|||Page|| |---|---|---|---| |Reference and Administrative
Details|||| |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| |KPls|and||the|needs||||of|the||people||||we|additional
work
to
ensure
appropriate
training
and| |support||(be they||original|||||KPls or||||adjusted|||processes
were
in place. Targets
have
been
adjusted
in| |due to|COVID-19).|||||||||||||||order
for us to achieve
these
during
the second
year
of| |||||||||||||||||project delivery.| |||||||||||||||||In some services,
for example
all hubs,
the frequency
and| |||||||||||||||||nature ofcontact with people changed
and increased.| |Maintain|||funding||at||a|minimum|||||of||the|We started
the year with a budgeted
income
of f447,874| |budgeted|||level with||the||aspiration|||||to|bring||in|and expected
deficit of F42,738. We ended
the year
with| |further|contracts|||throughout|||||the year.|||||||actual income ofF530,760 and a surplus
off65,742.| |||||||||||||||||We did not lose any existing
contracts
during
the year,
but| |||||||||||||||||income dipped
due to the delay of the start of some of our| |||||||||||||||||Lottery
funded
projects.
However,
costs decreased
by
a| |||||||||||||||||larger proportion,
resulting
in the final surplus.| |||||||||||||||||We
brought
in
additional
contracts
through
the
year| |||||||||||||||||including:| |||||||||||||||||- f15,000 for research
and
creation
of a
film
on
local| |||||||||||||||||advocacy offers| |||||||||||||||||- E5,000 COVID support
from Gloucestershire
Funders
and| |||||||||||||||||P5,000 from Gloucestershire
Community
Foundation| |||||||||||||||||-F9,052 from the DPO COVID Emergency
Fund to carry
out| |||||||||||||||||focussed work with diverse communities| |||||||||||||||||-A further 12 months
funding
for our BME Women's
Group| |||||||||||||||||- Partnership
funding
from Barnwood Trust| |||||||||||||||||-E2,665for a partnership
project with Gloucester
Cathedral| |||||||||||||||||—f19,083for a Digital innovation
Fund project.| |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,| |||||||||||||||||provided
face masks,
antibacterial
gel,
cleaning
supplies| |||||||||||||||||and single use items where needed,
and complied
with
Test| |||||||||||||||||and Trace.
We ensured
that all frontline
staff would
have| |||||||||||||||||early
access
to the
COVID-19
vaccine,
and
supported| |||||||||||||||||contact
tracing
as necessary.
Staff were
supported
to| |||||||||||||||||self-isolate
with
additional
COVID-related
sick pay on
offer| |||||||||||||||||by us as an organisation
to support staff.| |||||||||||||||||Reasonable
adjustments
have and continue
to be made
for| |||||||||||||||||people
to
recognise
their
own
vulnerabilities,
including| |||||||||||||||||extended
working
from home/alternative
ways ofworking.| |||||||||||||||||We
secured
funding
to
collect
and
create
accessible| |||||||||||||||||resources
about
COVID-19 on a dedicated
page
on
our| |||||||||||||||||website
which
continues
to
be
updated
weekly.
We| |||||||||||||||||supported
the
Council
by
putting
into
Easy
Read
their| |||||||||||||||||regular
(fortnightly
for most ofthe year) COVID-19 bulletin.| |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| |||||||||||||||||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| |roles.|||||||||||||staff after any
new government
advice
or decision.
Two| ||||||||||||||members
of staff were furloughed
during
the first
lockdown,| ||||||||||||||one
at their
request
due
to caring
responsibilities,
and| ||||||||||||||another because their office based cleaning job could not be| ||||||||||||||completed
at home.
All other employees
maintained
their| ||||||||||||||hours
of
work
and
all
showed
great
adaptability
and| ||||||||||||||flexibility
in their approach
to work.| ||||||||||||||Staff turnover
was slightly
higher
than
usual
this year.
Exit| ||||||||||||||interviews
helped
us
to
identify
that
the
pandemic| ||||||||||||||contributed
to this, with individuals
re-evaluating
priorities,
or| ||||||||||||||facing increasing
demands
at home.| |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| |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| ||||||||||||||was
very
disappointing
for
some
members,
and| ||||||||||||||endeavoured
to always
provide alternative
support.| |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| ||||||||||||||included:| ||||||||||||||- Drafting
plans and statements,
ready to be shared
on
the| ||||||||||||||evening
of government
announcements.| ||||||||||||||- A quick turnaround
on emergency
funding
bids to enable| ||||||||||||||us to increase capacity to meet increased
demand.| ||||||||||||||Restructuring
service
delivery
for
projects
in
which| ||||||||||||||traditional
delivery was no longer possible.| ||||||||||||||-
Putting
in place increased
support
(such as
safeguarding| ||||||||||||||support,
1-1
daily
check
ins,
and
referrals
to
other| ||||||||||||||organisations)
for individuals
particularly
at risk.| ||||||||||||||Setting
up
all staff to work
from
home
within
days
of| ||||||||||||||lockdown
and upskilling
many
in their use of IT.| |Plan|and||implement||||new|Lottery||funded|||In order to give the new Lottery-funded
projects the
support,| |projects.|||||||||||||planning
and staffing
that they required,
it was agreed
with
funders
that we would
delay the start date into the
summer.| ||||||||||||||We then:| ||||||||||||||—Successfully
recruited
and inducted a number of new
staff| ||||||||||||||with full involvement
from those with lived experience.| ||||||||||||||—Completed
detailed
project planning.| ||||||||||||||— Networked
with key partners
and stakeholders.| ||||||||||||||- Co-designed
new services and supporting
processes.| ||||||||||||||— Undertook
marketing
of new services.| ||||||||||||||— Had COVID safe launches
of new services.| |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.|||||||| |||||||||Update current
funding
plan.||||||||| |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.||||||||| |||||||||Consistency
and clarity with||branding.||||||| |Grow partnerships||||||||Expand within partnerships
that already exist.||||||||| |||||||||Scope funding
opportunities||for joint||projects.||||| |||||||||Put in joint bids.||||||||| |Manage data|||better|||||Review data needs.||||||||| |||||||||Identify funding
for database.||||||||| |||||||||Commission
database.||||||||| ## ## ## ## ## ## ## ## |The charity maintains|The charity maintains|standing
policies an| |---|---|---| |A wide range of HR||policies| |Anti-Bribery
and Corruption||| |Business Continuity||Plan| |Code of Conduct||| |Complaints
and Compliments||| |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)| ## ## ## ## ## ## ## ##