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2022-03-31-accounts

Reports & Accounts

for the annual financial period ended

APRIL 2021 – MARCH 2022

for

Plymouth VCSE (POP)

Charitable Incorporated Organisation

Registered Charity No: 1167515

Charitable Incorporated Organisation No : CE007437

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

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OUR YEAR IN NUMBERS 2021 – 2022 ................................................................................................................... 3 CHAIR’S REPORT ................................................................................................................................................... 4 Looking Ahead .................................................................................................................................................. 4 What POP intends to do: more of what we are good at. ................................................................................. 5 AIMS & OBJECTIVES .............................................................................................................................................. 6 ACHIEVEMENTS & PERFORMANCE ....................................................................................................................... 8 Demonstrating our impact ............................................................................................................................. 10 LEARNING AND EVALUATION ......................................................................................................................... 11 NURTURING OUR MEMBERS .......................................................................................................................... 15 ACTIVE CITIZENS AND SOCIAL CONNECTIVITY ................................................................................................ 18 WORKING STRATEGICALLY ............................................................................................................................. 20 NETWORK SUPPORT & DEVELOPMENT .......................................................................................................... 23 FUNDING ......................................................................................................................................................... 25 FINANCIAL REVIEW ............................................................................................................................................. 29 RESERVES POLICY ............................................................................................................................................ 29 PLANS FOR FUTURE PERIOD ............................................................................................................................... 30 STRUCTURE, GOVERNANCE AND MANAGEMENT .............................................................................................. 30 LEGAL AND ADMINISTRATIVE INFORMATION ................................................................................................ 32 REPORT TO THE TRUSTEES .................................................................................... Error! Bookmark not defined. THE ACCOUNTS AND SUPPORTING NOTES ................................................................................................... 34-51

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OUR YEAR IN NUMBERS 2021 – 2022

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CHAIR’S REPORT

It has been a year of continuous change: the individual members of our team have been working primarily from home with Covid remaining active in our communities The extra burden of financial challenges relating to the increase in the cost of living has reinforced the POP’s team commitment to ensuring that our members; our communities and our city is supported to the best of our abilities.

Staffing

New members of staff: Rebekah Coombes as our associate bookkeeper and Simon Travers; Melissa Lepic, Stuart Jones and Lee Bowden-Carter also joined the team.

Trustees who were re-elected were Jo Bussell and Andi Higginson. Sally Walker, Kay O’Shaugnessy and Kiven Emmanuel were also formally elected as Trustees serving for three years.

New Developments

POP faced several significant challenges this year, not least the impact of the Keyham shooting and the effect it has had – and continues to have - on our communities. We provided support to the Social Isolation Forum.

Funding

Looking Ahead

The post -pandemic phase will bring its own challenges particularly as new variants of the Covid-19 virus continue to disrupt and it is apparent that we will be living with the virus for the foreseeable future so we must continue to support those most affected. Furthermore, the increase in the cost of living and the predicted fourfold increase in energy bills (in October 2022) indicates many more people are going to be struggling financially and, with that, mentally. Since Covid there has already been a significant increase in the number of people experiencing mental health issues, particularly within young people. It is inevitable things will only get worse.

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What POP intends to do: more of what we are good at.

The POP Trustees are extremely proud of the team particularly given all that each of them has had to face in the last couple of years.

Meanwhile, the team continues to react to the changing circumstances and to rise to the many different challenges, embracing ‘change’ and adapting to support the needs of each other; our members; our diverse communities and a variety of organisations across the city.

…………………………………………………………………………….

Lesley Coulton

Trustees and Chair of POP

Dated : 4[th] October 2022.

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AIMS & OBJECTIVES

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; encouraging them to work together and to take a lead role in creating change.

We are driven by the energy, passion and skills of local people who are taking action to make our society and the environment a better place in which 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 achieve our aims and objectives by:

POP recognises the value of ‘going with the energy’, of identifying; supporting and building on ideas and initiatives that motivate those involved, particular at ‘grassroots’ level and helps to generate their desire for change. But, at the same time, we are also committed to ensuring that the voluntary and community sector in Plymouth is ‘inclusive’ and that the sector’s voice is heard in the on-going debate about how we continue to shape a better future for Plymouth. In all areas of our work, we strive to push our three key concerns:

Grant-making policies

POPs grant-making policies align with our core value: to strengthen grassroots organisations; voluntary organisations; charities and social enterprises through collaboration. We continue to test new approaches

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focusing on trust and collaboration. and in creating, what we believe, is the necessary environment that allows trust and collaboration to flourish. Our beliefs and values have helped us How we allocated funding

Our grant-making policies continue to be shaped by our beliefs and values:

We sincerely hope that the examples we have set, and the impacts we have had, when seen by other funders, might lead to a greater change in how funding is used in Plymouth and further afield.

As part of our commitment to experiment POP is constantly investigating and questioning the methods we employ; seeking feedback from our members and our colleagues so that we continue to evolve. Current processes can be found here https://www.plymouthoctopus.org/funding/

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ACHIEVEMENTS & PERFORMANCE

At the start of 2021 we carried out a comprehensive review of our work

https://www.plymouthoctopus.org/wp-content/uploads/2021/05/POP-2021-Summary-Learning-ReportFINAL.pdf and from this we set the following priorities:

Throughout 2021 and 2022 our commitment to these priorities has produced many positive outcomes:

Tell and ‘live’ the story of collective success.

The dedicated POP page in the Plymouth Chronicle (the free, city-wide newspaper) which began at the beginning of the first lockdown continued throughout the year ending March 2022. But while we have ceased to pay for the ‘page’ to be printed in the Chronicle we will continue to produce it for ourselves. This along with our weekly Monday newsletter to all members enables us to reach a significant audience and to promote, for example, the work of POP; that of its members; the opportunities available through POP (such as, funding and training); the work of the networks and news of the many and diverse community projects that we help to support. Our newsletters are emailed to all our members and available, along with the POP page on our website. Newsletter – Plymouth Octopus

Next year we are commissioning a local creative organisation to lead a participatory and collaborative look at collaboration. We aim that this piece of work will produce a resource for the city that allows us all to better understand how we continue to improve in this important skillset and way of working.

Champion the grassroots and community development

We have worked, through Power to Change, with MyCake to produce a data dashboard. The dashboard will combine a few important datasets – charity commission data, companies house data and 360Giving. This will support POP to demonstrate the size and breadth of the VCSE sector operating in Plymouth, together with patterns of funding. The dashboard will be complete later in 2022.

We have also:

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https://www.plymouthoctopus.org/wp-content/uploads/2022/01/The-Power-of-Local-Ecosystemsin-Plymouth.pdf

Build connections and support effective networks.

We have redesigned our POP Thursdays open networking events into POP Connections & POP Bites. We are working with Diversity Business Incubator to re-establish the Refugee and Asylum Seekers network, and continue to grow the Neighbourhood Networks and the networks that are the Children & Young People’s; Heritage, and Community Sports. We have also set up the Network Facilitators Forum.

We have introduced capacity-building for networks, for example, training opportunities with the Social Change Agency on network building. We have given 1:1 support to networks, such as, the Trauma Informed Network. Plus, of course, when individuals come along for their one-to-one sessions with one of the members of the POP ideas team, they are frequently given information and connected with people who may be supportive and/or running a similar (or related) project.

Develop co-design expertise.

Plymouth is now one of five areas in the country pioneering approaches to better-connect the VCSE sector with the NHS and Local Authorities. POP is leading the Plymouth initiative - Belong in Plymouth – which aims to tackle loneliness and social isolation. The focus of our work is ‘listening’. https://belonginplymouth.org.uk/

Support learning, skills, and capacity building

We have redesigned our delivery this year and we are testing new support particularly around coaching and relational practice.

Bring other funders alongside.

The Blagrave Foundation has supported us this year with a grant of £20,000.

The Alex Ferry Foundation has used POP to channel funding into grassroots initiatives and Plymouth City Council has directed £70,000 and the Office of the Police Crime Commissioner £50,000 of funding through the POP Collectives Fund and Keyham Sparks.

Our Learning Champion, Simon has published an essay, “Collaborating for Grassroots Impact” on the Funders Collaborative Hub website. Meanwhile, the collaborative organisation, Dark Matter Labs, has considered POP’s work as part of its exploration into organising with the purpose of creating ‘public good’. POP continues to play a role within the Losing Control funders group, a group that brings funders trying new ways of working.

We maintain good links with our colleagues working in Barking & Dagenham and Giving and Gateshead, similar geographic areas to Plymouth with similar collaborative funding priorities.

Double down on digital.

We continue to test digital platforms and tools such as Slack, Groups.io and Twilio but the aspiration and vision continues to evade a clear approach being taken in Plymouth.

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Demonstrating our impact

We can point to many examples of loose connections leading to further and deeper collaboration and how we attempt to build this into all of our work. Our activity report (below) gives the numbers and figures concerning our work. Our Activity Report shows that POP continues our success in reaching the smallest of groups in the city. It is an ongoing challenge to try and capture all the many relationships and connections that are made by our members (and non-members) through our work.

You can find further information about our work, funding and finances:

Working nationally

POP remains active at a national level, advocating for grassroots activity and the infrastructure this needs together with the shifts in funding practices needed to create a culture of collaboration. We have contributed to thinking and learning with the following national bodies:

Dark Matter Labs: Grantmaking #BeyondtheRules Report https://drive.google.com/file/d/1NIw_EUu6cDevJyBN9xQmoyYLrWWY7igg/view

Centre for Public Impact: Human Learning Systems: A practical guide for the curious https://www.centreforpublicimpact.org/partnering-for-learning/human-learning-systems/a-practical-guidefor-the-curious48hjg7

Losing control: core members of the Losing Control in Funding Network https://www.losingcontrol.org/

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 2021 - MARCH 2022 – WHAT HAVE WE LEARNT?

Annual Report Accounts ending 31st March 2022

POP builds learning and reflection into all of our work. Most important to this is the culture and way we work together. The reflective practice, openness and honesty we encourage throughout our work allows all voices and opinions to be shared, explored and changes to the work can happen. This learning culture works effectively with the feedback we seek from partners and members and other data and information sources to create an adaptable and responsive organisation.

Collaboration

Collaboration is at the heart of everything POP does. Here are some of our big collaborative successes:

Strengthening skills and capacity

This year following a period of reflection, review, research and discussion, the POP ideas team developed the training offer for 2021/22 into themes https://www.plymouthoctopus.org/training/. The three themes are:

It was also decided that due to the space being saturated with providers delivering similar training, and that people learn in different ways, the offer was going to be less organised workshops, and instead more availability and flexibility to respond to bespoke 1:1 needs around training, and the development of online workshops in the form of webinars with associated resources.

Webinars have been created for the following topics: Legal Structures; Social Impact; Funding and Volunteering and allow people to access support and learning at a time that suits them. Feedback from our members has confirmed that they are a welcome addition to the POP training ‘package’ and that they have been particularly useful to those new to the VCSE and/or those looking to set up a community project for the first time.

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They have also been a useful tool for those who are on the very beginning of their journey in wanting to deliver their ideas and dreams.

We also realised that, compared to the previous year, the demand for ‘financial management advice’ and ‘volunteer training’ has increased while the need for ‘digital skills’ and ‘marketing’ advice has fallen.

POP is constantly seeking to improve its training provision and the way we deliver it. We know that many of our members have limited resources - particularly regarding their ‘time’ - and so we are always looking for ways to accommodate their needs and provide useful content that is both convenient and of value to them. Everything that we do is subject to evaluation and feedback, all of which helps us to reflect on the training we provide and how we might better serve our members. We already know that the ‘training’ provision is of great importance to our members: it is our duty that it remains worthwhile.

Through continuous conversations with our members regarding our ‘training’ we continue to reflect on what we do and how we do it while at the same time looking for new ways to; experiment with new approaches and improve what and improve on that which we offer and

Funding

Responding to themes identified in the Annual Report for 2020-2021, the Learning Champion role has gained clarity in 2021-2022. POP is more confident about the Learning Champion’s role in evolving multiple conversations between Collectives, POP, the Plymouth VCSE and a nationwide network of funders. The role has evolved: in the first year, the Learning Champion’s time was largely taken up identifying tensions within and between collaborations and/or trying to solve ‘problems’. Now the role of Learning Champion has become that of someone who works alongside the different projects, evaluating their impact; identifying and praising their ‘virtues’ and sharing their stories with others so that awareness is increased; praise given, and others inspired.

This ‘story telling’ is a fundamental part of the Leaning Champion’s work and that they ’share their findings and tell these ‘stories’ to fellow members; the wider Plymouth VCSE community and the nationwide network of ‘funders’ that exists in the UK. The Learning Champion has reported on their work through, for example, the End of Year Collectives Update (2021), and a series of ‘learning’ blogs on the POP website and on several other websites.

What has been noticeable has been the diversity of approaches towards collaboration shown by those participating in our Collectives Fund. We have all sorts of shapes and sizes employing, for example, different ways of setting up ‘leadership’; the allocation of tasks and ‘roles’ within the project and using different ways to communicate with each other.

We think this is encouraging. We believe that the ‘flexibility’ of the POP Collectives Fund and the way in which it evaluates projects is having a uniquely positive effect on grassroots organisations. We believe that each individual collaboration is making decisions to work in a way that best suits them at that particular time. We believe the POP Collectives Fund = freedom to grassroots organisations to ‘go their own way’ based on their shared valued and needs. And therefore, that the question of “what constitutes a collective?” is constantly changing. We think this is really exciting.

The work that POP has been doing for several years in place-based funding has been significant and influential contributing to the New Economics Foundation’s report on ‘The Power of Local Ecosystems’

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(November, 2021) https://www.plymouthoctopus.org/wp-content/uploads/2022/01/The-Power-of-LocalEcosystems-in-Plymouth.pdf

Running a nimble organisation with strategic impact

Reflective Practice - the start of the journey

Matt Bell (CEO) initiated the setting up of a dedicated reflective practice for the POP team late in 2019. The team includes employees of POP as well as Associates (contracted by POP to carry out specialised pieces of work on our behalf).

Reflective practice has been developed with the POP team ethos very much in mind i.e., working horizontally, rather than top down. The whole team has been encouraged to shape the Reflective Practice, reflecting on what works well – and what does not, and to come up with ideas for practices themselves. The framework includes the solidity and boundary of a regular scheduled time, and crucially, a safe space. Outside of that solid and grounded framework, is a fluid and adaptive process.

Creating Safety

This is the foundation upon which the team’s reflective practice can take place. How did we do this?

Over a couple of sessions, a Jamboard was used with questions and spaces for the team’s input:

  1. In a team setting where challenge is a possibility, what would help to create an environment of safety for you?

  2. What helps us to learn as individuals?

  3. Ideas for POP team reflective spaces

  4. Reflective spaces in practice

It felt important to use interactive software that was live, but also anonymous.

Reflective Practice in Action

Currently we hold a reflective practice session once a month at team meetings. It doesn’t stop there; the team can request a session of the whole group or ask a colleague for a one-to-one or a triad. The sessions are generally ‘take-away’ pieces that can be helpful in self-reflection and/or with colleagues. A reflective practice channel on the platform ‘Teams’ was created where individuals can place helpful articles, video’s etc. A wellbeing channel has also been set up to help support our reflective practice.

Reflective Session Examples:

This has been a gradual process. We will be looking at how to manage challenge, particularly strong challenge, in a way that feels ‘ok enough,’ whether personally, for the team, or the VCS. We are hoping to engage with other organisations delivering reparative conversations to help us with this. We have

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deliberately taken our time, with our first priority, to engage the team in reflective practice and an 'open’ conversation about ‘safety’. At a recent cultural and diversity training session for the team, there was another chance for us to reflect and, at which, we considered our own cultural backgrounds and its influence on our perceptions and values, as well as unconscious bias.

Our intention is that - how we learn and reflect together as a team - will ripple out and positively affect our collaborative work with the VCSE. We are holding in mind the possibility of sharing our reflective practices with the wider VCSE. We have made a step towards this by sharing a reflective session with the VCSE at our 2021 AGM.

SPINDL – trading arm with Torbay Community Development Trust

Towards the end of 2021 we started exploring the potential of a partnership with Torbay Community Development Trust which would aim to offer training, support, advice, coaching and mentoring. Working with our colleagues at Torbay we would bring experience, and an understanding, of how ‘change’ happens and of the transformational stories that ‘change’ can generate as well as an awareness of the challenges that ‘change’ can also bring about. The partnership with Torbay aims to offer support at a citizen & community level as well as within organisations and systems.

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NURTURING OUR MEMBERS

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 a partnership service delivered by Plymouth Octopus Project (POP) and Iridescent Ideas CIC.

This year we have continued to be affected by the Covid-19 pandemic with most of our one-to-one support being delivered digitally. Our training workshops have been delivered both face-to-face and online, depending on what was most appropriate (to all parties) at the time.

We are proud to have maintained excellent quality of provision with 98% of beneficiaries saying that the service is ‘excellent’ or ‘good’. This is the same score as last year and equals the highest rating the service has ever achieved over the last eight years.

This year we worked in partnership with Plymouth City Council on Plymouth Together following the tragedies that took place in Keyham in August 2021.

POP ideas was instrumental in delivering the Keyham Community Sparks funding, which enabled more than sixty grass roots community projects to be delivered by the people and for the people of Keyham.

POP ideas also played a role in providing capacity building support to the grantees, with the impact of supporting groups and organisations beyond the life of that funding pot. New connections were made, and POP ideas was able to signpost groups and organisations to further support and collaborations.

CASE STUDY 1

Art Craft & Giggles CIC was created by Debbie Seldon. Debbie set it up at the very start of the Covid-19 pandemic. They are passionate about using ‘Art as Therapy’ to help adults over eighteen, living in the Plymouth area and who struggle with mental health issues, wellbeing, isolation and/or loneliness. They pride themselves on running art & craft sessions in a safe place where people can come to breathe and just be themselves.

“POP ideas has always been there, the different workshop online with Zoom, I sign up to nearly all of them, they are so helpful. More recently they helped with the Lottery Reaching Communities application, which was a long ten month process but we did it and we learnt so much! We wouldn’t be here without POP ideas.” Debbie Seldon - FOUNDER

POP ideas impact 2021 – 2022

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Outcomes & feedback 2021-2022

There were many positive comments made about what POP ideas is doing well. Key themes included:

Cumulative impact since 2014

CASE STUDY 2

Trauma Informed Network

The Trauma Informed Network has more than 340 members. The network is an open membership group that welcomes any person, professional, or community representative who wishes to join us in developing Plymouth as a trauma informed city. Particularly welcome are those who have experienced trauma, or who work with, or support people with experiences of trauma.

“We have had contact with several of the POP ideas

team, and when we are at a loss, POP ideas seem to have the answer. It is fantastic to have this network of

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support and this network of ideas and real creativity that we experience from POP ideas. We have made so many connections through POP ideas, it has been very fruitful.”

Vicky Brooks – Network Coordinator

Future plans

As a network we want to be able to offer our skills and experiences to help other organisations working within, and across, other networks. We want to help enable organisations to increase their capacity so that more can be done with existing resources. We are particularly keen to work with those involved with the Belong in Plymouth initiative.

The POP team continues to reflect the needs of our members and the direction in which we hope to proceed. We have seen some changes to the team these last twelve months with people coming and going both as members of staff and as trustees. We have also increased the number of associates we have working with us.

Our training provision evolves and is significantly shaped by recipients’ feedback via the ‘satisfaction and impact survey’ which we carry out every year.

POP ideas continues to help voluntary, community and social enterprise organisations make a positive impact in Plymouth.

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ACTIVE CITIZENS AND SOCIAL CONNECTIVITY

Positive People Devon

During the first half of the year, Positive People provided the majority of its workshops online with an increasing number of events being held ‘in person’ in the second half of the year. In September we recruited our Community Guru, Millie Lepic, for four days a week and Millie had an immediate impact across ‘Positive People Devon’, particularly, in ‘reaching’ communities and networking. Here’s what Millie did:

Empowering communities

Reflecting on the significant role of the various communities during the pandemic, including that of the POPsupported city-wide Neighbourhood Care Networks, Cormac enforced his belief that the strength and support that was so urgently needed throughout Covid, was best delivered locally;

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And, Cormac maintained, that it is in the ‘neighbourhood’, through the act of citizenship, that people feel most appreciated and energised. And that, when we act locally as an expression of citizenship, that we are at our most ‘political’. Cormac senses that many of us are actively seeking out ways to channel and express this sense of citizenship and, in doing so that, “we are citizens of democracy at the neighbourhood level”.

Furthermore, Cormac shared with us his belief that those individuals less sure of themselves be just as capable of creating ‘change’: not only is he passionate that every individual has a gift to share, whether it might be, for example, the ability to cook, to create or to care but that people are waiting to be asked:

“As human beings we fundamentally need to feel that we are needed not just that we are needy.”

And it is this desire to encourage individuals to help sustain their own communities that is at the heart of everything that POP does through, for example, our funding; training and support of networks including, and specifically, those evolving within their own neighbourhoods.

Unify Plymouth

Unify is a partnership of Plymouth City Council, Transforming Plymouth Together, Plymouth Octopus Project, Plymouth Hope, Plymouth Argyle Community Trust, Devon & Cornwall Chinese Association, the Law Clinic and Diversity Business Incubator to try and make ‘diverse’ communities more cohesive. Specific focus was given to Devonport; Honicknowle; St Budeaux and Efford. Community Cohesion Partnerships have been set up and invited to draw up a vision statement for their area.

In prior years accounts this fund was referred to as the Plymouth City Council – CMF fund (PCC CMF), we have renamed this fund to Unify Plymouth, this has been done to add clarity as these projects are funded under the Unify Plymouth name.

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WORKING STRATEGICALLY

Belong in Plymouth - Healthy Communities Together

Plymouth is one of five projects nationwide exploring how to best tackle complex health inequalities funded by The National Lottery Community Fund and The Kings Fund: https://www.kingsfund.org.uk/projects/healthy-communities-together.

In Plymouth we have developed a programme called Belong in Plymouth; a programme that brings people together to make Plymouth a city where no one feels forgotten. We do not shy away from the incredible complexity of loneliness and isolation. The sheer scale of the issue can be overwhelming. We are working on ways of working that helps us see the complexity, but not get bogged down in it or disheartened.

We cannot carry on working on soundbite answers as solutions. We know we all experience isolation, loneliness and connection differently. We know that our stories are powerful and that we have to listen to these individual stories if we are to find appropriate and (hopefully) successful new ways of working, identifying those relationships that are strong and help to build resilience and finding where there are ‘gaps’. We want to go a step further and show the whole patchwork of experiences in Plymouth by talking to as many different people as possible and to help those people to feel comfortable in talking about their circumstances.

We have created a programme that is confident in how we will work and confident that we must search for the answers, together. Specifically, we are committed to grassroots groups; charities and social enterprises working together with the statutory sector (City Council and NHS).

We are:

It's a huge aspiration for Plymouth to become a city where no one feels forgotten. We believe that, in a sense, all of us must become agents of change, empowered to see this happen, regardless of whether we are traditional decision makers or not.

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High Street Heritage Action Zone

The HAZ Community Engagement plan (CEP), delivered in partnership between POP and The Box, is creating an infrastructure that supports communities to learn about the city centre's historic post-war Plan for Plymouth, as well as helping local people develop their own projects and events.

POP is working with the community in two ways both of which are aimed at increasing engagement with, and the understanding of, our city’s unique civic heritage. Firstly, by targeting a type of community and engaging them in an exciting and free programme of walks, talks and events. And secondly through the provision of a fund exclusively for this part of the city centre- The Heritage Action Zone Fund.

Needless to say, because of Covid, we had to adapt our plans in 2021/22 to work with communities online and then later in a ‘hybrid’ role. Given the challenges of the pandemic and the need to socially distance were delighted to report that throughout the year more than thirty people participated in walks around the heritage action zone. Our weekly – and popular - online Friday meeting continues which, thus far, has attracted more than four hundred individuals!

Meanwhile, our more-formal monthly Heritage Network sessions – with a guest speaker - continue on-line and have so far attracted representatives from:

These regular online sessions were recorded and made available for people to watch at their convenience reaching an audience of 265 people across the year.

At the end of February, we were finally able to promote the project to a wider audience and to start the consultation process. Our first live big event interacted with 43 people in person and online. The day consisted of talks from inspiring projects that showed the potential of building an active high street, and projects that were active within our city including work produced with students from Plymouth University.

Working with our colleagues at The Box, POP is committed to seeking new ways and better ways to engage with more people – and a greater diversity of people – than conventional community engagement models might traditionally reach. It is our hope that those citizens with whom we engage become better-informed and more likely to be involved in the HAZ initiative and for a greater length of time.

Other notable work

Attendance at key meetings

POP continues to represent the grassroots sector and wider VCSE sector at the Inclusive Growth Group and the Local Care Partnership Delivery Board.

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Our Plymouth

In December 2021 Matt Bell stepped down as the POP representative on the Our Plymouth Board to be replaced, more appropriately by Lesley Coulton, the POP Chair.

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.

Community Mental Health Framework

POP supported engagement of 60+ member organisations to engage with this significant change in the way Mental Health services will be delivered into the future.

Waiting list project

POP holds a sub-contract with Living Options for an engagement contract with key statutory organisations across Devon. Via this route POP support Living Options to work closely with the Wolseley Trust to engage people on waiting lists with offers of further support.

Public relations

Our associate, Caroline Blackler, has continued to produce a dedicated page of content for the Plymouth Chronicle newspaper. The Chronicle has a circulation of about 60,000: it is delivered free-of-charge through the letter boxes of residents across the city. We have now decided that, although we will continue to provide the editorial team with POP ‘content’ and our news, we will no longer pay to have our own page. Having committed to the page for two years we have successfully raised the POP flag and, in doing so, told a greater number of people about ourselves; our members and, ultimately, the significant social, financial and environmental value of community projects across the city. On reflection, we have decided to continue writing and produce in the ‘page’ and making it available via our own POP channels i.e., the newsletter; the website and as press releases.

Rowan continues to write the weekly Monday newsletter which is sent to all members. The newsletter contains a wealth of news and information, not just from POP, but also that of our members, partners and funders. What’s more it is a portal through which anyone can send in material about their own projects and news which can be shared with all our contacts. POP continued to support the Chronicle, a local free newspaper and use this platform to communicate key news about grassroots activity across the city. At the end of the year, it was decided to disinvest for 2022/23. Instead, the investment would be placed into community noticeboards and maintaining the writing of a POP page to publish in other newsletters.

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for the 12 month period ended 31st March, 2022

NETWORK SUPPORT & DEVELOPMENT

POP is involved in a variety of networks across the city: there are those in which we sit simply as a member alongside all other members while there are others which POP has set up to fulfil a need. Although there are several networks that we facilitate, it is our aim that all networks should be able to sustain themselves at some point in the future.

The Children and Young People Network: POP is the coordinator of this network of around 200 individuals and organisations. One notable achievement this year is the network organised survey of young people across the city about their feelings about COVID and what support they wanted and is being used as evidence for starting programmes/funding. The network has been linking in with the Violence Against Women and Girls commission so there can be coordinated approach to the commission's findings. The network meets every three months and has kept meeting virtually, as the members seem to prefer this.

The Community Sports Network is also co-ordinated by POP of around 100 individuals and organisations. This year the network has worked in partnership with Plymouth City Council and Active Devon on its “Active to Thrive” action plan. The network meets every three months.

The Community Heritage Network meets every Friday on Zoom and is led by Dr Alan Butler. The network has been active in: LBGT+ history month; the Community Archives & Heritage Group; working alongside colleagues at the Box and, of course, in the High Street Heritage Action Zone initiative.

The Plymouth Food Aid Network has been hosted by Food Plymouth with POP in support through information and advice.

The Plymouth Community Group Support Network: this is a Facebook group facilitated by POP. Its members are people who work/volunteer in groups across the city. POP uses this Facebook group to communicate and disseminate information to other community organisations active across the city. POP posts something most days to its 500 members. It is a closed group and a useful method of communication for us.

Other networks in which POP is involved:

Individual (geographical) Neighbourhood Networks particularly:

The Devonport Neighbourhood Network which POP helped to establish. It includes 29 organisations. The network has enabled staff from local schools and housing associations to help identify families who might benefit from an introduction to the Foodbank. Earlier this year the group it helped to source photographs and stories from local residents to help celebrate the 150[th] anniversary of St Aubyn’s Church.

The Efford Neighbourhood Network has twenty groups involved and unlike some of the other networks meets regularly ‘in person’ rather than online. Efford is one of the areas which had support from the Unify Plymouth initiative which helped to create two events. One was focussed on the activity of young people in the area and a second larger community event. POP is there to support and provide advice when necessary.

23

REPORT OF THE TRUSTEES

for the 12 month period ended 31st March, 2022

The Mannamead Network is being led by the community worker from the Wellbeing Hub at Improving Lives. POP is there to support and provide advice when necessary. Similarly, the Plympton Neighbourhood Network is led by the community worker attached to the wellbeing hub and has over 80 members.

POP is also then involved with the following neighbourhood networks from the following areas of Plymouth: Plympton; Hooe; Ernesettle; St Budeaux; Keyham & PL2; Glenholt; Stoke and Whitleigh.

Over the year two other networks have started to grow:

POP has been supporting networks through:

Events

24

REPORT OF THE TRUSTEES

for the 12 month period ended 31st March, 2022

FUNDING

Funding reviews

We are continually reviewing our different funding practices – and those of other similar-minded organisations – so that we can continue to best serve our grassroots organisations through a flexible and experimental approach.

25

REPORT OF THE TRUSTEES

for the 12 month period ended 31st March, 2022

In the Autumn of 2021, the POP team had a critical conversation about how the funding process for the Collective Fund might evolve; from which we decided to simplify the application form and the rating process. We also considered how larger pots of money might foster (more and stronger) collaborations which led to the innovative “Mini Systems initiative in 2022-2023.

£250 a POP

Between April 2021 and March 2022, fifty-eight different individuals/organisations received £250 from this fund. Three organisations received two lots of funding bringing the total of sixty-one grants to £13,483.71 (applications can be made every six months). Thirty-three grants were made to organisations applying for the first time while twenty-eight grants were second or third grants.

Allocation of funding based on ‘size’ of group/organisation:

Detailed information about what £250 a POP grants have been spent on can be found at https://opencollective.com/250-pop.

The feedback from recipients of the £250-a-POP fund continues to be high and praises the fund’s ease of application and the flexibility regarding how the money might be spent. The amount of money allocated – the £250 – was also greatly valued particularly as no other funder seemed to be offering this amount in such an accessible manner. One of the team at “Nourishing Families” reflect the general opinion of the sector about £250 a POP who said it was a lifeline for projects like theirs:

“2020 and 2021 were incredibly difficult years for the organisation as we were not able to deliver our programme of work due to Covid and therefore had no income. Having the POP funding was an incredible relief to be able to cover some of the core costs without the organisation running any further losses.”

POP collectives

26

REPORT OF THE TRUSTEES

for the 12 month period ended 31st March, 2022

During the 2021-22 year, thirteen POP Collectives were approved receiving £57,000 in funding. Four of these collectives began their application in the previous year. There were an additional five collectives at various stages of the application process towards the end of year.

We have learnt that it is not so simple as you might think to identify the number of organisations involved in some of the Collectives! Experience has shown us that there are ‘core groups’ within the collective (we call these ‘platforms’) but that this group can also work with individuals and other groups ‘outside’ the collective. We identified 37 distinct organisations involved with the ‘core groups’ in 13 of the Collective Fund projects (2021-2022). But we also identified that these ‘core groups’ were of benefit to an additional 30 other groups/individuals who were part of the wider (and sometimes informal) collaborative process.

Size of the different participant organisations:

And of the 37 organisations participating in the Collectives Fund, 14 have been involved in more than one collective and/or have made a second application to the fund. Of the 37 Collectives organisations, 6 also received £250-aPOP funding and 9 received POP Ideas support.

Detailed information about what each POP Collective has spent their grant upon can be found at https://opencollective.com/plymouthoctopus. One project had to return £3,906.68 of their grant to POP as the project was compelled by unforeseen factors to finish prematurely.

REPORT OF THE TRUSTEES

for the 12 month period ended 31st March, 2022

Street-to-Scale. Citizen-led funding.

Twelve Street to Scale projects ran in the year 2021-22 with each group entitled to claim up to £1000. Given the short-term nature of the fund and that it enables individuals to come together on a shared idea it has been heartening to see that two thirds of the projects funded were gardening-based and/or local environmental projects. Street-to-Scale also enabled the Plymouth Football Boot Bank to install 47 collection points across the city and to provide a secure permanent storage facility. Regrettably, we had to put the fund on ‘hold’ in Spring 2022 as our partner, Ratio, was experiencing some internal issues. We are keen to see the fund active again and kick-starting more grassroots initiatives in Plymouth.

Keyham Sparks

As part of the city-wide response to the tragic events in Keyham in August 2021, POP was invited by the City Council to administer distribution of the Keyham Sparks Fund. This fund was designed to allocate money granted from the Home Office, and donated to the Plymouth Together fund, to support grassroots groups and projects in the immediate community.

In the first round of funding, which ran from December 2021 to March 2022, there were large grants of up to £3,000 available and small grants of £500. Working with PCC and Our Plymouth, POP developed a participatory decision-making approach for the large grants so that local citizens could vote on which projects received the most funding. Twenty-nine organisations received funding through this method: nine projects received grants of £3,000, thirteen projects received £2,000 and seven projects received £1,000 bringing a total of £60,000 distributed throughout Keyham. The small grants of £500 were decided by a panel, consisting of a POP employee, a ward Councillor, a member of Keyham Neighbourhood. and representatives of the funder. In the first round of small grants, twenty-seven groups were paid a total of £12,886. A second round of small grants began immediately afterwards and ran from March to June 2022. By the end of March, a further eight grants had been paid, totalling an additional £4000.

28

REPORT OF THE TRUSTEES

for the 12 month period ended 31st March, 2022

FINANCIAL REVIEW

Over the last four years POP has been in a privileged position with core funding awarded in 2018 by the Esmée Fairbairn Foundation. We now face the challenge of securing funding to sustain us beyond March 2023, when the Esmée Fairbairn funding comes to an end, and, in the meantime, POP faces a risk to continue its work in the medium and long-term.

This year has been very positive. Overall we increase our income to £718,772 and our outgoing resources were £532,151, much of the surplus is held in restricted reserves. We received significant new income (£129,444) from the National Lottery Community Fund and Kings Fund, Healthy Community Together fund, after becoming one of only five areas in the UK to be awarded this funding. Plymouth City Council approached us to manage a new Wellbeing and Suicide Fund securing £29,836 to carry out this work and award grants into the local VCSE sector. In line with previous years we continued to deliver the Highstreet Heritage Action Zone, Keyham Community Sparks, Unify Plymouth and SIMPL. We also continue to hold £4,000 as a designated reserve for work that will bolster grassroots connection into strategic work as a result of the work we did on the VCS Emergencies Partnership. Most important in the year was the £20,000 grant we received for our core functions from the Blagrave Trust because it was able to be used to fund all important core costs.

Impact of covid on going concern

2021/22 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.

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.

The Trustees have established a level of free unrestricted reserves that the charity requires to bridge funding gaps to enable the charity to continue the current activities for a period of at least six months. The Trustees consider that a contingency fund of £100,000 would be appropriate. The fund currently stands at £78,000 (2021 : £0)

To provide for the payment of redundancy in the event of our funding ceasing. The trustees consider that a designated fund of £21,000 would be required. The fund currently stands at £21,000 (2021: £7,910).

29

REPORT OF THE TRUSTEES

for the 12 month period ended 31st March, 2022

To provide for funding that will bolster grassroots connection into strategic work as a result of the work we did on the VCS Emergencies Partnership. The fund currently stands at £4,000 (2021 : £4,000)

Money held on account

The charity has held funds on account for the Royal Cinema Trust, however the grant term expired and the remaining funds have been returned to the funder. This has resulted in a balance of £Nil at the 31 March 2022 being held on account for other charitable organisations (2021: £8,696)..

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 POP’s 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.

PLANS FOR FUTURE PERIOD

Our priorities for 2022/23 are:

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 No. 1167515, CIO Number CE007437. 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.

30

REPORT OF THE TRUSTEES

for the 12 month period ended 31st March, 2022

Governance and trustee appointments

New trustees are elected and appointed at POP’s 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 as are the new elected 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 remuneration in the year.

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.

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 fond farewells to Kim Armstrong and Haidee Dampney. Staff: Associates: Matt Bell (CEO) Caroline Blackler Deborah Penprase Chas Shaw Imogen Potter Donna Maughan Chris Maccullie Gareth Hart Rowan Edwards Jabo Butera Charlotte Brew Paul Read Claire Law Stephane Kolinsky Simon Travers (joined Stuart Jones Lee Bowden-Carter (joined Susan Moores Millie Lepic (joined Rebekah Coombes Stuart Jones (joined

31

REPORT OF THE TRUSTEES

for the 12 month period ended 31st March, 2022

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 Josephine Bussell Karen Pilkington Lesley Coulton Martin Eric Mills Kay O’Shaugnessy Kiven Emmanuel Sally Walker (joined 09/11/2021)

Chairperson Lesley Coulton

Principal office

Devonport Guildhall Ker Street Plymouth PL1 4EL

Independent examiners

Wills Accountants Ltd Chartered Certified Accountants 2 Endeavour House Parkway Court Longbridge Road Plymouth PL6 8LR

Bankers: CAF Bank Ltd. 25 Kings Hill Avenue West Malling Kent

32

FINAL 21/09/22

Plymouth VCSE (POP) Charitable Incorporated Organisation Information

Statement of Trustees' Responsibilities

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

The law applicable to charities in England & Wales 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 Charities (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. 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.

This report was approved by the board of trustees on 04 October 2022

……………………………………………….. L Coulton Trustee

33

FINAL 21/09/22

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

Report of the Independent Examiner to the trustees on the accounts of the Charity for the year ended 31 March 2022

I report to the charity trustees on my examination of the accounts of the company for the year ended 31 March 2022 which are set out on pages 35 to 51

Respective responsibilities of trustees and examiner

As the charity's trustees 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 out under section 145 of the 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 company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Association of Chartered Certified Accountants, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the company as required by section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a 'true and fair view' which is not a matter considered as part of an independent examination

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.

Mr Philip Wood Soutter FCCA

for and on behalf of

Wills Accountants Ltd Chartered

Certified Accountants 2 Endeavour House Parkway Court Longbridge Road Plymouth PL6 8LR

The date upon which my opinion is expressed is :- 04 October 2022

34

FINAL 21/09/22

Plymouth VCSE (POP)

Statement of Financial Activities for the year ended 31 March 2022

Notes
Income and endowments from:
Incoming resources from generated funds
Donations and legacies
Other trading activities
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 forward
9		 Unrestricted
Funds
Restricted
Funds
Total
Funds
Last Year
Total Funds
Restated
2022
2022
2022
2021
£
£
£
£
94,232
624,540
718,772
429,197
-
-
-
850
-
-
-
-
-
-
7,885
-
94,232
624,540
718,772
437,932
36,303
492,729
529,032
346,336
2,702
417
3,119
2,603
39,005
493,146
532,151
348,939
55,227
131,394
186,621
88,993
(888)
888
-
-
54,339
132,282
186,621
88,993
-
-
-
-
54,339
132,282
186,621
88,993
50,764
142,167
192,931
103,938
105,103
274,449
379,552
192,931

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 37 as required by the SORP.

All activities derive from continuing operations

The notes on pages 39 to 45 form an integral part of these accounts.

35

FINAL 21/09/22

Plymouth VCSE (POP)

Statement of Financial Activities for the year ended 31 March 2022

Statement of Total Recognised Gains and Losses for the year ended 31 March 2022

year ended 31 March 2022
2022 2021
Excess of Expenditure over income before realisation of assets 186,621 88,993
Profit per Profit and Loss account 186,621 88,993
Grants for the acquisition of fixed assets - -
Net Movement in funds before taxation 186,621 88,993
Movements in revenue and capital funds for
the year ended 31 March 2022
Revenue accumulated funds Designated Unrestricted Restricted Total Last year
Funds Funds Funds Funds Total Funds
2022 2022 2022 2022 2021
£ £ £ £
Accumulated funds brought forward 11,910 38,854 142,167 192,931
103,938
Recognised gains and losses before transfers - 55,227 131,394 186,621
88,993
Dividend payments made - - - -
11,910 94,081 273,561 379,552
192,931
Transfers between restricted and unrestricted funds (888)
888		 - -
Transfers (to)/from designated funds 91,090 (91,090) - - -
Closing revenue accumulated funds 103,000 2,103 274,449 379,552
192,931

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

Summary of funds
Revenue accumulated funds
Revenue designated funds
Total funds		 Designated Unrestricted Restricted
Total
Last Year
Funds
Funds
Funds
Funds
Total Funds
2022
2022
2022
2022
2021
-
2,103 274,449
276,552
181,021
103,000
-
-103,000
11,910
103,000
2,103 274,449
379,552
192,931

The notes on pages 39 to 45 form an integral part of these accounts.

36

FINAL 21/09/22

Plymouth VCSE (POP)
Company Number
Balance Sheet
as at 31 March 2022
2022
2022
2021
2021
Fixed assets
Intangible assets
Tangible assets
5
£
£
-
2,930
£
£
-
2,324
Total fixed assets
2,930
2,324
Current assets
Debtors
6
53,636
6,838
Cash at bank and in hand
330,175
196,488
Total current assets
383,811
203,326
Creditors:-
amounts due within one year
7
(7,189)
(12,719)
Net current assets
376,622
190,607
Total assets less current liabilities
379,552
192,931
Creditors:-
amounts due after more than one year
-
-
Net assets including pension asset / liability
379,552
192,931
The funds of the charity :
Unrestricted income funds
Unrestricted revenue accumulated funds
9
2,103
38,854
Designated revenue funds
9
103,000
11,910
Total unrestricted funds
105,103
50,764
Restricted revenue funds
Restricted revenue accumulated funds
9
274,449
142,167
Restricted fixed asset funds
Total restricted funds
274,449
142,167
Total charity funds
379,552
192,931		 Plymouth VCSE (POP)
Company Number
Balance Sheet
as at 31 March 2022
2022
2022
2021
2021
Fixed assets
Intangible assets
Tangible assets
5
£
£
-
2,930
£
£
-
2,324
Total fixed assets
2,930
2,324
Current assets
Debtors
6
53,636
6,838
Cash at bank and in hand
330,175
196,488
Total current assets
383,811
203,326
Creditors:-
amounts due within one year
7
(7,189)
(12,719)
Net current assets
376,622
190,607
Total assets less current liabilities
379,552
192,931
Creditors:-
amounts due after more than one year
-
-
Net assets including pension asset / liability
379,552
192,931
The funds of the charity :
Unrestricted income funds
Unrestricted revenue accumulated funds
9
2,103
38,854
Designated revenue funds
9
103,000
11,910
Total unrestricted funds
105,103
50,764
Restricted revenue funds
Restricted revenue accumulated funds
9
274,449
142,167
Restricted fixed asset funds
Total restricted funds
274,449
142,167
Total charity funds
379,552
192,931		 Plymouth VCSE (POP)
Company Number
Balance Sheet
as at 31 March 2022
2022
2022
2021
2021
Fixed assets
Intangible assets
Tangible assets
5
£
£
-
2,930
£
£
-
2,324
Total fixed assets
2,930
2,324
Current assets
Debtors
6
53,636
6,838
Cash at bank and in hand
330,175
196,488
Total current assets
383,811
203,326
Creditors:-
amounts due within one year
7
(7,189)
(12,719)
Net current assets
376,622
190,607
Total assets less current liabilities
379,552
192,931
Creditors:-
amounts due after more than one year
-
-
Net assets including pension asset / liability
379,552
192,931
The funds of the charity :
Unrestricted income funds
Unrestricted revenue accumulated funds
9
2,103
38,854
Designated revenue funds
9
103,000
11,910
Total unrestricted funds
105,103
50,764
Restricted revenue funds
Restricted revenue accumulated funds
9
274,449
142,167
Restricted fixed asset funds
Total restricted funds
274,449
142,167
Total charity funds
379,552
192,931		 Plymouth VCSE (POP)
Company Number
Balance Sheet
as at 31 March 2022
2022
2022
2021
2021
Fixed assets
Intangible assets
Tangible assets
5
£
£
-
2,930
£
£
-
2,324
Total fixed assets
2,930
2,324
Current assets
Debtors
6
53,636
6,838
Cash at bank and in hand
330,175
196,488
Total current assets
383,811
203,326
Creditors:-
amounts due within one year
7
(7,189)
(12,719)
Net current assets
376,622
190,607
Total assets less current liabilities
379,552
192,931
Creditors:-
amounts due after more than one year
-
-
Net assets including pension asset / liability
379,552
192,931
The funds of the charity :
Unrestricted income funds
Unrestricted revenue accumulated funds
9
2,103
38,854
Designated revenue funds
9
103,000
11,910
Total unrestricted funds
105,103
50,764
Restricted revenue funds
Restricted revenue accumulated funds
9
274,449
142,167
Restricted fixed asset funds
Total restricted funds
274,449
142,167
Total charity funds
379,552
192,931		 Plymouth VCSE (POP)
Company Number
Balance Sheet
as at 31 March 2022
2022
2022
2021
2021
Fixed assets
Intangible assets
Tangible assets
5
£
£
-
2,930
£
£
-
2,324
Total fixed assets
2,930
2,324
Current assets
Debtors
6
53,636
6,838
Cash at bank and in hand
330,175
196,488
Total current assets
383,811
203,326
Creditors:-
amounts due within one year
7
(7,189)
(12,719)
Net current assets
376,622
190,607
Total assets less current liabilities
379,552
192,931
Creditors:-
amounts due after more than one year
-
-
Net assets including pension asset / liability
379,552
192,931
The funds of the charity :
Unrestricted income funds
Unrestricted revenue accumulated funds
9
2,103
38,854
Designated revenue funds
9
103,000
11,910
Total unrestricted funds
105,103
50,764
Restricted revenue funds
Restricted revenue accumulated funds
9
274,449
142,167
Restricted fixed asset funds
Total restricted funds
274,449
142,167
Total charity funds
379,552
192,931		 Plymouth VCSE (POP)
Company Number
Balance Sheet
as at 31 March 2022
2022
2022
2021
2021
Fixed assets
Intangible assets
Tangible assets
5
£
£
-
2,930
£
£
-
2,324
Total fixed assets
2,930
2,324
Current assets
Debtors
6
53,636
6,838
Cash at bank and in hand
330,175
196,488
Total current assets
383,811
203,326
Creditors:-
amounts due within one year
7
(7,189)
(12,719)
Net current assets
376,622
190,607
Total assets less current liabilities
379,552
192,931
Creditors:-
amounts due after more than one year
-
-
Net assets including pension asset / liability
379,552
192,931
The funds of the charity :
Unrestricted income funds
Unrestricted revenue accumulated funds
9
2,103
38,854
Designated revenue funds
9
103,000
11,910
Total unrestricted funds
105,103
50,764
Restricted revenue funds
Restricted revenue accumulated funds
9
274,449
142,167
Restricted fixed asset funds
Total restricted funds
274,449
142,167
Total charity funds
379,552
192,931		 Plymouth VCSE (POP)
Company Number
Balance Sheet
as at 31 March 2022
2022
2022
2021
2021
Fixed assets
Intangible assets
Tangible assets
5
£
£
-
2,930
£
£
-
2,324
Total fixed assets
2,930
2,324
Current assets
Debtors
6
53,636
6,838
Cash at bank and in hand
330,175
196,488
Total current assets
383,811
203,326
Creditors:-
amounts due within one year
7
(7,189)
(12,719)
Net current assets
376,622
190,607
Total assets less current liabilities
379,552
192,931
Creditors:-
amounts due after more than one year
-
-
Net assets including pension asset / liability
379,552
192,931
The funds of the charity :
Unrestricted income funds
Unrestricted revenue accumulated funds
9
2,103
38,854
Designated revenue funds
9
103,000
11,910
Total unrestricted funds
105,103
50,764
Restricted revenue funds
Restricted revenue accumulated funds
9
274,449
142,167
Restricted fixed asset funds
Total restricted funds
274,449
142,167
Total charity funds
379,552
192,931
383,811
(7,189)

2,103
103,000
379,552
-
379,552
105,103

274,449
274,449
379,552 192,931

The financial statements were approved and authorised for issue by the Board on 04 October 2022 Signed on behalf of the board of Trustees

L Coulton Trustee The notes on pages 39 to 45 form an integral part of these accounts.

37

FINAL 21/09/22

Plymouth VCSE (POP) Cash Flow Statement

for the year ended 31 March 2022

Cash generated from operations
Operating profit
Reconciliation to cash generated from operations:
Depreciation
(Increase)/decrease in debtors
(Decrease)/increase in creditors
Cash from other sources
Interest received
Grants received for the acquisition of fixed assets
New long-term bank borrowings
Proceeds from sale of tangible fixed assets
Proceeds from sale of investments
Application of cash
Interest paid
Purchase of tangible fixed assets
Repayment of amounts borrowed
Net increase in cash
Cash at bank and in hand less overdrafts at 1 April
Cash at bank and in hand less overdrafts at 31 March
Consisting of:
Cash at bank and in hand
Overdrafts
Major non-cash transactions
Capital value of new finance lease arrangements		 2022
£
186,621
1,607
(46,798)
(5,530)

135,900
-
-
-
-
-
-
-
(2,213)
-
(2,213)
133,687

196,488

330,175
330,175

-

330,175

-		 2021
£
88,993
1,163
17,360

9,310

116,826
-
-
-
-
-
-
-
(1,119)
-
(1,119)
115,707

80,781

196,488
196,488

-

196,488

-

38

FINAL 21/09/22

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2022

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

Plymouth VCSE (POP) is a Charitable Incorporated Organisation registered in England / Wales . The address of the principle office is given in the charity information on page 32 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 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.

39

FINAL 21/09/22

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2022

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 organisation 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
£
This is stated after crediting :-
Depreciation of owned fixed assets
Pension costs
Independent Examiner's Fees		 2022
2021
£
1,607 1,163
7,499 7,069
1,512
1,440
10,618
9,672

40

FINAL 21/09/22

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2022

4
Staff Costs and Emoluments
Gross Salaries
Employer's National Insurance
Pension Contributions
Consultancy & Associates fees
There was no remuneration or expenses paid to the Trustees in the year (2021 -
The average number of staff in the year totaled 10 (2021 : 21)
No employee received total benefit exceeding £60,000 (2021 : Nil)
5
Tangible functional fixed assets
Asset cost, valuation or revalued amount
At 1 April 2021
Additions
Disposals
Surplus on revaluation
At 31 March 2022
Accumulated depreciation and impairment provisions
At 1 April 2021
Eliminated on disposals
Depreciation on revaluation
Charge for the year
At 31 March 2022
Net book value
At 31 March 2022
At 31 March 2021
6
Debtors
Trade debtors
Other Debtors
Prepaid expenses
Accrued income		 2022
£
2021
£
142,473
124,186
39,505
30,502
7,499
7,069
99,902
96,292
289,379
258,049
£Nil)
Office
Equipment
Total
£
£
5,819
5,819
2,213
2,213
-
-
-
-
8,032
8,032
3,495
3,495
-
-
-
-
1,607
1,607
5,102
5,102
2,930
2,930
2,324
2,324
2022
2021
£
£
52,300
5,856
306
-
1,030
982
-
-
53,636
6,838

41

FINAL 21/09/22

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2022

7 Creditors: amounts falling due within one year
2022
£
Trade creditors
Accrued expenses
Funds held for third parties
Royal Cinema Trust
The charity acts as Agents for the Royal
2021
£
1,947 2,583
5,242 1,440
-
8,696
7,189
12,719
2021
£
1,947 2,583
5,242 1,440
-
8,696
7,189
12,719

12,719
8 Analysis of the Net Movement in Funds
2022
£
Net movement in funds from Statement of Financial Activities
Net resources applied on functional fixed assets
Net movement in funds available for future activities		 2021

£
186,621
88,993
-2,213
-1,119
184,408
87,874

9 Analysis of Individual Funds and of assets and liabilities representing funds

At 31 March 2022
Unrestricted
funds
£
Designated
funds
£
Tangible Fixed Assets
1,486
-
Current Assets
7,806
103,000
Current Liabilities
(7,189)
-
2,103
103,000
At 1 April 2021 - Restated
Unrestricted funds
£
Designated
funds
£
Tangible Fixed Assets
1,428
-
Current Assets
41,449
11,910
Current Liabilities
(4,023)
-
38,854
11,910		 Restricted
funds
£
1,444
273,005
-
274,449
Restricted
funds
£
896
149,967
(8,696)
142,167		 Total
Funds
£
2,930
383,811
(7,189)
379,552

Total
Funds
£
2,324
203,326
(12,719)
192,931

42

FINAL 21/09/22

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2022

The individual funds included above are :-

Unrestricted:
Free Reserves (General Fund)
Designated Reserves:
Contingency Fund - Redundancy
Contingency Fund - Working Capital
VCSEP
Restricted funds
Esmee Fairbairn
SIMPL
National Lottery Community Fund - BBO
Devon Community Foundation
Alex Ferry Foundation
Plymouth City Council - HSHAZ
Unify Plymouth (PCC CMF)
National Lottery Community Fund - (HCT)
Keyham Fund
Plymouth Wellness
Analysis of movements in funds as shown in the
Unrestricted:
Free Reserves (General Fund)
HMRC JRS
Designated Reserves:
Contingency Fund - Redundancy
Contingency Fund - Working Capital
VCSEP
Restricted funds
Esmee Fairbairn
SIMPL
National Lottery Community Fund - BBO
Devon Community Foundation
Alex Ferry Foundation
Plymouth City Council - HSHAZ
Unify Plymouth (PCC
CMF) Devon CCG
National Lottery Community Fund - (HCT)
Keyham Fund
Plymouth Wellness		 Funds at
Movements
Transfers
Funds at
2021
£
in Funds
as below
£
Between
funds
£
2022
£
38,854
55,227
(91,978)
2,103
7,910
-
13,090
21,000
78,000
78,000
4,000
-
4,000
86,566
(11,566)
-
75,000
11,697
19,124
-
30,821
83
535
-
618
112
(112)
-
-
-
-
-
-
1,250
(2,138)
888
-
37,500
(12,507)
-
24,993
4,959
92,872
-
97,831
20,850
20,850
-
24,336
-
-
24,336
-
192,931
186,621
-
379,552
table above
Incoming
Resources £
Outgoing
Resources
£
Gains &
Losses £
Movement
in funds
£
88,795
(33,568)
-
55,227
687
(687)
-
-
-
-
-
-
4,750
(4,750)
-
-
240,500
(252,066)
-
(11,566)
24,000
(4,876)
-
19,124
62,665
(62,130)
-
535
-
(112)
-
(112)
10,000
(10,000)
-
-
14,545
(16,683)
-
(2,138)
15,000
129,444
(27,507)
- (36,572)
-
(12,507)
-
92,872
98,550
(77,700)
-
20,850
29,836
(5,500)
-
-
24,336		 Funds at
Movements
Transfers
Funds at
2021
£
in Funds
as below
£
Between
funds
£
2022
£
38,854
55,227
(91,978)
2,103
7,910
-
13,090
21,000
78,000
78,000
4,000
-
4,000
86,566
(11,566)
-
75,000
11,697
19,124
-
30,821
83
535
-
618
112
(112)
-
-
-
-
-
-
1,250
(2,138)
888
-
37,500
(12,507)
-
24,993
4,959
92,872
-
97,831
20,850
20,850
-
24,336
-
-
24,336
-
192,931
186,621
-
379,552
table above
Incoming
Resources £
Outgoing
Resources
£
Gains &
Losses £
Movement
in funds
£
88,795
(33,568)
-
55,227
687
(687)
-
-
-
-
-
-
4,750
(4,750)
-
-
240,500
(252,066)
-
(11,566)
24,000
(4,876)
-
19,124
62,665
(62,130)
-
535
-
(112)
-
(112)
10,000
(10,000)
-
-
14,545
(16,683)
-
(2,138)
15,000
129,444
(27,507)
- (36,572)
-
(12,507)
-
92,872
98,550
(77,700)
-
20,850
29,836
(5,500)
-
-
24,336		 Funds at
Movements
Transfers
Funds at
2021
£
in Funds
as below
£
Between
funds
£
2022
£
38,854
55,227
(91,978)
2,103
7,910
-
13,090
21,000
78,000
78,000
4,000
-
4,000
86,566
(11,566)
-
75,000
11,697
19,124
-
30,821
83
535
-
618
112
(112)
-
-
-
-
-
-
1,250
(2,138)
888
-
37,500
(12,507)
-
24,993
4,959
92,872
-
97,831
20,850
20,850
-
24,336
-
-
24,336
-
192,931
186,621
-
379,552
table above
Incoming
Resources £
Outgoing
Resources
£
Gains &
Losses £
Movement
in funds
£
88,795
(33,568)
-
55,227
687
(687)
-
-
-
-
-
-
4,750
(4,750)
-
-
240,500
(252,066)
-
(11,566)
24,000
(4,876)
-
19,124
62,665
(62,130)
-
535
-
(112)
-
(112)
10,000
(10,000)
-
-
14,545
(16,683)
-
(2,138)
15,000
129,444
(27,507)
- (36,572)
-
(12,507)
-
92,872
98,550
(77,700)
-
20,850
29,836
(5,500)
-
-
24,336		 Funds at
Movements
Transfers
Funds at
2021
£
in Funds
as below
£
Between
funds
£
2022
£
38,854
55,227
(91,978)
2,103
7,910
-
13,090
21,000
78,000
78,000
4,000
-
4,000
86,566
(11,566)
-
75,000
11,697
19,124
-
30,821
83
535
-
618
112
(112)
-
-
-
-
-
-
1,250
(2,138)
888
-
37,500
(12,507)
-
24,993
4,959
92,872
-
97,831
20,850
20,850
-
24,336
-
-
24,336
-
192,931
186,621
-
379,552
table above
Incoming
Resources £
Outgoing
Resources
£
Gains &
Losses £
Movement
in funds
£
88,795
(33,568)
-
55,227
687
(687)
-
-
-
-
-
-
4,750
(4,750)
-
-
240,500
(252,066)
-
(11,566)
24,000
(4,876)
-
19,124
62,665
(62,130)
-
535
-
(112)
-
(112)
10,000
(10,000)
-
-
14,545
(16,683)
-
(2,138)
15,000
129,444
(27,507)
- (36,572)
-
(12,507)
-
92,872
98,550
(77,700)
-
20,850
29,836
(5,500)
-
-
24,336		 Funds at
Movements
Transfers
Funds at
2021
£
in Funds
as below
£
Between
funds
£
2022
£
38,854
55,227
(91,978)
2,103
7,910
-
13,090
21,000
78,000
78,000
4,000
-
4,000
86,566
(11,566)
-
75,000
11,697
19,124
-
30,821
83
535
-
618
112
(112)
-
-
-
-
-
-
1,250
(2,138)
888
-
37,500
(12,507)
-
24,993
4,959
92,872
-
97,831
20,850
20,850
-
24,336
-
-
24,336
-
192,931
186,621
-
379,552
table above
Incoming
Resources £
Outgoing
Resources
£
Gains &
Losses £
Movement
in funds
£
88,795
(33,568)
-
55,227
687
(687)
-
-
-
-
-
-
4,750
(4,750)
-
-
240,500
(252,066)
-
(11,566)
24,000
(4,876)
-
19,124
62,665
(62,130)
-
535
-
(112)
-
(112)
10,000
(10,000)
-
-
14,545
(16,683)
-
(2,138)
15,000
129,444
(27,507)
- (36,572)
-
(12,507)
-
92,872
98,550
(77,700)
-
20,850
29,836
(5,500)
-
-
24,336		 Funds at
Movements
Transfers
Funds at
2021
£
in Funds
as below
£
Between
funds
£
2022
£
38,854
55,227
(91,978)
2,103
7,910
-
13,090
21,000
78,000
78,000
4,000
-
4,000
86,566
(11,566)
-
75,000
11,697
19,124
-
30,821
83
535
-
618
112
(112)
-
-
-
-
-
-
1,250
(2,138)
888
-
37,500
(12,507)
-
24,993
4,959
92,872
-
97,831
20,850
20,850
-
24,336
-
-
24,336
-
192,931
186,621
-
379,552
table above
Incoming
Resources £
Outgoing
Resources
£
Gains &
Losses £
Movement
in funds
£
88,795
(33,568)
-
55,227
687
(687)
-
-
-
-
-
-
4,750
(4,750)
-
-
240,500
(252,066)
-
(11,566)
24,000
(4,876)
-
19,124
62,665
(62,130)
-
535
-
(112)
-
(112)
10,000
(10,000)
-
-
14,545
(16,683)
-
(2,138)
15,000
129,444
(27,507)
- (36,572)
-
(12,507)
-
92,872
98,550
(77,700)
-
20,850
29,836
(5,500)
-
-
24,336
718,772 (532,151) - 186,621

43

FINAL 21/09/22

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2022

10 Grant Allocation
Organisation
Funding
Source
Devon Communities Together
VCS
Diverse Voices - Diversity Business Incubator
EFF
Diversity Business Indicator
PtC
Keyham Sparks - 1st Keyham Scouts
KEY
Keyham Sparks - Celebrating Steam
KEY
Keyham Sparks - Character Creation
KEY
Keyham Sparks - Clean Our Patch
KEY
Keyham Sparks - College Road Primary
KEY
Keyham Sparks - Crops Ltd
KEA
Keyham Sparks - Diverse Events
KEY
Keyham Sparks - Drake Primary
KEY
Keyham Sparks - Exim Dance
KEY
Keyham Sparks - Ford Primary School
KEY
Keyham Sparks - Keyham Krafties
KEY
Keyham Sparks - Mindset Prject
KEY
Keyham Sparks - Mount Batten Centre
KEY
Keyham Sparks - North Plymouth Youth Project
KEY
Keyham Sparks - Ocean Conservation Trust
KEY
Keyham Sparks - Plymouth Pantheon
KEY
Keyham Sparks - Rent a Role Drama
KEY
Keyham Sparks - Small Grants £500
KEA
Keyham Sparks - Small Grants £500
KEY
Keyham Sparks - St Levan Park NHW
KEY
Keyham Sparks - The Kintsugi Project
KEY
Keyham Sparks - The Tree Project
KEA
Keyham Sparks - The Village Hub
KEY
Keyham Sparks - WCEDT - Healthy Living Centre
KEY
Keyham Sparks - Flax Project
KEY
Keyham Sparks - Foreign Birds
KEY
Learning & Collaboration - Mayflower Drama OC
EFF
Neighbourhood Network Grant - Efford NCN
UNP
Neighbourhood Network Grant - Efford NCN
EFF
£250 a Pop
EFF
POP Collectives - Art and Nature Project
EFF
POP Collectives - Big Sis
EFF
POP Collectives - Community food Cycle
EFF
POP Collectives - Digital Inclusion
EFF
POP Collectives - Life after Lockdown
AFF
POP Collectives - Mindful Art Club
EFF
POP Collectives - Plymouth Recovery and Empowerment Grou
EFF
POP Collectives - Radical Minski Nudge OC
EFF
POP Collectives - Refugee Support Fund
EFF
POP Collectives - Social Isolation Forum
EFF
Social Isolation Forum
HCT
POP Collectives - The Hundred Hands
EFF
POP Collectives - The Kintsugi Project
EFF
POP Collectives - VAP PAW
EFF
POP Collectives - Welcome Hall
AFF
Street to Scale
EFF
WCEDT - Plymouth Together Fund
GEN		 Amount
£
3,200
8,000
2,000
3,000
1,000
1,000
2,000
3,000
3,000
1,000
3,000
3,000
3,000
2,000
2,000
3,000
2,000
1,000
2,000
3,000
4,000
14,000
2,000
2,000
3,000
2,000
2,000
1,000
2,000
3,000
3,000
1,000
16,000
5,000
3,000
5,000
3,000
5,000
3,000
5,000
3,000
5,000
3,000
5,859
5,000
3,000
3,000
5,000
14,950
2,500
185,509

44

FINAL 21/09/22

Plymouth VCSE (POP) Notes to the Accounts for the year ended 31 March 2022

Funding Source key EFF - Grant - Esmee Fairbairn GEN - Grant - General Fund

KEY - Grant - Keyham Community Sparks Fund KEA - Grant - Keyham Community Sparks Fund supported by the Alex Ferry Foundation AFF - Grant - Alex Ferry Foundation PtC - Grant - Power to Change through the SIMPL project HCT - Grant - National Lottery Community Fund UNP - Grant - Unify Plymouth VCS - Grant - VCSEP 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 – SIMPL

Social Investment Made Simple (SIMPL) project to bring together investors, commissioners and service providers to explore transformative impact of social investment across Devon - specifically focus on supporting people to age well, including supporting community businesses.

Grant - Big Lottery - Building Better Opportunities

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

Grant - Alex Ferry Foundation Grant making to local groups.

Grant - Keyham Community Sparks

Grant making and support for grassroots groups and projects in the Keyham community in response to the Keyham shooting.

Grant - Plymouth City Council - CMF

This funding is to support the coming together of diverse communities

45

FINAL 21/09/22

Plymouth VCSE (POP)

Appendices to the Statement of Financial Activities for the year ended 31 March 2022

The following appendices are attached to detail the activity analysis required by the 2019 Revision of the Statement of Recommended Practice for Accounting and Reporting issued by the Charity Commissioners for England & Wales.

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

FINAL 21/09/22

Plymouth VCSE (POP)

Appendix 1

Analysis of Total Incoming & Outgoing Resources by Activity for the year ended 31 March 2022

he year ended 31 March 2022
Income and endowments from:
Donations and legacies
Other trading activities
Investment Income
Charitable activities
Other
Total Income
Expenditure on:
Costs of generating voluntary income
Raising funds
Investment management costs
Charitable activities
Other
Other resources expended
Total resources expended
Net Incoming Resources by activity		 General Fund
£
HMRC JRS
£
88,795
687
-
-
-
-
-		 Designated

Fund		 Restricted Funds
Esmee
Fairbairn
£
SIMPL
£
National
Lottery
Community
Fund - BBO
£
Devon Community
Foundation
£
Alex Ferry
Foundation
£
Plymouth City
Council - HSHAZ
Unify Plymouth
PCC CMF
National
Lottery
Community
Fund - (HCT)
Keyham
Community
Sparks Fund
Plymouth
Wellness
Fund
2022
Total
£
2021Tot
al
£
240,500
24,000
62,665
10,000
14,545
15,000
129,444
98,550
29,836
718,772
429,197
-
-
-
-
-
-
-
-
-
850
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
7,885
-
-
-
-
-
-
VCSEP
£
4,750
-
-
-
-
88,795
687		 4,750 240,500
24,000
62,665
-
10,000
14,545
15,000
129,444
98,550
29,836
718,772
437,932
-
-
-
30,866
687
2,702
-		 -
-
-
4,750		 -
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
251,649
4,876
62,130
112
10,000
16,683
27,507
36,572
77,700
5,500
529,032
346,336
417
--
3,119
2,603
-
-
-
-
-
-
33,568
687		 4,750 252,066
4,876
62,130
112
10,000
16,683
27,507
36,572
77,700
5,500
532,151
348,939
55,227
-		 (11,566)
19,124
535
(112)
-
(2,138)
(12,507)
92,872
20,850
24,336
186,621
88,993

47

FINAL 21/09/22

Plymouth VCSE (POP)

Appendix 2

Analysis of Total Support Costs by Activity for the year ended 31 March 2022

Designated Restricted Funds

Fund

Nature of support costs
Salaries
Tax & NI
Pensions
Associates & Sub-contractors
Marketing & promotion (General, website dev.)
Grants
Bookkeeping/Financial Admin
Payroll
Office Rent
Events / venue hire
Telephone/broadband/mobiles
Insurance
Professional fees
Independent Examiners Fees
Website/email hosting
Admin (Printing/Stationery/Postage)
Memb. Fees/Conferences
Training (Delivery & CPD)
Travel/subsistence
IT Support/Software
Bank charges
Sundries/Misc/Equipment
Depreciation
Total support costs analysed by activity		 General Fund
£
HMRC JRS
£
VCSEP
£
Esmee Fairbairn
£
SIMPL
£
National Lottery
Community Fund -
BBO
£
Devon Community
Foundation
£
Alex Ferry
Foundation
£
Plymouth City
Council - HSHAZ
Unify Plymouth
PCC CMF
National
Lottery
Community
Fund - (HCT)
Keyham
Community
Sparks Fund
Plymouth
Wellness
Fund
2022 Total
£
2021Total
£
1,740
687
1,550
67,128
54,078
1,620
7,020
3,150
5,500
142,473
124,186
39,505
39,505
30,502
7,499
7,499
7,069
14,142
20,286
2,876
4,014
13,079
24,507
20,998
99,902
96,292
1,644
14,157
638
112
684
17,235
14,621
2,500
3,200
88,950
2,00
10,000
3,000
5,859
70,000
185,509
48,000
4,392
1,476
5,868
4,261
578
578
675
2,455
55
240
110
2,860
4,590
1,937
278
73
1,646
373
4,307
194
1,570
35
150
65
1,820
2,090
1,002
438
1,440
993
175
50
225
40
1,512
1,512
1,440
301
855
(110)
494
40
1,580
541
20
20
194
513
335
848
1,450
1,695
2,283
3,978
5,585
771
2,172
1,469
4,412
1,993
386
3,132
60
358
754
4,335
9,025
2,931
96
96
66
(273)
27
98
-148
63
1,190
243
174
1,607
1,163
33,568
687
4,750
252,066
4,876
62,130
112
10,000
16,683
27,507
36,572
77,700
5,500
532,151
348,939

2022 2021 £ £ The above amounts are shown in the accounts as Support costs for charitable activities 343,523 298,336 Grantmaking to achieve the objects of the charity 185,509 48,000 Total Other costs 3,119 2,603 532,151 348,939

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

48

FINAL 21/09/22

Plymouth VCSE (POP)

Schedule to the Statement of Financial Activities for the year ended 31 March 2022

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, issued October 2019.

Unrestricted Restricted Total Prior Period
Funds Funds Funds Total Funds
2022 2022 2022 2021
Restated
£ £ £ £
£ £ £ £
Incoming Resources
Income from Donations and Legacies
Non government and non public bodies
Incoming resources of a revenue nature - grants, donations and legacies
Training / Workshops - - - -
Donations 93,712 624,540 718,252 428,173
Service Fees - 520 - - 520 - 1,024
Training / Workshops -
Total 94,232 624,540 718,772 429,197
Total Donations & Legacies Received 94,232 624,540 718,772 429,197
Activities for generating funds
Other activities for generating funds - - - 850
Total of Other Trading Activities - - - 850
Income from charitable activities
Job Retention income - - - 7,885
Total Incoming resources from
charitable activities - - - 7,885
Total Income 94,232 624,540 718,772 437,932

49

FINAL 21/09/22

Plymouth VCSE (POP)

Schedule to the Statement of Financial Activities for the year ended 31 March 2022

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, issued October 2019.

Charitable expenditure
Support costs of charitable activities
Direct support costs
Net wages and salaries - charitable activities
PAYE and NI
Pension contributions charitable employees
Consultancy & Associates fees
Promotion & Recruitment
Indirect employee costs
Training and welfare
Travel and subsistence
Premises Costs
Rent & Venue Hire
Event Costs
Insurance
General administrative expenses:
Telephone and Internet
Administration
Website
Membership & Subscriptions
IT & Software Support
Payroll costs
Promotion & Recruitment
Bank charges
Sundry expenses		 Unrestricted
Funds
Restricted
Funds
Total
Funds
Prior Period
Total Funds
2022
2022
2022
2021
£
£
£
Restated
£
3,977
138,496
142,473
124,186
-
39,505
39,505
30,502
-
7,499
7,499
7,069
14,142
85,760
99,902
96,292
1,644
15,591
17,235
14,621
19,763
286,851
306,614
272,670
1,695
2,283
3,978
5,585
771
3,641
4,412
1,993
2,466
5,924
8,390
7,578
-
2,860
2,860
4,590
1,937
2,370
4,307
194
1,002
438
1,440
993
2,939
5,668
8,607
5,777
-
1,820
1,820
2,090
20
-
20
194
301
1,279
1,580
541
513
335
848
1,450
386
8,639
9,025
2,931
-
578
578
675
-
-
-
-
96
-
96
66
(273)
125
(148)
63
1,043
12,776
13,819
8,010

50

Unrestricted Restricted Total Total Prior Period
Funds Funds Funds Total Funds
2022 2022 2022 2021
Restated
£ £ £ £
Professional fees in support of charitable activities
Professional fees - 225 225 40
Bookkeeping fees 4,392 1,476 5,868 4,261
4,392 1,701 6,093 4,301
Total costs 30,603 312,920 343,523 298,336
Grantmaking to achieve the objects of the charity
Grants paid including Gift Aid payments
Grants allocated 5,700 179,809 185,509 48,000
Total Expended on Charitable Activities 36,303 492,729 529,032 346,336
Independent Examiner's Fees 1,512 - 1,512 1,440
Depreciation of fixed assets 1,190 417 1,607 1,163
Total Other costs 2,702 417 3,119 2,603

A detailed breakdown of the grants paid can be found in note 11 of these financial statements

Analysis of transfers between funds
Transfer to/(from) unrestricted
Transfer to/(from) restricted to be analysed further
Transfer to/(from) designated		 (91,978)
-
(91,978)
(4,000)
-
888
888
-
91,090
-
91,090
4,000
-
888
888
-
-

51