| Page | |||
|---|---|---|---|
| Reference and Administrative Details |
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| Report ofthe Trustees | 2 | to | 16 |
| Report ofthe Independent Auditors |
17 to | 19 | |
| Statement of Financial Activities | 20 | ||
| Statement of Financial Position | 21 | ||
| Statement ofCash Flows | 22 | ||
| Notes to the Statement ofCash Flows | 23 | ||
| Notes to the Financial Statements | 24 | to | 31 |
| ACHIEVEMENT | ACHIEVEMENT | ACHIEVEMENT | ACHIEVEMENT | AND | AND | PERFORMANCE | PERFORMANCE | PERFORMANCE | PERFORMANCE | PERFORMANCE | PERFORMANCE | PERFORMANCE | ||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Ob ective | from | 2020-21 Business | Plan | End ofYear outcome | ||||||||||||
| Deliver | a | high standard | of | projects, | meeting | 1-1 mentoring/advocacy KPI's were not met due to |
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| KPls | and | the | needs | of | the | people | we | additional work to ensure appropriate training and |
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| support | (be they | original | KPls or | adjusted | processes were in place. Targets have been adjusted in |
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| due to | COVID-19). | order for us to achieve these during the second year of |
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| project delivery. | ||||||||||||||||
| In some services, for example all hubs, the frequency and |
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| nature ofcontact with people changed and increased. |
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| Maintain | funding | at | a | minimum | of | the | We started the year with a budgeted income of f447,874 |
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| budgeted | level with | the | aspiration | to | bring | in | and expected deficit of F42,738. We ended the year with |
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| further | contracts | throughout | the year. | actual income ofF530,760 and a surplus off65,742. |
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| We did not lose any existing contracts during the year, but |
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| income dipped due to the delay of the start of some of our |
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| Lottery funded projects. However, costs decreased by a |
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| larger proportion, resulting in the final surplus. |
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| We brought in additional contracts through the year |
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| including: | ||||||||||||||||
| - f15,000 for research and creation of a film on local |
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| advocacy offers | ||||||||||||||||
| - E5,000 COVID support from Gloucestershire Funders and |
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| P5,000 from Gloucestershire Community Foundation |
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| -F9,052 from the DPO COVID Emergency Fund to carry out |
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| focussed work with diverse communities | ||||||||||||||||
| -A further 12 months funding for our BME Women's Group |
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| - Partnership funding from Barnwood Trust |
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| -E2,665for a partnership project with Gloucester Cathedral |
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| —f19,083for a Digital innovation Fund project. |
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| Protect employees, volunteers and individuals we provide a service to and the general public from infection risk as much as possible. |
It was essential to us to fully understand and adhere to safety measures, and upon the reopening of the office and face to face services we reconfigured layouts to enable social distancing, installed screens and hand sanitiser, |
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| provided face masks, antibacterial gel, cleaning supplies |
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| and single use items where needed, and complied with Test |
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| and Trace. We ensured that all frontline staff would have |
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| early access to the COVID-19 vaccine, and supported |
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| contact tracing as necessary. Staff were supported to |
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| self-isolate with additional COVID-related sick pay on offer |
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| by us as an organisation to support staff. |
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| Reasonable adjustments have and continue to be made for |
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| people to recognise their own vulnerabilities, including |
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| extended working from home/alternative ways ofworking. |
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| We secured funding to collect and create accessible |
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| resources about COVID-19 on a dedicated page on our |
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| website which continues to be updated weekly. We |
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| supported the Council by putting into Easy Read their |
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| regular (fortnightly for most ofthe year) COVID-19 bulletin. |
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| Keep roles. |
people informed | and clear about | their | We were really pleased the number ofstaff reporting feeling 'Very happy' (9 or 10 out of 10) at work in our 2021 Staff |
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| Survey was 66.7%, up from 27%the previous year; a further 33.3%rated their happiness at a 7or 8 out of 10. |
| ACHIEVEMENT | ACHIEVEMENT | ACHIEVEMENT | ACHIEVEMENT | ACHIEVEMENT | AND | AND | PERFORINANCE | PERFORINANCE | PERFORINANCE | PERFORINANCE | |||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Ob ective from | 2020/21 Business Plan | End ofYear outcome | |||||||||||
| Keep | people informed | and | clear | about | their | We communicated as quickly and clearly as possible with |
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| roles. | staff after any new government advice or decision. Two |
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| members of staff were furloughed during the first lockdown, |
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| one at their request due to caring responsibilities, and |
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| another because their office based cleaning job could not be | |||||||||||||
| completed at home. All other employees maintained their |
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| hours of work and all showed great adaptability and |
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| flexibility in their approach to work. |
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| Staff turnover was slightly higher than usual this year. Exit |
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| interviews helped us to identify that the pandemic |
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| contributed to this, with individuals re-evaluating priorities, or |
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| facing increasing demands at home. |
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| Keep funders and people service to informed and |
we clear |
provide about |
a our |
We communicated with funders and members regularly throughout the year and used a variety of methods, and as |
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| delivery from us. |
methods | and | what | they | can | expect | soon as possible each time that there was a change to delivery. We recognise that closure offace to face services |
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| was very disappointing for some members, and |
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| endeavoured to always provide alternative support. |
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| Be responsive | to | changing | circumstances. | We worked flexibly and planned ahead where possible, to be able to respond as quickly as possible to changes. This |
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| included: | |||||||||||||
| - Drafting plans and statements, ready to be shared on the |
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| evening of government announcements. |
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| - A quick turnaround on emergency funding bids to enable |
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| us to increase capacity to meet increased demand. |
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| Restructuring service delivery for projects in which |
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| traditional delivery was no longer possible. |
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| - Putting in place increased support (such as safeguarding |
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| support, 1-1 daily check ins, and referrals to other |
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| organisations) for individuals particularly at risk. |
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| Setting up all staff to work from home within days of |
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| lockdown and upskilling many in their use of IT. |
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| Plan | and | implement | new | Lottery | funded | In order to give the new Lottery-funded projects the support, |
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| projects. | planning and staffing that they required, it was agreed with funders that we would delay the start date into the summer. |
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| We then: | |||||||||||||
| —Successfully recruited and inducted a number of new staff |
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| with full involvement from those with lived experience. |
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| —Completed detailed project planning. |
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| — Networked with key partners and stakeholders. |
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| - Co-designed new services and supporting processes. |
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| — Undertook marketing of new services. |
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| — Had COVID safe launches of new services. |
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| Deliver to the third year Strategy and create a new us beyond 2021. |
of the 3 strategy to |
Year guide |
Delivery continued on the final year of the 3 Year Strategy. The decision was made by the Board to extend the existing 3Year Strategy to the end ofthe calendar year of2021, and implement a new strategy for 2022. |
| FUTURE PLANS | FUTURE PLANS | FUTURE PLANS | FUTURE PLANS | |||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Priority | What needs to be done | |||||||||||||||
| Define next | Three Year Strategy | in a | Develop, launch and use |
member | survey | to | inform | future | ||||||||
| user-led | way | strategy. | ||||||||||||||
| Develop | work | on Marketing | and | Fundraising | Create Marketing and |
Fundraising | plans | with | SMART | |||||||
| outcomes. | ||||||||||||||||
| Link to project plans. | ||||||||||||||||
| Use and monitor. | ||||||||||||||||
| Follow funding | strategy | Set up review system for | funding plan. |
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| Update current funding plan. |
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| Develop income generating specifically in training and |
business quality assurance |
Launch training packages and continue ones, in line with market research. Develop a marketing plan for QC. |
to | develop | new | |||||||||||
| Secure QC commissions | in new areas of | work. | ||||||||||||||
| Secure | longer-term | contracts | Groundwork for multi-year |
QC contract. | ||||||||||||
| Keep working to secure other |
long | term contracts/funding. | ||||||||||||||
| Plan for sustainability beyond |
Lottery | funding. | ||||||||||||||
| Expand | the Quality Checking agenda | to get | Develop a marketing plan for |
QC. | ||||||||||||
| private | commissions | by developing | and | |||||||||||||
| marketing | our | bespoke offer and | securing | |||||||||||||
| contracts | ||||||||||||||||
| Consider work with |
the | CQC | or | larger | provider | |||||||||||
| associations rather than |
individual | providers. | ||||||||||||||
| Restart Care and Treatment | reviews. | |||||||||||||||
| Follow our | Marketing | Strategy | Update current marketing | plan. | ||||||||||||
| Set up review system for marketing | plan. | |||||||||||||||
| Increase marketing capacity |
and skills. | |||||||||||||||
| Further develop website. | ||||||||||||||||
| Launch new leaflets. |
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| Consistency and clarity with |
branding. | |||||||||||||||
| Grow partnerships | Expand within partnerships that already exist. |
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| Scope funding opportunities |
for joint | projects. | ||||||||||||||
| Put in joint bids. | ||||||||||||||||
| Manage data | better | Review data needs. | ||||||||||||||
| Identify funding for database. |
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| Commission database. |
| The charity maintains | The charity maintains | standing policies an |
|---|---|---|
| A wide range of HR | policies | |
| Anti-Bribery and Corruption |
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| Business Continuity | Plan | |
| Code of Conduct | ||
| Complaints and Compliments |
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| Confidentiality | ||
| Conflict of Interest | ||
| Data Protection | ||
| Environmental | ||
| Equal Opportunities | ||
| Grievance | ||
| Health and Safety | ||
| Internal Financial |
Controls and Procedures | |
| IT Communications | and Usage | |
| Lone Working | ||
| Risk Management | ||
| Safeguarding | ||
| Social Media | ||
| Volunteer and Whistleblowing. |
| 31.3.21 | 31.3.20 | ||||
|---|---|---|---|---|---|
| Unrestricted | Total | ||||
| funds | funds | ||||
| Notes | F | ||||
| INCOME AND ENDOWMENTS | FROM | ||||
| Donations and legacies |
17,916 | 2,664 | |||
| Charitable activities |
|||||
| Charitable activities |
495,037 | 431,863 | |||
| investment income |
15,566 | 464 | |||
| Other income | 2,241 | 3,273 | |||
| Total | 530,760 | 438,264 | |||
| EXPENDITURE ON | |||||
| Charitable activities |
|||||
| Charitable activities |
465,018 | 447,266 | |||
| NET INCOME/(EXPENDITURE) | 65,742 | (9,002) | |||
| RECONCILIATION | OF FUNDS | ||||
| Total funds brought forward | 196,769 | 205,771 | |||
| TOTAL FUNDS CARRIED FORWARD | 262,511 | 196,769 |
| STATEM | ENT OF FINANCIAL P 31 MARCH 2021 |
OSITION | ||
|---|---|---|---|---|
| 31.3.21 | 31.3.20 | |||
| Unrestricted | Total | |||
| funds | funds | |||
| Notes | E | E | ||
| FIXEDASSETS | ||||
| Tangible assets | 12 | 17,880 | 24,179 | |
| Investments | 13 | 77,438 | 64,176 | |
| 95,318 | 88,355 | |||
| CURRENT ASSETS | ||||
| Debtors | 14 | 42,124 | 102,185 | |
| Cash at bank and | in hand | 217,128 | 70,018 | |
| 259,252 | 172,203 | |||
| CREDITORS | ||||
| Amounts falling due within one year |
15 | {92,059) | {63,789) | |
| NET CURRENT ASSETS | 167,193 | 108,414 | ||
| TOTAL ASSETS LESSCURRENT | ||||
| LIABILITIES | 262,511 | 196,769 | ||
| NET ASSETS | 262,511 | 196,769 | ||
| FUNDS | 16 | |||
| Unrestricted funds: |
||||
| General fund | 68,690 | 34,031 | ||
| Designated Fund Designated Fund |
- Budget Deficit - Dilapidations |
3,490 20,000 |
42,738 20,000 |
|
| Designated Fund Designated Fund |
-Core Costs - Delayed Expenditure |
134,082 36,249 |
100,000 | |
| 262,511 | 196,769 | |||
| TOTAL FUNDS | 262,511 | 196,769 |
| FOR T | HE YEAR ENDED | 31 MARCH 2021 | |||
|---|---|---|---|---|---|
| 31.3.21 | 31.3.20 | ||||
| Notes | |||||
| Cash flows from | operating | activities | |||
| Cash generated from operations |
1 | 146,483 | (62,768) | ||
| Net cash provided | by/(used | in) operating | activities | 146,483 | (62,768) |
| Cash flows from | investing | activities | |||
| Purchase oftangible fixed assets CCLA movement |
(1,677) (13,262) |
(1,559) 2,098 |
|||
| Interest received | 15,566 | 464 | |||
| Net cash provided | by investing activities |
627 | 1,003 | ||
| Change in cash in the reporting |
and cash period |
equivalents | 147,110 | (61,765) | |
| Cash and cash equivalents beginning ofthe reporting |
at the period |
70,018 | 131,783 | ||
| Cash and cash equivalents ofthe reporting period |
at the end | 217,128 | 70,018 |
| RECONCILIATION ACTIVITIES |
OF | NET I | NCOME/(EXPEN | DITURE) TO NET CAS |
H FLOW FROII O | PERATING |
|---|---|---|---|---|---|---|
| 31.3.21 | 31.3.20 | |||||
| F | ||||||
| Net income/(expenditure) | for ihe reporting | period (as per the | ||||
| Statement of Financial | Activities) | 65,742 | (9,002) | |||
| Adjustments for: Depreciation charges |
7,976 | 7,750 | ||||
| Interest received | (15,566) | (464) | ||||
| Decrease/(increase) | in debtors | 60,061 | (59,132) | |||
| Increase/(decrease) | in creditors | 28,270 | (1,920) | |||
| Net cash provided | by/(used | in) operations | 146,483 | (62,768) |
| ANALYSIS OF C | HANGES IN NET FUNDS |
|||
|---|---|---|---|---|
| At 1.4.20 | Cash flow | At 31.3.21 | ||
| F | ||||
| Net cash | ||||
| Cash at bank and | in hand | 70,018 | 147,110 | 217,128 |
| 70,018 | 147,110 | 217,128 | ||
| Total | 70,018 | 147,110 | 217,128 |
| DONATIONS AND LEGACIES |
DONATIONS AND LEGACIES |
DONATIONS AND LEGACIES |
|||
|---|---|---|---|---|---|
| 31.3.21 | 31.3.20 | ||||
| E | |||||
| Donations | 17,916 | 2,664 | |||
| INVESTMENT INCOME | 31.3.21 | 31.3.20 | |||
| Deposit account interest Unrealised gains/losses |
on investments | 2,304 13,262 |
2,563 (2,099) |
||
| 15,566 | 464 | ||||
| INCOME FROII CHARITABLE ACTIVITIES | |||||
| 31.3.21 | 31.3.20 | ||||
| Grants | Activity Charitable |
activities | 495,037 | 431,863 | |
| Grants received, included |
in the above, | are as follows: | 31.3.21 | 31.3.20 | |
| F | E | ||||
| Quality Checking Engagement HUBS PA Training Dramatic Change GEM |
160,119 86,124 61,180 51,473 38,454 33,225 |
163,168 102,395 25,215 65,995 19,859 |
|||
| LD Partnership Board MHELO LEDER- Gloucestershire Assistants Other Quality Checking Youth Peer Mentoring Other Grants |
15,000 13,668 5,419 26,735 |
13,668 2,080 12,167 3,400 2,703 21,213 |
|||
| Coronovirus Job Retention |
Scheme | 3,640 | |||
| 495,037 | 431,863 |
| CHARITABLE ACTIVITI | ES COSTS | |||
|---|---|---|---|---|
| Direct | Support | |||
| Costs (see | costs (see | |||
| note 6) | note 7) | Totals | ||
| Charitable activities |
449,991 | 15,027 | 465,018 | |
| DIRECT COSTS OF CHARITABLE ACTIVITIES | 31.3.21 | 31.3.20 | ||
| f | E | |||
| Staff costs Insurance Telephone Postage and stationery Advertising Sundries Travel and subsistence Computer costs " Room hire Recruitment and training Rent and rates Repairs and renewals Cleaning Project costs Website costs Utility costs Bank charges Bad debts Depreciation |
342,740 3,062 7,799 5,180 945 1,215 1,724 18,988 1,387 6,640 27,669 2,241 974 14,338 930 4,232 1,951 7,976 |
329,276 3,452 5,144 4,658 798 2,021 9,126 6,439 12,505 2,685 28,281 228 1,171 9,248 958 3,520 36 7,750 |
||
| 449,991 | 427,296 | |||
| SUPPORT COSTS | Governance | |||
| costs | ||||
| E | ||||
| Charitable activities |
15,027 | |||
| Support costs, included | in the above, are as follows: | |||
| Governance costs | 31.3.21 | 31.3.20 | ||
| Charitable | Total | |||
| activities | activities | |||
| E | ||||
| Auditors' remuneration Accountancy fees HR and consultancy |
3,540 5,665 5,822 |
3,540 7,917 8,513 |
||
| 15,027 | 19,970 |
| STAFF COSTS | STAFF COSTS | 31.3.21 | 31.3.20 | ||||
|---|---|---|---|---|---|---|---|
| E | E | ||||||
| Wages and salaries | 342,740 | 329,276 | |||||
| 342,740 | 329,276 | ||||||
| The average | monthly | number | of employees | during the year was as follows: | |||
| 31.3.21 | 31.3.20 | ||||||
| Charity staff | 37 | 36 | |||||
| No employees | received emoluments | in excess of660,000. |
| 12. | TANGIBLE FIXEDASSETS | TANGIBLE FIXEDASSETS | TANGIBLE FIXEDASSETS | ||||
|---|---|---|---|---|---|---|---|
| Short | Office | ||||||
| leasehold | equipment | Totals | |||||
| F | F | F | |||||
| COST | |||||||
| At 1 April 2020 | 24,386 | 15,124 | 39,5'l 0 | ||||
| Additions | 1,677 | 1,677 | |||||
| At 31 March 2021 | 24,386 | 16,801 | 41,187 | ||||
| DEPRECIATION | |||||||
| At 1 April 2020 Charge for year |
7,911 4,597 |
7,420 3,379 |
15,331 7,976 |
||||
| At 31 March 2021 | 12,508 | 10,799 | 23,307 | ||||
| NET BOOK VALUE | |||||||
| At 31 March 2021 | 11,878 | 6,002 | 17,880 | ||||
| At 31 March 2020 | 16,475 | 7,704 | 24,179 | ||||
| 13. | FIXEDASSET INVESTMENTS | ||||||
| Listed | |||||||
| investments | |||||||
| F | |||||||
| MARKET VALUE | |||||||
| At 1 April 2020 Revaluations |
64,176 13,262 |
||||||
| At 31 March 2021 | 77,438 | ||||||
| NET BOOK VALUE | |||||||
| At 31 March 2021 | 77,438 | ||||||
| At 31 March 2020 | 64,176 | ||||||
| There were no investment | assets outside the UK. | ||||||
| Cost or valuation | at 31 March 2021 is represented | by: |
| Listed | |||
|---|---|---|---|
| investments | |||
| F | |||
| Valuation | in | 2021 | 13,262 |
| Valuation | in | 2020 | (2,099) |
| Valuation | in | 2019 | 4,848 |
| Valuation | in | 2018 | (1,573) |
| Cost | 63,000 | ||
| 77,438 |
| FOR TH | FOR TH | E YEAR ENDED 31 IIARC | H 2021 | |||||
|---|---|---|---|---|---|---|---|---|
| DEBTORS:AMOUNTS | FALLING | DUE WITHIN ONE YEAR | ||||||
| 31.3.21 | 31.3.20 | |||||||
| F | ||||||||
| Trade debtors | 29,853 | 90,927 | ||||||
| Prepayments | and accrued | income | 12,271 | 11,258 | ||||
| 42,124 | 102,185 | |||||||
| CREDITORS: | AMOUNTS | FALLING DUE WITHIN ONE YEAR | ||||||
| 31.3.21 | 31.3.20 | |||||||
| Trade creditors | 6,710 | 17,227 | ||||||
| Social security and other Other creditors |
taxes | 5,107 10,680 |
6,374 1,324 |
|||||
| Accruals and deferred | income | 69,562 | 38,864 | |||||
| 92,059 | 63,789 | |||||||
| MOVEMENT | IN FUNDS | |||||||
| Net | Transfers | |||||||
| movement | between | At | ||||||
| At 1.4.20 | in funds | funds | 31.3.21 | |||||
| E | ||||||||
| Unrestricted | funds | |||||||
| General fund |
34,031 | 65,742 | (31,083) | 68,690 | ||||
| Designated Fund - Budget Deficit Designated Fund - Dilapidations Designated Fund -Core Costs |
42,738 20,000 100,000 |
(39,248) 34,082 |
3,490 20,000 134,082 |
|||||
| Designated Fund - Delayed Expenditure |
36,249 | 36,249 | ||||||
| 196,769 | 65,742 | 262,511 | ||||||
| TOTAL FUNDS | 196,769 | 65,742 | 262,511 | |||||
| Net movement | in funds, | included | in the above are as follows: | |||||
| Incoming | Resources | Movement | ||||||
| resources | expended | in funds | ||||||
| F | E | E | ||||||
| Unrestricted | funds | |||||||
| General fund |
530,760 | (465,018) | 65,742 | |||||
| TOTAL FUNDS | 530,760 | (465,018) | 65,742 |
| Comparative | s for movement in funds |
||||
|---|---|---|---|---|---|
| Net | Transfers | ||||
| movement | between | At | |||
| At 1.4.19 | in funds | funds | 31.3.20 | ||
| E | F | E | E | ||
| Unrestricted | funds | ||||
| General fund |
45,462 | (9,002) | (2,429) | 34,031 | |
| Designated Designated Designated |
Fund - Budget Deficit Fund - Dilapidations Fund -Core Costs |
40,309 20,000 100,000 |
2,429 | 42,738 20,000 100,000 |
|
| 205,771 | (9,002) | 196,769 | |||
| TOTAL FUNDS | 205,771 | (9,002) | 196,769 |
| Compara | tive | net movement in funds, inc |
luded in the above are as follows: |
||
|---|---|---|---|---|---|
| Incoming | Resources | Movement | |||
| resources | expended | in funds | |||
| E | E | ||||
| Unrestricted | funds | ||||
| General | fund | 438,264 | (447,266) | (9,002) | |
| TOTAL | FUNDS | 438,264 | (447,266) | (9,002) |