| Trustee name | Office (ifany) | Dates acted ifnot for who(a ear |
Name to a |
ofperson (or body) entitled oint trustee ifan |
ofperson (or body) entitled oint trustee ifan |
|
|---|---|---|---|---|---|---|
| John Cousins | Chair | |||||
| Judith Dumbrell |
Treasurer | |||||
| 3 | Bob Crossland | |||||
| 4 | John Green | |||||
| 5 | Howard Stevens | |||||
| 6 | Larry Sharma | |||||
| Geoff Tate | ||||||
| 8 | Jo Duncan |
| You may choose | You may choose | You may choose | You may choose | You may choose | to include | to include | ||
|---|---|---|---|---|---|---|---|---|
| further statements, relevant, about: |
where | White Gold Cornwall are supported by volunteers, when needed, who come alongside the Charity to support young people where there is no |
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| ~ | policy | on grantmaking; | funding available and where they wish to give something |
back to their | ||||
| ~ | policy programme investment; |
related | community having had similar experiences themselves. Our volunteers are given the same training and induction as paid engagement workers and are given access to support and supervision. |
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| ~ | contribution | made | by | |||||
| volunteers. | ||||||||
| ~ | ~ | e ~ ~ ~ |
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| Summary | ofthe | main | ||||||
| achievements of during the year |
the | charity | During 2020 White Gold Comwall supported 108children, young people and young adults throughout Cornwall. This number has decreased |
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| since 2019due to the restrictions placed by COVID. |
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| However, we continued to see the young |
people via |
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| SKYPE/Zoom/Teams and by telephone communication to |
maintain the |
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| relationship with the young people. After a short period, |
face to face | |||||||
| sessions were resumed following a comprehensive Risk |
Assessment | |||||||
| prepared by one of our Trustees with significant knowledge |
in this field. | |||||||
| This was a major achievement for White Gold, as a small |
charity, when |
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| other larger organisations continued with remote support. |
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| We have seen an increase in partnership working and referrals being |
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| received under the National Lottery funded Building Better |
Opportunities | |||||||
| Game Changer Programme (BBO) managed by |
Real Ideas |
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| Organisation (RIO). |
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| New working relationships between White Gold and other |
organisations | |||||||
| have been established i.e. NHS Trust, CAHMS, Probation |
Service and | |||||||
| Citizens Advice. | ||||||||
| In July 2020 our Office Manager received the tirst Unsung |
Hero Award | |||||||
| from the serving High Sheriff of Cornwall for her work carried out during |
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| COVID. | ||||||||
| As seen below White Gold Cornwall was nominated to be |
the Charity of |
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| the Year at Perranporth Golf Club which again highlighted the charity with |
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| local fundraising activities. |
| The Trustees aim to maintain free reserves in unrestricted funds at a |
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|---|---|---|---|---|---|---|---|---|---|---|
| Brief statement | ofthe | level which equates to approximately 3 —6 months of unrestricted |
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| charity's | policy | on reserves | charitable expenditure. The Trustees consider that this level will provide |
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| sufficient funds to respond to applications for grants and ensure that |
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| there are sufficient funds available to cover support and governance |
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| costs. | ||||||||||
| Details ofanY in deficit |
funds | materially | No ne. |
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| Further financial | review | details | (Optional information) |
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| You may additional relevant |
choose to information, about: |
include where |
2020 has continued to be a successful year for White Gold despite the period of COVID, both in terms of supporting young people and also in terms of continuing to obtain funding. One of the key factors in enabling |
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| ~ | the charity's | principal | both was the decision to continue offering services to young people, |
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| sources of | funds (including | remotely at first, but then face toface as soon as circumstances allowed. |
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| ~ | any fundraising); how expenditure has suppprted the key p~bjectives ofthe charity; "'"" |
As stated above White Gold Cornwall was fortunate to be nominated as the Charity ofthe Year at Perranporth Golf Club and funds were donated in April 2021. |
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| ~ | investment | policy | and | In May 2020 the Duchy Health Charity awarded us F5,000 as an |
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| objectives | including | any | unrestricted grant to assist us in continuing through the lockdown and |
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| ethical investment | policy | period following. | ||||||||
| adopted. | ||||||||||
| Due to the reduction in referrals being received and the charity wishing to |
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| remain open to the vulnerable young people we support, Cornwall |
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| Community Foundation awarded us 2 grants from their Emergency Fund |
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| for core costs to enable the charity to continue to operate and survive this |
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| period. Both the CEO and Office Manager took a reduction in salaries to |
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| 80'/o during this time to enable the support to continue. |
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| Our Office Manager decided to challenge herself to carry out the Couch |
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| to 5KChallenge and raised over F600 for the charity. |
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| Following on from that the family of our CEO undertook a 100,000steps |
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| in a day challenge and raised E2,170for the work ofWhite Gold. As an |
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| organisation, we encourage the staff and trustee team to get involved in |
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| and promote fundraising and although opportunities for the organisation |
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| to hold fundraising events have been limited this year, both challenges |
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| demonstrate a willingness by the team look for ways we can "help |
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| ourselves" and show our commitment to prospective grant makers and |
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| donoi's. | ||||||||||
| In November 2020 we were delighted to hear that local sponsors wanted |
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| to support the work of White Gold and we received confirmation that we |
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| would receive E8,000 per year over a 3year period. We were also given |
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| a one-off training budget of F2,000. This in total was an investment of |
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| f26,000. | ||||||||||
| In December 2020 we received aF5,000 grant from Cornwall Community |
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| Foundation under their ¹Iwillfund campaign which enabled us to create a |
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| 0.5sessional worker post to add to the team already in place. |
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| Events during 2021 have already been planned to fundraise within the |
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| Chari itself in s ite ofcurrent restrictions laced u on the locali |
| Page | ||
|---|---|---|
| Independent | examiner's report |
|
| Statement of | financial activities | |
| 8alance sheet | ||
| Notes to the financial statements | 4-10 |
| Note | Unrestricted | Restricted | Total | Total | ||
|---|---|---|---|---|---|---|
| Funds | Funds | 2020 | 2019 | |||
| Income | ||||||
| Income from: | ||||||
| Donations and legacies |
25,093 | 2,000 | 27,093 | 2,782 | ||
| Charitable activities |
||||||
| Sessional work | 121,665 | 121,665 | 205'279 | |||
| Grants | 5,000 | 21,137 | 26,137 | 19,516 | ||
| Other trading activities | ||||||
| Fundraising events |
4,425 | |||||
| Investments | 12 | |||||
| Total | 151,761 | 23'137 | 174,898 | 232,014 | ||
| Expenditure | ||||||
| Expenditure on: | ||||||
| Raisingfunds | 155 | 155 | 2,495 | |||
| Charitable activities |
6 | 125,815 | 17,326 | 143,141 | 226,859 | |
| Total | 12S,970 | 17,326 | 143,296 | 229,354 | ||
| Net income | 7 | 25,791 | 5,811 | 31,602 | 2,660 | |
| Transfers between funds | ||||||
| Net movements in funds |
25,791 | Sp811 | 31,602 | 2,660 | ||
| Reconciliation offunds: | ||||||
| Total funds brought forward | as originally | stated | 33,945 | 12,224 | 46,169 | 47,648 |
| Prior year adjustment | i4,139) | |||||
| Total funds brought forward | as adjusted | 33,945 | 12,224 | 46,169 | 43,509 | |
| Total funds carried forward | ~9.736 | R8,085 | 77,771 | 46,169 |
| White Gold Cor Balance Sheet |
White Gold Cor Balance Sheet |
White Gold Cor Balance Sheet |
nwall Fou |
ndation | ||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Asat31December 2020 | ||||||||||
| 2020 | 2019 | |||||||||
| Notes | ||||||||||
| Current Assets | ||||||||||
| Debtors | 10 | 11,207 | 25,341 | |||||||
| Cash at bank | 68,515 | 22,853 | ||||||||
| 79,722 | 48,194 | |||||||||
| Creditors: amounts | falling due within one year | 11 | (1,951) | (2,025) | ||||||
| Net current assets | 77,771 | 46,169 | ||||||||
| Total net assets | 17771, | 46,169 | ||||||||
| Funds ofthe Charity | 12,13 | |||||||||
| Restricted funds | 18,035 | 12,224 | ||||||||
| Unrestricted | funds | |||||||||
| Designated | funds | 37,400 | 29,300 | |||||||
| General funds | 22,336 | 4,645 | ||||||||
| 59,736 | 33,945 | |||||||||
| Total funds | 77,771 | 46,169 | ||||||||
| The financial statements | were approved | by the Board ofTrustees | on | |||||||
| and were signed | on | its behalf by: | ||||||||
| John Cousins | D.~ y [ | io | ~ 2-&"'2I | |||||||
| Chairman |
| Donations and | legacies | ||
|---|---|---|---|
| 2020 | 2019 | ||
| 6 | f | ||
| Donations | 15,865 | 1,336 | |
| Radio Cornwag | Collection | 1,446 | |
| HM Revenue & | Customs Job Retention Scheme | 11,228 | |
| 27093 | 2782 |
| 4 | Charitable | activldes | |||||
|---|---|---|---|---|---|---|---|
| Unrestricted | Restricted | Total | Total | ||||
| funds | funds | 2020 | 2019 | ||||
| f | f | E | f | ||||
| Sessional | work: | ||||||
| Income | 109,619 | 109,619 | 203,317 | ||||
| Victim Care Unit work | 5,046 | 5,046 | 1,962 | ||||
| BBO | 7,000 | 7,000 | |||||
| 121,665 | 121,665 | 205,279 | |||||
| Grants: | |||||||
| BBO | 4,000 | ||||||
| Worval Foundation | 516 | ||||||
| GWR Fund | 5,000 | ||||||
| StJames | Palace | 10,000 | |||||
| Cornwall | Community | Foundation | 15,429 | 15,429 | |||
| ¹Iwillfund | 5,000 | 5,000 | |||||
| Together | For Families | 708 | 708 | ||||
| The Duchy Health Charity | 5,000 | 5,000 | |||||
| 5,000 | 21,137 | 26,137 | 19,516 |
| Income from | investments | |||||
|---|---|---|---|---|---|---|
| Unrestricted | Restricted | Total | Total | |||
| funds | funds | 2020 | 2019 | |||
| f | f | E | ||||
| Bank interest | receivable | 3 | 12 | |||
| Expenditure | on charitable | activities | ||||
| Unrestricted | Restricted | Total | Total | |||
| funds | funds | 2020 | 2019 | |||
| f | f | f | f | |||
| Support costs | 25,743 | 315 | 26,058 | 39,842 | ||
| 5essional work | 100,072 | 17,011 | 117,083 | 187,017 | ||
| Total expendi | ture | 125,815 | 17,326 | 143,141 | 226,859 |
| 7 | Net income for the year | Net income for the year | 2020 | 2019 | ||||||
|---|---|---|---|---|---|---|---|---|---|---|
| f | f | |||||||||
| This isstated after charging: | ||||||||||
| Operating leases |
2,600 | 2,600 | ||||||||
| & | Prior year adjustment | Unrestricted | Restricted | Total | Total | |||||
| funds | funds | 2020 | 2019 | |||||||
| E | f | E | f | |||||||
| Grant income | 3,019 | |||||||||
| Support costs | 1,120 | |||||||||
| 4,139 | ||||||||||
| Accounting errors in |
the 2018accounts were identified | during | the preparation | ofthe 2019 accounts. | Income | |||||
| had been duplicated | and a debtor and creditor had been omitted. Expenditure | had also been mis-analysed | ||||||||
| between restricted and unrestricted |
funds. | |||||||||
| 9 | Staff numbers and costs |
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| 2020 | 2019 | |||||||||
| The average number | ofpersons employed | by the charity during the year | ||||||||
| was as follows: | ||||||||||
| Charitable activities |
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| Management and administration |
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| 6 | 5 | |||||||||
| The aggregate payroll costs ofthese |
persons were as follows: | |||||||||
| 2020 | 2019 | |||||||||
| f | ||||||||||
| Wages and salaries | 68,538 | 82,086 | ||||||||
| Social security costs | 2,942 | 695 | ||||||||
| Pension costs | 396 | 400 | ||||||||
| 71,876 | 83,181 |
| 10 | Debtors | |||
|---|---|---|---|---|
| 2020 | 2019 | |||
| f | ||||
| Trade debtors | 11,207 | 25,341 | ||
| 11,207 | 25,341 | |||
| 11 | Creditors: amounts | falling due within one year | ||
| 2020 | 2019 | |||
| f | f | |||
| Trade creditors | 237 | |||
| Accruals | 874 | 229 | ||
| Taxation and Social | Secuiity | 840 | 1,796 | |
| 1,951 | 2,025 |
| Current year: | ||||||||
|---|---|---|---|---|---|---|---|---|
| Brought forward | Carried | |||||||
| (as restated) f |
Income f |
Expenditure f |
Transfers f |
forward f |
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| Restricted funds | ||||||||
| GWR Fund | 3,560 | (3,560) | ||||||
| StJames Palace | 8,664 | (2,843) | 5„821 | |||||
| Comwag Community | Foundation | 15,429 | (10,215) | 5,214 | ||||
| ¹Iwillfund | 5,000 | 5,000 | ||||||
| Together For Families | 708 | P08) | ||||||
| Training fund | 2,000 | 2,000 | ||||||
| 12,224 | 23,137 | (17,326 | 18,035 | |||||
| Designated funds |
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| Salary fund Operating commitments |
fund | 27,000 2,300 |
8,000 100 |
35,000 2,400 |
||||
| 29,300 | 8,100 | 37,400 | ||||||
| General Funds | ||||||||
| Unrestricted Income |
Fund | 4,645 | 151,761 | (125,970) | (8,100) | 22,336 | ||
| Total Funds | 46,169 | 174,898 | (143,296) | 77,771 |
| Prior year: | |||||||||
|---|---|---|---|---|---|---|---|---|---|
| Brought | Carried | ||||||||
| forward | Income | Expenditure | Transfers | forward | |||||
| E | E | f | E | E | |||||
| Restricted | funds | ||||||||
| Trust 360 | 4,128 | (4,128) | |||||||
| Worval Foundation | 4,115 | 516 | (4,631) | ||||||
| GWR Fund | 5,000 | (1440) | 3,560 | ||||||
| StJames Palace | 10,000 | (1,336) | 8,664 | ||||||
| 8,243 | 15,516 | (11,535) | 12,224 | ||||||
| Designated | funds | ||||||||
| Salary fund | 30,000 | (3,000) | 27,000 | ||||||
| Operating | commitments | fund | 2,300 | 2,300 | |||||
| 30,000 | (700) | 29,300 | |||||||
| General Funds | |||||||||
| Unrestricted | Income Fund | 5,266 | 216,498 | (217,819) | 700 | 4,645 | |||
| Total Funds | 43,509 | 232,014 | (229,354) | - | 46,169 |