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2023-03-31-accounts

Sheffield Churches’ Council for Community Care Annual Report – January 2024 with financial statements for 2022/2023

CIO Registration Number 1168077

Contents

Contents
Chairs Introduction 3
A message from our Chief Executive 4
Vision,Mission and Values 5
Strategic Report - Overview 6
Our approach 6
Strategic Report - Achievements and Performance 7
Growing 7-14
Embedding 15-16
Sustaining 16-18
Our Plans 19
Governance Structure and Management 20
Objectives and Aims 20
Public Beneft 21
Activities 21
Governance and Management 22
Trustee committees 22
Recruitment and appointment of new trustees 22
Voluntarysupport 22
Risk management 22-23
Financial Review 24
Reservespolicy 24
Principal sources of funds 24-25
Statement of trustees’ responsibilities in respect of the
trustees’ annual report and the fnancial statements 26
Independent Examiners Report & Accounts 27-47
Corporate Information 49
Thankyou to our supporters 50-51

2

Chair’s Introduction

As Chairman of Sheffield Churches’ Council for Community Care (SCCCC), I am pleased on behalf of the Trustees to present their report and financial statements for the year ended 31 March 2023.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity’s Constitution, the Charities Act 2011 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016).

Sheffield Churches’ Council for Community Care (SCCCC) is registered with the Charity Commission as a Charitable Incorporated Organisation (CIO).

Since 1965 SCCCC has been helping the community of Sheffield by providing a range of services to older people - services that help older people wherever they are. Whether it’s in their own homes, if they are admitted to or discharged from hospital, or living in a residential home, SCCCC fits comfortably into the wide and complex range of services that support older people in Sheffield today.

This report covers a 22-month period and looking back over that time I recognise that not only has it been a very challenging year for SCCCC, but also for the charity sector as a whole. Whilst 2022 saw a greater loosening of restrictions, the COVID-19 Pandemic continued to have an effect and when coupled with the ongoing war in Ukraine, and the cost of living crisis – brought about through a fall in disposable income, rising fuel and energy costs, and mass workforce strikes – we became very concerned about our ability to generate income through fundraising. We therefore reforecast our budget to account for the difficult times ahead and committed to using some of our reserves to steady the organisation.

Despite our concerns surrounding fundraising we were able to secure two new projects. The first being the introduction of a winter pressures service to help tackle the increased demand placed on health and social care services caused by the cold weather and resultant exacerbation of many health conditions; the second was our expansion into Doncaster. Both these projects were achievable due to the ‘commissioned’ nature of the funding and at the end of this reporting period both projects were still being successfully delivered.

Our priority as a charity is to provide a helping hand to older people when they need it most and our team has continued to work hard to provide much-needed services, often going above and beyond to ensure that we were able to continue delivering. Throughout this report, you will witness the tangible outcomes of our work across various initiatives, underscoring our dedication to serving those in need and championing a cause that resonates deeply within our communities.

The generosity of our donors, the tireless efforts of our volunteers, and the steadfast support of our partners have been instrumental in propelling our mission forward. We have reached milestones, implemented impactful programs, and touched countless lives, all made possible by the synergy of our collective efforts.

As we delve into the achievements and challenges faced, I invite you to join us in celebrating the successes and acknowledging the lessons learned. Your unwavering support and belief in our cause have been the cornerstone of our achievements, and we remain deeply grateful for your continued trust.

Thank you for being an integral part of our journey towards a better, more compassionate world. Together, we have made a difference, and together, we will continue to shape a brighter future for those we serve.

Tim Plant Chair of the Board of Trustees

3

A message from our Chief Executive

As I pen down this introduction to our annual report, I am filled with a profound sense of gratitude and optimism. It is with great pleasure that I extend a warm welcome to each one of you, our valued supporters, partners, and friends, who have been the pillars of strength for SCCCC in the past twenty-two months.

The 2022/23 financial year has been one of both challenges and triumphs. In the face of unprecedented global events and unforeseen obstacles, the resilience and unity demonstrated by our SCCCC community has been nothing short of inspiring. Together, we have weathered storms, navigated uncharted territories, and emerged stronger and more determined in our shared mission to make a meaningful impact on the lives of those in need.

One of the defining features of SCCCC has always been our unwavering commitment to our core values. Guided by compassion, integrity, and a deep sense of social responsibility, we have continued to work tirelessly to address the pressing issues that affect our communities. Our initiatives, aimed at supporting vulnerable populations, have touched the lives of countless individuals, creating ripples of positive change that extend far beyond the immediate beneficiaries.

This year, our flagship programs, such as the Good Neighbours Scheme and the Hospital to Home Programme have achieved remarkable milestones. Through the Good Neighbours Scheme we’ve provided crucial support to older people, preventing loneliness and fostering a sense of community that significantly contributes to their overall well-being. Simultaneously, our Hospital to Home Programme has played a pivotal role in hospital discharge planning, improving patient flow, and ensuring a seamless transition for older people back to their homes.

These accomplishments are a testament to the dedication of our team, the passion of our volunteers, and the generosity of our donors. Your commitment to SCCCC has been the driving force behind every success story, every alleviated case of loneliness, every transformed life, and every positive change we’ve been able to bring about.

As we reflect on the achievements of the past year, we look toward the future with optimism and ambition. The challenges we face in addressing loneliness among older people and enhancing hospital discharge processes are complex, but with your continued support, I am confident that SCCCC will continue to make a lasting impact, not only enduring but thriving. Our commitment to innovation, collaboration, and adaptability will remain steadfast as we explore new avenues to maximise our impact and reach greater heights.

Thank you for being an integral part of the SCCCC family. Your belief in our mission and your dedication to making a difference inspire us every day. Together, let us continue to build a world where compassion knows no bounds, where every older person gets the support they need, where loneliness is defeated, and where lives are positively transformed.

With heartfelt gratitude,

Mark Storey DL Chief Executive Officer

In the pages that follow, you will find a detailed account of our financial performance, project highlights, and stories that showcase the real impact of our collective efforts. I encourage you to delve into the report, celebrate our successes, and appreciate the challenges we’ve overcome together.

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Vision Mission and Values ,

SCCCC is inspired by and bases itself on its Vision, Mission and Values to set up the guiding principles of how we operate. We understand that our performance and behaviour are guided as much by the spirit of the mission, vision and values as by the definition of them.

VISION Where lives are positively transformed, needs are met and loneliness eradicated.

MISSION

Working through our strong team of volunteers, staff and partners to increase the number of free of charge and responsive, innovative services provided to those who need our help.

VALUES

We are committed, credible, compassionate and caring.

----- Start of picture text -----
Committed Credible
we can be trusted
we believe in what
we do
to deliver
and give our on our
time and promises.
energy to
doing it.
Compassionate Caring
we have empathy we are concerned
with the for the welfare
distress of and wellbeing
others & of older
have to people.
relieve it.
----- End of picture text -----

5

Strate ic Re ort – Overview g p

In 2022 we introduced our new three year strategic plan. This plan focuses on three strategic pillars: Grow; Embed; and Sustain. All of which will have cross-cutting themes of Equality, Diversity and Inclusion running through them as a golden thread that binds them together.

Within the framework we continue to focus our attention on supporting older people so that they are able to maintain a reasonable quality of life for as long as possible.

Delivering our services within the confines of a strategic framework provides SCCCC with a structured approach while allowing for adaptability within predefined boundaries. This strategic framework establishes clear objectives, delineates operational guidelines, and sets key performance indicators, ensuring alignment with our overarching goals. By operating within these parameters, we possess the flexibility to innovate, optimise processes, and cater to evolving service user needs while staying within the strategic scope.

Our approach

The three strategic pillars contained within our plan are expanded further below:

Grow:

• To develop a portfolio of projects that are refreshed and innovated regularly

Embed:

• To be embedded in the patient journey system of hospital discharge

• To be the partner of choice for health and social care organisations across the city

Sustain:

Whilst these strategic pillars provide us with a direction, the approach we adopt fosters agility and responsiveness, enabling us to make informed decisions and deliver high-quality services while maintaining consistency and alignment with our strategic direction.

6

Strategic Report – Achievements and Performance

Our goals for 2022/23 were centred on the three key aims of our strategic plan, namely: growing, embedding and sustaining the organisation.

~~Growing~~

We said that we would develop a portfolio of projects that are refreshed and innovated regularly. During the reporting period we developed a number of new initiatives including the Placement Support Service; the Doncaster Home from Hospital; and Sheffield Back Home.

Our Placement Support Service is designed to assist individuals who desire or require (due to physical, mental health, and mobility challenges) a transition into a care home or another suitable residence. Many beneficiaries of this program lack the necessary support to navigate the intricate processes and systems involved. This extends beyond practical assistance, such as providing transportation for those with impaired mobility, to encompass a more comprehensive and emotionally supportive approach during a period of significant change and upheaval.

The service goes beyond logistical support; it aims to guide individuals who may not have anyone else to rely on. This includes facilitating transportation for those with mobility issues and offering emotional support, creating a holistic approach to address the challenges associated with this transitional phase. Ultimately, our goal is to aid those who may find themselves isolated into a new home, helping them reintegrate into the community of a supported living or care home facility, thereby fostering a smoother transition.

The Doncaster Home from Hospital Scheme was launched in October 2022 and saw SCCCC expand its footprint into Doncaster. The scheme is designed to support the prevention of unnecessary acute hospital admissions, support timely discharge from hospital, prevent hospital readmissions, and maximise independent living.

Our service provides a person-centred 4-week plan to help people regain confidence and to empower them to settle back into their home and community after hospital discharge. The service which is delivered by experienced, compassionate staff includes tasks such as emergency food shopping; making the bed; light cleaning duties; taking delivery of mobility aids and equipment; and preparing the home for their return.

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Our offer, post-discharge, includes working with the patient to regain their independence by encouraging them to engage with their local community as well as directing them to other agencies that can offer ongoing support.

Within days of the service starting, 78-year-old Brian was greeted at home by one of the SCCCC team. Despite the anxiety and stress he felt leaving the hospital, he said:

“I think it’s absolutely marvellous! I was so worried about going home after my stay in the hospital, but having someone to help has made all the difference.”

During the period covered by this report we have supported 443 people through this project, with over 1,980 visits. The 91-day readmission rate is around 11%.

Following on from the success of the Home from Hospital Service, South Yorkshire ICB (Sheffield Place) was approached with a view to SCCCC offering the same 4-week intervention to Sheffield residents.

Our proposal was commissioned and we commenced delivery of the Sheffield Back Home Scheme shortly after the 2022/23 financial year end, but during the period covered by this report. We took lessons learned from our approach in Doncaster and amended the Sheffield programme accordingly. To date there have been 169 referrals to this programme.

We also committed to obtaining annual feedback for all our services. It is often difficult to do this type of survey work within an organisation such as SCCCC as the organisation is complex. However, we have commenced with capturing some robust data from our service users on the Good Neighbour Scheme and from our volunteers.

In the period from April 2022 to March 2023, we had 58 volunteers respond to our digital survey and the overall rating of how volunteers were feeling about their volunteering was 4.4/5. One of our volunteers commented:

“I’m enjoying giving something back to the community and watching my relationship with my vulnerable person grow.”

The review allows us to collect information to see where improvements could be made. Most issues were related to either volunteer personal pressures or the deterioration of a service users’ health. One volunteer said:

“I sometimes find it hard to fit in a call with my older person but if I can’t spend as long on the telephone then I am honest about it. I just feel a little guilty about sometimes not being able to devote as much time to my volunteering role.”

It is vital for us to ensure we are supporting our volunteers in the right way. When we asked volunteers how they felt they were getting on with their Good Neighbour Scheme Coordinator, the average rating was 4.6/5. Some volunteers gave us ideas on how we could better improve their experience which we have used to give more personalised support.

The review also gave us the opportunity to reach out to the wealth of experience, skills and knowledge held within our diverse group of volunteers. We asked their input on volunteer recruitment and social events, future training and other tasks they could help the charity with (second language skills, volunteering in different areas i.e. fundraising).

In the extended reporting period from April 2023 to January 2024 we undertook reviews from Service Users (May 2023), Referrers (September 2023) and Volunteers (October 2023). In all cases, we reflected on the previous reviews to see how we could improve the process to increase participation and glean as much useful information as possible for ourselves and other partners.

Volunteer feed back:

“Best step I took was contacting the charity and becoming a befriender.”

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The service user review was adapted, we asked questions on the health and physical challenges they face and also included scales to measure loneliness (UCLA-3) and mental wellness (Warwick Edinburgh WEMWBS). We also added questions to gather feedback on local GP and health services, which was shared (anonymised) with Healthwatch Sheffield, allowing the voices of those we support to help improve health services.

99.3% of those we support say they were satisfied with the service, the person not fully satisfied was contacted to discuss and rectify the situation.

We received glowing feedback from our service users, comments included:

“Yes it’s been the only service I could put 5 stars on – everyone else has not been able to provide what they promised. – I have even started doing the SCCCC lottery.”

“…because any way that has been connected with SCCCC has been lovely. Especially the Xmas presents. Very often they ring at the right time when you are feeling low.”

“Every time the volunteer visits – mum’s face lights up and spirits are lifted.”

The referrer review allowed us to check the ease and efficacy processes, we received good feedback and ideas of where we could improve. Referrers wanted to be kept more informed about their older person’s situation post-referral and other comments were around our waiting list and ideas for an improved referral process. We have implemented changes based on this feedback. Referrers gave an average score of 4.6/5 with how happy they were with the service and 4.8 of how helpful they find our team.

Comments from referrers included:

“Keep doing what you’re doing!”

The volunteering survey conducted during this time showed that the average score for how volunteers were feeling about their volunteering was 4.5/5. One volunteer said:

“I think the support given by SCCCC is terrific and they have matched me with someone I have now formed a wonderful friendship over a number of years.”

The average rating for how volunteers were feeling about their relationship with the organisation was 4.8/5. This time we asked volunteers what they would say to someone considering volunteering with SCCCC:

“Very worthwhile voluntary work supporting older people and I get a lot of pleasure in visiting my service user who has become a new friend.”

“I cannot recommend volunteering through SCCCC highly enough. The organisation is absolutely wonderful, and the hardworking staff and volunteers are dedicated to ensuring you have all the support you need and are always on hand.”

We also undertook a survey of hospital-based Occupational Therapists and Physiotherapists to determine how the work of SCCCC impacted on patient flow and the number of excess bed days.

We received 54 responses and concluded that in the 12 month period to March 2022 we helped reduce excess bed days at Sheffield Teaching Hospitals by 5,119 days. This equates to a financial value of over £3.2m

“No improvements needed.... excellent service, thank you.”

9

Some of the comments received from referrers are shown below:

“Our patient delays were significant and frequent prior to us having support from SCCCC for discharges. Things have improved tenfold now. I only wish we had a before and after comparison as I know this has helped so much.”

“…There’s a gap in facilitating discharges and SCCCC regularly play a big part in filling that gap. SCCCC have been relied on for years to aid patients discharge. As an organisation I wish they could be funded to do more so it’s a one stop organisation rather than having to seek social services and nobody having a clear overview of discharge needs and execution of them. Wastes so much therapy time having to sort out poorly planned discharges. Whenever SCCCC involved it’s always easier.”

“I work in intermediate care and we often have patients who have complex needs and social situations. Sometimes patients for example need a hospital bed to get home and don’t have family or friends to help. I have used SCCCC multiple times to move furniture out to make room for equipment or deliver equipment using a keysafe or be there to meet Medequip to let them in. These are all things that no other services will do so without SCCCC I don’t actually know what we would do without them, it would certainly delay discharge by a considerable amount of time. I can’t praise them highly enough!”

“Often family can’t be relied on to support and SCCCC seem to be one of the only reliable and timely services we have access to.”

“I want to thank you for all the help you do. You are amazing and your service makes such a difference. The staff are all so friendly and approachable. Thank you.”

Although the feedback we collect is substantial we still need to do more to capture feedback from other services. We also need to ensure that a planned programme of feedback is conducted annually.

We said that we would undertake an analysis of current data to determine the demand for services, and identify areas we could expand into.

This is something that we do constantly. The team at SCCCC monitor referral numbers and determine what services are used most, where referrals come from, what they are for, what areas of the city are supported, and what demographic the service users are.

Information for the 2022/23 financial year is shown opposite:

----- Start of picture text -----
Top 5 Referrals by Job Type
7%
 Equipment
9%
 Hospital to Home
12%  Furniture Move
53%
 Doncaster Home
from Hospital
19%  Friendly Visit GNS
----- End of picture text -----

Figure 1 – Top five referrals by job type (April 2022 to March 2023)

----- Start of picture text -----
Top 5 Referrals by Referral Source
13%
 Northern General
Hospital
15% 41%  District Nurse
 Self Referral
 Doncaster Royal
15% Infirmary (DRI)
 Community Nurse
16%
----- End of picture text -----

Figure 2 – Top five referrals by referral source (April 2022 to March 2023)

----- Start of picture text -----
Referrals by Age Group
Not
Disclosed
100-110
91-99
85-90
75-84
65-74
55-64
45-54
35-44
25-34
18-24
17-18
0-16
0 500 1000 1500 2000
----- End of picture text -----

Figure 3 – Referrals by age group (April 2022 to March 2023)

Top 5 Referrals by Age Group

75-84 1892 33.5%
85-90 1269 22.5%
65-74 1006 18.2%
91-99 684 12.1%
55-64 490 8.7%

Figure 4 – Top five referrals by age group (April 2022 to March 2023)

10

We also collated data regarding declined jobs and this was used to inform the creation of projects for the rolling plan.

Since the end of the financial year and during this extended reporting period, we have noted any peaks in requests for services that are not currently offered and these are fed back via the senior leadership team to trustees and commissioners.

We committed to developing a rolling plan of projects that looks at current need and service gaps. After reviewing service data and the declined jobs list the decision was made as to what projects would be added to the rolling plan. It was decided that we would add:

  1. The Back Home Scheme - this is the same service that we have been running in Doncaster – a 4 week intervention of practical support after a Hospital discharge.

  2. Placement Support - to help an individual to find suitable accommodation either in a care home or facilitated living, this is to aid swifter hospital discharge and to ease the pressure on community care services.

  3. Falls Reablement - an OT led intervention to aid swifter discharge from hospital and to support community services with assessment and confidence building of a patient admitted to hospital with a fall.

The Back Home Scheme began after the financial year end and during this extended reporting period, and the Placement Support Scheme commenced a few months after – in August 2023.

Following a review of the 2022/23 data and the issues surrounding recruitment of an OT, the Falls Reablement project was taken off the rolling plan and an alternative service, which would be led by trusted assessors, was added.

The second objective under the ‘Grow’ strategic pillar was to increase the social impact that we deliver.

To do this we said that we would develop services that support older people and increase impact for them.

As already alluded to above in the 2022/23 financial year, we developed the Doncaster Home from Hospital Scheme. This helped us increase our impact over and above our usual activity. In this project we helped 330 people on discharge from hospital by completing 1,394 visits. We gave them practical and emotional support to enable them to settle back into life at home and to reintegrate into their community. We reviewed each service-user after 91 days as per ASCOF 2B1, with 89% of patients not readmitted to Hospital.

In this extended reporting period we have developed the Sheffield Back Home Scheme in which we have helped 159 individuals on discharge from hospital by completing 761 visits. The ASCOF 2B1 result is that 93% of service-users have not been readmitted to hospital.

Our Placement Support Scheme has helped 30 individuals to navigate the complex care service. This includes, choosing a care home; bidding on facilitated living places; and how to apply for funding to either pay for or to top up their personal payments. 3 people are now placed in residential care; 2 are in the process of moving in to facilitated living and there are still 16 open cases. This is a complex service that no one has run in Sheffield before in the way that we are. It will therefore take time to embed this service into the discharge pathways of the hospitals, social care, and other community services.

We committed to increasing the referrals for all service areas. As can be seen from the graphs and charts (Figures 1 to 4 on page 10) our services were very much in demand. What the charts don’t tell you is that the Hospital to Home Transport referrals increased from 270 in 2021/22 to 408 in 2022/23. This was achieved through establishing and strengthening our reputation with hospital wards and therapy staff.

The Doncaster Home from Hospital scheme saw referrals in the first period of implementation of approximately 13 – 17 a month. With intensive engagement we have seen referrals rise to 20-26 per month.

We helped 330 people on discharge from hospital by completing 1,394 visits

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Additionally, through engagement with partners across Primary Care, social prescribing, charities and community groups, we’ve seen Good Neighbour Scheme (GNS) referrals increase. In relation to the befriending element of the GNS Scheme, the previous period of April 2021 to March 2022 saw a total of 277 referrals. During the period of April 2022 to March 2023, this increased to a total of 319 referrals, an average of 26.5 per month. And during the extended reporting period of April to December 2023, the total number of referrals was 365 which is an average of 40.5 referrals per month.

As mentioned previously, Sheffield Back Home launched in April 2023 and Placement Support Scheme launched in Summer 2023 (after the financial year end). To raise awareness of these schemes we’ve proactively engaged with contacting hospital wards, as well as social care staff in the newly reconfigured ‘Living and Ageing Well’ and ‘First Contact’ teams. We’ve presented at meetings of teams across Primary Care, the charity sector and social prescribing teams across the City, ensuring that all relevant services are aware of how SCCCC can help.

As we move to Trusted Assessor status, we’re creating referral pathways, prior to the implementation of this service.

We said that we would increase volunteer numbers in SCCCC and create a variety of roles within the organisation.

In the 2022/23 financial year, our volunteer recruitment team, working alongside our Engagement Officer attended events throughout Sheffield - from large outdoor community festivals to stalls on The Moor and visiting local supermarkets - to promote the volunteering with SCCCC.

We have strong links with both Sheffield Universities and regularly engage students for our friendly visiting, telephone support and penpal services. We send posters and information out to local businesses, cafe’s, doctor’s surgeries, gyms and even asked our volunteers to promote within their own workplaces. We had volunteers working with the Good Neighbour Scheme Team and created a new role for Volunteer Coordination Support, where a volunteer can help to support and manage the growing team of Good Neighbour Scheme Volunteers.

We have also broadened the scope and scale of opportunities for volunteers and those embarking on placement with us to help in other areas including administration and social media and marketing.

During the 2022/23 financial year, a total of 216 volunteers engaged with our service (54 of which joined as new volunteers during this period) and in the extended period between April and December 2023, a total of 176 volunteers have engaged with the service, 36 joining us during this period.

Part of our growth journey necessitates us increasing staff numbers. The financial year 2022/23 saw us increase permanent staff by five. This was in part a response to the launch of the Home from Hospital tender in Doncaster and Back Home in Sheffield. In the extended period covered by this report our permanent staff base increased by a further two. This increase was to staff the Placement Support Scheme and Trusted Assessor Scheme. Three bank workers were also recruited to allow us to be reactive to fluctuations within the organisation when reacting to community needs.

Objective 3 under the ‘Grow’ strategic pillar was to create a sufficient and sustainable volunteer base. As part of this we said that we would review processes / policies / training to help with attracting volunteers and having an efficient system.

Whilst a number of policies have been reviewed we still need to do more. We also looked at various volunteer management systems and at the end of the 2022/23 financial year we chose the Assemble Volunteer Management System as our preferred option.

In the extended reporting period from April to December 2023, we began the implementation of Assemble and once fully up and running this will allow us to have more efficient volunteer application, management and communication.

This will also allow volunteers to manage their own records, add and access case information and will allow us to collect and keep more accurate and robust data on volunteer input.

12

We also said that we would create a variety of volunteering opportunities. Despite the fact that we created a new role for Volunteer Coordination Support (as highlighted previously), this remains a task that we need to re-focus on.

The final objective of this strategic pillar is to increase our geographic and cultural presence in line with our charity governance document. To do this we said that we would take a proactive approach in Sheffield and reactive elsewhere within our footprint. We’ve undertaken a concentrated campaign of networking and promotion across Sheffield and Doncaster attending events such as Doncaster Business Showcase Exhibition. We have also been involved in the Winter Pressures planning events in both Sheffield and Doncaster, as well as taking part in the planning and implementation of Doncaster’s Discharge to Assess pilot project.

In March 2023, after hearing about our work, Nether Edge WI chose SCCCC as charity of the year for the forthcoming period.

During the year we became members of the National Befriending Network and have built on our links with the Connection Coalition (part of the Jo Cox Foundation), and in Summer 2023 we took part in their Community of Practice.

Since the end of the financial year and during this extended reporting period The Centre for Social Justice Foundation got in touch and we were able to give them valuable feedback about the challenges our service users are currently facing.

More recently we have been contacted by Nottinghamshire ICB who have heard of our work and would like to engage with us to learn more about our model and how this may be able to work within their discharge and community pathways.

We committed to delivering webinars, networking and collaboration with other organisations in areas with ethnic minority communities, and during the financial year 2022/23 we strengthened our ties with key diverse charity partners working with older people across Sheffield.

We regularly attended SACMHA and SADACCA’s joint social cafes and gave a talk about our services to their collective of African and Caribbean older people and created strong links with their teams. In early 2023 this led us to collaborate on a joint event with SACMHA and Compassionate Sheffield, held in the SADACCA building; ‘Holding Our Own Stories’, which captured older African and Caribbean voices for the Sheffield Covid-19 archive project. We also developed our relationship with the Yemeni community of Sheffield, meeting with Abdul Shaif, CEO of Aspiring Communities Together (ACT) and attending the Hadfield Institute (HI) fundraiser.

We met with the team at ISRAAC and attended events throughout the year hosted by the Somali community and discussed future collaboration on an Intersectional Aging event. We also made links with United Women’s Affiliation, which works with the Sub-Saharan African community, and joined Darnall Wellbeing’s collaborative community workshops. Furthermore we linked with Roshni - the South Asian women’s support charity and expanded our diverse community contact list.

We attended a large South Yorkshire-wide NHS networking event ‘Power of Staff Networks’, looking at staff equalities groups across health and social care and joined the SY ICB-led cohort of organisations embarking upon Menopause Friendly Accreditation. We later attended the Transforming the Conversation Menopause Conference in March; SOAR’s Women’s Day; and the SayIT open day as part of our intersectional approach to equality work. To further our understanding of the issues affecting LGBT+ Older people we regularly attend both the LGBT+ Zooms; which are multiagency bi-monthly forums and the in-person LGBT+ over 50s group run by ZEST and SOAR.

13

Looking at the extended reporting period of April 2023 to the present, we have built substantially on our previous years’ work in terms of networking and collaborating with a diverse array of city and South Yorkshire wide organisations. We have hosted our third BAME Older People’s Webinar, this time partnering with ACT and Firvale Hub with respective CEOs Dr Abdul Galil Shaif and Gulnaz Hussain as guest speakers on the topic of older people in the communities which they support. We also ran our first Festival of Debate event looking at ‘Intersectional Ageing’, with speakers from ISRAAC (the Somali community centre), UWA (working with the sub-Saharan African community), Prof. Sharron Hinchliff (the Chair of the Older People’s Sexual Rights Charter) SOAR community and SCCCC Staff, touching on the ways that race, religion, sexuality, gender and disability affect ageing.

We have trained Menopause Advocates and run a Menopause Awareness and Wellbeing day as well as achieving Henpicked Menopause Friendly Accreditation. Alongside the rest of the SY ICB Menopause Accredited cohort, we won the HPMA NHS Employers Award for Wellbeing 2023. To spread our Menopause work further, we collaborated with SOAR to put on a BAME-focused World Menopause Day event, looking at Menopause awareness focused on minoritised ethnic communities. This event was attended by many of our BAME-focused community partners, including Roshni and Life After Crisis.

Throughout the year we attended many conferences to expand our knowledge of diverse community needs, including:

We have partnered with Project Choice to provide internships for students with special educational needs and disabilities (SEND) and have hosted two interns, for a semester each, during 2023. We have also attended the Disability Sheffield Accessibility toolkit launch and multiple Getting on Board trustee inclusiveness webinars.

Further, we have also collaborated with UWA and given a menopause talk for their women’s health education group and partnered with the Verdon Community Centre to do a similar talk.

As part of this work we have strengthened our bonds with religious communities in Sheffield, including visiting the Pakistani Muslim Centre and the Shri Guru Gobind Singh Ji Sikh Temple Sheffield. We have also linked with and attended events by the Social Justice Collective, the Racial Justice Network and the Sheffield University Centre for Equity and Inclusion.

Earlier in the year we signed the Age Friendly Employer Pledge, as ageing well is core to our ethos as a charity. SCCCC were shortlisted for Equality, Diversity and Inclusion Champion at the Sheffield Business Awards 2023.

Finally we were awarded the Investors in Diversity Award for Small Charities in August 2023 by the National Centre for Diversity, and in December 2023 were named as one of the top one hundred most inclusive workplaces by the National Centre for Diversity.

We said that we would undertake community work and develop projects that not only combat loneliness but focus on isolation too. To this end we undertook a scoping exercise and pilot project to see where we could better support those waiting for our services by creating some group sessions in Buchanan Green in S5 with the aim of engaging some of the more isolated people in the area. This area has a high amount of isolated people waiting for support. Due to the low level of take-up on this pilot project we took the decision not to continue running it.

To meet the objective of increasing our geographic and cultural presence in line with our charity governance document, we need to be aware of opportunities in the South Yorkshire area where we can get involved or supply service. We have therefore continued to build links with TCES, Medequip, and ICB’s that cover both Sheffield and Doncaster.

Our Chief Executive, Mark Storey DL, represents SCCCC and the wider voluntary sector on the Sheffield Teaching Hospitals Quality Committee (formerly Quality Board) and on the People and Culture System Delivery Group of South Yorkshire ICB.

During the year he was also involved on behalf of SCCCC and the wider voluntary sector on the South Yorkshire ICB Workforce Wellbeing Task and Finish Group and was involved with the VCSE Alliance.

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~~Embedding~~

The second strategic pillar of our latest strategic plan is that of ‘embedding’. To achieve this pillar we need to be the partner of choice for health and social care organisations across the city; and to be embedded in the patient journey system of hospital discharge.

To achieve the first objective we said that we would undertake a concentrated campaign of networking and promotion – making good links and keeping them.

In this regard, in addition to our extensive networking and promotion highlighted above we also committed to attending other regular networking events, across health, social care and the VCSE sector.

We have strong links with statutory services such as Yorkshire Ambulance Service, Sheffield City Council, City of Doncaster Council and South Yorkshire ICB as well as Healthwatch and Voluntary Action Sheffield and have maintained and strengthened those links throughout the reporting period.

We have been in regular contact with hospital wards and we attend team meetings to ensure all relevant staff are aware of our services. We have strong links with community organisations across Sheffield who hold the People Keeping Well contracts, and we are building links throughout the Primary Care Networks.

Finally towards the end of this extended reporting period we are presenting at meetings across the newly re-configured social work teams.

We said that we would develop a network of ambassadors. Whilst we have people who act informally as ambassadors we don’t have anything formal. During the latter stages of this extended reporting period we have begun to develop role descriptions for ambassadors and will be establishing an ambassadors network within SCCCC.

As previously mentioned during the 2022/23 financial year, we were successful in our tender for the Home from Hospital service in Doncaster.

We managed to tender for this contract in a very short time period and to start the service within 6 weeks of the acceptance. This demonstrates our capacity and capability to remain agile and adaptable.

We were also able to put proposals together prior to Christmas 2022 for ICB money that would be allocated at that time but with services commencing in April 2023.

Following on from this, since the end of the financial year and during this extended reporting period we have reacted and adapted Sheffield Back Home in light of community needs particularly around our work with STIT. We have also been able to respond positively to a request from Doncaster to uplift our service at short notice.

During 2022-2023 we began our journey towards CQC registration. This commenced with the H2H Operations Manager undertaking a CMI Level 5 Management Apprenticeship.

In this extended reporting period, the Operations Manager completed their apprenticeship and is currently looking for a Level 5 course in Health and Social Care Leadership and Management.

15

We remain some distance away from gaining CQC registration at this moment, but it is hoped that the foundations that we are building now will enable us to achieve this by the end of the period covered by our current strategic plan.

The second objective in this strategic pillar is to be embedded in the patient journey system of hospital discharge. In achieving this we needed to ensure we were at the right level for conversations to take place, and we therefore needed to engage with policy makers and senior leaders in organisations.

This required a strategic and collaborative approach. To ensure that we were at the right level for conversations to take place, we actively engaged with policy makers and senior leaders in various healthcare organisations including NHS England, Sheffield Teaching Hospitals NHS Foundation Trust, South Yorkshire ICB, Sheffield City Council and The City of Doncaster Council.

During the extended reporting period we have also engaged with The Centre for Social Justice Foundation and The King’s Fund and fed into policy discussions.

The Senior Leadership Team at SCCCC have been involved in scenario planning with both the ICB and Sheffield Teaching Hospitals, and which have involved being in the room and at the table with other senior leaders. This has helped strengthen the reputation of SCCCC and embed us within ‘the system’.

By staying informed about the latest healthcare policies and priorities, we have positioned our charity as a valuable partner in addressing the challenges associated with hospital discharge.

We said that we would develop relationships with key decision-makers and influencers. In addition to the above we have also been actively involved with Sheffield Chamber of Commerce and have been represented on the Chamber Council by our Chief Executive, Mark Storey DL.

We also consider approaches to SCCCC which meet our vision, mission and values and which help us achieve our objectives under the strategic pillars.

We committed to conducting a review of our provision in Doncaster and Sheffield and present to other areas. To date this has not been done. However, in the extended reporting period we were approached by Nottinghamshire ICB and will be presenting to them in due course.

~~Sustaining~~

The third strategic pillar of our strategic plan is that of ‘sustaining’. The first objective under this strategic pillar is to be a well-run business that is adaptable and agile enough to thrive.

To achieve the first objective we said that we would invest in management training.

In the 2022/23 financial year both Operational Leads were undertaking a Management and Leadership Apprenticeship resulting in them gaining CMI Level 5 Diploma in Management and Leadership with Distinction. They were also awarded Chartered Manager status.

Due to the success of the training and the positive impact that it had on the organisation, a further two members of the SCCCC team were enrolled onto Team leader or supervisor, Level: 3 apprenticeships in February 2023. As part of their apprenticeship they will each gain a CMI Level 3 Diploma in Principles of Management & Leadership.

We committed to implementing a ‘People Strategy’ that focuses on investing in people – their training and development. As can be seen from the above investment in management training we have started to roll this out.

We have a draft People Strategy and will continue to work on this throughout the next reporting period.

We said that we would review our staff retention strategy and if necessary, produce new strategy and action plan.

We have benchmarked where we are and have identified that our employee turnover for the financial year was 14%. In the extended reporting period following the end of the financial year to January 2024 the employee turnover rate was sitting at 11.7%.

We now need to progress into the drafting of a strategy and associated action plan.

We committed to reviewing the salary package for all staff and ensuring that as a minimum SCCCC is paying market rates for all roles.

This work was started in the 2022/23 financial year with our pledge to commit to ethical employment practices. Whilst we haven’t done a full review we have ensured that we meet the Real Living Wage standards and it is noteworthy that our efforts in this regard have positioned us as a socially responsible employer.

16

By prioritising fair compensation that aligns with the Real Living Wage, we have not only met a fundamental benchmark for decency but have also fostered a positive work environment that values and respects the well-being of our dedicated workforce. This proactive approach not only reflects our commitment to social responsibility but also serves as a foundation for building a motivated and satisfied team, contributing to the overall success and reputation of our organisation.

The next step on this journey is to benchmark all salaries against the market and consider uplifts in line with market rates for those which we determine as underpaid.

Our second objective under this last strategic pillar is to build an organisation that has the financial capacity and resilience to achieve our goals. To do this need to develop a clear fundraising strategy and action plan with clear income streams in terms of funding/fundraising and grants.

This work has started and a new fundraising strategy is currently in development. However, we have not rested on our laurels and we have created a Head of Fundraising post to drive this forward. In addition we have also created a new part-time Community Fundraiser post to strengthen the team and increase our fundraising capacity.

We also said that we would develop corporate sponsorship proposals and this is something that we have been relatively successful with. We have Charity of the Year links with Wosskow Brown, Mason Thomas Law, and Benchmark and whilst these are important from a fundraising perspective, we believe that they should be a partnership, and in us giving something back as part of that partnership. In this regard we provide staff teams with free Dementia Awareness sessions – delivered by our Engagement Officer.

We are continuing to develop our corporate fundraising approach, including creating ‘asks’ as part of our ‘The Big Give’ campaign. In addition other notable successes include our link with Whyy? Change and the sponsorship they have offered for both the Winter Pressures launch and our recent Halloween Firewalk.

We said that we would develop a contingency strategy based on risk. In doing so, a comprehensive approach was undertaken, encompassing several key considerations. The initial phase involved a meticulous identification of potential risks across various facets, followed by a systematic assessment of their likelihood and impact on project or business objectives.

17

Proactive risk mitigation measures were then devised, with a focus on reducing the probability or severity of high-priority risks. Contingency planning ensued, delineating specific actions and strategies to be executed should identified risks manifest. Resource allocation, both in terms of finances and human capital, was strategically planned to ensure the feasibility of implementing contingency measures.

A robust communication plan was developed to keep stakeholders abreast of potential risks and the corresponding contingency strategies, emphasizing clear channels for effective communication in times of crisis.

Scenario analysis played a pivotal role in exploring diverse risk scenarios and tailoring strategies to address each one.

Ongoing monitoring and periodic reviews were instituted to adapt the contingency strategy to evolving risk landscapes.

Legal and compliance considerations were woven into the strategy to ensure adherence to regulatory requirements and contractual obligations. Attention was given to insurance coverage, with a review of existing policies and a consideration of additional coverage where necessary.

Finally, we plan to foster cross-functional collaboration, engaging various departments and teams to cultivate a comprehensive understanding of risks and foster collective participation in the contingency planning process.

The culmination of these efforts is aimed at fostering a resilient and adaptable contingency strategy that can withstand the dynamic nature of risk scenarios.

The third and final objective under this strategic pillar is to further reduce loneliness. As part of this we rely heavily on volunteers and as such there is a need to develop a volunteer recruitment plan. A formal plan has not yet been developed but it will form part of our wider Volunteer Strategy which we are currently working on.

We said that we would review and revise our engagement plan. As part of this our Engagement Officer and EDI Lead have focused on reaching communities directly to raise the profile of our services and also work with referral partners to help ensure that they are aware of the range and depth of the services we provide to help older people.

The final part of this objective is to undertake a review of service provision and explore new projects to tackle existing problems. In the 2022/23 financial year data was collated from all services in both the Hospital to Home and Good Neighbours teams. All services were meeting demand levels. The only oversubscribed service was GNS where volunteer recruitment dictated the movement of service users from waiting to having a friendly visitor. This was managed well by the team and all those on the waiting list received regular phone support either from team members or Occupational Therapy and Medical students.

As mentioned earlier in this report the declined jobs list was collated, and this was used to inform the creation of future projects to be added to the rolling plan.

For the remainder of the reporting period (April 2023 to present) data was continually analysed on a monthly basis and services adjusted if and when the need arose. Declined jobs were reviewed monthly and any peaks in requests for services not currently provided were reported to the senior leadership team.

Again, the only oversubscribed service was GNS. This is still managed well by the team and all those on the waiting list receive regular phone support either from team members or students. We have also been able to increase the capacity of these calls by working closely with Sheffield College to house placements for their social care students.

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Our Plans

SCCCC established in 1966

Our plans for the next reporting period are guided by our three strategic themes of Grow, Embed, and Sustain. Achieving our strategic aims and objectives within these themes will result in a greater number of older people being supported.

Cutting across all strategic themes will be the cross-cutting themes of Equality, Diversity and Inclusion, and to this end we will be investing heavily in this area.

A multi-award winning independent charity that specialises in the provision of practical services and support that make a difference to the wellbeing and quality of life for older, isolated and vulnerable people in Sheffield.

Our Mission

Our Vision

Working through our strong team of volunteers, staff and partners to increase the number of free of charge and responsive innovative services provided to those who need our help

Where lives are positively transformed, needs are met and loneliness eradicated

Grow:

• To develop a portfolio of projects that are refreshed and innovated regularly

• Create a sufficient and sustainable volunteer base

Embed:

• To be embedded in the patient journey system of hospital discharge

Sustain:

• Running a well-run business that is adaptable and agile enough to thrive

• Increase our geographic and cultural presence in line with our charity governance document

Values

----- Start of picture text -----
Committed Credible Compassionate Caring
----- End of picture text -----

Cross Cutting Themes – – Equality Diversity Inclusion

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Governance Structure and Mana ement g

The Charity is a Charitable Incorporated Organisation (CIO) governed according to a Charity Commission Foundation Model Constitution dated 6th July 2016 and is therefore detailed and fit for purpose and protects the continuation of the charity.

Objectives and Aims The objects of the CIO are for the public benefit:

  1. To provide relief for those in need in Sheffield and neighbouring districts by reason of age, ill-health, disability, financial hardship or other disadvantage by the provision of goods and services, in particular but not exclusively by providing:

  2. a) Assistance and aftercare for patients following admission to or discharge from hospital or other care facility;

  3. b) Practical and emotional support for those in need to improve the quality of life of those who are residing in their own homes;

  4. c) Delivery of emergency goods and medical related equipment to assist people in need in their homes; and

d) Assistance and support to prevent admission or re-admission to hospital or other after care facility.

The charity works with statutory and other voluntary agencies to provide packages of care for vulnerable people: specifically to relieve poor, sick, elderly or disabled persons in South Yorkshire by providing or assisting in the provision of services calculated to reduce the need, hardship or distress of such persons.

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Public Benefit

In planning the Charity’s activities, the trustees consider the specific objectives of the charity, along with its vision, mission and values. We review our aims, objectives and activities annually. As part of that process, we consider the outputs of our activities, assess the benefit of those outputs on the lives of older people and develop future objectives to make sure that our work continues to deliver the most benefit against our charitable objectives.

This report contains more information on the way our work has benefited older people and their families over the last 22 months, measured against objectives set at the beginning of 2022.

The Trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit.

Activities

We want to place SCCCC at the heart of the community it serves. To do this effectively we continually monitor and evaluate the services and activities we provide to ensure they meet the needs of our service users and their carers. The current services delivered by SCCCC are:

• Good Neighbour Scheme Friendly Visiting Care Home Placement Pen Pal Scheme Telephone Support

The schemes are co-ordinated by a team of staff and a large amount of the work is carried out by volunteers currently numbering around 169 who not only live in Sheffield but other areas of the UK too.

Our volunteers come from a wide range of backgrounds and vary in age from 19 to 92.

The people who benefit from our services are mainly much older people. Some might be quite frail or described as “vulnerable”. This might be because of their physical or mental health, or long-term conditions such as coronary heart disease, diabetes or the impact of a stroke. Many of those we now help have a combination of these conditions and may have lost their partners and many of their friends and may be socially isolated.

A significant number do not have any family living in Sheffield. Frequently the help we provide for the patient also helps relatives and friends who devote themselves to caring for a loved one.

SCCCC strives to work in collaboration with its partners in both the statutory and independent sector to provide a flexible and responsive service for all its stakeholders. Referrals are taken from teams of health and social care professionals based in GP practices and community teams, as well as the Royal Hallamshire Hospital, Weston Park Hospital and the Northern General Hospital. Referrals are also made by family carers and by the service users themselves.

SCCCC operates from 8am - 6pm Monday to Friday and also has an out of hours service that operates in the evenings and at weekends.

In the 22 months covered by this report, the schemes have taken over 11,400 referrals and helped 5,234 older people and their families.

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Governance and Management

The overall management and control of the charity rests with the individual members of the Board of Trustees who give their time freely and receive no remuneration or other financial benefits. The charity’s Trustees meet in accordance with the Constitution which requires the presence of at least two or, if greater, a third of its members to form a quorum. The Board may appoint a Chairperson and revoke such appointment at any time. All business is decided by a simple majority, each Trustee having one vote. In the event of an equality of votes, the Chairperson of the meeting has a second or casting vote. The Trustees are responsible for decisions taken in relation to the strategic running of the charity but the day-to-day running of the charity is delegated to staff.

Trustee committees

The Trustees delegate responsibility for more detailed consideration of the Charity’s affairs to four sub-groups, each including at least two places for trustee members, chaired by a trustee and reporting to the Board of Trustees. These sub-groups are:

Recruitment and appointment of new trustees

The existing Trustees are responsible for the recruitment of new Trustees. The Trustees having undertaken a skills audit have identified specific skills needed to enhance the existing board. In selecting individuals for appointment as appointed charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of the CIO. In addition, individuals who apply to become trustees must demonstrate a personal or professional interest in the care and well-being of older people.

Every appointed trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of the charity trustees. Trustees retiring at the end of their term are eligible for reappointment. A charity trustee who has served for three consecutive terms of three years may not be reappointed for a fourth consecutive term but may be reappointed after an interval of at least one year.

There shall be a minimum of 5 trustees and a maximum of 12. At the end of the reporting period there were 8 trustees.

Following appointment, new trustees are introduced to their new roles and given a trustee’s handbook that covers all aspects of the role. This includes a copy of the Charity Commission’s guide ‘The Essential Trustee’ and copies of the charity’s Governing Document, financial statements and a guide to the policies and procedures adopted by the charity. An induction checklist to ensure everything is covered and signed off is included. All trustees are DBS checked and references obtained.

Voluntary support

Whilst voluntary help is not valued for the purposes of the financial statements, the charity benefits immensely from the services provided by volunteers. In the 22 months covered by this report the charity had an average of 171 volunteers, completing around 14,500 volunteer hours between them. This volunteer contribution was mainly to support our Good Neighbour Scheme, but volunteers also helped out in many other ways such as through fundraising, office administrative support, or by helping the Hospital to Home Team.

The trustees would like to take this opportunity to thank all our volunteers for their continued support. Without their time and skills, our impact would not be as significant as it is.

Risk management

The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error. Strategic risk management is regularly overseen by the Board of Trustees. There is an overarching Risk Management policy which involves a regular review of key risks faced by the charity, and setting up systems and procedures to address those potential risks and to minimise any impact on the charity if the risks materialise. An annual review of the risk register also takes place. The trustees also have in place policies addressing the main operational risk areas and they aim to use best practice. The trustees consider the following to be the key risks facing the organisation:

22

Although we believe the operational procedures have strong safeguards embedded in them, it remains a key risk on our risk register

23

Financial Review

Major changes continue to be made across adult social care nationally. At the same time there are also constant changes in how the NHS operates and commissions services and the impact of a number of national priorities. Added to this are the constant cuts to local authority budgets, which in recent times have seen a number of councils issuing section 114 notices, effectively declaring themselves bankrupt.

As a voluntary sector provider, SCCCC has made the most of every opportunity to understand and adapt to the changing environment in health and social care. However, the trustees acknowledge that SCCCC is facing further pressures on its income as well as competition from other agencies.

In spite of this year’s considerable achievements, the trustees are clear that SCCCC has to ensure its services remain relevant, fit for purpose and value for money in order to respond to these new demands. They further acknowledge the need to undertake further work in a number of strategic and operational areas if SCCCC is to maintain its growth in the next few years.

which SCCCC is exposed and established systems and procedures to mitigate risks in every area of activity.

The main risk for the organisation is its reliance on one statutory sector funder as the main source of its income. The situation is being closely monitored and careful attention is being paid to maintaining the relationship with this funder so that any changes in its financial priorities and related impact on SCCCC can be anticipated. Recognising this risk, SCCCC is actively investigating ways to diversify its funding.

The total reserves for the charity as at 31 March 2023 were £633,339. Unrestricted reserves formed £559,045 and restricted reserves £74,294.

General reserves (excluding reserves represented by restricted funds and designated funds) stood at £509,541. This is only marginally outside the upper target reserves level. However, a deficit budget has again been planned for 2024/25 which will result in general reserves being brought down further into the target range whilst continuing to provide a service of quality and value to older people and their families.

Overview

The financial statements in this report are for the year ended 31 March 2023. Total income in the year was £535,908, of which £11,750 was restricted funds. Income from fundraising was £233,341. Charitable expenditure was £660,329.

Expenditure exceeded income for the year by £124,421. Total reserves at the financial year end are £633,339. More details are provided in the financial statements on the following pages and the notes that accompany them.

Reserves policy

SCCCC has reviewed and updated its reserves policy during the reporting period. Every aspect of financial activity is carefully monitored, and every effort is made to control all expenditure. The trustees have agreed that the organisation should aim to develop and maintain unrestricted reserves at a level, which equates to between six and nine months’ core running costs. This would provide sufficient funds to enable the organisation to respond appropriately to situations such as a sudden loss of income or other unforeseen liability. It also matches the notice period for the main contract that SCCCC holds. The trustees have conducted a review of the major risks to

Principal sources of funds

Although there has been significant progress in obtaining additional income from a wider group of funders this year, the trustees agree that it is vital to make a further case for an increase in funding for SCCCC in the longer term.

In addition, the trustees recognise the importance of monitoring national trends and changes in funding streams that might affect the organisation.

The principal sources of funding for SCCCC are from South Yorkshire ICB (Sheffield Place), Sheffield City Council and The City of Doncaster Council with whom SCCCC has a service level agreement and contract. This is currently renewed on an annual basis.

This core funding does not cover a number of essential organisational costs, such as staff training, publicity, IT and expenditure relating to volunteers.

The activities covered by the core funding are:

24

SCCCC also receives a number of grants from local charitable trusts and foundations, which help meet the costs of supporting SCCCC volunteers and developing new activities.

Donations are received from local churches and an increasing number of individual donors, particularly those who take part in sponsored activities or attend the events that we hold. However, we are still struggling to build our fundraising back up since the pandemic and as this report is written we are also mindful of the war in Ukraine, the war between Israel and Hamas in Gaza, and the cost of living crisis that is continuing to impact on many people’s lives. This will undoubtedly have an effect on our ability to fundraise in the medium term.

From time to time a number of private sector organisations make ‘in kind’ donations, mainly through the offer of services and free room hire and we would like to acknowledge these supporters in this report. SCCCC is also assisted by a number of professionals who give their expertise and time.

We would also like to thank everyone who supported the work of SCCCC during 2022/23, including all the individuals and companies who have fundraised for us. Each donation makes a big difference and supports us to continue to have a significant impact on the wellbeing of older people in Sheffield.

Whilst the Annual Accounts that form part of this report are confined to the financial year 2022/2023, the Trustees Annual Report reflects a longer period up to January 2024. It is therefore important that mention is made of anything that has significant financial impact on the charity in the intervening period. Therefore, whilst the ongoing economic crisis has impacted upon our ability to fundraise, SCCCC has seen increased income from additional grants, contracts and donations. Contracts and grants with an approximate value of £564,000 are anticipated from South Yorkshire Integrated Care Board for a range of existing and new projects and this will be carried forward into the 2024/25 financial year.

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Statement of trustees’ responsibilities in respect of the trustees’ annual report and the financial statements

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

The law applicable to charities in England and Wales requires the trustees to prepare accounts 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 year.

In preparing these accounts, the trustees are required to:

The trustees are responsible for keeping sufficient accounting records that are sufficient to show and explain the Charity’s transactions and disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the accounts comply with the Charities Act 2011, the Charity (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.

The trustees confirm that to the best of their knowledge there is no information relevant to the independent examination of which the examiner is unaware. The trustees also confirm that they have taken all necessary steps to ensure that they themselves are aware of all relevant information and that this information has been communicated to the examiner.

This report was approved by the Board of Trustees, on 25th January 2024 and signed on their behalf by:

Timothy Plant Chair

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Independent Examiners Report to the trustees of Sheffield Churches’ Council for Community Care

I report to the Trustees on my examination of the financial statements of Sheffield Churches’ Council for Community Care (the charity) for the year ended 31 March 2023.

Responsibilities and basis of report

As the Trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (the 2011 Act).

I report in respect of my examination of the charity’s financial statements carried out under section 145 of the 2011 Act. In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner’s statement

Since the charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of ACCA, which is one of the listed bodies.

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

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

M Mealing BSc FCCA UHY Hacker Young Chartered Accountants

Dated: 25 January 2024

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Total 2022 £ 121,007 641,111 747 762,865 536,556 536,556 226,309
Restricted funds £ 58,856 71,594 - 130,450 54,020 54,020 76,430
- - - - - - -
Unrestricted funds Designated £
Unrestricted funds general £ 62,151 569,517 747 632,415 482,536 482,536 149,879
Total 2023 £ 233,341 300,105 2,462 535,908 660,329 660,329 (124,421)
Restricted funds £ 11,750 - - 11,750 24,307 24,307 (12,557)
- - - - - - -
Unrestricted funds Designated £
Unrestricted funds general £ 221,591 300,105 2,462 524,158 636,022 636,022 (111,864)
Notes 3 4 5 6
Income from: Donations and gifts Charitable activities Investments Total income Expenditure on: Charitable activities Total resources expended Net incoming/(outgoing) resources before transfers

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226,309 - 226,309 531,451 757,760
76,430 - 76,430 10,421 86,851
- - - 120,000 120,000
149,879 - 149,879 401,030 550,909
(124,421) - (124,421) 757,760 633,339
(12,557) - (12,557) 86,851 74,294
Net incoming/(outgoing) resources before transfers
(111,864)
-		 Gross transfers between funds
70,496
(70,496)		 Net movement in funds
(41,368)
(70,496)		 Fund balances at 1 April 2022
550,909
120,000		 Fund balances at 31 March 2023
509,541
49,504		 The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

29

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

BALANCE SHEET

AS AT 31 MARCH 2023

2023
Notes
£
Fixed assets
Tangible assets
11
Current assets
Debtors
13
54,071
Cash at bank and in hand
915,949
970,020
Creditors: amounts falling due within
one year
14
(412,867)
Net current assets
Total assets less current liabilities
Income funds
Restricted funds
15
Unrestricted funds
Designated funds
16
49,504
General unrestricted funds
509,541		 £
76,186
557,153
633,339
74,294
559,045
633,339		 2022
£
91,851
674,260
766,111
(30,434)
120,000
550,909		 £
22,083
735,677
757,760
86,851
670,909
757,760

The financial statements were approved by the Board of Trustees and authorised for issue on 25 January 2024 and are signed on its behalf by:

S J F Lamb Trustee

30

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 MARCH 2023

Notes
Cash flows from operating activities
Cash generated from operations
20
Investing activities
Purchase of tangible fixed assets
Interest received
Net cash used in investing activities
Net cash used in financing activities
Net increase in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year		 2023
£
(74,796)
2,462		 £
314,023
(72,334)
-
241,689
674,260
915,949		 2022
£
(6,136)
747		 £
217,801
(5,389)
-
212,412
461,848
674,260

31

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1 Accounting policies

Company information

Sheffield Churches' Council for Community Care is a registered charity. The principal address is Unit 19 President Buildings, Saville Street East, Sheffield, South Yorkshire, S4 7UQ.

1.1 Accounting convention

The financial statements have been prepared in accordance with the charity's constitution, the Charities Act 2011 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016). The charity is a Public Benefit Entity as defined by FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The accounts have been prepared on the historical cost convention. The principal accounting policies adopted are set out below.

1.2 Going concern

At the time of approving the financial statements, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives.

Designated funds comprise funds which have been set aside at the discretion of the Trustees for specific purposes. The purposes and uses of the designated funds are set out in the notes to the financial statements.

Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

1.4 Incoming resources

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

32

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

1 Accounting policies

(Continued)

Income is measured at the fair value of the consideration received or receivable and represents amounts receivable for goods and services provided in the normal course of business.

1.5 Resources expended

The analysis of resources expended in the statement of financial activities is determined by the nature of the expense and is inclusive of VAT as the charity cannot recover the VAT it incurs on expenditure.

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

Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and the costs linked to the strategic management of the charity.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Fixtures, fittings & equipment 10%/20% reducing balance or 33% straight line Motor vehicles 25% reducing balance

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.

1.7 Impairment of fixed assets

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

33

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

1 Accounting policies

(Continued)

Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.

If the recoverable amount of an asset is estimated to be less than its carrying amount, the carrying amount of the asset is reduced to its recoverable amount. An impairment loss is recognised immediately in income/(expenditure) for the year, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.

Recognised impairment losses are reversed if, and only if, the reasons for the impairment loss have ceased to apply. Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised immediately, unless the relevant asset is carried in at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.

1.8 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.9 Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

Derecognition of financial assets

Financial assets are derecognised only when the contractual rights to the cash flows from the asset expire or are settled, or when the charity transfers the financial asset and substantially all the risks and rewards of ownership to another entity, or if some significant risks and rewards of ownership are retained but control of the asset has transferred to another party that is able to sell the asset in its entirety to an unrelated third party.

34

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

1 Accounting policies

(Continued)

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

Derecognition of financial liabilities

Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.

1.10 Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

1.11 Retirement benefits

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

1.12 Leases

Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.

2 Critical accounting estimates and judgements

In the application of the charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

35

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

3 Donations and gifts

Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds
general general
2023 2023 2023 2022 2022 2022
£ £ £ £ £ £
Donations and gifts 41,591 8,500 50,091 62,151 49,606 111,757
Other grants 180,000 3,250 183,250 - 9,250 9,250
221,591 11,750 233,341 62,151 58,856 121,007

The total for 2023 includes legacies received of £4,250 (2022 - £35,000).

4 Charitable activities

2023 2022
£ £
Income within charitable activities 300,105 641,111
Analysis by fund
Unrestricted funds - general 300,105 569,517
Restricted funds - 71,594
Investments
2023 2022
£ £
Interest receivable 2,462 747

5 Investments

36

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

6 Charitable activities

2023
2022
£
£
Staff costs
479,201
Depreciation and impairment
20,693
Travelling
9,158
Volunteers expenses
2,425
Vehicle expenses
15,792
Rent, rates and car parking
28,526
Light and heat
5,690
Insurance
5,520
Printing and stationery
9,120
Repairs and computer maintenance
17,115
Postage and telephone
16,517
Miscellaneous expenses
14,482
Project expenses
4,708
Bank charges
877
Legal expenses
15,094
Recruitment
4,229
Accountancy
8,136
Training
166
657,449
Share of governance costs (see note 7)
2,880
660,329
Analysis by fund
Unrestricted funds - general
636,022
Restricted funds
24,307
660,329		 416,811
3,849
2,350
1,365
11,019
29,155
3,158
2,795
5,544
11,328
11,502
9,268
1,608
485
14,871
1,875
4,795
1,550
533,328
3,228
536,556
482,536
54,020
536,556

37

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2023

7 Support costs

Support costs
Support Governance 2023 2022
costs costs
£ £ £ £
Independent Examination fees - 2,880 2,880 3,228
- 2,880 2,880 3,228
Analysed between
Charitable activities - 2,880 2,880 3,228

Governance costs includes payments to the auditors of £2,880 (2022- £3,228) for independent examiners fees and £nil (2022- £nil) for other services.

8 Trustees

None of the Trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.

38

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

9 Employees

Number of employees

The average monthly number of employees during the year was:

2023 2022
Number Number
Co-ordinators 17 17
Administration and Management 5 5
Fundraising 2 -
24 22
Employment costs 2023 2022
£ £
Wages and salaries 438,393 384,658
Social security costs 30,369 23,422
Other pension costs 10,439 8,731
479,201 416,811

No remuneration benefits or expenses have been paid to any of the trustees.

The number of employees whose annual remuneration was £60,000 or more were:


more were:
2023 2022
Number Number
£60,000- £70,000 1 -

10 Taxation

The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxationof Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.

39

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

11 Tangible fixed assets

11 Tangible fixed assets
Fixtures, fittings Motor vehicles Total
& equipment
£ £ £
Cost
At 1 April 2022 23,838 28,000 51,838
Additions 10,409 64,387 74,796
At 31 March 2023 34,247 92,387 126,634
Depreciation and impairment
At 1 April 2022 12,677 17,078 29,755
Depreciation charged in the year 4,911 15,782 20,693
At 31 March 2023 17,588 32,860 50,448
Carrying amount
At 31 March 2023 16,659 59,527 76,186
At 31 March 2022 11,161 10,922 22,083
All of the above assets are used in the furtherance of charitable activities.
12 Financial instruments 2023 2022
£ £
Carrying amount of financial assets
Debt instruments measured at amortised cost 941,301 747,801
Carrying amount of financial liabilities
Measured at amortised cost 412,867 30,434
13 Debtors
2023 2022
Amounts falling due within one year: £ £
Trade debtors 21,811 70,000
Other debtors 3,541 3,541
Prepayments and accrued income 28,719 18,310
54,071 91,851

40

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

14 Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
2023 2022
£ £
Trade creditors 12,542 7,660
Other creditors 49 242
Accruals and deferred income 400,276 22,532
412,867 30,434

41

Restricted funds The income funds of the charity include restricted funds comprising the following balances of donations and grants held on trust for specific purposes: Movement in funds
Movement in funds		 Balance at
Incoming
Resources
Balance at
Incoming
Resources
Balance at		 1 April 2021
resources
expended
1 April 2022
resources
expended
31 March 2023		 £
£
£
£
£
£
£		 Hospital Sunday Funds
3,573
2,220
(197)
5,596
-
-
5,596		 Volunteer Funds
250
15,858
(15,858)
250
-
-
250		 Vehicle Funds SY ICB
-
70,000
-
70,000
-
(14,913)
55,087		 National Lottery
6,598
33,122
(37,965)
1,755
-
(1,755)
-		 Device Loan Scheme Funds
-
9,250
-
9,250
-
-
9,250		 Marjorie Coote Older People's Charity
-
-
-
-
3,000
(3,000)
-		 Westfield
-
-
-
-
1,500
(1,486)
14		 The Cutlers Company
-
-
-
-
1,000
(1,000)
-		 Sheffield Town Trust
-
-
-
-
3,000
(636)
2,364		 Sheffield City Council
-
-
-
-
2,250
(517)
1,733		 Arnold Clark
-
-
-
-
1,000
(1,000)
-		 10,421
130,450
(54,020)
86,851
11,750
(24,307)
74,294
15

Designated funds The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes: Balance at
Transfers
Balance at
Transfers
Balance at		 1 April 2021
1 April 2022
31 March 2023		 £
£
£
£
£		 Dilapidations
10,000
-
10,000
-
10,000		 Replacement of assets
40,000
10,000
50,000
(50,000)
-		 Installation of air conditioning
10,000
(10,000)
-
-
-		 Strategic development
-
60,000
60,000
(20,496)
39,504		 Reablement
38,000
(38,000)
-
-
-		 Pet fostering
12,000
(12,000)
-
-
-		 Software development
10,000
(10,000)
-
-
-		 120,000
-
120,000
(70,496)
49,504		 Designated funds represent the amount set aside by the trustees to cover the anticipated future expenditure for specific areas. Amounts will be released from these funds to general fund to cover any anticipated excess of expenditure over income in these areas. Sufficient resources are held in an appropriate form to enable each fund to be applied in accordance with its designation.
16

44

Total 2022 £ 22,083 735,677 757,760
Designated funds Restricted funds 2022
2022		 £
£		 -
-		 120,000
86,851		 120,000
86,851
Unrestricted funds 2022 £ 22,083 528,826 550,909
Total 2023 £ 76,186 557,153 633,339
17
Analysis of net assets between funds		 Unrestricted
Designated funds Restricted funds		 funds 2023
2023
2023		 £
£
£		 Fund balances at 31 March 2023 are represented by: Tangible assets
22,097
-
54,089		 Current assets/(liabilities)
487,444
49,504
20,205		 509,541
49,504
74,294

45

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

18 Operating lease commitments

At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:

2023 2022
£ £
Within one year 12,393 24,787
Between two and five years - 12,393
12,393 37,180

19 Related party transactions

Remuneration of key management personnel

The remuneration of key management personnel is as follows.

2023 2022
£ £
Aggregate compensation 138,670 82,526

The trustees review payments made to employees in equivalent managerial positions in similar organisations when considering the levels of pay for key managers. The trustees also take in to consideration the ability of the charitable company to be able to pay such salaries.

Transactions with related parties

During the year the charity entered into the following transactions with related parties:

The National Lottery
2023 2022
£ £
Grant received 2,760 33,122
2,760 33,122

J Mothersole is a trustee of the National Lottery.

T Plant is a trustee of Talbot Trust.

46

SHEFFIELD CHURCHES' COUNCIL FOR COMMUNITY CARE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2023

20 Cash generated from operations 2023 2022 2022
£ £
(Deficit)/surplus for the year (124,421) 226,309
Adjustments for:
Investment income recognised in statement of financial activities (2,462) (747)
Depreciation and impairment of tangible fixed assets 20,693 3,849
Movements in working capital:
Decrease/(increase) in debtors 37,780 (25,546)
Increase in creditors 382,433 13,936
Cash generated from operations 314,023 217,801
21 Analysis of changes in net funds
The charity had no debt during the year.

47

'4

Corporate Information

Sheffield Churches’ Council for Community Care

(A charitable incorporated organisation). Also known as SCCCC.

Principal address

Unit 19 President Buildings

Savile Street East Sheffield South Yorkshire S4 7UQ Telephone 0114 250 5293 Website www.scccc.co.uk

Registered charity number

1168077

Trustees

The charity trustees are appointed as and when appropriate by the body of trustees in office. The trustees who served during the period and those currently in office are:

Tim Plant (Chair) Anne Jennings Claire Revitt Javed Khan John Mothersole Laurence Heijbroek (Resigned October 2022) Linda Browell

Prof. Peter Skipworth (Resigned October 2023) Russell McSweeney Simon Lamb

Chief Executive Officer

Mark Storey

Independent Examiner

UHY Hacker Young, Chartered Accountants, 6 Broadfield Court, Broadfield Way, Sheffield, S8 0XF

Solicitors

Counterculture Partnership LLP, Unit 115 Ducie House, Ducie Street, Manchester, M1 2JW

Bankers

Unity Trust Bank plc, 9 Brindley Place, Birmingham, B1 2HB. Triodos Bank, Deanery Rd, Bristol BS1 5AS. National Westminster Bank plc, 42 High Street, Sheffield, S1 2GE

Thank you to our supporters

We would like to thank everyone who supported the work of SCCCC during 2022/23 and since the end of the financial year, including all the individuals and companies who have fundraised for us. Each donation makes a big difference and supports us to continue to have a significant impact on the wellbeing of older people in Sheffield.

We give particular thanks for the financial support given by:

Airmaster

Affinity IT

Arnold Clark Community Fund Asda Foundation Benchmark

Big Yellow Self Storage Bramall Lane

BIDBI

City of Doncaster Council Dore Methodist Tuesday Group Elsie Pilkington Charitable Trust Fox Valley Greatest Need Fund North LAC Gripple Foundation GSK | The King’s Fund H.M. Burdall Charity

Hallam FM

HASSRA DWP Health Education England Lavang

Make Your Mark Marjorie Coote Old People’s Charity Fund Medequip

50

Metro Bank Morrisons Netheredge WI NHS Sheffield CCG

Nisa

Pricecheck International Brand Partners

The Reed Foundation

St Andrew’s Psalter Lane Church St Andrews Psalter Lane St Andrews United Reform Church

Seven Hills School Sheffield Church Burgesses Trust Sheffield City Council

Sheffield Town Trust Sheffield 500 Together

Sister’s of Mercy

South Yorkshire Community Foundation

South Yorkshire ICB

Tesco plc

The Cutlers Company Charitable Trust

The DL Company

The Estate of Stella Jockel The Sheffield Town Trust The Together Fund The Works PR

The Zachary Merton and George Woofindin Convalescent Trust Totley Rise Methodist Church Trinity United Reform Church Twelve Trees Ltd. Unite the Union

Westbourne House Care Home Westfield Health Whyy? Change Woodlands School Wosskow Brown

Yorkshire Building Society Charitable Foundation Individual donors and fundraisers

51

The Trustees would like to thank everyone who has supported us financially or through volunteering their valuable time and skills.

Because of your generosity we’ve been

able to achieve much more than we normally would, helping many more people out of hospital and preventing loneliness and isolation for many more older people who sometimes don’t see anyone from one week to the next. Thanks to your support we can continue to give the kind of help that older people sometimes need.

We remain committed to supporting older

people where and when they need us, in hospital, on discharge from hospital or in their own homes. We will do this by working in partnership and by using our resources effectively.

© Sheffield Churches’ Council for Community Care 2024. The copyright of all material appearing in this publication belongs to Sheffield Churches’ Council for Community Care. It may not be reproduced, duplicated or copied by any means without our prior written consent. CIO Registration No. 1168077.