunities.

Our values define everything we do: we are committed to building and strengthening trust and relationships; collaborating with others and being innovative. With all our work we strive to learn - and encourage learning - through our actions.”

We fulfil this mission by:

POP recognises the value of ‘going with the energy’ – of identifying, supporting, and building on ideas and initiatives that motivate those involved and carry their own momentum for change. But we are also committed to an inclusive sector and to a voice for all in the debate on shaping a better future for Plymouth. In all areas of our work, we actively seek opportunities to push forward on three key concerns:

Grant making policies

POPs grant making policies aim to deliver the core mission to strengthen grassroots organisations, voluntary organisations, charities and social enterprises through collaboration.

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The charity is testing new approaches the preference collaboration and the necessary environment that allows this to flourish. We can link this directly back to the logic that lies behind everything POP does:

to a greater change in how funding is used in Plymouth and further afield.

As a result of testing and trying new processes, activities are under constant review and adaption. Current processes can be found here https://www.plymouthoctopus.org/funding/

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ACHIEVEMENTS & PERFORMANCE

Every Annual Report this year must start by recognising the world was turned upside down on the 23[rd] March 2020. Within one month the POP team had:

Worked with the Plymouth Safeguarding Childrens Board helping to make connections and get messages out and feedback what is happening in the community groups.

Across the whole year our most significant achievements have been:

REPORT OF THE TRUSTEES

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STATEMENT OF PUBLIC BENEFIT

Our main activities and who we try to help are described in this report. All our charitable activities focus on the support for grassroots organisations, voluntary organisations, charities and social enterprises in order to further our charitable purpose.

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LEARNING AND EVALUATION

REFLECTIONS ON APRIL 2020 - MARCH 2021 – WHAT HAVE WE LEARNT?

The main piece of work done during 2020 was a co-written piece about the role of organisations like POP with our partners in the SIMPL project, Torbay Community Development Trust, PSEN, Essence, Torbay Local Spark and Co-Lab.

In this document we outline five areas of work that captures this value:

This framing of POP’s work as a ‘network support agency’ is part of our journey to define ‘a CVS for the 21[st] Century’, or in Esmee Fairbairn Foundation’s words:

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to hearing thoughts on how the organisation can remain nimble but still have the desired strategic impact.”

Esmee Fairbairn April 2017

Building connections and effective networks

In 2020 POP concluded a review started in 2019 into the role of POP in supporting networks in Plymouth. POP remains based on the power of networks and balances this with the resources and capacity to build networks. One of the early lessons was that it is easy to underestimate the admin, organisation and therefore time to set up networks. We quickly realised that most of the work needed to be done by the networks themselves, yet this requires the network to absorb this work and we experience reluctance for people to take the lead, so POP can step back. To manage this, we now have a clear set of actions we take to build networks:

Collaboration

In 2020 collaborative action happened immediately and across many different areas as organisations and people became aligned on one priority - to respond to the pandemic and the impacts on communities. We already knew collaboration emerges out of existing relationships and networks in response to a shared purpose or campaign and/or an opportunity to work together and the pandemic reinforced this.

Funding also shifted away from project towards core funding allowing organisations to adapt and change, playing the best role they could in the ecosystem of support that arose, highlighting the role funding can play in nurturing collaboration.

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Strengthening skills and capacity

The COVID-19 pandemic has significantly impacted our work on strengthening skills and capacity this year. We acted quickly in March/April 2020 to move all our capacity building services to a digital model. Over the year we have delivered all our one-to-one advice and training and networking events online. This has meant we delivered many more events in 2020-2021 and we reached new audiences. Going forward we have sought the views of our beneficiaries and we will be delivering a hybrid model of both online and face-toface support. This is so that we can capitalise on the advantages that a digital model gave us and meet the different ways in which people can and want to access the capacity building service.

Funding

Our learning and reflection on the way we grant fund is constant. We regularly review the processes we use and over 20-21 we adapted our offer in light of the pandemic.

One other significant area of learning is around the role of the Learning Champion. The post has existed since October 2019 and over this time we have learnt that:

Running a nimble organisation with strategic impact

Reflective Practice within the POP team took many forms during this year. A focus on personal wellbeing felt appropriate, especially with the added complexity of the pandemic. Wellbeing resources were shared amongst and by the team e.g. how to calm the nervous system, and wellbeing tips for working from home. Reflective models were introduced and tried out within team meetings and 1-1’s. The POP team have made a commitment to regular reflective practice sessions, and we look forward to updating you in the next annual report! Our intention is that how we learn and reflect together as a team will ripple out and positively affect our collaborative work with the VCS.

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NURTURING OUR MEMBERS

POP has always invested on building relationships with and supporting grassroots organisations and has steadily increased contact with these organisations. To encourage even greater participation, engagement in POP and improve sector 8 intelligence, POP Trustees agreed that, to receive POP support and (some of our) funding, we would make membership of POP, which is free, mandatory.

There has been a significant rise in the number of ‘micro’ organisations (income less than £10k) which have joined in the last 12 months. Small (under £100k annual turnover) and micro-organisations (under £10k annual turnover) now constitute nearly 70% of the membership. Capacity building data also shows a health and growing level of engagement. We have increased support to smaller organisations – 80% of our support now reaches organisations under £100k annual turnover. POP is now starting to use the data to chart progress in making and building connections:

POP capacity building service (POP Ideas)

POP ideas is a service that provides advice for small, large, new or established voluntary, community and social enterprise organisations in Plymouth. It is delivered in partnership between POP and Iridescent Ideas CIC.

This year has been astonishing and difficult but also surprisingly productive and, despite the undeniable sadness, at times it has been uplifting - with stories of innovation and tremendous community spirit.

The COVID-19 pandemic has significantly impacted on our work. We acted quickly in March 2020 to move all our services to a digital model. Over the year we have delivered all our one-to-one advice and training and networking events online. This has meant we have delivered many more events. Training sessions jumped from 13 in 2019-2020 to 39 in 2020-2021.

We are proud to have adapted well and to have maintained excellent quality of provision with 98% of beneficiaries saying that the service is excellent or good. This is the highest overall quality rating we have achieved in the seven years existence of POP ideas.

We worked very closely with funders and key partners to ensure that COVID response funding flowed into the city. This was made possible by us sharing information and influencing decisions and we supported many groups and organisations to access this funding.

COVID-19 has undoubtedly challenged the voluntary, community and social enterprise sector. We have witnessed some organizations close and others struggle to adjust to the new environment. But we have seen remarkable resilience and adaptability. Communities and community groups have often come together to support each other through the crisis.

The future is uncertain with job losses, health and other challenges to come. However, we are proud of our work and that of the voluntary, community and social enterprise groups we support. We believe that the COVID-19 crisis provides us all an opportunity to build back better, greener and fairer and we hope that civil society organizations will be at the heart of our recovery.

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CASE STUDY

Farleys Food Co-op is a Plymouth grocery store that is run and owned by its members, selling fresh, and mostly sustainable produce to all.

After a successful crowdfunding campaign, Farleys received 1:1 support from POP ideas in business planning and legal structures to help prepare for its launch.

“POP ideas are so important to businesses and the voluntary sector in Plymouth because they’re great at signposting and offering the support that you need. It's nice to have access to an expert or specialist in a field that you don't really know about, and a friendly team who really want to see you succeed.” - Josh Puleston, Farleys Food Co-op

Future plans

This year

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Cumulative impact since 2014

Outcomes 2020-2021

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ACTIVE CITIZENS AND SOCIAL CONNECTIVITY

Positive People Devon

Positive People’s response at the beginning of the pandemic in March 2020 was to move all activities online to ensure that existing, previous and new participants would feel connected and reassured. We have supported people to come online and participate in workshops and events and our main goal was to reduce loneliness and social isolation and provide a way to remotely connect to others but also still gain new skills.

Empowering communities

During 2020-21 we also wrote a short document to act as a call to action for Plymouth. In this document we highlight the power and value of having well connected and active communities, then make the following recommendations for Plymouth:

  1. We need to collectively support the need for community building and citizen activation across the city.

  2. We need to make a long-term investment in the infrastructure needed to support the grassroots.

  3. We need to build on what is there already using funding to fuel this where collaboration, transparency and openness is a default and not an exception.

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WORKING STRATEGICALLY

SIMPL – the Barrow Cadbury Connect Fund

The focus of this co-design process is on the question:

What helps and hinders someone stay independent as they get older?

This focus has been a result of conversations started in April 2019 with a range of different departments Plymouth City Council and other key partners in the city. In April 2020 we had started conversations and secured senior support from Plymouth City Council, but the pandemic significantly slowed progress.

We made steady progress in developing cross-sector conversations around this central question. The project has strategic sign up from the Strategic Director for People and the Plymouth City Council Cabinet portfolio holder. As well as the impact of the pandemic we experienced a further slight delay as the external capacity appointed to lead on the work could not fulfil the contract. Instead a new approach has been taken to create a series of community conversations (see below).

We sent out the brief to a wide range of partner organisations and had a good response with 8 organisations already responded and many suggesting they can add to the research without needing reimbursement. One good example of how this approach will increase the reach of the discovery phase and support action is the role Diversity Business Incubator is likely to take in both supporting it’s young leaders to reach out and speak to members of the BAME community and then support them to think about potential social enterprise opportunities presented through this discovery phase.

Plymouth healthy communities

We heard that Plymouth was successful at securing funding from The National Lottery Community Fund and support via The Kings Fund. This co-design process is on:

What might make it easier or harder to feel connected to others, whether that’s friends, family or the community?

This process started in April 2021.

Attendance at key meetings

There was a significant level of connection at a city level via the VCSE planning group during the coordination of the response over lockdown. POP also took on the Local Lead role for the Voluntary and Community Sector Emergency Partnership (VCS EP), a mechanism lead by NAVCA and the British Red Cross to bring regional and national support into local areas.

Our Plymouth

Matt Bell sits on the board of Our Plymouth. His role there is to maximise the role that Our Plymouth plays in supporting and connecting citizens to take civic action and volunteer.

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Our Plymouth played a critical role across Devon in the recruitment of volunteers for the vaccination programme.

Plymouth partners & funders forum

POP has continued to host this forum which brings funding providers together in partnership every quarter to share strategic and creative dialogue.

Public relations

It has been an extraordinary year for POP; promoting the work of POP and to such a significant number of people. At the beginning of the Coronavirus a decision was made by the trustees to commit to a dedicated page each month in the Plymouth Chronicle. The Chronicle has a circulation of about 60,000: it is delivered extensively free-of-charge through the letter boxes of residents across the city. This page has – and continues to be - compiled and written by our Associate, Caroline Blackler:

“The POP Annual Report 2020-21 covers an extraordinary time for POP; Plymouth and its many diverse communities. As the lockdown took hold so it rapidly became clear to those at POP that the work that POP had been evolving for so long now, based around trust and collaboration, would – due to the pandemic - enable POP to increase its efforts; set aside more money and begin several new initiatives which would all help to encourage greater community support across the city as we all faced Coronavirus and lockdown.

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The monthly articles allowed us to promote the extraordinary work that POP was doing to set up, support and sustain the newly established “Neighbourhood Care Networks” which took community support to a new level. The NCN’s soon aligned with the city-wide Good Neighbours Scheme so that people’s time could be put to best use in their own communities. This collaboration, along with the work of each NCN, reinforced POP’s intrinsic message that “greater good can be achieved when we work together’.

Over the coming months we wrote about the community work in areas such as Stoke, Stonehouse, Keyham and Whitleigh. As the NCN’s developed, and broadened, collaborating with city-wide organisations such as St Luke’s Hospice, Citizens Advice Plymouth and Barnados along with (smaller) significant local community projects, so we were able to report on the development and expansion of these existing NCN’s and the introduction of other NCN’s in other areas of the city, such as, Efford, Devonport and Glenholt where people already working in the community had been inspired by those ‘first-wave’ networks.

We spoke with several individuals who were being supported by the NCN’s and reported their stories of how their lives were being affected by the lockdown measures; how they were being helped by the NCN’s and – ultimately – what difference the NCN’s and its volunteers were making to their lives and their wellbeing. This included a wonderful initiative from Whitleigh Big Local. A hundred “Wellbeing Bags” handing out some tender loving care to those in need. The bags included:

A little bit of love A work of (local) art Teas to calm Candles to soothe Chocolate for endorphins Advice for a good night’s sleep And contact details for professional help.

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Our monthly page also enabled reporting to a wider audience than in normal circumstances, the outstanding work of POP ideas which, along with the Plymouth Social Enterprise Network, had highlighted, at regular meetings with the City Council’s economic development team, the dire financial plight of many of the city’s charities and social enterprises in the first lockdown which were unable to access any emergency funding. I was able to report that as a result of their intervention, emergency funding was made available and that “more than 350 charities; social enterprises; small and micro businesses have been given money to enable them to weather the economic storm brought about by Covid 19.”

The page illustrated the significant difference POP ideas had been making across the city: we featured projects which had been at risk financially, such as The Island Trust and Pollenize, including quotations from employees about the difference POP ideas has had on their circumstances and how the financial support had kept them afloat.

The Chronicle page also became a regular place where we could publicise and promote the ‘tech training courses’ that we now know helped to play such an important role in enabling many of our members to transition from ‘physical’ meetings to those held ‘digitally’ via the zoom platform.

The Chronicle also gave POP the opportunity to report on the ‘new’ technical platforms it was making use of and the difference these were making, such as WhatsApp, Slack, Twilio and the neighbourhood ‘virtual notice board’ text alerts.

POP was also able to promote the new funds that were set up during the first lockdown: the £250 a POP fund (which was accessed by many charities, projects and organisations to pay for a zoom license) and the Learning and Collaboration Fund (round 2). Throughout the year we included stories about the successful projects and the difference they were making to people across the city, for example, Street Meets: Street Eats and Positively Diverse Action.”

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NETWORK SUPPORT & DEVELOPMENT

Neighbourhood care networks

Neighbourhood Care Networks were developed as a direct result of the pandemic and moved on from previous work with the Plymouth Neighbourhood and Community Network. In April 2020 we did not know:

We made the assumption that there is an unmet need for support in the city that can best be met a neighbourhood level and that the top-down local authority response needs to interface effectively with emerging bottom-up efforts in order for Plymouth to respond effectively over the medium to long-term.

We felt that POPs role is best placed to shape a strategic VCS city-wide neighbourhood response infrastructure and work ensure it connects effectively with top-down efforts so we began working with Plymouth City Council and established community organisations, such as Nudge Community Builders; Whitleigh Big Local; Stoke Traders and Residents Association and The Hoe Neighbourhood Forum with the aim of increasing and strengthening their role in supporting their neighbours primarily during lockdown. Since then other Neighbourhood Networks have set up across the city as community groups, looking to provide greater support to people, have evolved. Significantly, the experience of the more-established groups has enabled the newer groups to work more quickly and more effectively, sharing information of what has – and has not – worked.

Each Neighbourhood Network is distinctive and unique to its own area of the city: there is no blueprint. Each has evolved according to the needs of the community; the people involved and, primarily, the capacity of those individuals. And these people are extraordinary driven by a combination of desire; determination and commitment to support others.

Events

AGM WEEK!

A creative challenge faced us when deciding how to hold our AGM. After much head scratching, we went with the POP Festival idea, and called it ‘Better Together.’ A week of diverse and interesting online events took place with many speakers, workshops and networking sessions available. Sessions were held at varying times in the week to give as many people as possible the opportunity to join in. The sessions held were:

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There were a total of 111 attendees (70 unique).

POP BITES

We moved what was our POP Thursday’s face-face events to online events, and re-named it POP Bites . We enthusiastically embraced the technology available to enable continued connection across the VCS. Inspiring guest speakers were invited to stimulate conversation around themed topics. These events also enabled networking to continue via Zoom breakout rooms. 59 different people attendees these networking events between two events in January and March 2021; and they been held regularly since.

POP CONNECTIONS

Our team held conversations about how to best support our members, and to reach out to others within the VCS, during the periods of Covid lockdown. We decided to hold POP Connections events every other month (with POP Bites in between). These events were launched in February 2021 and purposely held with minimum input by POP, enabling more space for VCS networking. Organisations of varying sizes were invited to give short presentations of their work or projects followed by a short Q & A session, and networking in breakout rooms. These events have proved to be popular, with feedback telling us that exciting new connections have been made!

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FUNDING

At the beginning of lockdown we paused our funding streams. By June 2020 we had re-opened Street-toScale and carried out a decision-making process with our members. The involvement of our members came out of a drive, identified as part of board development in 2019, to ‘make better decisions’, to significantly increase member involvement in the process and support the trustees in their governance role. We tested a decision-making model using a £30k fund available to support its membership.

Annie Broadbent carried out an independent review of the process mapping the £30k decision making process to date against what was set out in its original decision making and Governance paper. The review concluded

Has a good decision been made?

The decision making process for the £30K is not yet complete so this is a partial review against the measures of success laid out by POP+.

Measure of success Outcomes
It is clear from the start what decision needs to Yes, though this evolved from how funds are
be made spent to how they are accessed
It maximises the pool of observable data by Yes, though there was small number of members
involving an appropriate range of relevant participating.
people
It uses appropriate information and data from Yes, direct input, email feedback, survey data,
different sources funding context all were used as sources of data.
It builds a culture of strong decision making and Yes, there has been robust challenge, some
invites advice, challenge and testing assumptions removed and new links formed
assumptions between members
It makes transparent all information, data, Yes, though this is evolving
assumptions andpeople involved
It creates collective buy-in from those impacted This will become clear from who accesses the
funding and feedback on theprocess
It is timely and ‘good enough’. As above

The results of the decision making process resulted in the following:

2 levels of funding

Core funding: For anything the group or organisation decides they need it for.

Total transparency: method of deployment via Open Collective https://opencollective.com/

In Feb 2021 we ran a review of both processes.

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“This kind of sums up my journey with POP. How do we work out 'Street2Scale' with it's strange banking etc, how to do slack and work out fiscal hosts etc. But once we understand it seems to all work well.”

The survey responses showed a good level of support for the funding processes adopted since October 2020 and particularly the principles upon which they are based.

POP Collectives

£250 a POP

Street to scale - citizen led funding

Street-to-Scale continued, working in partnership with Ratio. Demand dropped off but over the year we funded 6 Street-to-Scale banks to form. The pattern of demand followed lockdown patterns of opening and closing – increase June 2020, increase Oct 2020, March 2021.

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Inner City Seeds received £250 from 250 a POP to trial a gardening & crafts day at the Village Hub. They are now running a regular “Crafters & Grafters” day on Thursdays. They hope to extend the day to an afterschool club and have plans to turn the alleyway that backs onto the hub garden into a wildlife corridor.

POP collectives

POP Collectives was developed as a direct result of member engagement in a decision-making process described above. It was developed to supercede the Learning & Collaboration Fund. 8 Collectives funded for £3000 by the end of March 2021. 1 application rejected (Funded: Mayflower Drama Project, Celebrating STEAM in South West, Plymouth Eco Collective, Kintsugi Radio, Digital Inclusion, Social Isolation Forum, JC’s Youth, Environment Plymouth. Not Funded: An-noor Arabic School.)

Lewys & Eric from Kintsugi Radio - a community internet radio station creating opportunities for people with disabilities in Plymouth. It’s a collaboration between The Kintsugi Project & Leadworks.

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FINANCIAL REVIEW

Over the last 3 years POP has been in a privileged position with core funding awarded in 2018 by the Esmee Fairbairn Foundation. This however does pose its own risk in the medium to long term as the charity seeks to secure funding for after March 2023.

Over 2020/21 the charity secured just under £76k additional income from Covid related grants, £58k from Plymouth City Council for the Unify Plymouth collaboration and £50k from The National Lottery Community Fund’s (TNLCF) Healthy Communities Together Fund, a national programme looking at creating better collaboration between charities, social enterprises and the health and care sector. Alongside this additional income the charity received secured funds from Esmee Fairbairn Foundation, Barrow Cadbury Trust, TNLCF - Building Better Opportunities, Plymouth City Council – High Street Heritage Action Zone and the core grant received from Plymouth City Council. Spending was in line or under predictions and the charity ended the year in a positive financial position, increasing reserves by £88,993 of which £4,325 were unrestricted and £84,668 restricted. In addition, a designated reserve was set up for continuance of the VCS EP work in order to separate these finances out clearly from general unrestricted reserves due to the aims of the original piece of work covering the whole of the Devon area.

RESERVES POLICY

The reserves policy specifies that in the event of POP having to cease its activities, sufficient funds should be available to pay for the cost of six months of charitable operation to cover the wind-down period and the redundancy costs of any remaining staff. The financial position against the policy is reviewed every quarter.

Money held on account

The charity holds funds on account for the royal cinema trust, with a balance of £8,696 at the year end.

Impact of covid on going concern

2020/21 has not had a detrimental impact on the financial position of the charity. There was a direct impact on delivery, but this resulted in a reduction in delivery costs. Overall, the change in operating environment could prove to be positive as funding authorities better recognise the role of community and the need of infrastructure organisations to successfully support this activity.

Risk management

The trustees have examined the major strategic, business and operational risks which the charity faces and confirm that systems have been established that enable regular reports to be produced so that the necessary steps can be taken to lessen the risks. Internal control risks are minimised by the implementation of procedures for authorisation of all transactions and projects. Procedures are in place to ensure compliance with health and safety of staff, volunteers and clients. External risks such as over reliance on one funding source is a matter of significant focus with continued development of the rationale and description of POPs work and more generally the role of infrastructure in ensuring strong and healthy communities. Over the next year this will continue to develop and be used to secure greater diversity in income.

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PLANS FOR FUTURE PERIOD

Our priorities for 2021/22 are:

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STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document and objects

Plymouth VCSE (POP+) was approved by the Charity Commission on 7th June, 2016 and is a registered charity CIO No. 1167515. The objects of the charity are to promote the voluntary sector and to promote the efficiency and effectiveness of other charitable organisations for the benefit of the public in the area of Plymouth and its environs.

Governance and trustee appointments

New trustees are elected and appointed at POPs Annual General Meetings. They are also co-opted during the year as opportunities arise, to then be elected for a full term at the AGM. 10% of members are required to attend the AGM and elected new trustees.

Trustees meet every month avoiding the need for sub committees to be formed.

The trustees who have served during the period under review are set out below.

Trustee training and induction

All new Trustees are welcomed onto the Board and an informal induction process starts. Trustees are given access to all organisational documentation and encourage to integrate into the team.

Related party transactions and trustees’ expenses and remuneration

All trustees gave their time freely and claimed no expenses or renumeration in the year.

Martin Mills is an employee of Our Plymouth, which was in receipt of a grant of £5,000 to develop a volunteer portal. Our Plymouth are the strategic digital lead for the city. Martin played no part in the decision making and left that section of the meeting.

Karen Pilkington is spouse to Managing Director of Cornerstone Vision, who are contracted on a monthly basis to advertise the activities of POP to their readership of 92,000 households in Plymouth via a free newspaper, the Chronicle. This was especially important in reaching those individuals who have limited or no access to digital news over lock down. Karen played no part in the decision making and left that section of the meeting.

Both Our Plymouth and The Chronicle occupy unique positions in Plymouth with no natural competitors.

PEOPLE

A POP Tribute:

Our dear friend and colleague Jan Horrocks, who retired from POP in 2019, sadly passed away in February 2021. Jan had been with POP since its inception, and with Zebra before that... so we feel that POP, and the city of Plymouth, have much to thank her for. She is warmly remembered by the POP team for her (sometimes wicked) sense of humour and the way she openly cared for us all. Jan was the

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spreadsheet queen, so it's easy to bring her to mind when one she created is opened - her legacy lives on! Thinking of you now Jan with much love and warm hugs - your POP friends x

Within the Trustee Board we welcomed two new Trustees Kiven Emmanuel and Kay O’Shaunessy who have brought with them a significant amount of expertise onto the Board. In the same year we said fond farewells to Chris, Jabo, Roger, Sara & Wendy. The pressures of the day job was the main reason for these resignations and perhaps reflective of the pressure on our sector colleagues.

Within the staff team we also had a bit of movement and change, welcoming in Claire Law as our Core Lead, focussing on operations across the charity and said more fond farewells to Kim Armstrong and Haidee Dampney.

Staff: Matt Bell (CEO) Deborah Penprase Imogen Potter Chris Maccullie Rowan Edwards Charlotte Brew Haidee (resigned July 2020) Claire Law (joined Feb 2021) Kim Armstrong (resigned Mar 2021)

Associates: Annie Broadbent

Caroline Blacker Chas Shaw Donna Maughan Gareth Hart Jabo Butera Jane Pightling Nic Crosby Paul Read Stephane Kolinsky Stuart Jones Susan Moores

28

REPORT OF THE TRUSTEES for the 12 month period ended 31st March, 2021

LEGAL AND ADMINISTRATIVE INFORMATION

Charity Name and Number

Plymouth VCSE (POP+): registered charity number: 1167515. Charitable Incorporated Organisation registered on 7th June 2016.

Trustees Alan Butler Andi Higginson Chris Forster (resigned 05/10/20) Cindy Willcocks (stood down 14/03/2021) Jabo Butera (resigned 01/04/21) Josephine Bussell Karen Pilkington Lesley Coulton Martin Eric Mills Kay O’Shaugnessy (joined 05/10/20) Kiven Emmanuel (joined 14/12/20) Roger James Mitchell (resigned 05/10/20) Sara Rhodes (resigned 05/10/20) Wendy Hart (resigned 05/10/20)

Chairperson Lesley Coulton Principal office Devonport Guildhall Ker Street Plymouth PL1 4EL

Independent examiners Wills Accountants Ltd 2 Endeavour House Parkway Court Longbridge Road Plymouth PL6 8LR

Kings Hill West Malling Kent

Bankers CAF Bank Ltd. 25 Kings Hill Avenue

29

Plymouth VCSE (POP)

Statement of Directors' and Trustees' Responsibilities

The Charities Act and the Companies Act require the Board of Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity as at the end of the financial year and of the surplus or deficit of the charity. In preparing those financial statements the Board is required to :-

The Trustees are also responsible for maintaining adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which are sufficient to show and explain the charity's transactions and enable them to ensure that the financial statements comply with the Companies Act 2006 and comply with regulations made under the Charities Act. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are also responsible for the contents of the trustees' report, and the responsibility of the independent examiner in relation to the trustees' report is limited to examining the report and ensuring that, on the face of the report, there are no inconsistencies with the figures disclosed in the financial statements.

Method of preparation of accounts

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

This report was approved by the board of trustees on 9 November 2021

Director and Trustee

30

Plymouth VCSE IPOPI statement of Financial Activities for the year ended 31 March 2021 REPORTTO THE TRUSTEES Report of the Independent Examiner to the trustees on the accounts of the Charity for the year ended 31 March 2021 I report to the charity trustees on my examination of the accounts of the company for the year ended 31 March 2021 which are set out onpages- I to L￿5 Respèctive responsibilities of trustees and exarniner As the charity trustees of the company land also its directors for the purposes of tompany lawl you are responsible for the preparation ol the accounts in accordance with the requirements of the Companies Act 20061'the 2006 Act'l. H3ving satisfied myself that the accounts of the company are not re4uired to be audited under Part 16 of the 2006 Act and are eligible for independent examination. I report in respect of my examination of your companvs accounts as carried out under section 145 of the Charities Act 20111'the 2011 Act'l. In carryirsg out my examination I have followed the Directions given by the Charity Commisslon under section 14515llbl of the 2011 Act. Indèpendent èxaminees statèment Since the companws gross intome exteeded £250.000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that l am qualified to undertake the examination because l am a member of the Association of Chartered Certifsed Accountants, which is one ol the listed bodies. I have completed my examination. I confirm that no matters have corne to my attention in connection with the examination 8iving me cause to believe that In any material respeet.. account5ng records were not kept In ￿Spect of the company as required by Sèttion 386 of the 2006 Act., or the accounts do not accord with those records- or the accounts do not complywith the accountin8 requirements of section 396 of the 2006 Act other than any requirement that the accounts give 8 'true and f3ir view. which is not a rnatter considered as part of an independent examination.. or the accounts have not been prepared in accordarnce with the methods and prlnciples of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing thelr accounts in accordance with the Firiantial Reportlll8 Standard applicable in the UK and Republic of Ireland IFRS 1021. I have no concerns and have come across no other matters in connection with the e¥amination to which attention should be drawn in thi5 report in orderto enable a proper understanding of the accounts to be reached. Mr Philip Wood 5outter FCCA for and on behalf ol Wills Accountants Ltd Chartered Certified Accountants Endeavour House Parkway Court Longbridge Road Plymouth PL6 8LR The date vpon which my opinion is eyressed is:_ 31

Plymouth VCSE (POP)
Statement of Financial Activities
for the year ended 31 March 2021
Income and endowments from:
Incoming resources from generated funds
Notes
Donations and legacies
Other trading activities
Investment Income
Charitable activities
Other Incoming Resources
Total income and endowments
Expenditure on
Costs of charitable activities
Other costs
Total expenditure
Net Income
before transfers between funds
Gross transfers between funds
Net income before
Other recognised gains and losses
Other recognised gains and losses
Net movement in funds
Reconciliation of funds
_Total funds brought forward_9
Total Funds carried forward9		 Unrestricted RestrictedTotalLast Year
FundsFundsFundsTotal Funds
Restated
2021202120212020
££££
50,524 378,673 429,197 404,681

850 - 850 211

- - - -

- 7,885 7,885 -
- - - -
51,374386,558437,932404,892
44,585 301,751 346,336 376,839
2,473 130 2,603 940
47,058301,881348,939377,779
4,316 84,677 88,993 27,113
- - - -
4,316 84,677 88,993 27,113
- - - -
4,316 84,677 88,993 27,113
46,448 57,490 103,938 76,825
50,764142,167192,931103,938

The net movement in funds referred to above is the net incoming resources as defined in the Statement of Recommended Practice (The SORP) and is reconciled to the total funds as shown in the Balance Sheet on page 15 as required by the SORP.

All activities derive from continuing operations

The notes on pages 37 to 42 form an integral part of these accounts.

32

Plymouth VCSE (POP) Statement of Financial Activities

for the year ended 31 March 2021

Income and Expenditure Account as required by the Companies Act for the year ended 31 March 2021

Notes 2021 2020 £ £ Turnover 437,932 404,892 Direct costs of turnover 346,336 376,839 Gross surplus 91,596 28,053 Other costs 2,603 940 Operating surplus 88,993 27,113 Interest receivable - - Surplus on ordinary activities before tax 88,993 27,113 Surplus for the financial year 88,993 27,113 Gift Aid Payments - - Retained surplus for the financial year 88,993 27,113 All activities derive from continuing operations The notes on pages 37 to 42 form an integral part of these accounts.

33

Plymouth VCSE (POP) Statement of Financial Activities

for the year ended 31 March 2021

Statement of Total Recognised Gains and Losses for the year ended 31 March 2021 2021 2020 Excess of Expenditure over income before realisation of assets 88,993 27,113 Profit per Profit and Loss account 88,993 27,113 Grants for the acquisition of fixed assets - - Net Movement in funds before taxation 88,993 27,113 Movements in revenue and capital funds for the year ended 31 March 2021 Revenue accumulated funds Unrestricted Restricted Total Last year Funds Funds Funds Total Funds 2021 2021 2021 2020 £ £ £ £ Accumulated funds brought forward 38,538 57,490 96,028 70,034 Recognised gains and losses before transfers 4,316 84,677 88,993 27,113 Dividend payments made - - - - 42,854 142,167 185,021 97,147 Transfers between restricted and unrestricted funds - - - - Transfers (to)/from designated funds (4,000) - (4,000) - Closing revenue accumulated funds 38,854 142,167 181,021 97,147 Designated revenue funds Total Last year Funds Total Funds 2021 2020 £ £ At 1 April 7,910 6,791 Transfer (to)/from revenue accumulated funds 4,000 1,119 At 31 March 11,910 7,910

The purposes for which the designated funds have been established are described in the notes to the accounts

Summary of funds Designated Unrestricted Restricted Total Last Year Funds Funds Funds Funds Total Funds 2021 2021 2021 2021 2020 Revenue accumulated funds - 38,854 142,167 181,021 96,028 Revenue designated funds 11,910 - - 11,910 7,910 Total funds 11,910 38,854 142,167 192,931 103,938

The notes on pages 37 to 42 form an integral part of these accounts.

34

Plymouth VCSE (POP) Company Number Balance Sheet as at 31 March 2021 2021 2021 2020 2020 Fixed assets £ £ £ £ Intangible assets - - Tangible assets 5 2,324 2,368 Total fixed assets 2,324 2,368 Current assets Debtors 6 6,838 24,198 Cash at bank and in hand 196,488 80,781 Total current assets 203,326 104,979 Creditors:- amounts due within one year 7 (12,719) (3,409) Net current assets 190,607 101,570 Total assets less current liabilities 192,931 103,938 Creditors:- amounts due after more than one year - - Provisions for liabilities and charges - - Net assets excluding pension asset / liability 192,931 103,938 Net assets including pension asset / liability 192,931 103,938 The funds of the charity : Unrestricted income funds Unrestricted revenue accumulated funds 9 38,854 38,538 Designated revenue funds 9 11,910 7,910 Total unrestricted funds 50,764 46,448 Restricted revenue funds Restricted revenue accumulated funds 9 142,167 57,490 Restricted fixed asset funds Total restricted funds 142,167 57,490 Total charity funds 192,931 103,938

35

Plymouth VCSE (POP)

Company Number

Balance Sheet

as at 31 March 2021

The directors are satisfied that for the year ended on 31 July 2019 the charitable company was entitled to exemption from the requirement to obtain an audit under section 477 of the Companies Act 2006 relating to small companies.

Directors' responsibilities:

Type text here

Trustee

Approved by the board of trustees on 9 November 2021

The notes on pages 37 to 42 form an integral part of these accounts.

36

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2021

1 Accounting policies

The principle accounting policies are summarised below. The accounting policies have been applied consistently throughout the year and the preceding year.

Basis of preparation of the accounts

Plymnouth VCSE (POP+) l is a company limited by guarantee in England / Wales . In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The address of the registered office is given in the charity information on page 1 of these financial statements.

The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

Incoming Resources

Incoming resources are accounted for on a receivable basis deferred as described below where appropriate.

Except as described under the 'Deferred Income' accounting policy all grants, including grants for the purchase of fixed assets , are recognised in full in the Statement of Financial Activities in the year in which they are receivable.

Deferred income

In accordance with the SORP grants received in advance and specified by the donor as relating to specific accounting periods or alternatively which are subject to conditions which are still to be met, and which are outside the control of the charity or where it is uncertain whether the conditions can or will be met, are deferred on an accruals basis to the period to which they relate. Such deferrals are shown in the notes to the accounts and the sums involved are shown as creditors in the accounts.

Recognition of liabilities

Liabilities are recognised on the accruals basis in accordance with normal accounting principles, modified where necessary in accordance with the guidance given in the SORP.

37

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2021

Resources Expended

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which it relates:

Fixed assets and depreciation

Tangible fixed assets are stated at cost less accumulated depreciation. Depreciation is provided at rates calculated to write off the cost less residual value of each asset over its expected useful life, as follows:

ICT equipment – 5 years straight line Office Equipment – 5 years straight line

Taxation

As a registered charity, the company is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

Value Added Tax is not recoverable by the company, and is therefore included in the relevant costs in the Statement of Financial Activities.

Funds structure policy

Going Concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.

2 Surplus for the financial year 2021 2020 £ £ This is stated after crediting :- Depreciation of owned fixed assets 1,163 940 Pension costs 7,069 6,410 - Independent Examiner's Fees 1,440 9,672 7,350

38

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2021

3 Restatment of 2020 figures

The restatement of the 31 March 2020 figures within the SOFA and the Balance Sheet have been restated as the original figures did not cast correctly, there is no material change to the overall results..

4 Staff Costs and Emoluments 2021 2020 £ £ Gross Salaries 124,186 131,448 Employer's National Insurance 30,502 31,256 Pension Contributions 7,069 6,410 Consultancy & Associates fees 96,292 43,718 258,049 212,832

There was no remuneration or expenses paid to the Trustees in the year (2020 - £0.00)

5 Tangible functional fixed assets

Office Equipment Total £ £ Asset cost, valuation or revalued amount At 1 April 2020 4,700 4,700 Additions 1,119 1,119 Disposals - - - - Surplus on revaluation At 31 March 2021 5,819 5,819 Accumulated depreciation and impairment provisions At 1 April 2020 2,332 2,332 Eliminated on disposals - - Depreciation on revaluation - - Charge for the year 1,163 1,163 At 31 March 2021 3,495 3,495 Net book value At 31 March 2021 2,324 2,324 At 31 March 2020 2,368 2,368 6 Debtors 2021 2020 £ £ Trade debtors 5,856 23,384 Other Debtors - - Prepaid expenses 982 814 Accrued income - - 6,838 24,198

39

Plymouth VCSE (POP) Notes to the Accounts

for the year ended 31 March 2021

7 Creditors: amounts falling due within one year 2021 2020 £ £ Trade creditors 2,583 3,409 Accrued expenses 1,440 - - Funds held for third parties 8,696 12,719 3,409

Royal Cinema Trust

The charity acts as Agents for the Royal Cinema Trust, as such the creditor relates to the net monies held by the charity as behalf of the Royal Cinema Trust.

8 Analysis of the Net Movement in Funds 2021 2020 £ £ Net movement in funds from Statement of Financial Activities 88,993 27,113 Net resources applied on functional fixed assets (1,119) (277) Net movement in funds available for future activities 87,874 26,836

At 31 March 2021 Unrestricted Designated Restricted Total funds funds funds Funds £ £ £ £ Tangible Fixed Assets 1,428 - 896 2,324 Current Assets 51,458 7,910 188,402 203,326 Current Liabilities (4,023) - (8,696) (12,719) 38,854 11,910 142,167 192,931

At 1 April 2020 Unrestricted Designated Restricted Total funds funds funds Funds £ £ £ £ Tangible Fixed Assets 2,368 - - 2,368 Current Assets 39,579 7,910 57,490 104,979 Current Liabilities (3,409) - - (3,409) 38,538 7,910 57,490 103,938

40

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2021

The individual funds included above are :-

Funds at Movements Transfers Funds at 2020 in Between 2021 Funds funds as below £ £ £ £ Unrestricted: Free Reserves (General Fund) 38,538 316 - 38,854 Designated Reserves: Contingency Fund - Redundancy 7,910 - - 7,910 VCSEP 4,000 4,000 Restricted funds Esmee Fairbairn 27,464 59,102 - 86,566 Barrow Cadbury - (SIPMPL) 15,022 (3,325) - 11,697 National Lottery Community Fund - BBO - 83 - 83 Devon Community Foundation - 112 - 112 Access Foundation 4 (4) - - Plymouth City Council - HSHAZ - 1,250 - 1,250 Plymouth City Council - CMF - 37,500 - 37,500 Devon CCG 15,000 (15,000) - - HMRC JRS - - - - National Lottery Community Fund - (HCT) - 4,959 - 4,959 103,938 88,993 - 192,931 Analysis of movements in funds as shown in the table above Incoming Outgoing Gains & Movement Resources Resources Losses in funds £ £ £ £ Unrestricted: Free Reserves (General Fund) 41,874 (41,558) - 316 Designated Reserves: Contingency Fund - Redundancy - - - - VCSEP 9,500 (5,500) - 4,000 Restricted funds Esmee Fairbairn 239,100 (179,998) - 59,102 Barrow Cadbury - (SIPMPL) 14,000 (17,325) - (3,325) National Lottery Community Fund - BBO 45,100 (45,017) - 83 Devon Community Foundation 3,600 (3,488) - 112 Access Foundation - (4) - (4) Plymouth City Council - HSHAZ 13,317 (12,067) - 1,250 Plymouth City Council - CMF 58,000 (20,500) - 37,500 Devon CCG - (15,000) - (15,000) HMRC JRS 7,885 (7,885) - - National Lottery Community Fund - (HCT) 5,556 (597) - 4,959 437,932 (348,939) - 88,993

41

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2021

10 Grant Allocation

Organisation Funding
Source
Open Collective : Eco Collection
EF
Open Collective : Celebrating STEM OC
EF
Open Collective - JC Youth OC
EF
Open Colective - Env Plymouth
EF
Hoe Neighbourhood Forum
EF
Routeways Centre Limited
EF
Plymouth Play Association
EF
Friend of Wyndham Square
EF
City of Sanctuary - L&D Grant
GF
Wonderzoo - L&D Grant
GF		 Amount
£
18,000
3,000
3,000
3,000
500
1,000
4,500
5,000
5,000
5,000

48,000

Funding Source key EF - Grant - Esmee Fairbairn

GF - Grant - General Fund

11 Purpose of Restricted Funds Received

Grant - Esmee Fairbairn

To contribute to the running of the organisation and the support it provides to the voluntary sector in Plymouth.

Grant - Barrow-Cadbury

Social Investment Made Simple (SIMPL) project to bring together investors, commissioners and service providers to explore transformative impact of social investment across Devon.

Grant - Big Lottery - Building Better Opportunities

Grant - Access Foundation

This funding is to support and help people back to work project. The funding stream is over three years.

Support for the development of a place-based proposal in Plymouth for the Local Access Programme.

Grant - Devon Clinical Commissioning Group

Covid-19 related volunteer co-ordination and community support to Devon STP/NHS Devon CCG.

42

Plymouth VCSE (POP) Schedule to the Statement of Financial Activities for the year ended 31 March 2021

Status of this schedule to the Statement of Financial

Activities

This schedule is an intrinsic part of the accounts required to comply with the 2008 Revision of the Statement of Recommended Practice for Accounting and Reporting issued by the Charity Commissioners for England & Wales, revised June 2008. However, it is not a part of the statutory accounts required under the provisions of the Companies Act 2006 in relation to incorporated charities.

Incoming Resources
Income from Donations and Legacies
Donations
Service Fees
Training / Workshops
Engagement Work
Total
Total Donations & Legacies Received
Activities for generating funds
Other activities for generating funds
Total of Other Trading Activities
Income from charitable activities
Job Retention income
Total Incoming resources from
charitable activities
Total Income






UnrestrictedRestrictedTotalPrior Period
FundsFunds FundsTotal Funds
2021202120212020
Restated
££££
49,500 378,673 428,173368,400
- - -30,000
1,024 - 1,0241,119
- - - 5,162
50,524378,673429,197404,681
50,524378,673429,197404,681
850 - 850211
850- 850211
- 7,885 7,885-
- 7,8857,885-
----
51,374386,558437,932404,892

43

Plymouth VCSE (POP) Schedule to the Statement of Financial Activities for

the year ended 31 March 2021 Status of this schedule to the Statement of Financial

Activities

This schedule is an intrinsic part of the accounts required to comply with the 2008 Revision of the Statement of Recommended Practice for Accounting and Reporting issued by the Charity Commissioners for England & Wales, revised June 2008. However, it is not a part of the statutory accounts required under the provisions of the Companies Act 2006 in relation to incorporated charities.

Unrestricted Restricted Total Prior Period Funds Funds Funds Total Funds 2021 2021 2021 2020 Restated £ £ £ £ Charitable expenditure Support costs of charitable activities Direct support costs Net wages and salaries - charitable activities 5,500 118,686 124,186 131,448 PAYE and NI - 30,502 30,502 31,256 Pension contributions charitable employees - 7,069 7,069 6,410 Consultancy & Associates fees 28,793 67,499 96,292 43,718 Promotion & Recruitment _ - 14,621 14,621 13,714 34,293 238,377 272,670 226,546 Indirect employee costs Training and welfare - 5,585 5,585 1,152 Travel and subsistence - 1,993 1,993 4,137 - 7,578 7,578 5,289 Premises Costs_ Rent & Venue Hire - 4,590 4,590 5,687 Event Costs - 194 194 15,275 Insurance - 993 993 982 - 5,777 5,777 21,944

44

Plymouth VCSE (POP) Schedule to the Statement of Financial Activities for the year ended 31 March 2021 Status of this schedule to the Statement of Financial

Activities

This schedule is an intrinsic part of the accounts required to comply with the 2008 Revision of the Statement of Recommended Practice for Accounting and Reporting issued by the Charity Commissioners for England & Wales, revised June 2008. However, it is not a part of the statutory accounts required under the provisions of the Companies Act 2006 in relation to incorporated charities.

UnrestrictedRestrictedTotal UnrestrictedRestrictedTotal Prior Period Prior Period
FundsFunds Funds Total Funds
2021 20212021 2020
Restated
£ ££ £
General administrative expenses:
Telephone and Internet - 2,090 2,090 1,944
Administration - 194 194 1,187
Website - 541 541 696
Membership & Subscriptions 292 1,158 1,450 904
IT & Software Support - 2,931 2,931 2,073
Payroll costs - 675 675 690
Bank charges - 66 66 60
Sundry expenses
-		 63 63 393
292 7,7188,010 7,947
Professional fees in support of charitable activities
Professional fees - 40 40 770
Bookkeeping fees - 4,261 4,261 5,375
- 4,3014,301 6,145
Total costs 34,585 263,751298,336 267,871
Grantmaking to achieve the objects of the charity
Grants paid including Gift Aid payments
Grants allocated
10,000		 38,000 48,000 108,968
Total Expended on Charitable Activities _44,585 301,751346,336 376,839
Independent Examiner's Fees 1,310 130 1,440 -
Depreciation of fixed assets _ 1,163 - 1,163 940
Total Other costs 2,473 1302,603 940

45

Plymouth VCSE (POP)

Appendices to the Statement of Financial Activities for the year ended 31 March 2021

The following appendices are attached to detail the activity analysis required by the 2005 Revision of the Statement of Recommended Practice for Accounting and Reporting issued by the Charity Commissioners for England & Wales, revised June 2008.

1. Analysis of Total Incoming & Outgoing Resources by Activity

2. Analysis of Total Support Costs by Activity

3. Analysis of charitable expenditure by activity

46

Plymouth VCSE (POP)

Appendix 1

Analysis of Total Incoming & Outgoing Resources by Activity

for the year ended 31 March 2021
Income and endowments from:
Donations and legacies
Other trading activities
Investment Income
Charitable activities
Total Income
Expenditure on:
Charitable activities
Other
Total resources expended
Net Incoming Resources by activity		 General
Fund
£
41,024
850
-
-		 Designated
FundRestricted Funds
Esmee Barrow Cadbury
VCSEP
Fairbairn - (SIMPL)
National Lottery
Community
Fund - BBO
Devon Community Access Plymouth City Plymouth City HMRC
Devon CCG
Foundation Foundation Council - HSHAZ Council - CMF JRS
National Lottery
Community Fund
- (HCT)
2021 2020
Total Total
£ £ £ £ £ £ £
9,500 239,100 14,000 45,100 3,600 - 13,317 58,000 - - 5,556 429,197 404,681
- - - - - - - - - - - 850 211
- - - - - - - - - - - - -
- - - - - - - - - 7,885 - 7,885 -
41,874 9,500 239,100 14,000 45,100 3,600 - 13,317 58,000 - 7,885 5,556 437,932 404,892
39,085
2,473		 5,500 179,998 17,325 45,017 3,488 4 12,067 20,500 15,000 7,885 597 346,336 376,839
2,603 940
41,558 5,500 179,998 17,325 45,017 3,488 4 12,067 20,500 15,000 7,885 597 348,939 377,779
316 4,000 59,102 (3,325) 83 112 (4) 1,250 37,500 (15,000) - 4,959 88,993 27,113

1

Plymouth VCSE (POP)

Appendix 2
Analysis of Total Support Costs by Activity
for the year ended 31 March 2021
Nature of support costs
Salaries
Tax & NI
Pensions
Associates & Sub-contractors
Grants
Bookkeeping/Financial Admin
Payroll
Office Rent
Events / venue hire
Telephone/broadband/mobiles
Insurance
Professional fees
Accountancy
Website/email hosting
Admin (Printing/Stationery/Postage)
Memb. Fees/Conferences
Training (Delivery & CPD)
Travel/subsistence
Marketing & promotion (General, website dev.)
IT Support/Software
Bank charges
Sundries/Misc/Equipment
Depreciation
Total support costs analysed by activity		 Designated
FundRestricted Funds
General Esmee Barrow Cadbury
VCSEP
Fund Fairbairn - (SIMPL)
National Lottery
Community
Fund - BBO
Devon Community Access Plymouth City Plymouth City HMRC
Devon CCG
Foundation Foundation Council - HSHAZ Council - CMF JRS
National Lottery
Community Fund
- (HCT)
2021 2020
Total Total
£ £ £ £ £ £ £ £ £ £ £ £ £ £
- 5,500 75,549 7,470 24,024 - - 3,203 770 - 7,670 - 124,186 131,448
- - 23,607 - 6,165 - - 325 190 - 215 - 30,502 31,256
- - 5,585 - 1,372 - - 72 40 - - - 7,069 6,410
28,794 - 17,871 9,855 7,051 - - 6,510 11,500 14,202 - 510 96,293 43,718
10,000 - 38,000 - - - - - - - - - 48,000 108,968
- - 3,370 - 887 - 4 - - - - - 4,261 5,375
- - 425 - 250 - - - - - - - 675 690
- - 3,440 1,150 - - - - - - - 4,590 5,687
- - 194 - - - - - - - - - 194 15,275
- - 1,065 - 525 - - - 500 - - - 2,090 1,944
- - 752 - 241 - - - - - - - 993 982
- - 30 - 10 - - - - - - - 40 770
1,310 - - 130 - - - - - - - 1,440 -
- - 416 - 125 - - - - - - - 541 696
- - 144 - 50 - - - - - - - 194 1,187
- - 908 - 250 - - - - - - - 1,158 904
- - 507 - 1,278 - - 1,800 2,000 - - - 5,585 1,152
- - 721 - 272 - - - 1,000 - - - 1,993 4,137
- - 5,377 - 458 3,488 - - 4,500 798 - - 14,621 13,714
- - 1,987 - 700 - - 157 - - - 87 2,931 2,073
- - 50 - 16 - - - - - - - 66 60
- - - - 63 - - - - - - - 63 393
1,163 - - - - - - - - - - - 1,163 940
41,267 5,500 179,998 17,325 45,017 3,488 4 12,067 20,500 15,000 7,885 597 348,648 377,779

2021 2020 £ £ The above amounts are shown in the accounts as Support costs for charitable activities 298,336 267,871 Grantmaking to achieve the objects of the charity 48,000 108,968 Total Other costs 2,603 940 348,939 377,779

The basis of allocation of costs and the methods used are described in note 1 to the account.

2

Plymouth VCSE (POP) Independent Examiner's Report to the trustees of the charity

3