## **Trustees' Annual Report for the period**
Period start date Period end date Day Month Year Day Month Year **1st** April **2021 To 31st March 2022**
**From**
## Section A Reference and administration details
**Charity name** The Together Centre @ Loxley House (CIO) **Other names charity is known by** None **Registered charity number (if any)** 1173335 **Charity's principal address** 287 Birch Lane Dukinfield Tameside **Postcode SK16 5AU**
## **Names of the charity trustees and officials who manage the charity**
**----- Start of picture text -----**
Name of person (or body)
Dates acted if not for
Trustee name Office (if any) entitled to appoint trustee
whole year
(if any)
1 Dawson Lane Chair Membership
2 Mark Collier Secretary Membership
3 Paul Callaghan Treasurer Membership
4 Jackie Lane Trustee Membership
5 Ann Murphy Trustee Membership
Margaret Trustee Membership
6
Sidebottom
7 Susan Quinn Trustee Membership
8 Paul Rippon Trustee Membership
9 Christine Salah Trustee Membership
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## **Names of the trustees for the charity, if any, (for example, any custodian trustees)**
**----- Start of picture text -----**
Name Dates acted if not for whole year
None
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## **Names and addresses of advisers (Optional information)**
**Type of adviser Name Address**
## **Name of chief executive or names of senior staff members (Optional information)**
Leanne Bold
**Section B Structure, governance and management**
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## **Description of the charity’s trusts**
Type of governing document Constitution dated 19[th] April 2017
- (eg. trust deed, constitution)
How the charity is Charitable Incorporated Organisation (CIO) Dated 8[th] June 2017 constituted
- (eg. trust, association, company)
Trustee selection methods (eg. appointed by, elected by)[Voluntary application and selection by membership election]
## **Additional governance issues (Optional information)**
You **may choose** to include additional information, where relevant, about:
- policies and procedures adopted for the induction and training of trustees;
- the charity’s organisational structure and any wider network with which the charity works;
- relationship with any related parties;
- trustees’ consideration of major risks and the system and procedures to manage them.
The charity is ultimately managed at the Centre Manager and at a strategic level by the 9 Trustees with support currently provided by local officers as part of the local council’s community asset transfer agenda. Operationally, the organisation is managed and operates through a team of volunteers who all have specific job roles and responsibilities.
A formal partnership arrangement is in place with Active Tameside to deliver a community café and health and wellbeing activities within the centre.
Tameside MBC provides a commissioned Day Service for people with disabilities from the centre with an employed team of 3 care staff and one Senior.
Risk assessments were carried out during the summer of 2022 prior to services re-opening from the lockdown periods towards the end of the year. The assessments were approved by our Health and Safety Champion. Consideration of risk is also given within the business plan in terms of overall management of the charity and its priorities. Specific risk assessments are completed as and when required in terms of events and activities. All other risks eg Fire, Health and Safety etc are managed within the relevant documents and policies.
## **Section C Objectives and activities**
**Summary of the objects of the charity set out in its governing document**
**The objects of the CIO according to the constitution are:**
To further or benefit the residents of Tameside and the neighbourhood, without distinction of sex, sexual orientation, race or political, religious or other opinions by associating together the said residents and the local authorities, voluntary and other organisations in a common effort to advance education and to provide facilities in the interest of social welfare for recreation and leisure time occupation with the objective of improving the conditions of life for the residents.
In furtherance of these objects but not otherwise, the trustees shall have power:
To establish or secure the establishment of a community centre and to maintain or manage or co-operate with any statutory
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authority in the maintenance and management of such a centre for activities promoted by the charity in furtherance of the above object.
Nothing in this constitution shall authorise an application of the property of the CIO for the purposes which are not charitable in accordance with (Section 7 of the Charities and Trustee Investment (Scotland) Act 2005) and (Section 2 of the Charities Act (Northern Ireland) 2008)
## **The Centres Vision Statement is:**
We want to be a place of possibility. We want to be a place where people can come together, feel safe, well and happy. Where people can learn and grow and feel a sense of pride and ownership.
## **The Centres Strategic Aims are:**
- To provide a community resource and facilities for all to use.
- To provide a range of activities for all to participate in.
- To provide a healthy food offer available and accessible for all.
- To help people to access services and facilities which will help to improve their wellbeing.
## **Summary**
The Together Centre at Loxley House seeks to develop a range of health and wellbeing activities over time in order to achieve our social objectives, as well as generate sufficient income to manage and maintain the centre in the longer term.
**Summary of the main activities undertaken for the public benefit in relation to these objects (include within this section the statutory declaration that trustees have had regard to the guidance issued by the Charity Commission on public benefit)**
Key activities of the Trust will be:
- Managing the Together Centre as an accessible, community facility hosting a range of services to the community.
- Providing a range of services to meet the needs of local Families.
## **Additional details of objectives and activities (Optional information)**
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You **may choose** to include further statements, where relevant, about:
- policy on grantmaking;
- policy programme related investment;
- contribution made by volunteers.
We currently do not have a policy on grant making, however, this is something that we will be working on more detail with our colleagues at Action Together Tameside. We have submitted a number of successful grants for specific projects within the centre and are working hard to deliver the projects.
- We recognise the importance and the crucial contribution that is made by our volunteers, and this is reflected in the centres Volunteer Strategy that is in place. This covers all aspects of volunteering ensuring that all our volunteers have a positive experience whilst being involved at the centre.
## Section D Achievements and performance
**Summary of the main achievements of the charity during the year**
As with the rest of the country, the Together Centre spent the first 3 months of the year in lockdown as a result of the pandemic. During the summer of 2020 as restrictions were gradually eased the Trustees undertook a series of conversations with the local authority around the safety measures to be put in place that would permit a re-opening of the premises.
Given the highly vulnerable nature of most of the centre’s service users the decision was taken to re-introduce existing services on a gradually phased and socially distanced basis.
**Volunteers** – The Together Centre was able to recruit a core group of 46 volunteers who were instrumental both in reconfiguring the premises so that a limited range of activities could be re-established, cleaning and sanitising the premises after use and supporting general operations.
**Trustees** – The break in operations gave the current Board time both to continue working on a Community Asset Transfer with the local authority and to assess current levels of representation. Conversations have now taken place a number of local residents, service users and volunteers and we have successfully recruited new Trustees to expand the make-up of the Board, bringing in a wider set of skills and experience to help develop the CIO.
**Council Support** – The Centre received ongoing advice and support from local council officers, particularly in the context of making the premises safe for people to meet in small numbers in line with government regulations and guidance Work also continued on a draft business plan for the Centre as one of the key requirements to effect transfer of the asset to the Together Centre.
**Donations and Funding** – A Centre Manager has now been appointed who will lead on the development and submission of new grant applications and building the level of donations and commercial income into the organisation.
**Activities Timetable** – The Centre has returned to normal operations and will continue to include weekly wellbeing sessions and workshops.
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## Section D Achievements and performance
**Community Café** – The purchase of new ovens has now taken place in order to bring the café back into full operation.
**Partnership working –** We have continued to work with Action Together on building the capacity of the organisation and they now provide our payroll service.
## **Section E Financial review**
**Brief statement of the charity’s policy on reserves**
As the TTC is in its formative and development years, any surpluses and reserves shall be dedicated to expand and further its ambitions as stated in the Objects section of the Constitution.
**Details of any funds materially in deficit**
None
## **Further financial review details (Optional information)**
You **may choose** to include additional information, where relevant about:
- the charity’s principal sources of funds (including any fundraising);
- how expenditure has supported the key objectives of the charity;
- investment policy and objectives including any ethical investment policy adopted.
The charities principal sources of funds and income will be derived from:
- Rental income
- Room Hire Community Café Service Delivery
- Grants
- Contracts
- Direct Payments
- Fundraising (Fairs, events, socials etc)
- Voluntary income and donations
Expenditure is focused primarily on the purchase of equipment to enhance and improve the efficiency and effectiveness of the organisation.
A business plan forming the basis of a Community Asset Transfer with the local authority is well advanced and reflects our policy objectives. Reserves and working resources will, wherever possible, be employed in an ethical manner.
To develop and maintain a healthy reserve it is our policy to retain a reserve fund supplemented by a minimum of 25% of the year-end surplus. The Trust Board may increase this at any time as it sees fit and appropriate, under advisement of the Treasurer.
## **Section F Other optional information**
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## **Section G Declaration**
**The trustees declare that they have approved the trustees’ report above.**
**Signed on behalf of the charity’s trustees**
**Signature(s)** Paul Callaghan **Full name(s)** Dawson Lane **Position (eg Secretary,** Chair Treasurer **Chair, etc) Date** 29-01-2023
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**----- Start of picture text -----**
The Together Centre @ Loxley House CIO 1173335
Receipts and payments accounts CC16a
For the period Period start date Period end date
To
from 01/04/2021 31/03/2022
Section A Receipts and payments
Unrestricted Restricted Endowment
Total funds Last year
funds funds funds
to the nearest £ to the nearest £ to the nearest £ to the nearest £ to the nearest £
A1 Receipts
Fundraising 32 - - 32 830
Grants and donations 72,709 - - 72,709 950
Room hire 6,806 - - 6,806 3,000
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
Sub total (Gross income for
AR) [ 79,547 ] - - 79,547 4,780
A2 Asset and investment sales,
(see table).
- - - -
- - - - -
Sub total - - - - -
Total receipts 79,547 - - 79,547 4,780
A3 Payments
Fundraising expenses 120 - - 120 100
Meal provision 4,261 - - 4,261 -
Resources 5,793 - - 5,793 -
Volunteer costs 8,810 - - 8,810 -
Administration costs 2,755 - - 2,755 2,059
Wages 14,326 - - 14,326 -
Establishment costs 2,997 - - 2,997 -
- - - - -
- - - - -
Sub total [ 39,062 ] - - 39,062 2,159
A4 Asset and investment
purchases, (see table)
- - - -
- - - -
Sub total [ - ] - - - -
Total payments [ 39,062 ] - - 39,062 2,159
Net of receipts/(payments) 40,485 - - 40,485 2,621
A5 Transfers between funds - - - - -
A6 Cash funds last year end 67,545 - - 67,545 64,924
Cash funds this year end 108,030 - - 108,030 67,545
**----- End of picture text -----**
CCXX R1 accounts (SS)
25/04/2023
1
## **Section B Statement of assets and liabilities at the end of the period**
|**Categories**
Signed by one or two trustees on
behalf of all the trustees
**B1 Cash funds**
**B2 Other monetary assets**
**B4 Assets retained for the**
**charity’s own use**
**B5 Liabilities**
**B3 Investment assets**|Signature
**Details**
**Details**
**_Total cash funds_**
(agree balances with receipts and payments
account(s))
**Details**
**Details**
**Details**
Equipment|**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**104,136**
**-**
**2,257**
**-**
**-**
**-**
**106,393**
**-**
Agreement Error
OK
**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
1637
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**liability relates**
**Amount due**
**(optional)**
**-**
**-**
**-**
**-**
**-**
Print Name|**Endowment**
**funds**
**to nearest £**
**-**
**-**
**-**|
|---|---|---|---|
||||**-**|
||||OK|
||||**Endowment**
**funds**
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**Current value**
**(optional)**
**-**
**-**
**-**
**-**
**-**
**Current value**
**(optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**When due**
**(optional)**
Date of
approval|
CCXX R2 accounts (SS)
25/04/2023
2
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