2022-03-31-accounts

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 (A company limited by guarantee) Trustees, Annual Report and Financial Statements For the year ended 31st March 2022 Company number.. 3430925 Charity Number:1173006 ¥0 'Ji

Contents

	Page
Reference and administrative details of the charity, its
trustees and advisers	3
Trustees' report	4 - 39
Independent auditor's report	40 - 44
Statement of financial activities	45
Balance sheet	46
Statement of cash flows	47
Notes to the financial statements	48 - 77

Company number	3430925
Charity number	1173006
Registered office	11/19 Temple Street
and operational	Keighley
address	West Yorkshire
	BD21 2AD
Trustees	Trustees, who are also directors under company law, who served
	during the year and	up to	the date of this report were as follows:
	Quentin Marris: Chair
	Anthony Ball: Treasurer
	Pam Essler
	Enid Feather		(resigned 10 May 2021)
	Kes Lewis
	Emma Wells		(resigned 10 June 2021)
	Jane McGeagh		(appointed 10 May 2021)
	Joanne Morley		(appointed 10 May 2021)
	Julie Petereit		(appointed 10 May 2021,
			resigned 2 December 2021)
	Gurprit Singh Jabbal		(appointed 10 May 2021,
			resigned 6 October 2022)
Senior	Vicki Beere	Chief	Executive
Leadership team	Lynn Lawson	Director of Development and Communications
	Caroline Britton	Director of Operations
	Shaun Rafferty	Director of People
	Akram Ahmed	Director of Finance
Bankers	Unity Trust Bank		Auditor BHP LLP
	Nine Brindleyplace		2 Rutland Park
	4 Oozels Square		Sheffield S10 2PD
	Birmingham B1 2HB

The Trustees (who are also directors of the charity for the purposes of the Companies Act) present their report and the audited financial statements of the charity for the year ended 31 March 2021. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” (FRS 102) in preparing the annual report and financial statements of the charity.

The financial statements have been prepared in accordance with the accounting policies set out in notes to the accounts and comply with the charity’s governing document, 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 published in October 2019.

Objectives and activities

Purpose and Aims

The trustees review the aims, objectives and activities of the charity each year. This report looks at what the charity has achieved and the outcomes of its work in the reporting period. The trustees report the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help. The review also helps the trustees ensure the charity's aims, objectives and activities remained focused on its stated purposes.

In setting plans and priorities for areas of work, the trustees have referred to the guidance from the Charity Commission on the provision of public benefit in accordance with section 17 of the Charities Act 2011. In particular the trustees consider how activities will continue to meet the objectives they have set and focus on the services which will deliver the greatest benefit to the most vulnerable of the potential service users. In delivering these services we clearly identify, and measure where possible, the benefits that have been delivered.

We monitor progress to ensure that benefits are accruing as planned, and to learn any lessons that can be fed back into the planning and delivery cycle. Throughout this report, and particularly in the Headline Outcomes and Achievements sections, we note the numbers and categories of service users who have benefitted.

Our work benefits society as a whole as well as the direct service users by our activities in support of families and groups which assist the reintegration of service users into

wider society. In doing so the trustees believe that they are meeting the public benefit requirement as set out in section 4 of the Charities Act 2011.

Our core purpose remains as follows:

To provide opportunities and choices for individuals, families and communities to create meaningful and sustainable change in their wellbeing.

Our Objectives are described in our governing documents as being:

To promote the relief of sickness and the protection and preservation of good health of persons in the area of benefit who are misusing or at risk of misusing such substances as alcohol, illicit and prescribed drugs, in particular but not exclusively by the provision of information, advice, counselling and support;

To promote the protection and preservation of good health and the advancement of the education of the public within local communities to facilitate, support and sustain positive change for those of all ages affected by substance use, multiple and complex health and social care needs and their families by the provision of information and advice concerning the prevention of the misuse of alcohol, illicit and prescribed drugs and other substances which are capable of misuse in a manner harmful to health.

Project 6’s value statements are as stated below, having been reviewed during the year. These values drive our strategic and operational work and guide how we behave internally and externally to the organisation. The people and families we work with are at the heart of our organisation.

The organisation is committed to our Values which are as follows:

• People Matter

• Everyone can Change

• We care about doing things well

In order to meet our charitable objects and our core purpose our activities are structured in to the following services delivered both in West and South Yorkshire through a wide variety of income sources.

Alcohol and Complex Needs support Children, young people and family support Recovery Support Training and Enterprise

We have continued to use the 5 Ways to Wellbeing across the organisation both internally and externally to promote the well-being of everyone who works for us, volunteers for us or receives our service.

Airedae Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees. annual report for the yearended 31st March 2022 SummaryofAchievementsand Impact on Beneficiaries CEO Introduction Vicki Beere, CEO Project 6 In my 2021 reflections I described the impact of the pandemic still being felt up to 5-10 years later, the world feeling more volatile than ever and the hugeamountsofchange being experienced by health and social care. 2022 feels very similar.

redale Vduntary Drug and Acohd Agency Limited operating as Project 6 Trustees, annual report for theyear ended 31st March 2022 This has been an extremely challenging year for Project 6, coming out of the pandemic with a gradual relaxation of restrictions, which were sometimes reversed, and dealing with the impact of delivering services over 18 months of a Pandemic. We made the decision early on to maintain a slow but steady opening up of services to provide consistency and safety for the people who use our services. We aimed to get back to 80 % face to face and 20 % digital delivery by the middle of the year, which we achieved and have maintained. We have experienced the impact of the global phenomenon of the "great resignation". During this year we have built an entirely new Senior Leadership Team, and have had to manage significantly increased staff turnover across the rest of the organisation. Financially) we had to manage a series of unexpected financial circumstances, such as no market for delivering training, multiple delayed starts to projects and a series of signiflcant redundancy costs. This has impacted our bottom line for 2021/2022. However, our ability to bring in new income and manage costs remains very effective and our reserves remain healthy.

redaje Vduntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual reFX)rt fortheyear ended 31st March 2022 Despite these challenges, our project delivery has remained excellent, we have continued to design, develop and deliver with partners and the people who use our services some amazing, award winning projects. We have supported really high numbers of people to make and sustain positive change to their wellbeing, despite everything the pandemic has thrown at us. The impact or our services on people's lives has remained impressive, despite the challenges and disadvantages that impact on the people who use our services. More on this can be seen in the impact and outcomes section. Partnership-wise, we have designed and developed new projects in Craven, Keighley? Sheffield and Doncaster, and continue to lead and develop new partnerships across all of our areas. The new drug strategy and associated investment has provided much needed light at the end of our tunnel after 12 years of austerity for our sector, and we look forward to developing new ideas and partnerships to deliver some of this much needed work.

Airedaje Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual reFx)rt fortheyear ended $1st March 2022 Finallyi in 2021 we took the time to review our governance and board make up. We have recruited and inducted several new board members, increasing our board diversity in terms of race, age, LGBTQ+ and neurodiversity, and have started diversity training and a process of self review on our way to becoming a more inclusive organisation. 10

Airedalevoluntary Drug and Alcohol AgencyLimited operating as Project 6 Trustees, annuaj reFy)rt f(K the year ended 31st March 2022 Chair Introduction Quentin Marris, Chair of the Board of Trustees At theend of2020/21, with widespread vaccination and falling hospitalisation rates, we had a sense that COVID-19 was on theway out. Wewould be ableto pickupthe piecesand thingswould go back pretty much to howthey had been. How wrong we were! 11

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual rewrt fortheyear ended 31st March 2022 Not only did Covid persist into 2021/22 but by the end of the year there was war in Europe. Inflation was soaring and energy prices were going through the roof. The final sealing of Brexit led to many Europeans leaving the UK'S job market and recruitment of experienced sta££ became more difficult. It was clear that the huge sums of money expended by government on tackling Covid would impact on future publie spending cap&city. Here was another set of challenging circumstances for the eare sector in general, &lld Project 6 in particular, to navigate. The thing about crises is that they can bring out the best in people. We saw it during the worst days of Covid in 2020/21 and how well Project 6 staff and managers responded. We saw the same resilience and adaptability from our people this year. They got on with it. They continued to deliver high quality services to people in need nd achieved impressive results. On behalf of the Board, I congratulate them. 12

Aired8Je Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual rewrt forthe year ended 31st March 2022 There were a couple of unforeseen financial hits in 2021122, which required dipping in to organisational reserves. This showed the importance of building up and maintaining sufficient funds to deal with the unexpected. The Board keeps a tight focus on flnance and Project 6 remains financially sound. During 2020/21 the Board had reviewed its governance arrangements, which proved to compare well with other similar organisations, and this year we worked through an action plan for improvement. The new members of the Board settled into their roles and we condueted an internal review, to make sure we were carrying out our responsibilities effectively. We take very seriously our standard-bearing role in relation to the organisation's mission and values. Finally? we were able to start holding some of our meetings face-to-face again. My thanks go to my fellow Trustees for volunteering their time and expertise and for providing excellent governance to the organisatLOn. 13

redaje Vduntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual reFX)rt fortheyear ended 31st March 2022 2022/23 brings more of the same challenges for Projeet 6. As ever, we need more good people and more money, in order to do more of what we are set up to do. We are fortunate to be well-led by our tireless Chief Executive, Vicki, and her newly-enhanced and capable Senior Leadership Team. There are developmellt opportunitie8 Oll the horizon and the organisation is well placed to benefit from them. We will carry on doing what we do well, partnering with like-minded organisations and funding providers, delivering excellent care services through a well trained and committed workforce, working to professional policies and procedures, evidencing our effectiveness and striving always to be a fair employer. On behalf of the Board, l am delighted to present this Impact Report as evidence of why Project 6 exists and thrives. 14

AiredaleVoluntaryDrug and Alcohol Agency Limited operating as Project 6 Trustees. annual report for the year ended 31st March 2022 Core Purpose 15

redale Vduntary Drug and Acohd Agency Limited operating as Project 6 Trustees, annual report for theyear ended 31st March 2022 Weworkwith pEN3ple with drug and alcohol problems and experiencing multiple disadvantage. These issues don't just impact onthe individual, they also aff6rtfamilias and communities. Our core purpose is therefore: To provideopportunitiesand choicesfor individuals, families and communitiesto create meaningful and sustainable change in theirwellbeing. To achieve this, we deliver services in 4 keyareas: Alcohol and Multiple Disadvantage Services Familysupport and Services, including Children and Young People Recovery Communities Training Services 16

Airedalevoluntary Drug and Alcohol AgencyLimited operating as Project 6 Trustees, annual reFx)rt forthe year ended $1st March 2022 Ourvalues Ourvaluesare integral to howwe do businessand underpin every piece of workwe undertake. People matter We instil hope We create safe caring spaces where PCf)ple can flourish Wetrust each other Wewelcome differen￿ and treat tEople 6yually, honestly and fairly We recogniseandstand upforpeople's rights Everyone can change We help ￿0plet0 bring akt)ut wsftive changein their lives Wedon'tgive up when thingsare difficult We help peopleto helpthemselves We careabout doing things well Wesaywhatwe mean and we listentowhat peopletell us Ifwesaywoaregoing to do something we do it Weare always working to do things better 17

Airedale Voluntary Drug and Acohol Agency Limited operating as Project 6 Trustees. annual report for theyear ended 31st March 2022 Headline Achievements 2022 During lastyearwe have moved cur service to predominantly face tc fa￿, while learning from the pandemio a￿1 have a 4erKled offer of delivery, Headlines include: We continLE to deal with InCr&￿eS in referrals and complexity to both our crisis and ajcohol serVr￿S 8062 indivKluals ￿e1V￿1 serv￿, 751 akx)ve our ccntrxtKI target of 7311 7013 (87%) individuals demonstrated p3Srtive charoes in one or rmre ofC￿r core C￿tcome areas We continue to support staff to COFE throLNJh a range of wellbeing initiatives We haVedeVebp￿ the Pathways servi￿ to be deliver8J in Wharfedale and Sheflield within the Primary Care Service We have develop&1 partnership in Craven to place alcohol support within Horton Housing prai￿ts arKI Suc￿sSfUl￿ ddwer& Active Citizens in tkE Skipton Community We started to deliver c￿r Ski'lls House project to proiide supwrtto people ￿VIng recoveryservl￿swlth skillsto access education and empbyment We irueased oJr Harm Reduction offer in Keighley, proviling additional surwort in the N￿dIe ExcharvJe and outreach intotheccmmunty 18

Airedalevoluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees. annual repcft for the yearended 31st March 2022 tylv Our Services 19

Airedale Vduntary Drug and Alcohol Agency Limited cperating as Project 6 Trustees, annual rewrt forthe year ended 31st March 2022 We workwith individuas and familiesto achieve meaningful and sustainable impact and improve life chances. The communities we work in have suffered disproportionatelyas a result of inequalities and stigma. We are proud thatwe have managed to meetthe needs ofour local communities by increasing capacity, finding resources for practical support such as food, shelter and digital inclusion, whilst continuing to develop our offerwith new services. We continue todeliver a blended offer of services to meet the needs ofthose most vulnerable. 20

red8Je Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual rewrt forthe year ended 31st March 2022 Alcohol and Multiple Disadvantage Services OurAlcohol and CoMp￿X Needs Services workwilhin primary and secondary careservices and proV￿e open dox)r access across thewhole community. They offercrisis intervenlh?ns, structured alcohol Ireatment, healtharKJ wellness inlerventions and information and awareness. Project 6coordinates VCS partnersto providespecialistacohol liaison. mental health prsupporL and Fralty/Older peoples supportlhroughout Emergency Department& Wards ard key serV￿eS ofAiredale General Hospttal, Bradford Royal Infirw, and out in the communty. Theteam screened and asssed 2703 people. They also provided intensivecase support for 869of the people relerred, making 897onward relerralstoaccess communily suptx)rt, to help re(knGe readmissiorE. Our KeIgh1￿ Pathways Service is a partnership project offering otEnaccess speciali8tsupwrttoallthe Ke￿h￿Y communityatatimeofcrisis. WorkirvJ with locd partners, we offer supp)rt with domestic abuse, welfare advice, food veriy, health and wellbeing, mental heallh and substam misuse issues. Keighley Pathways se￿￿e has receiv 1127 visits, providing1331 bespoke inlerventions. Byoffering the right supwrt al the rightlime, we deflected peoplefrom Ihe local health and social care services al a timewhen those serV￿eS were under extreme pressure. 9￿/00f people asked rewrted an improvement in health and wellbeing a8 the result of the intervention and 910Asaythey knowwheretogo in the future to dealwith acrisis. ASIST (Alcokol 8￿cIalist Interventions and Support Teaml works in partnership with Airedale General Hospital. We Work￿wIth77 pwple&miltedto hospita due loalcohol re&ted issues. supwrting them from theward back in totheir homes and the community. The pandemic and reslriclions meant thatwe were slightly tElow our target this year but, of those people we see, 70% engaged inthe service and went on to apositive discharge.we have received additional funding toddiver acomparab service in 8radford. TheThird Place Project Our Third Place project workswith streel drinkersand some ofthe most vulnerab andeXclUd￿ p￿pIe1n Keighley.Building on L4st years Covid restrited service, we haveopened up our buildings increased onetoones groups. and included a Pathways and mental he￿th offer. This yearwe have seen with 142 Indiv￿ual& providing a range of harm reduction interventions, food ard pathways into treatment 85% of participants showed improvements in menlal and physical heallh thr￿gh conlactwith Ihe project. MAST (Mulli-Agency Support Team) MAST was a new iniliative piloted on winter pressures money tosupport the pressure Foints in the health systems, helping to reducefrequentattendance and admissh)ns atthe Emergency Department in AGH BRI. It has now been fully funded to continue ilscurrent delweryand expand the team moviru into 2022. 21

Aired8Je Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual rewrt forthe year ended 31st March 2022 OurTNsted Relationshipsservi (Keighleyl works in partnership with Barnardo'& J.A.M.E.S. and YMCAIO provideone toone work with young peopleal risk ofexploitationwhoare referred through the Bradford C.S.E. Hub. We worked intensivelywith17 youro per>ple. 810/oofwhom showed an improvement ontheywng Persons Oulcomesstar. Families, Children and Young People's Services Our Families Services workwilh some of Ihe rTh)stvulnerable families in Keighley and Sheffield. The interventions prov￿le direct benefit to families, concerned others grandparents/kin carers. By working wilh parents. children and other Concern￿ family members, we aCh￿ve sustainable positive oulcomesforthe whole fami￿. Our Fresh Start serV￿e Isheffieldl supportswomen who have had oneor more chI￿ren rermved. to takelimeout from parenting deal with loss and learn new skills lor the futuro This year the serviceworked with 21 rTh)thers who have had children removed, providing over2429 hoursof contact. Recovery Services Our vibranl recovery communities in Doncaster, Sheff ield and Keuhleyexist as a resultol Ihe on-going supportof the Big Lottery Communily Fund and aim to provide king term and sustanable recoveryfrom drug and a￿ohOl prOb￿M$. Weachieve impressive results through a rangeol therapeutic groups, health and wellness aclwities, Active CitEens programmes, p&r support, training and volunt&ring opwrtunities. In Keighley, ourFamilySupport Service work* with 85 ConTrrn Others, to build skills in understanding and Managi￿ feeliws, increase resilience and reduce risk. Our Maternity and AIGohol Service worked with14 pregnant women to w1U￿ the impact of drugs￿ ajcohol on the unborn child. Overthe year a total of799 people were supwrted by our recovery services, with 496 being newto services. Across all three areaswe have delivered1672 groups. with afccus on the 5Ways to Wellbeing. Increasiw Skills and Recovery Capital with 850/001 people retK>rting improvements WeW0￿ wilh vulnerableyoung people lo increase resilieme and r￿u￿ risk, using eViden￿-baSed approaches which inspire the individuals to take more responsibility forthemselves and their own aclions. In Keighley, curyoung Persons Resilience Service- RISE worked wilh184young people. provKling weekkg one lo one interventions toyoung people exwrEKing menta health issues whoare Iklow the threshold lor CAMHS. 8IY/o sFK)wed an improvement in resilience. Recoveryservices provtjeapathway from the drug and a￿Ohol treatment systems intosustainable recovery. We started a new mUlti-a￿￿yskllL￿ project, Skills House, to provide support for people in recovery whoarefurthesl from the labour market and eXperie￿e significant barriersto employmenl. We have made signilicanl steps to retain build onourvolunteercapacitywithin our Recovery Services. delivering Peer Mentor & VolunteerTraining. We have had 79 activevolunteersacross the organisation suptK>rting ourddivery. 22

Airedalevoluntary Drug and Alcohol AgencyLimited operating as Project 6 Trustees, annual reFx)rt forthe year ended $1st March 2022 WaypolntTralnlng Servkes Waywint is our s￿IdenterpriSetr￿nir￿J se￿￿e.we havea proven track record of delivering hwJh-quality vocationd training that pr0motesexce1len￿ in worknro with p￿pIe experienciro substance use, multipledisadvantaJes,troubling behavI￿ra￿ emotional dLStress. Keepiro upto date with the latest evidence-ba￿d approachesforworkiro Wtth p￿ple,We devise innowative, interactivetwningcoun8es. Keytothesewerefccu%ing cnwayp0intstwo￿u￿IY imwrtant ro￿., first￿, to provideexp& quaity Psyc￿-￿￿uCational ￿nIng to meetttr rEeds of practitioners, volunteers, and staff in suppcrtof Project 6 a% a(Entreof psycFTrJsocial inteNentions. to ensure awell-Nn t￿In1r0 enterprise that covers al costs and has asustarnab￿. flexible model for the ￿rture. We planto h9rness the OPFOrtunities in South a westy0rkshi￿￿e1￿er moretraniro locallyto our Ser￿￿5 to maximise opportunitES through ￿rtnerShIpSarKl create a FXK)l of associates li￿ludir some with lThEd experierrel to￿lst us in devebpiro afle￿ble business model. Waypointduring 2021-2022 The long term impact of cov￿. after 18 monthsof restrictior& IES been significant across IEdth and care lour mancustomersl ard has asignificant impactonwaypointthis finaroi4 year. Challeroes includ org8nisatiorB not prioritising traning significant recruitrrEnt chai￿nge￿a reduced arKJ burntoutwork for￿, continLJed illrE&8 mt E￿ing able to release peop￿ fortraning. Online and Blended Learning Waypoint builton its abilityto deliverboth onlineand tof￿ learniroaThJ has Su￿eSs￿lIydeve1o[&1 ar￿ thlivered a number of tAerded ￿arning0pWrtun1tieS thi8year.Wecreated new content and deliver ￿credIt￿ tranirotocur MAST team in Bradford and Keighley,working with a numE￿rofvCSE partners, and a cork8ideraSeamountof Intern￿ traning t0￿rvo1unt￿rS and p￿r mentors. Wecontinued deliveryof oursoci Prescribing courses in ttie Midlands. Wedso fa￿d curown challenges intemdlythByearwithstaff taking the OPFXlrtunity to rrK)ve on from Waypx)inl and take up new roles. This ￿ant We￿re mtableto rn￿t (Jjr income gernerat￿ntarg2tsfor theyear. However this hasgiven us agreatOpw￿nity to develOpc￿r0ffer. toth intern￿￿and externaly. We undertwkafvll review towa￿lSt1￿ latterpartof theyear wtth aconsultant, th has given us a nuMIRrofr￿0mrnendatDns towork towards Internal Wothrce Development We have toenhance this considerab inthe future, underthe *iership oft newSLT. A organisation wile trdning needsanaWk% is underway. 23

Airedale Voluntary Drug and Acohol Agency ￿Mited operating as Project 6 Trustees, annual report for theyear ended 31st March 2022 'Everyone can change, is one of ourcorevalues-when individuals and familiesstart to make positivechanges the whole community benefits

redae Voluntary Drug and Alcohol Agency Li operating as Project 6 Trustees. annual repotb'm. j.:: .. forthe year ended 31st M Our Outcomes and Impact 25

redale Vduntary Drug and Alcohd Agency Limited operating as Project 6 Trustees, annual report for the year ended 31st March 2022 We build oil the assets in oiir recovery commiinities and eiigage with the loe81 eommiinity in working together to improve things for everyone. Individuals: Inourannual Salisfactk)n Survey- 87%01 individuals reported improvements in menlal health and wellLEing ar￿ 74% reported improv physical health. Core Outcomes (Ir seNI￿s, actwities and interventions aredesigned to facililate positive change, wh￿h leadsto meanirolul ard sustained impact throL¥Jh our corewtcomes. Families.. Drug ar￿ alcohol misuse and complex needs don't only affect the irKlwidual user, the harm CaneXte￿ to thewholefamily. By adopting afamily- fccussed approach acrossixr Serv￿eS, we believe we achieveagreater impact 67 % ofourservice users inourannual Satisfaction Survey re￿rt￿ improved relalDnships with families and frie￿$. Improved mental health and wellbeing 87% of indiiAduas rewrted improvements in mentd health and wellbeing in ourannual Salisfaclion Survey 75°/oof peop￿ using ourAFIC (Akohol Recovery Community) project report￿1 improvements in their mental health and wellbeir 80 % ofyoung people using our RISE serV￿e report increases in resilien Communities: The impact of drug and alcohol misuse and complex needs onlhe localcomnujnitycanbehighin termsofthe cosl to local servicesand social cohesDn. We believe thal by being avisible and active presence inlhe al communitywe can reduce stigma and showlhe positive side of r￿0very. 88 % ofour service users inour annual Satisfaction Survey felt accepted as part of Ihecommunily and able togwe backto theircommunity, and 93% fell optimistic about their abilitylo havea wsitive future. Improved physical health and wellbeing 74% of Indiv￿ua1S reported improvements in physical heath and wellLEing in ourannual Salisfaclion Survey 80% ofpeopleusingtheARC rewrt decreased drinking on Auditloiklow8 95%ofwopleusingtheARC retX)rt improved phys￿￿ health and wdlbeing "Ifeel thAt inyrecoveryis At itspeak tliAnks to Project 6 And the eoinjiiiinity what's iiivolved. It's openingnew opportiIiiities. 26 From S8tisf8etion Survey 2021

Airedale Voluntary Drug and Acohol Agency Limited operating as Project 6 Trustees, annual report for theyear ended 31st March 2022 Anthony 32 years old Anthonyhas been accessing the needle exchange service at Project 6 for a fewyears now... I first met him when I began working at Project 6 in June 2020. He would come in around once or twice a month on average. What was notable about Anthony was his llnwillingness to engage. He would pick up injecting equipment and would want to leave s soon &s possible. Often, he would be wearing sunglasses ]naking it even more difficult to talk with him. I would however, attempt to engage with him about critical issues such as overdose risk, naloxone and accessing treatment. He had divulged that he was not on a substitute medication prescription. 27

Airedale Voluntary Drug and operating as . cohd Agency Limited roject 6 Trustee5' ann al report for theyear ended 1st March 2022 Anthony usually didn't look in the best of health and it had been anecdotally reported from another service user thAt he had been in an overdose incident. It is common for engagements in needle exchanges to be short: people are managing competing priorities and often have a distrust of services. It is therefore irnportant to always be ready when an opportunity arises to help people make steps towards ch&nge. In the last couple of months, Anthony has started to engage. Several times he has sought the assurance that the service is confldential and has started to talk about treatment. He also has asked questions About injecting practices nd the dangers of going in the groin. Anthony is now oll a methadone script. He has been struggling with the transition from an initial 80mls up to the current 60mls. His goal is to stop injecting completely and feels smoking isn't a realistic option for him. I have encouraged him to have an honest relationship with his prescriber so that the optimum level of ethadone that works for hi￿ can be reached. If that is achieved then hopefully he can become more stable and start to consider how he can make further progress. 28

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report for the yearended 31st March 2022 Partners and Supporters: Supporlers Ethical collaboration and partnership working iscentral to our approach to ensuring the best outcomes for the people who use our serV￿eS and our local communilies. We d like to say thankyou to our partners and stakeholders who have supported us in numerousways. A special thanks to all our volunleers, to Fareshare, Kid Acne.TJ Smith, Emmasnell, Tom Kidder and the family of AntAllen for theirsupport overthe last year. Our thanks to the Peter Sowerby Foundation and the Hobson Charily fortheir donations, that along with funding from the British Arts Council allowed us to develop Landmark, ayear long project in collaboration wtth artists Emilie Taylor and Christopher Jarratt, sharingjourneys of recovery and healing in Shelfield. Thanks everyone who fund-raised and donated to our work. Everything we receive is used to enhance the delivery offront-line services. Partnerships Project 6 is embedded in many local multpagencydelivery and strategic partnerships across West and South Yorkshire and has informal partnershiparrangements with the wider Voluntaryand Community sector. They include. West Yorkshire: Airedale NHS Foundation Trust Bradford NHS Foundation Trust Bradlord Metropolitan District Council Bradford and Craven CCG The Cellar Trust Keighley Heathy Living Carers Resource Roshni Ghar HALE BMDC C.S.E. hub Change Grow Live Barnardo's J.A.M.E.S. Citizens Advice Bangladeshi CommunityAsscLiation ModalityPartnership Wharfedale, Airedale & Craven Alliance IWACAI 29

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report fortheyearended 31st March20 South Yorkshire Sheffield Health and Social CareTrust Sheffield City Council Sheffield Hallam University Sheffield Teaching Hospitals Foundation Trust VoluntaryAction Sheffield Aspire Doncaster Voluntary Action Doncaster Doncaster Metropolitan Borough Council Well Doncaster Business Planning This is our second year of our recently reviewed strategic objective and operational business plan. The plan is reviewed on a quarterly basis, the targels are RAG rated and all redslexceptionsare discussed at Performance Management and Qualitycommitteeand Board meetings. In this financial year, we made good progress against all five slrategic objectives. SLT have individualwork plans, with activities thatfeed intothese objectives. Our operations and objectives were successful and all targetswere managed, monitored and achieved through the useof Framework and the quarterly Pertormance Management Meetings. The charity has achieved theseeX￿pt10nal outcomes despite operating in a very challenging external environment post COVID. We remain focused on delivering excellentoutcomes forour beneficiaries and achieving the charitiesaims atall times. All ourcontracts have KPIS which are used to monitor performance and valuefor money on the contracts. The minimum standard is set bythe commissioner or funder. We monitorthe KPI'S lor all projects on amonthly basis and report quarterly or b￿year￿ to commissioner and fundersas agreed. 30

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report for the yearended 31st March 2022 Financial The results fortheyear are shown on page45. These showthatthere has been adecrease in total income from £2.2m to £1.9m, a rise inexpenditure from £1.9m to £2.2m giving alotal deficit of £226k, during achallenging external environmentfor the ￿tor. Unfortunatew, two significant services unexpectedly cameto an end during the financial year, Community Led Local Development and Waypoint. Because these were bolh unexpected, there was littletime available to mitigatethe shortfalls. This left us in achallenging position and these were both the main contributorstothe deficit. However new income rose in theyearand we outperformed our new income expectation. We have maintained healthy reserves and have astrong leadership team togrow the outcomes and objectives of the organisation. We have more robust financial controlsto help us mitigate unexpected shortfalls in income and we have a healthy income generation pipeline that we onW anticipate to grow. Our outcomes remain ex￿lIent and exceptional valuefor money. As in previousyears our biggest expense has been Staff costs.At £1.5m staff costs accountfor 680/Dof our total expenditure. During this financial period, we have made a deficitof £225,87912021 Surplus £308,470) Our principal funding sources remain as follows. and Iheyfund our coreservices as detaled above. Partnerships including the delivery of the New Directions substan￿ Misuse Contract in Keighley Bradford and Craven Clinical Commissioning group Bradford Metropolitan District Council National Lottery Community Fund.. this includes 3 Reaching Communitygrants In addition to these we are committed tothe generation of earned income through Ihe sale ofspecific expertise in the form oftraining. This has been redesigned for the current financialyearand we have and aim to making thisakey contributor lo building unrestricted reserves. We have multiple funding streams across adiverse range Ofservi￿sWhich provides us with a level of sustainability. Each of ourservitr areas has a su￿tantIal income and this provides uswith some stability and a base fromwhich to grow. During thisyear we have continued our aim to growa sustainable and flexible funding structure through the dwersification of income streams. More information isavailable in our Income Generation Plan and ourTraining Business Plan. 31

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report for the yearended 31st March 2022 TheTrustees have taken note of the directive made by the Fundraising Regulatorand considerthat they are compliant. The charity has no contracts orolher arrangementswith prOfe￿I0nal fund-raisers or commercial participators, and had retrwed no complaints akx)ut fundraisers apparently acting on behalf of the charity. Fundraising activities may be undertaken bystaff, volunteers or service users. The charity management are always made aware ofthese actwitiesand ensure Ihat proper fundraising practice isfollowed and thatthere is no risk to the charity's reputation or vulnerable people. Reserves: The Reserves held by the charity at the end ofthis reporting period are.. Total.. £989,125 Restricted.. £261,493 Designated.. £75,000 Unrestricted General.. £727,￿2 Fr￿ reserves.. £271,696 Reserves policy Giventhe type ofservices provided by Project 6 and given the responsibilities associated with employing slalf, IheTrustees consider it prudent to aim lo build up reserves lo a minimum of £250,000. Thisfigure would enable the organisation to continue to meet ils legal and moral commitments fora defined pericd ol time. We also will reviewthis policy to consider taking arisk based approach over the coming year and use both approaches to ensure P6 maintains a healthy level of reserve&The Trustees have therefore deemed it prudent lo aim to hold unrestricted general resetves equal to thr* months actual spend from the previous financial year. For the upcoming fin￿la1 year, we have designated £75,000 to help support the investment for anew premises in Doncaster. Investment Policy The trustees invest thesurplus liquid funds in short term interest bearing accounts to maximise funds in a liquid form. We will unthrtake an investment review during 2022123. Projecl 6takes scLial, 32

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report for the yearended 31st March 2022 environmental and ethical considerations into account in it's investment policy. In thecurrentfinancial year Project 6 holdsone investmentfund with M&G Investments,these are included in note12. Income Policy Project 6 recognises income from donations orgovernmentgrantswhen there is eviden￿ of entitlement to thegift, receipt is probable and its amountcan be measured reliably. The Future We are heading in tofurther uncertain and extremely challenging times. The costol living crisis, without significant intervention from the government could createa health and social care crisisol asimilar scale to the COVID Pandem￿. Thiswill result in greater economicinequalities, increased structural poverty which will continue lodrive the health inequalitieswe have been working so hard to redu￿. Project 6 isconsidering what our response might be, locallywith our communitiesand more strategical￿ across the Integrated Care Systemswe work within. Linked in part to the costof living crisis is the climate emergency we are facing, hottersummersand colderwinlers have a disproportionate harmful impacton the vulnerable ￿Ople we support, so a key role ofour business improvementteam in the second part of 2022 will beto consider our response to both thecost of living crisisand our impact on the climate crisi& Thereare,inoursector,somesignsofalightattheend oflhe12yearausteritytunnel.ThenewDrug Strategy broughtwith it an increasing 3 year investment plan, with the areaswe work in being priorilised in the top 50 for funding. Whilst the process of developing any new projects has been challenging and time consuming this isstill a move in the right direction. We are well positioned in the health and care systems in all of our areas to be able to influence and be involved in decision making, to ensure that this funding ends up where it needsto on the front line, and is also used to build back up the ecosystem of our sector and is invested in smaller and local charities. Levelling up has so lar proved a disappointment asa significant amount isfor hard infrastructure, wewill bewatching what happens with a new cabinet in the autumn. To genuinely level up areasthat have experienced significant under investment over 12yearsof austerity requires agenuine levelling up across health and social care and is much widerthan infrastructure projects. 33

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report for the yearended 31st March 2022 Internally within Project 6we are readytolacethese challenges. Our income is stable and we have put robustsystems in pla￿ to manage unexpected costs such asfuel and utilities as effectively as possible Our work todevelop further partnershipswill stand us in good stead for developing ourdelivery over the next couple of financial years, as demonstrated by someol our recent award-winning projects We aim to use new pots ofthe drug strategyfunding to d￿ign and deliver innovative projects that support some of the most vulnerable and disadvantaged people in our society overthe next 2-3years Our new staffing structure, which will be in place from the 5th September, will make us fit forthe future. Our now established Senior Leadership Team will start work on developing our next level of leadership-our Operational Leadership team We have exciting plans fora refreshed workforce developmentstrategy, a newwellbeing plan and forwaypoint training, and an opportunityto make system change within the Changing Futures Programme in Sheffield and to develop amuch needed'growyour own drugs worker. course Weare developing a new Recovery Strategy acr￿ the organisation to align our recovery servicesand through evaluation will create asolid evidence base. Finally, we are launching aseries of podcastsaround tackling stigmaaround Substan￿ use, and these will be launched in the autumn. leading up to the return of our Recovery In the Community Conferen￿ next spring Going Concern Wedo nol have any going concern worries. Despite an extreme￿ challenging year, we have been able togrow new income and create a healthy income pipelinewith manyopportunilies ahead of us. Over the past12 months our partnershipswith other charitiesand grant funders havedeveloped and we are expecting incometo grow year on year. We are away of upcoming challenges regarding the cost of living crisisand have and have work plans in place to help mitigate thern 34

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report for the yearended 31st March 2022 Structurey governance and management The organisgtion is acharitable company limited by guarantee, incorporated on 3rd September1997 and registered asa charity on 23rd June1989. The companywaseslablished under a memorandum of association which established the objects and powers of the charitable company and is governed under itsarticles of association and itscharrtable constitution. Members ofthe charity guarantee to contribute an arnount not exceeding £1 tothe assets ofthe charity in the event of winding up. The total number of such guarantees at 31st March 2022 was712021.. 61.The trustees are members ofthecharity but this enlttlesthem onlyto voting rights. The trustees have no beneficial interest in the charity. All trustees givetheirtime Voluntari￿ and receive no benefitsfrom the charity. Anyexpenses reclaimed from the charityare set out in note 8 to the accounts. The charity is managed bya Board of Trustees who meet regularlyas a full Board and in sub- committee groupsto set and monitorthe strategicdirection ofthe charity, steerthe planning ofthe organisation and to manage its work and risk. There aretwo keyrolesatthe top of decision making chain within Project 6- Chair of Truslees and the Chief Executive. The Chair is responsible for representing the viewsof the Board in their role as charty governors, along with ensuring agood trustee induction and professional development. Day-tcFday management and leadership rest)onsibilities of Project 6 are delegated tothe Chief Executivewho is named as Vicki Beere. The Chief Executivewill ensure good information flows between The Board, the senior leadershipteam and Project 6 projects. The Chair also provides supportand supervision to the Chief Executive on behalf ofthe Board. Staff are employed to manage and deliverdirectservicesto beneficiaries and administer the charity'swork. The rolesof Chairand Chief Executive will never be exercised by the same individual and a Chief Execulwe will not go on to become Chairof Project6. The division of responsibilities between The Chair and Chief Executivewill be clearlyestablished and agreed by The Board. Project 6 has a comprehensive Governance Handbook which deals wilh all aspects ofTrustees, including, recruitment, induction, training and roles/responsibilities. Recruitment and Induction of Trustees The Board will ensure that Board recruitment adheres to the spirit and the letter of Project 6 valuesand Codeol Conduct. This includes active￿ promoting diversity and equal opportunities in the appointment 35

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report fortheyearended 31st March20 of Board member& The Board will actively seekTrusteesfrom areasthatadd significantvalue to Project 6 and review current skills through an annual skills audit. The Board will strive lo increase the breadth and diversity of experience thatcan in turn increase its effeclweness. Appointmentto the board will follow the processessetout in the Governance Handbook and include referen￿ to the appropriate governing documents. Board memberswill undertake an induction to the organization which will include completing a skills audit, reviewing the annual reportand previous accounts, reviewing the business plan, completing a trustee declaration form and conflicts of interest register, meeting with the CEO and spending the minimum of an afternoon with members of the widerorganisation. Related parties and relationships with other organisations Ethical collaboration and partnership working iscentral to our approach lo ensuring the best outcomes for the people in our localcommunities.We've worked together with a rangeof partners thisyear to develop neWservi￿S and enhance servitr delivery. Thisyear we haveworked in partnershipwith the following organisations.. In Keighley=Airedale NHS Foundation Trust, Thecellar Trust, Keighley Healthy Living, CRUSE, Staying Put, CitizensAdvice, Change Grow Live and the Bangladeshi CommunityA&8ociation, Bradford and Craven CCG, Carers Resour￿. Roshini Gar. In Sheff ield.. Phoenix Futures, Sheffield Hallam University, Sheffield Teaching Hospitals Foundation Trust, Voluntary Action Sheffield, Endeavour, Sheffield Flourish, Sheffield Housing A￿ociation In Doncaster.. Doncaster Metrotx)litan Borough Council, Age UK, DoncasterArt, Flourish. Remuneration policyfor key management personnel In 2022 Project 6 undertC()k a pay review, which resulted in anew pay structure and ascale with fixed points. All pay and reward for individual posts is delegated to the Chief Executive, who will make the decision in consultation with the Senior LeadershipTeam, unless it hassignificant financia implications. 36

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report for the yearended 31st March 2022 The role of the Trustees to set pay is restricted to.. Decisionswith significant financial implications The agreement of the overall pay envelope on an annual basis and the awarding or not of an appropriate costol living increase The level of Chief Executive pay.which should be reviewed annually by the Remuneration Committee The level of Senior Leadership pay, which should be reviewed annually by the Remuneration Committee Noone in the organisgtion is currentw earning in extrss of £60,000. Riskmanagement Project 6 has a robust approach to Risk Management. Risk is identified and managed through our Annual Business Plan and quarter￿ Business Plan reviews which feed in to our Risk Register. Our Risk register is a livedocument and is structured in lo thedomains suggested by the charitycommission. 1. Govemance 2. Operational 3. Financial 4. People 5. Health & Safety 6. Politics 7. Property Flegular Senior Leadership meetings plusquarterly reviews al Board Meetings, HR / Finance/ Quality and performan￿ Sub group meetings review these risks. These reviews include a review of the following: Our Service Delivery Targets monitored viaFramework Our Organisational and Strategic Objectiveswhich are monitored via the quarterly reporting pra￿sS HR i￿uesWhich are monitored via Perform. Ex￿ptioNSare identified, added to the risk registerand reviewed quarter￿ or morefrequentlyas appropriate at Board Meetings. 37

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report for the yearended 31st March 2022 The Board, alongside the Senior Leadership Team are therefore ableto identifyand consider major risksto theorganisation and be satisfied thatsystems and procedures are established to managethe risk& Key risks are currently considered to be: The O￿oing rk£ks around income, sustainabilityand growing unrestricted re￿rVeS Risks around managing staff wellbeing and operations in the midstof a cost of living crisis The continued and increased effects ofausterity on fundersand commissioners, especially funding that comes from the Local Authorities. There will be an increased risk to public sectorfunding as aconsequence ofa the current economic instability Increased demand on services with reducing fundiw. The diminishing pots offunding from grant funders and increased competition in avery crowded market place dominated by large nationals. Statement of responsibilities of the trustees The trustees (who are also directors of Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 for the purposesof company lawl are responsible for preparing thetrustees, annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practitrl. Company law requiresthe trustees to prepare financial statements for each financial year which give a true and fairview of the slate of affairs ofthe charitable company and ofthe incoming resources and applicati)n of resources, including the income and expenditure, ofthe charitable company for that period. In preparing these financial statements the trusteesare required to: Select suitable accounting policies and then applythem consistently Observe the methods and principles in the Charities SORP 2019 IFRS1021 Make judgements and estimates that are reasonable and prudent State whether applicable UKAccounting Standards and statements of recommended practi have b￿n followed, subjectto any material departuresdisclosed and explained in the financial statements Prepare the financial statements on the going concern basis Unle￿ it is inappropriate to presume Ihal Ihecharitywill continue in operation 38

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 Trustees, annual report for the yearended 31st March 2022 The truslees are responsiblefor keeping properaccounting records that disclosewith reasonable accuracy at any time the financial position ofthe charitable company and enablethem to ensure that the financial statements comply with the CompaniesAct 2006. Theyare also responsible for safeguarding the assetsofthe charitable company and hence for taking reasonable steps for the prevention and detection ol fraud and other irregularities. Disclosure of information to auditor In so far asthe trustees are aware.. There is no relevantaudit information ofwhich Ihe charitable companls auditor is unaware., and The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the charitable companys auditor is aware of that information The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable companls website. Legislation in the United Kingdom goveming the preparation and di&8emination ol financial statements may differ from legislation in other jurisdictions. Auditor BHP LLPwere re-appointed asthe charitable company'sauditorduring the year and have expressed their willingness to continue in that capacity. This report has been prepared in accordancewith the provisionsapplicable to companies subjectto the small companies, regime of the CompaniesAct 2006. The trustees, annual report has been approved bythetrusteeson 8th December 2022and signed on their behalf by Quentin Marris Chair 39

Opinion

We have audited the financial statements of Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6 (the 'charitable company') for the year ended 31 March 2022 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the charitable company's affairs as at 31 March 2022 and of its incoming resources and application of resources, including its income and expenditure for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

• the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or

• the Trustees have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the charitable company's ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue

Other information

The Trustees are responsible for the other information. The other information comprises the information included in the Annual report, other than the financial statements and our Auditor's report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• the information given in the Trustees' Report (incorporating the Directors’ Report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the Directors' Report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Directors' Report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of Directors' remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the Trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the Directors' Report and from the requirement to prepare a Strategic Report.

Responsibilities of trustees

As explained more fully in the Trustees' responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our Auditor's report.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed.

Jane Marshall (Senior statutory auditor)

for and on behalf of

BHP LLP

Chartered Accountants Statutory Auditor

2 Rutland Park Sheffield S10 2PD Date:

		Unrestricted	Restricted	Total funds	Total funds
		funds	funds
		2022	2022	2022	2021
	Note	£	£	£	£
Income from:
Donations and legacies	2				277,274
Charitable activities	3				1,808,486
Other trading activities	4				76,528
Investments	5				1,400
Total income					2,163,688
Expenditure on:
Raising funds		177	-	177	11,409
Charitable activities	6	405,459	1,766,909	2,172,368	1,843,108
Total expenditure		405,636	1,766,909	2,172,545	1,854,517
Net income before
investment gains
and losses
Net gains/(losses) in
investments
Net income/
expenditure
Transfers between
funds		20,563	(20,563)	-	-
Net movement in
funds		(234,083)	8,204	(225,879)	308,470
Reconciliation of
funds:
Total funds brought
forward		961,715	253,289	1,215,004	906,534
Total funds carried
forward		727,632	261,493	989,125	1,215,004
The notes on pages 48	- 77 form	part of these	financial statements

Note Fixed Assets Tangible assets 11 Investments 12 Current assets Debtors 13 Cash at bank and in hand Creditors:amounts falling due within one year 14 Net current assets Net assets Charity Funds Restricted funds 15 Unrestricted funds 15 Total funds	2022 2021 £ £ £ £ 505,446 494,487 19,539 19,299 524,985 513,786 36,888 213,024 833,103 859,975 869,991 1,072,999 (405,851) (371,781) 464,140 701,218 989,125 1,215,004 261,493 253,289 727,632 961,715 989,125 1,215,004	2022 2021 £ £ £ £ 505,446 494,487 19,539 19,299 524,985 513,786 36,888 213,024 833,103 859,975 869,991 1,072,999 (405,851) (371,781) 464,140 701,218 989,125 1,215,004 261,493 253,289 727,632 961,715 989,125 1,215,004
		1,215,004
		253,289 961,715
		1,215,004

The company's financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The financial statements were approved and authorised for issue by the Trustees on 8th December 2022 and signed on their behalf, by:

.................................................. Quentin Marris (Chair)

The notes on pages 48 - 77 form part of these financial statements.

Note Cash flows from operating activities Net cash provided by operating activities 17 Cash flows from investing activities: Dividends, interest and rents from investments Purchase of tangible fixed assets Net cash used in investing activities Change in cash and cash equivalents in the year Cash and cash equivalents brought forward Cash and cash equivalents carried forward 18		2022 £ 16,628 1,992 (45,492) (43,500) (26,872) 859,975 833,103	2021 £ 432,340
			1,400 (113,577) (112,177) 320,163 539,812
			859,975

The notes on pages 48 - 77 form part of these financial statements.

1. Accounting Policies

1.1 Basis of preparation of financial statements

Airedale Voluntary Drug and Alcohol Agency Limited is a charitable company in England and Wales. The address of the registered office is given in the charity information on page 1 of these financial statements. The nature of the charity’s operations and principal activities are on page 2 of these financial statements.

The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) published October 2019), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

1.2 Company status

The company is a company limited by guarantee. The members of the company are the Trustees named on page 2. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company.

1.3 Going concern

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern, as explained in the Trustees report. The trustees have made no key judgements which have a significant effect on the accounts.

1. Accounting Policies (continued)

The Board have prepared forecasts of income and expenditure and cash flow for 12 months from authorising these financial statements which shows that they have sufficient reserves to be able to continue for the foreseeable future. The Board will continue to monitor the impact on income and take appropriate action as necessary. The Trustees therefore continue to adopt the going concern basis of preparation for these financial statements.

1.4 Income

All income is recognised once the company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

For legacies, entitlement is taken as the earlier of the date on which either the company is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the company that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the company has been notified of the executor's intention to make a distribution.

Where legacies have been notified to the company, or the company is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Donated services or facilities are recognised when the company has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use of the company of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), the general volunteer time is not recognised. Refer to the Trustees' report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the company which is the amount the company would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

1. Accounting Policies (continued)

Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

Costs of raising funds are costs incurred in attracting voluntary income, and those incurred in trading activities that raise funds.

Charitable activities are costs incurred on the company's operations, including support costs and costs relating to the governance of the company apportioned to charitable activities.

Governance costs are those incurred in connection with administration of the company and compliance with constitutional and statutory requirements.

1.6 Tangible fixed assets and depreciation

All assets costing more than £500 are capitalised.

A review for impairment of a fixed asset is carried out if events or changes in circumstances indicate that the carrying value of any fixed asset may not be recoverable. Shortfalls between the carrying value of fixed assets and their recoverable amounts are recognised as impairments. Impairment losses are recognised in the Statement of financial activities incorporating income and expenditure account.

1. Accounting Policies (continued)

Tangible fixed assets are carried at cost, net of depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

Leasehold improvements	10%	straight line or length of lease
Freehold improvements	10%	straight line
Fixtures and fittings	25%	straight line
Freehold property	2%	straight line

1.7 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.8 Cash at bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.9 Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised within interest payable and similar charges.

1. Accounting Policies (continued)

1.10 Financial instruments

The company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

1.11 Pensions

The company operates a defined contribution pension scheme and the pension charge represents the amounts payable by the company to the fund in respect of the year.

1.12 Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.

1.13 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the company and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

1.14 Accounting estimates and areas of judgment

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

1. Accounting Policies (continued)

1.15 Employee benefits

The cost of short term employee benefits are recognised as a liability and an expense.

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

2. Income from donations and legacies

Donations Beatherder Garfield Weston Sharegift Doncaster Alcohol Services – on merger Total Total 2021	Unrestricted funds 2022 £ Restricted funds 2022 £ Total funds 2022 £ Total Funds 2021 £ 16,573 - 16,573 17,226 15,000 - 15,000 - 30,000 - 30,000 30,000 - - - 10,000 - - - 220,048
	61,573 - 61,573 227,274
	258,725 18,549 277,274

3. Income from charitable activities

Grants and Service Level Agreements Recovery Services ARC (National Lottery Community Fund) New Directions (CGL) Big Lottery WaVE / Progress Big Lottery Sober Social Skills House BMDC CLLD ESF Craven DC Recovery Banners Older Person Alcohol Worker Coalfields Regeneration Trust Non recurring grants Families Service Befriending (SCC) The Spot (CAST) (SCC) Fresh Start (Sheffield) (SCC) The Forrester Trust Family Support (Children in Need) CSE Trusted Relationships Resilience Support (WACA) Doncaster Children in Need SMS (SCC) Non recurring grants	Unrestricted funds Restricted funds Total funds Total funds 2022 2022 2022 2021 £ £ £ £ - 151,739 151,739 156,032 - 186,784 186,784 206,676 - 84,891 84,891 112,114 - 56,220 56,220 32,594 - 32,374 32,374 13,522 - (17,705) (17,705) 71,485 - 25,000 25,000 - - 13,500 13,500 - - 10,000 10,000 - - - - 13,776 - - - 453
	- 550,336 550,336 606,199
	- 11,094 11,094 30,448 - 10,700 10,700 42,800 - 88,000 88,000 88,000 - 21,000 21,000 - - - - 43,101 - 28,696 28,696 27,041 - 34,053 34,053 24,239 - 7,000 7,000 - - - - 81,838 - 2,000 2,000 3,500
	- 202,543 202,543 340,967

3. Income from charitable activities (continued)

Alcohol and Complex Needs KPS (Pathways) Doncaster Pathways – PH Doncaster Doncaster Pathways – DMBC Complex Alcohol Project The Third Place MAST Bradford & Keighley hospitals Care Farm Public Health Universal Allocation Wharfe Valley Pathways Rough Sleepers Support Wet garden Keighley Needle Exchange – CGL Keighley Inclusive Health Jack’s Snacks Non recurring grants Emergency Services Martin Lewis Covid Emergency Fund Big Lottery - Covid funding Other non recurring grants Core Services SCC Covid support City of Bradford	- 89,000 89,000 89,000 - - - 16,827 - - - 8,742 - 162,000 162,000 162,000 - 14,988 14,988 24,978 - 492,250 492,250 356,917 - 7,500 7,500 - - 80,000 80,000 - - 41,768 41,768 - - 96,546 96,546 - - - - 44,470 - 38,000 38,000 38,000 - 8,334 8,334 3,333 - 861 861 3,166 - 11,550 11,550 1,123
	- 1,042,797 1,042,797 748,556
	- - - 10,000 - - - 80,819 - - - 17,945
	- - - 108,764
	- - - 4,000 9,667 - 9,667 -
	9,667 - 9,667 4,000
Total	9,667 1,795,676 1,805,343 1,808,486
	14,000 1,794,486 1,808,486
Total 2021

4. Other trading activities

Fees and other income Total 2021 5. Investment income Interest received Total 2021	Unrestricted funds Restricted funds Total funds Total funds 2022 £ 2022 £ 2022 £ 2021 £
	77,554 - 77,554 76,528
	76,528 - 76,528 Unrestricted funds Restricted funds Total funds Total funds 2022 £ 2022 £ 2022 £ 2021 £
	1,992 - 1,992 1,400
	1,400 - 1,400

6. Analysis of expenditure on charitable activities

	Core	Recovery	Family	Alcohol &	Training	Training	Emerg-	Total
	services	services	services	complex			ency	funds
				needs			services	2022
				services
	£	£	£	£		£	£	£
Staff costs	**245,267 **	418,600	177,263	575,110	67,183		**- **	1,483,423
Training and
recruitment	12,826	285	7	348		796	-	14,262
Premises and
administration	46,599	110,865	25,429	125,104	13,129		-	321,126
Project costs	18,031	36,201	**15,718 **	236,504		1,142	-	307,596
Depreciation	34,051	-	-	-		482	-	34,533
Governance
costs (note 7)	2,428	3,600	900	4,500		-	-	11,428
Total	359,202	569,551	219,317	941,566	82,732		**- **	2,172,368
Analysis of expenditure on charitable activities - prior year
	Core	Recovery	Family	Alcohol &	Training		Emerg-	Total
	services	services	services	complex			ency	funds
				needs			services	2021
				services
	£	£	£	£		£	£	£
Staff costs	90,592	415,743	375,454	327,947	30,454		120,494	1,360,684
Training and
recruitment	8,149	-	1,162	38		170	-	9,519
Premises and
administration	19,502	68,503	79,605	19,436		9,785	29,917	226,748
Project costs	7,122	5,936	24,356	164,445		626	11,055	213,540
Depreciation	24,136	-	-	-		188	-	24,324
Governance
costs (note 7)	793	3,000	1,950	2,550		-	-	8,293
Total	150,294	493,182	482,527	514,416	41,223		161,466	1,843,108

7. Governance costs

Auditor's remuneration Accountancy fees Other Total 2020	Unrestricted funds Restricted funds Total funds Total funds 2022 £ 2022 £ 2022 £ 2021 £ 1,914 9,000 10,914 7,596 - - - 660 514 - 514 37
	2,428 9,000 11,428 8,293
	793 7,500 8,293

8. Net income/(expenditure)

This is stated after charging:

Depreciation of tangible fixed assets: - owned by the charity Auditor's remuneration - audit Operating lease rentals	2022 £ 2021 £ 34,533 24,324 10,914 7,596 3,223 1,442

During the year, no Trustees received any remuneration (2021 - £NIL). During the year, no Trustees received any benefits in kind (2021 - £NIL). During the year, no Trustees received a reimbursement of expenses (2021 - £NIL).

9. Staff costs

Staff costs were as follows:

Staff costs were as follows:
Wages and salaries Social security costs Other pension costs Redundancy costs	2022 2021 £ £ 1,242,204 1,189,519 100,180 97,420 62,117 57,203 78,922 16,542
	1,483,423 1,360,684

The average number of persons employed by the company during the year was as follows:

Average headcount expressed as a full time equivalent	2022 2021 No. No. 58 55
	48 44

No employee received remuneration amounting to more than £60,000 in either year.

The total employee benefits of the key management personnel of the charity were £228,359 (2021: £241,121)

10. Government grants

NHS Bradford Districts Bradford MDC Public Health Universal Allocation CLLD ESF	2022 £ 2021 £ 706,917 374,167 128,920 - 55,287 - (17,705) 71,485
	873,419 445,652

11. Tangible fixed assets

Cost At 1 April 2021 Additions At 31 March 2022 Depreciation At 1 April 2020 Charge for the year At 31 March 2022 Net book value At 31 March 2022 At 31 March 2021	Freehold property Freehold improvements Leasehold improvements Fixtures and fittings Total £ £ £ £ £ 495,359 35,169 145,767 192,113 868,408 - - - 45,492 45,492
	495,359 35,169 145,767 237,605 913,900
	77,773 5,937 142,495 147,716 373,921 9,907 3,517 367 20,742 34,533
	87,680 9,454 142,862 168,458 408,454
	407,679 25,715 2,905 69,147 505,446
	417,586 29,232 3,272 44,397 494,487

12. Fixed asset investment

The charity holds an investment in M&G Investments. Market valuation at 31 March 2021 Gain in value Market valuation at 31 March 2022 13. Debtors Trade debtors Other debtors Prepayments and accrued income	£ 19,299 204 19,539 2022 2021 £ £ 27,000 116,733 4,801 9,264 5,087 87,027
	36,888 213,024

14. Creditors: Amounts falling due within one year

Trade creditors Other taxation and social security Other creditors Accruals and deferred income	2022 2021 £ £ 43,660 57,472 35,263 24,725 17,902 20,625 309,026 268,959
	405,851 371,781

Creditors include company contributions to pensions transferred as not yet paid over or transferred of £7,980 (2021: £6,448)

14. Creditors: Amounts falling due within one year (continued)
Deferred income	£
Deferred income as at 31 March 2021	233,487
Resources released during the year	(216,702)
Resources deferred during the year	260,613
Deferred income at 31 March 2022	277,398
Deferred income balances at 31 March 2022:	£
Big Lottery Sober Social	26,904
Health watch – Speak up grants	485
MAST	167,000
Action for Children - Waypoint	2,400
Telford and Wreakin Council – Waypoint	2,810
Walsall Healthcare NHS Trust - Waypoint	16,300
Recovery Banners	11,500
Older Person Alcohol Worker	50,000
Total	277,398

15. Statement of funds

Unrestricted funds: General Unrestricted funds Transfer from Restricted funds Transfer to Designated funds Transfer to Designated funds Total General Unrestricted funds Designated funds: Premises Development South Yorkshire Development Business Improvement Total Designated funds Total Unrestricted funds	Balance at 1 April 2021 Incoming Resources Expenditure Transfers Balance at 31 March 2022 £ £ £ £ £ 843,715 150,786 (367,163) - 627,338 - - - 20,563 20,563 - - - 19,231 19,231 - - - (14,500) (14,500)
	843,715 150,786 (367,163) 25,294 652,362
	60,500 - - 14,500 75,000 31,500 - (27,769) (3,731) - 26,000 - (10,500) (15,500) -
	118,000 - (38,269) (4,731) 75,000
	961,715 150,786 (405,432) 20,563 727,632

15. Statement of funds (continued)

Restricted funds:
Charitable activities
Recovery Services
ARC (National
Lottery Community
Fund)	5,219	151,739	(156,958)	-	-
New Directions
(CGL)	-	186,784	(186,784)	-	-
Big Lottery
WaVE/Progress	3,853	84,891	(88,744)	-	-
Big Lottery Sober
Social	-	56,220	(56,220)	-	-
Skills House BMDC	-	32,374	(28,661)	-	3,713
CLLD ESF	24,797	(17,705)	(7,092)	-	-
Craven DC	-	25,000	(25,000)	-	-
Recovery Banners	-	13,500	(13,500)	-	-
Older Person Alcohol
Worker	-	10,000	(3,592)	-	6,408
Non recurring grants	3,773	7,533	(10,735)	-	571
Family Services
Befriending (SCC)	-	11,094	(11,094)	-	-
The Spot (CAST)
(SCC)	-	10,700	(10,700)	-	-
Fresh Start (SCC)	-	88,000	(88,000)	-	-
Forrester Family
Trust	-	21,000	(21,000)	-	-
Family Support
(Children in Need)	9,745	-	(9,745)	-	-
CSE Trusted
Relationships	-	28,656	(28,696)	-	-
Resilience Support
(WACA)	-	34,053	(34,053)	-	-
Doncaster
Children in Need	8,895	7,000	(15,895)	-	-
Non recurring grants	-	2,000	(133)	-	1,867

15. Statement of funds (continued)

Alcohol and Complex Needs KPS (Pathways) Doncaster Pathways - PH Doncaster Doncaster Pathways - DMBC Complex Alcohol Project The Third Place Care Farm Public Health Universal Allocation Wharfe Valley Pathways Rough Sleepers Support MAST Bradford Keighley Hospitals Wet Garden Keighley Needle Exchange (CGL) Keighley Inclusive Health Jack’s Snacks Non recurring grants Emergency Services Other non recurring grants Core Services Premises capital Total Charitable activities Total Restricted Funds Total Funds	- 89,000 (87,224) (1,776) - 16,191 - (16,191) - - 8,742 - (8,742) - - - 162,000 (162,000) - - - 14,988 (14,988) - - - 7,500 (7,500) - - - 55,287 (55,287) - - - 17,403 (17,403) - - - 96,546 (96,546) - - - 455,917 (429,584) - 26,333 19,075 - (288) (18,787) - - 38,000 (38,000) - - - 8,334 (8,334) - - 2,802 861 (873) - 2,790 - 11,550 (11,550) - - 9,990 - (9,990) - - 140,207 - (5,807) - 134,400
	253,289 1,710,265 (1,766,909) (20,563) 176,082
	253,289 1,710,265 (1,766,909) (20,563) 176,082
	1,215,004 1,853,551 (2,172,341) - 896,214

15. Statement of funds (continued)

Statement of funds – prior year

Unrestricted funds General Unrestricted funds Transfer from Restricted funds Transfer to Designated funds Transfer to Designated funds Total General Unrestricted funds Designated funds: Covid Impact Digital Innovation Premises South Yorkshire Development Business Improvement Total Designated funds Total Unrestricted funds	Balance at 1 April 2020 Incoming Resources Expenditure Transfers Balance at 31 March 2021 £ £ £ £ £ 475,007 350,653 (177,082) - 681,578 - - - 17,104 17,104 - - - 263,033 263,033 - - - (118,000) (118,000)
	475,007 350,653 (144,082) 162,137 843,715
	161,638 - - (161,638) - 120,000 - (18,605) (101,395) - - - - 60,500 60,500 - - - 31,500 31,500 - - - 26,000 26,000
	281,638 - (18,605) (145,033) 118,000
	756,645 350,653 (162,687) 17,104 961,715

15. Statement of funds (continued)

Restricted funds:

Donations Doncaster Alcohol Service on acquisition Charitable activities Recovery Services ARC (National Lottery Community Fund) New Directions (CGL) Big Lottery WaVE/Progress Big Lottery Sober Social Coalfields Regeneration Trust Non recurring grants Family Services Maternity and Families (AWC CCG) Befriending (SCC) The Spot (CAST) (SCC) Fresh Start (SCC) Family Support (Children in Need) CSE Trusted Relationships Resilience support (WACA) SMS (SCC) Bradford Youth Fund CLLD ESF Skills House BDMC Non recurring grants

- 18,549 - (18,549) -

- 156,032 (150,813) - 5,219 - 206,676 (206,676) - - - 112,114 (108,261) - - - 32,594 (32,594) - - 13,776 (13,776) - - - - (4,004) 7,777 3,773 - 92,000 (92,000) - - - 30,448 (30,448) - - - 42,800 (42,800) - - - 88,000 (88,000) - - - 43,101 (33,356) 8,895 18,640 - 27,041 (27,041) - - - 24,239 (24,239) - - - 81,838 (81,838) - - 5,000 - (5,000) - - - 71,485 (46,688) - 24,797 - 13,522 (13,522) - - - 3,500 (4,339) 839 -

15. Statement of funds (continued)

Alcohol and Complex Needs KPS (Pathways) Doncaster Pathways - PH Doncaster Doncaster Pathways - DMBC ASIST (AWC CCG) The Third Place MAST Bradford Keighley Hospitals Wet Garden Keighley Needle Exchange (CGL) Keighley Inclusive Health Jack’s Snacks Non recurring grants Emergency Services Big Lottery -Covid funding Other non recurring grants Core Services Premises capital Devonshire St Building PHE Total Charitable activities Total Restricted Funds Total Funds	- 89,000 (89,000) - - - 16,827 (96) (540) 16,191 - 8,742 - - 8,742 - 70,000 (70,000) - - - 24,978 (24,978) - - - 356,917 (356,337) (580) - - 44,470 - (25,395) 19,075 - 38,000 (38,000) - - - 3,333 (3,333) - - - 3,166 (364) - 2,802 - 1,123 (2,161) 1,038 - - 80,819 (80,819) - - - 17,945 (7,955) - 9,990 144,889 - (4,682) - 140,207 - - (9,411) 9,411 -
	149,889 1,794,486 (1,692,531) 1,445 253,289
	149,889 1,813,035 (1,692,531) (17,104) 253,289
	906,534 2,163,688 (1,855,218) - 1,215,004

15. Statement of funds (continued)

Purpose of restricted funds

Recovery Services:

ARC (National Lottery Community Fund) is an initiative focusing on activity and peer led support to enable people to recover from alcohol addiction and lead a fulfilling life.

New Directions (CGL) is a partnership between CGL and Project 6 to deliver elements of the Bradford Treatment Services.

Progress (National Lottery Community Fund) is an initiative to develop our recovery pathways, recruit and support peer supporters and volunteers and provide progression pathways in to the community.

Sober Social (National Lottery Community Fund) is an initiative to support people in Doncaster concerned around their alcohol use or in recovery from alcohol use and provide a safe place for activities and therapeutic groups in the community.

Skills House (BMDC) - service to support Keighley residents who require support accessing ETE provision and needs support around skills development following COVID related unemployment.

CLLD ESF - Community Led Local Development European Funding - aims to supporting those furthest from the Labour Market in Keighley to develop the skills needed to access Employment, Training and Education opportunities.

Coalfield Regeneration Trust - Sober Social staff hours and practical resources to provide digital packages and increase on-line engagement (£8,776). Additional Recovery Worker hours to counteract effect of pandemic (£5,000).

Craven Drug and Alcohol Recovery – Provision of 1-1 and group support to individuals residing in supported accommodation. A partnership project with Horton Housing.

Recovery Banners - The banner project is called “Landmark” and is a long term creative project with therapeutic value for the 10 (plus one staff member) people at different stages in their recovery to process their experiences from the depths of substance dependency to recovering life, well-being and themselves. The artists methods and creations are linked to pilgrimage and historical ways such as making banners and flasks to express their individual journeys.

15. Statement of funds (continued) Recovery Services (continued):

Older Person Alcohol Worker (DMBC) - Funding for 1-1 support for individuals over 55 who are affected by alcohol use in Doncaster

Family, Children and Young Peoples Services:

Befriending (SCC) - a spot purchase arrangement to provide support and paid mentoring for vulnerable young people.

The Spot (SCC) - an initiative to provide support for young people leaving care via a youth club offer.

Fresh Start (SCC) - an initiative that works with women in Sheffield who have had multiple children removed to engage them and prevent repeat pregnancies and therefore removals.

Forrester Family Trust – this support for Project 6 made a tremendous difference in Doncaster, improving connection for a community of people who would otherwise have been incredibly isolated and at risk of relapse during the Covid-19 pandemic. The grant enabled us to recruit a Recovery Worker for 15 hours a week to meet the increased demand for our services.

Families Together (SCC) is an initiative that supports families around substance misuses and/or parenting with the aim of enabling the children and/or young people to remain safely at home Funded by SCC.

Family Support (Children in Need) - funding for a Family Support Worker to deliver 1:1 and group-based interventions to substance users who are parents and children of substance using parents.

CSE Trusted Relationships –a partnership with Young Lives Bradford to provide targeted support to young people at risk of CSE.

Resilience Support (WACA) – an initiative to work in partnerships with GP practices to deliver support on an enhanced brief intervention basis to young people.

Co-operative Foundation – a short term piece of funding to explore solutions to Youth Loneliness.

Food parcels – a small initiative to provide food parcels to the vulnerable of Keighley.

15. Statement of funds (continued) Family, Children and Young Peoples Services (continued):

Specialist Mentoring Services (SMS) - a project to support young people experiencing challenges in life through the provision of mentoring services delivered by trained volunteers.

Bradford Youth Fund – provision of summer holiday activities to families receiving support through the Children in Need project.

Alcohol and Complex Needs Services:

Complex Alcohol Project – Providing provide specialist intensive alcohol services targeted at repeat attendees at Airedale General Hospital, women affected by pregnancy. The Third Place – Keighley - a new initiative to provide a service for people who are street drinking in Keighley and need additional support around acceding mainstream alcohol services.

DWAW (Big Lottery) is a project in partnership with RVS and Addaction to evaluate the effect of a targeted programme to increase awareness and reduce the adverse effects of alcohol in the over 50 age range.

Keighley Community Health Grants (funded Leeds Community Foundation) - project development for the Third Place

Keighley Pathways Service (KPS) (Pathways) – an initiative to provide crisis support for individuals across Airedale through working with multiple partners from the local VCS.

Wharfe Valley Pathways – a one day a week satellite service to those in Wharfedale to complement Keighley Pathways.

Doncaster Pathways (PHD/DMBC) - a crisis service aimed at supporting those who have barriers to accessing alcohol treatment services such as welfare benefits problems working in partnership with Primary Care.

ASIST (AWC CCG) – providing specialist intensive alcohol services targeted at repeat attendees at Airedale General Hospital.

The Third Place – Keighley - an initiative to provide a service for people who are street drinking in Keighley and need additional support around acceding mainstream alcohol services.

15. Statement of funds (continued) Alcohol and Complex Needs Services (continued):

Multi Agency Support Team (MAST) Bradford & Keighley Hospitals - Winter Pressure money from W Yorks and Harrogate ICS to set up and deliver a multi support team of workers focusing on supporting older people, people with alcohol issues and also mental health who are accessing hospital services during winter.

New Directions (BDMC) – is a partnership between CGL and Project 6 to deliver elements of the Bradford Treatment System.

Public Health Universal Allocation – an additional grant to support the delivery of the Bradford Treatment System.

Care Farm - an exploratory partnership with Airedale NHSFT around developing a project to be delivered between the hospital and Project 6 , at the hospital site, providing recovery and therapeutic interventions using horticulture and further down the line small animal care. Planning was carried out and a business case drawn up, it has had to be paused due to potential building work on site at the hospital.

Rough Sleepers Support – a project to ensure that people with multiple and complex disadvantages can have the opportunity of a settled home, positive health and wellbeing, access to education and employment, access to treatment services for drug and/or alcohol systems and trust in a positive future.

Wet Garden Keighley - funding to create a safe space for individuals who are street drinking in Keighley to attend services, access inclusion health opportunities and start to reduce their harm and make positive changes.

Needle Exchange - an addition to the New Directions Contract for the provision of clean needles and injecting equipment and delivering of harm reduction interventions to the Injecting drug using population of Keighley.

Keighley Inclusive Health - BDMC Public Health Team for supporting a COVID response to the most vulnerable street users and vulnerable housed in Keighley.

Jack’s Snacks - fundraising initiative started by the family of a previous member of staff to support food provision in the Needle Exchange.

15. Statement of funds (continued)

Emergency Services:

Big Lottery – Covid funding 2020 - Emergency Funding from the National Community Lottery Fund to provide support for Keighley Pathways, develop a similar response in Sheffield and provide core costs for our Training Team.

Core Services:

Premises Capital - Capital funds to purchase and renovate the charity's premises. The fund is expended by depreciation on the premises, and renovation costs. A charge on 11 19 Temple Street is held by the donor, such that if the premises are sold or no longer used for charitable purposes, the market value of the premises, in the proportion of the original cost that was given by the donor, is repayable to the donor.

City of Bradford Core Grant – grant provided to contribute to core activities

Designated Funds

Two designated funds have been utilised and one designated fund increased during the year.

Premises Development Designated Funds

Funds to support improvements to existing buildings increased in anticipation of future plans.

South Yorkshire Developments Designated Funds

Investment in strategic development in Sheffield and Doncaster through seed funding projects. This has been utilised in the year and unspent funds released to general funds.

Business Improvement Designated Funds

Funding to support a business support officer and Zoom rooms to enable more efficient mixed working. This has been utilised in the year and unspent funds released to general funds.

15. Statement of funds (continued)

Transfers

During 2019/20 Public Health England awarded Project 6 a grant of £249,910 to purchase and refurbish a building in Keighley. The purchase cost of the building, £205k, is included in the Balance Sheet as a tangible fixed asset. The refurbishment costs have also been capitalised. Each year the building will be depreciated at 2% on a straight-line basis and the freehold improvements will be depreciated over 10 years on a straight line basis. The depreciation cost of £5,807 has been charged to Core support costs in the year. To reflect this, £5,807 has been transferred from restricted to unrestricted reserves.

There was one transfer from General Unrestricted funds to Designated funds, being £14,500 relating to Premises Development. In addition there were two transfers from Designated funds to General Unrestricted funds, being underspends of £3,731 on South Yorkshire Development and £15,500 on Business Improvement.

Summary of funds - current year

General funds Designated funds Restricted funds	Balance at 1 April 2021 Income Expenditure Transfers in/out Balance at 31 March 2022 £ £ £ £ £ 843,715 150,786 (367,163) 25,294 652,362 118,000 - (38,269) (4,731) 75,000 253,289 1,795,676 (1,766,909) (20,563) 261,493
	1,215,004 1,946,462 (2,172,341) - 989,125

15. Statement of funds (continued)

Summary of funds - prior year

General funds Designated funds Restricted funds	Balance at 1 April 2020 Income Expenditure Transfers in/out Balance at 31 March 2021 £ £ £ £ £ 475,007 350,653 (144,082) 162,137 843,715 281,638 - (18,605) (145,033) 118,000 149,889 1,813,035 (1,692,531) (17,104) 253,289
	906,534 2,163,688 (1,855,218) - 1,215,004

16. Analysis of net assets between funds Analysis of net assets between funds - current year

	Unrestricted	Restricted	Total
	funds	funds	funds
	2022	2022	2022
	£	£	£
Tangible fixed assets	380,666	144,319	524,985
Current assets	473,149	396,842	869,991
Creditors due within one year	(126,183)	(279,668)	(405,851)
	727,632	261,493	989,125
Analysis of net assets between funds - prior year
	Unrestricted	Restricted	Total
	funds	funds	funds
	2021	2021	2021
	£	£	£
Tangible fixed assets	367,967	145,819	513,786
Current assets	759,497	313,502	1,072,999
Creditors due within one year	(165,749)	(206,032)	(371,781)
	961,715	253,289	1,215,004

17. Reconciliation of net movement in funds to net cash flow from operating activities

		2022	2021
		£	£
Net (deficit)/income for the year (as per Statement of
Financial Activities)		(225,879)	308,470
Adjustment for:
Depreciation charges		34,533	24,324
Acquisition of investment on merger		-	(20,000)
Interest from investments		(1,992)	(1,400)
(Gain)/loss on investment		(240)	701
Decrease in debtors		176,136	33,522
Increase in creditors		34,070	86,723
Net cash provided by operating activities		16,628	432,340
18. Analysis of cash and cash equivalents
		2022	2021
		£	£
Cash at bank and in hand		833,103	859,975
Total		833,103	859,975
19. Analysis of changes in net debt
	At 1 April	Cash	At 31 March
	2021	flows	2022
	£	£	£
Cash at bank and in hand	833,103	26,872	859,975
Total	833,103	26,872	859,975

20. Operating lease commitments

At 31 March 2022 the total of the Charity’s future minimum lease payments under non-cancellable operating leases was:

Amounts payable: Within 1 year Between 1 and 5 years Total	2022 2021 £ £ 10,832 32,972 5,827 7,050
	16,659 32,972

21. Related party transactions

Vicki Beere (CEO) is a Director of Bradford VCS Alliance, who paid £500 to Project 6 for consultancy activities during the year.

There were no other related party transactions in the year (2021: none).

22. Subsequent events

On 25th September there was on arson attack at our Abbeydale Road premises. The fire took place in the coach house which is detached to the main building. The appropriate services were contacted and the Police have subsequently confirmed this was a random attack that was not directed at Project 6. From the attack , the coach house had to be taken down and rebuilt. Our loss adjuster has confirmed that our insurance providers will pay for the rebuild.