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2024-03-31-accounts

The Community Matters Partnership Project

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 March 2024

Charity Number: 1183467

Report contents

Page(s)
Legal and administrative information 1
Structure, Governance and Management 2
Objectives, Activities and Risk Management 2 – 3
Achievements and Performance 4 – 5
Financial Review 5
Future Plans 6
Statement of Trustees’ Responsibilities 7
Disclosure of Information to Auditors 7
Independent Auditor’s Report to the Trustees 8 – 9
Statement of Financial Activities 10
Balance Sheet 11
Notes to the accounts 12 – 16
Detailed statement of financial activities 17 – 18

The Community Matters Partnership Project

1. LEGAL AND ADMINISTRATIVE INFORMATION

Chief Executive Officer

Trustees

Mr Simon Jarvis Mr Paul Edwards Mr Paul Farr Mrs Tracey Shrimpton (resigned September 2024) Mrs Dominique Stillman

Auditors Branston Adams Chartered Certified Accountants Suite 2 Victoria House South Street Farnham Surrey GU9 7QU Principal registered address Sentinel House Ancells Business Park Harvest Crescent Fleet GU51 2UZ Charity Registration Number 1183467 Bankers Lloyds Bank PLC 25 Gresham Street London EC2V 7HN

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The Community Matters Partnership Project

ANNUAL REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 March 2024

The Trustees present their Report and Accounts of the Charity for the period ended 31 March 2024.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charity’s trust deed, the Charities Act 2016 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 on 16 July 2014.

2. STRUCTURE, GOVERNANCE AND MANAGEMENT

2.1 The Community Matters Partnership Project (CMPP) is a Charitable Incorporated Organisation created by the constitution dated 17th May 2019. It is a Registered Charity, number 1183467.

Governance

2.3 The Community Matters Partnership Project’s Trustees are elected by a majority vote of all the Trustees.

3. OBJECTIVES, ACTIVITIES AND RISK MANAGEMENT

3.2 The routine business of the Charity continues to be carried out by the CEO of the organisation and a team of CMPP staff supported by the Board of Trustees.

3.3 Trustees of CMPP are duty bound to demonstrate not only competence, challenge, and knowledge of charity affairs, but to make themselves aware of any significant risks which the Charity may face on a regular basis and to ensure that our financial and operational affairs are reviewed regularly.

3.4 The activities of CMPP continue to be built around corporate volunteering, helping companies to deliver corporate volunteering days in relation to our objectives.

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Risk management

3.6 Two primary risks have been identified for the year ahead.

Key Risk 1: A significant reduction in income

3.7 CMPP relies on two main income streams: Membership fees and fundraising, both of which could come under significant pressure given the difficult economic context in which businesses operate.

3.8 Since April 2023, 4 corporate Members, 1 medium and 1 micro have decided not to renew Membership. The departure of two corporate Members was both surprising and sudden, the result of company decisions outside the control of CMPP. This represents a reduction in Membership fee income of £23k.

3.9 Decisions not to renew are usually taken for one of these reasons: changed business priorities; cost pressures during a difficult financial operating period; the business developing its own CSR/volunteering scheme; or simply because personnel changes and new decision makers have different ideas. It is, however, critically important to the viability of the Charity to retain Members and - if possible - to grow Membership in order to guard against the high likelihood of churn.

3.10 Membership fees are vital, providing the funding for all our community projects. Whilst a second income stream (fundraising and sponsorship) provides a valuable cushion against loss of Members, it is of secondary importance. It is therefore incumbent on CMPP to constantly seek new ways to evolve, in order to remain attractive, relevant and important to our business Members.

Key Risk 2: Failure to develop relevant programmes which attract the interest and support of Members

3.11 The Charity has pursued a growth strategy since 2023: since December 2023, we have recruited 2 corporate Members, 2 medium, 2 small and 5 micros. This represents Membership income of £19.5k.

3.12 Whilst we have an impressive increase in the number of paying Members (currently 39, up from 33 last year), this major source of CMPP was expected to be significantly higher. Had it been as anticipated, the financial outturn of the Charity would have been significantly improved.

3.13 To remain viable (see Key Risk 1 above), the Charity must remain dynamic, progressive and above all responsive to our Members. Our strategy is to retain the support of existing Members whilst attracting the interest of new partners to mitigate the adverse impact of income vulnerability. To do so requires the tireless revision of our programmes and activities to ensure that they continue to meet both the needs of paying Members but also attract favourable publicity, enticing more companies to join the Partnership.

3.14 Pursuit of new Members whilst simultaneously planning the expansion of fundraising activities in order to make CMPP events bigger and better, necessitates staff capacity. CMPP is managed by a small, part-time, largely term-time only team; in previous accounts, it has been reported that a key risk was lack of capacity to be able to deliver the wide expectations of stakeholders. However, competing with this demand is the pressing need to ensure that all costs, especially staffing, are kept under rigorous review and controlled.

3.15 Failure to develop our community projects risks a gradual decline of CMPP as an increasingly crowded market place expands, and Members or potential Members take other opportunities to deliver their CSR/ESG programmes. Our strategy therefore is to examine closely the effectiveness of everything we offer, reducing time invested in projects which we consider less relevant to our Membership. At the same time, we will invest in more ambitious programmes which will attract potential new Members, appeal to existing Members, enhance our reputation locally and position CMPP favourably to take advantage of potential new funding paths.

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4. ACHIEVEMENTS AND PERFORMANCE

4.1 The Charity has a Board of Trustees, who are helping to develop a range of key policies and top line strategies. Several Trustees have been in post since the formation of the Charity providing an important degree of continuity. However, as Trustees’ terms of office end, the Board has been reduced in number, resulting in a group which is commensurate with the scale and needs of the Charity. In the year ahead, the skills and experience mix of the Board will be kept under review to ensure that it remains fit for purpose.

4.2 The Charity has continued to develop under the leadership of the CEO who took on the role in February 2023. By the end of March 2024, CMPP had successfully engaged 39 businesses into becoming CMPP Members. Membership fees generated an income of £124,294 ranging from larger corporate partners to SMEs and solo entrepreneurs. This represents a growth of £35,788 on 22-23 (40%).

4.3 A minor rebranding took place in this operating period. It was felt necessary to make the purpose of the Charity more overt; the new logo emphasises the nature of our work more explicitly than did the previous, rather opaque ‘CMPP’ logo. Whilst the formal name of the Charity remains unchanged, for business purposes the ‘Project’ has been dropped. Responses to this sharper focus have been very favourable.

4.4 Social media representation of CMPP’s activities has been stepped up significantly this year, with a planned schedule of regular posts appearing across a number of platforms. A member of staff has been allocated the responsibility for overseeing the maintenance of CMPP’s social media presence. The website has also been revamped and freshened.

4.5 CMPP continues to adapt: all staff are geared up to work from home, with technology and resources in place to support this. Staff are encouraged to continue to work flexibly, from home and to use the co-working facilities at The Village Hotel, Farnborough provided at no cost. The facilities are conveniently located very near the Farnborough business park.

4.6 CMPP created an online resource bank during lockdown - Speakers for Schools - which hosts video interviews with business people. However, following the decision by a Member to withdraw sponsorship for the programme in 2023 and the patchy use of the resource as reported by schools, the continuation of this project in abeyance for the foreseeable future.

4.7 However, our work with schools in the area remains a priority. This year, initiated following a Community Minds event hosted by a Member organisation in June 2023, CMPP developed ‘RAISE’: an innovative, attractive programme of Member work place visits for year 9 children aimed at informing, inspiring and raising aspirations.

4.8 To date, a cohort of 12 students from Tomlinscote School, each carefully selected following an application process managed by the School, undertook four visits with two more planned for the autumn. This inaugural programme will culminate in a ‘graduation’ event at which the young people will present to employers, parents and other stakeholders their experiences and learning. The School has provided a highly encouraging interim evaluation of this innovative approach to a community partnership between the worlds of business and education, designed and delivered by CMPP.

4.9 The intention is to monitor the progress of this initial cohort to generate hard impact data in order to assess whether the ambitions for the programmes have been realised in measurable outcomes. Companies involved are very enthusiastic about the RAISE programme suggesting that the initiative, which has drawn positive publicity, provides ‘soft’ volunteering opportunities plus professional/personal development for employees. A decision on whether the programme should be repeated in 2025, with the option of expansion and the possibility of sponsorship once final outcomes are known, will be made in the autumn.

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4.10 CMPP has continued to develop the Community Action Day (CAD) and Annual Volunteering Day (AVD) programme. We source, scope and attend each project and manage the experience from start to finish. In this accounting period, the Community Action team ran 40 volunteer days, engaging with around 900 volunteers from over 30 different businesses, providing around 4,555 of gifted hours’ labour worth in excess of £100k. Volunteers have worked in teams and individually to bring about significant improvements in the community and environment as well as sharing professional expertise.

4.11 In addition to the above, the annual Twilight Runway Challenge attracted the participation of record numbers: nearly 1,000 people, representing many companies, helped raise funds for dozens of charity partners. This event has two functions: raising funds for CMPP but also acting as a fundraising platform for local schools and charities. CMPP engages businesses to sponsor the event to keep costs low; charities can use Twilight to bring their supporters together to raise funds for their cause. In 2023, almost £50,000 was raised in this way for many good causes.

5. FINANCIAL REVIEW

5.1 During its third year as a registered charity, CMPP generated £164,459 of unrestricted income, of which 65 per cent was sourced from partnership subscriptions, including corporate, SME and sole trader organisations. This shows a £29k rise on the previous year. CMPP also successfully raised over £40,000 in fundraising activities. Overall, the operating period shows a 22% increase in income since 2022-23.

5.2 CMPPs’ overall operating costs have been actively managed and have fallen by £15k over the year, from £123k to £108k. This follows a detailed review of expenditure, particularly various consultancy fees and staffing levels, leading to the planned cost savings. Costs will continue to be kept under review but, as Membership grows in line with strategy, further investment in additional staffing to support the development of community programmes may be necessary.

5.3 Currently, CMPP has sufficient reserves to ensure there is no tangible risk to its ability to operate as a going concern and the longer-term forecast is positive. Given the nature of the organisation, CMPP has few tangible fixed assets other than the volunteer support van, a consequence of which is that depreciation has fallen to £2.7k.

5.4 Overall, these Accounts represent a strong period of management and operation by the Charity during which Membership has grown and interest in CMPP is healthy. At the end of the year, it retains positive cash balances of over £120,000. This is a result of its strong financial performance and rigorous cost management over this and previous years. There were negligible short term or long term liabilities at the end of the financial year, so liquidity is strong.

5.5 During the year, it is important to note that CMPP has neither applied for nor received any form of government or grant funding to support its community projects. All funding has resulted from social enterprise, generating income through membership packages and a programme of fundraising events.

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6. FUTURE PLANS

6.2 Our ability to develop and evolve is as always limited by the twin barriers of time and money. There is some capacity for staff to respond to new initiatives but significantly increasing capacity will only be an option with a dependable income flow, though this is unlikely ever, given the nature of our business, to be ‘assured’. This seeming impasse is not new to CMPP, indeed has been an ever present since it became a registered charity.

6.3 In general terms, business appetite for CMPP’s core service - cost effective, high-quality corporate volunteering - is still in demand; the value of corporate volunteering to business and the well-being of staff has been well established. We intend to intensify the Charity’s social media presence creating more dynamic content to publicise activities and opportunities even more effectively.

6.4 The Community Action Days (CAD) and the larger scale Annual Volunteering Days (AVD), such as the Beach Clean and Festive Frimhurst, are our core activity. They will continue to run with no plans to alter how these days operate because they are popular with Members and well received by the beneficiaries. We have added more larger scale AVDs to the programme eg Brookwood Cemetery, making five throughout the year. The calendar for 2024 was reviewed to help relieve pressure on staff by smoothing out events and activities across the year.

6.5 Currently under consideration is how to generate more high-quality virtual or ‘soft’ volunteering opportunities - such as RAISE - for Members. Feedback, in line with national studies, suggests that there remain significant numbers of employees who want to volunteer but are deterred by the physical demands and time constraints of the activities currently offered.

6.6 We anticipate income from our revamped Quiz (rebranded this year as a Movie Quiz), to be held at Farnborough International, to rise. An income of £4k from this event is, we consider, achievable.

6.7 The annual Golf Day is popular with participants but has once again not attracted sufficient interest from our Members. For this reason, whilst a small profit accrues, we have decided that this will be the last such CMPP fundraising day. Planning is already underway for a replacement summer fundraising event which will, it is hoped, prove to be more popular with Members and generate greater revenue.

6.8 Networking events previously run by CMPP under the ‘Networking for Good’ banner have been superseded. In their place, we have launched ‘Community Minds’: exercises in thought leadership, engaging business leaders to work together to tackle common problems, provide mutual support and to promote a positive future for Rushmoor and Surrey Heath.

6.9 To date, three successful Community Minds have run, each hosted at the premises of a Member organisation. They have been well-received and attracted good participation. More such events are planned in the year ahead.

6.10 Overall, future CMPP strategy will coalesce around a ‘three pillar’ model under these areas of activity:

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7. STATEMENT OF TRUSTEES’ RESPONSIBILITIES

7.1 The Charity’s Trustees are responsible for preparing the Trustees’ Annual Report and the Financial Statements in accordance with applicable law and UK accounting standards (UK Generally Accepted Principles).

7.2 The law applicable to charities in England and Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources for the charity for that period. In preparing these financial statements, the Trustees are required to:

7.3 The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charities Act 2016, the applicable Charities (Accounts and Reports) Regulations, and the provisions of the Constitution. They are also responsible for safeguarding the assets of the Charity and taking reasonable steps for the prevention and detection of fraud and other irregularities.

7.4 The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the Charity’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements.

8. DISCLOSURE OF INFORMATION TO AUDITORS

Signed on behalf of the Trustees of The Community Matters Partnership Project by:

…………………………………………………………………………………………………………………

Mr Paul Edwards Chair

.................................................. Date

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9. INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE COMMUNITY MATTERS PARTNERSHIP PROJECT FOR THE PERIOD ENDED 31 MARCH 2024

9.1 We have audited the financial statements of The Community Matters Partnership Project for the period ended 31 March 2024 set out on pages 8 to 17 which have been prepared on the basis of the accounting policies set out on page 10. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom accounting standards (United Kingdom Generally Accepted Accounting Practice).

9.2 This report is made solely to the Charity’s Trustees as a body, in accordance with Section 144 of the Charities Act 2016 and the regulations made under Section 164 of that Act. Our audit work has been undertaken so that we might state to the Charity’s trustees 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 Charity and the Charity’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Respective responsibilities of Trustees and Auditor

9.3 As explained more fully in the statement of trustees' responsibilities, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

9.4 We have been appointed as auditor under section 144 of the Charities Act 2016 and report in accordance with regulations made under section 164 of that Act. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board's ethical standards for auditors.

Scope of the audit of the financial statements

9.5 An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the group's circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the

Trustees; and the overall presentation of the financial statements. We read all the information in the report of Trustees to identify material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or inconsistencies, we consider the implications for our report.

Opinion on financial statements

8

Matters on which we are required to report by exception

Paul Branston Adams (Senior Statutory Auditor)

For and on Behalf of Branston Adams Statutory Auditors and Chartered Certified Accountants Suite 2 Victoria House South Street Farnham Surrey GU9 7QU

……………………….

Date

9

The Community Matters Partnership Project
10. Statement of Financial Activities
For theyear ended 31 March 2024
2024 2023
**Unrestricted ** Restricted Total **Unrestricted ** Restricted Total
Funds Funds Funds Funds Funds Funds
£ £ £ £ £ £
NOTE
INCOMING RESOURCES
PartnershipSubscriptions 2 124,294 - 124,294 88,506 - 88,506
FundraisingEvents 3 39,093 - 39,093 43,008 - 43,008
Charitable Income Activities 4 1,073 - 1,073 3,738 - 3,738
Government Grants 5 - - - - - -
TOTAL INCOMING RESOURCES 164,460 - 164,460 135,252 - 135,252
RESOURCES EXPENDED
Charitiable Activities 6 18,232 - 18,232 14,066 - 14,066
OperatingCosts 7 107,738 - 107,738 122,839 - 122,839
TOTAL RESOURCES EXPENDED 125,970 - 125,970 136,905 - 136,905
Depreciation 2,756 - 2,756 3,288 - 3,288
NET MOVEMENT IN FUNDS FOR THE YEAR 35,734 - 35,734 (4,941) - (4,941)
Total Funds Brought Forward 113,436 - 113,436 118,377 118,377
TOTAL FUNDS AT 31 MARCH 2024 149,170 - 149,170 113,436 - 113,436

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----- Start of picture text -----
THE COMMUNITY MATTERS PARTNERSHIP PROJECT
11. Balance sheet
As at 31 March 2024
2024 2023
£ £ £ £
Note
FIXED ASSETS
Office equipment 9 1,667 1,513
Motor Vehicle 5,060 6,727 6,746 8,259
CURRENT ASSETS
Cash at Bank 10 120,830 112,321
Trade Debtors 49,110 11,385
Prepayments & Accrued Income
169,940 123,706
CREDITORS: Amounts falling due within one year 11
Accruals & Prepaid Income 25,771 17,793
Other Creditors 1,726 736
27,497 18,529
NET CURRENT ASSETS 142,443 105,177
TOTAL ASSETS LESS CURRENT LIABILITIES 149,170 113,436
THE FUNDS OF THE CHARITY 12
Unrestricted Income Fund 149,170 113,436
Restricted Income Fund - -
TOTAL FUNDS 149,170 113,436
----- End of picture text -----

The financial statements were approved by the Trustees on: ………………………………………….. (date)

and were signed on their behalf by:

……………………………………………………………..

Mr Paul Edwards Chair

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12. NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2024

12.1 ACCOUNTING POLICIES

a) Basis of preparation and going concern

The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2016.

The Trustees consider that there are no material uncertainties about the Charity’s ability to continue as a going concern.

b) Incoming resources

Income comprises of gross partner subscriptions, fundraising and other charitable activities.

All incoming resources are included in the Statement of Financial Activities when the Charity has entitlement to the funds, certainty of receipt and the amount can be measured with sufficient reliability.

c) Resources expended

Resources expended are included in the Statement of Financial Activities on an accruals basis, inclusive of any VAT which cannot be recovered. All expenditure has been classified under headings that aggregate all costs related to the category. Costs that cannot be directly attributed to particular headings have been allocated to activities on a basis consistent with use of resources.

Grants payable are only recognised in the accounts when a commitment has been made and there are no conditions to be met relating to the grant which remain in the control of the Charity.

d) Tangible fixed assets

Tangible assets are stated in the statement of financial position at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses.

The cost of tangible assets includes directly attributable incremental costs incurred in their acquisition and installation.

e) Depreciation

Depreciation is charged so to write of the cost of assets, other than land and properties under construction over their estimated useful lives, as follows:

Office equipment - 25% Straight Line Basis Motor Vehicle - 25% Reduced Basis

f) Assets and liabilities

Current assets are included at the lower of cost and net realisable value. Liabilities are generally recognised as soon as there is a legal or constructive obligation committing the Charity to the expenditure. Liabilities are included at their settlement value.

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g) Fund accounting

Funds held by the Charity are both unrestricted general funds and restricted funds.

Unrestricted general funds are available for use in accordance with the charitable objects at the discretion of the Trustees.

Restricted funds are available for use but must be applied in accordance with the restrictions associated to the individual capital.

12.2 PARTNERSHIP SUBSCRIPTIONS

2024 2023
Unrestricted Restricted Total Unrestricted
Restricted
Total
Funds Funds Funds Funds Funds Funds
£ £ £ £ £ £
Partnership
Subscriptions 124,294 124,294 88,506 88,506
FUNDRAISING EVENTS
2024 2023
Unrestricted Restricted Total
 Unrestricted Restricted Total
Funds Funds Funds Funds Funds Funds
£ £ £ £ £ £
Fundraising Events 39,093 39,093 43,008 43,008

12.3 FUNDRAISING EVENTS

12.4 CHARITABLE INCOME ACTIVITIES

Charitable Activities 2024
Unrestricted
Funds
Restricted
Funds
Total
Funds

£
£
£
1,073
1,073
1,073
1,073		 2023
Unrestricted
Funds
Restricted
Funds
Total
Funds
£
£
£
3,738
3,738
3,738
3,738

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12.5 CHARITABLE ACTIVITIES

Event Purchases
Advertising &
Promotional
Twilight Challenge
Anthea’s Marathon
Virtual Virgin Money
Golf Days
Halloween Quiz
Other Fundraising
Speakers for Sch		 2024
Unrestricted
Funds
Restricted
Funds
Total
Funds

£
£
£
-
-
3,133
3,133
7,907
7,907
-
-
-
-
3,309
3,309
1,241
1,241
2,642
2,642
18,232
18,232		 2023
Unrestricted
Funds
Restricted
Funds
Total
Funds
£
£
£
1000
1000
1.944
1.944
2,693
2,693
-
-
48
48
4,559
4,559
967
967
2,635
2,635
220
220
14,066
14,066

12.6 OPERATING COSTS

Wages
Administrative
Expenses
Travel & Subsistence
Hospitality
Staff Training
Insurance
Professional Fees &
Expenses
Finance Charges		 2024
Unrestricted
Funds
Restricted
Funds
Total
Funds

£
£
£
81,876
81,876
3,678
3,678
2,212
2,212
308
308
398
398
425
425
18,761
18,761
81
81
107,738
107,738		 2023
Unrestricted
Funds
Restricted
Funds
Total
Funds
£
£
£
84,613
84,613
5,433
5,433
1,494
1,494
871
871
666
666
846
846
28,802
28,802
115
115
122,840
122,840

12.7 STAFF

The average number of people employed during the year was 5.

average number of people employed during the year was 5.
Staff costs were as follows:
Staff salaries
Social security costs
Pension costs		 2024
£
81,233
337
307
81,876		 2023
£
83,265
97
1,251
72,233

No employee received emoluments above £60,000.

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12.8 TANGIBLE FIXED ASSETS

Office Equipment
As at 1 April 2023
Additions
Depreciation
Balance as at 31 March 2024		 2024
£
8,259
1,223
(2,756)
6,726		 2023
£
1,524
10,006
(3,287)
8,259

Trustees have confirmed that the value shown accurately reflects the market value, in accordance with the Charity’s finance policy.

12.9 DEBTORS: Amounts falling due within one year

Trade Debtors
Prepayments and Accrued Income
12.10 CREDITORS: Amounts falling due within one year
Social security and other taxes
Other Creditors
Accruals & Deferred Income		 2024
£
49,110
-
49,110
2024
£
1,670
56
25,771
27,497		 2023
£
11,385
-
11,385
2023
£
695
41
17,793
18,529

12.11 RESTRICTED AND UNRESTRICTED FUNDS

Restricted funds are funds subject to special trusts specified by the donor. This might be because it was a public appeal for a specific purpose, grants or donations. It may also include land, buildings or other assets donated to a Charity. The Trustees will be in breach of trust if they use restricted income other than for the specified purpose. Unless specified, interest or other investment income on a restricted fund will be added to the fund. Significant restricted funds have to be separately disclosed in the notes to the accounts. Unrestricted funds are funds available for the purposes of the Charity, to be spent as the Trustees see fit.

12.12 FINANCIAL COMMITMENTS

At 31 March 2024 the Charity had no longer term financial commitments

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12.13 RELATED PARTY TRANSACTIONS

There were no related party transactions in the year.

12.14 TAXATION

The Community Matters Partnership Project is a registered Charity and therefore is not liable to income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities.

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----- Start of picture text -----
THE COMMUNITY MATTERS PARTNERSHIP PROJECT
13. STATEMENT OF FINANCIAL ACTIVITIES
FOR THE YEAR ENDED
31-Mar-24
2024 2023
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
INCOMING RESOURCES
Partnership Subscriptions
Partnership subscriptions 124,294 124,294 88,506 88,506
Charitable Income
Donations 1,073 1,073 3,389 3,389
Networking event - - 349 349
Speakers for Schools - - - -
Fundraising Events
Fundraising event:Summer Party 2022 - - 392 392
Fundraising events:Christmas event 1,536 1,536 2,000 2,000
Fundraising events:Charity Cake Sale - - 34 34
Fundraising events:Easy Fundraising - - 22 22
Fundraising events:Twilight Challenge 2024 9,821 9,821 - -
Fundraising events:Twilight Challenge 2023 13,800 13,800 955 955
Fundraising events:Twilight Challenge 2022 - 24,002 24,002
Fundraising events:Fundraising event .Virtual Virgin - - 102 102
Fundraising events:Gatherwell Rushmoor Lottery 310 310 321 321
Fundraising events:Beach Clean Up Day 2,356 2,356 913 913
Fundraising events:Golf Days 8,431 8,431 9,165 9,165
Fundraising events:Halloween Quiz Night - - 3,603 3,603
Fundraising events:Movie Quiz Night 2,839 2,839 - -
Fundraising event - 1,500 1,500
164,460 - 164,460 135,252 - 135,252
EXPENDITURE
Charitable Activities
Advertising/Promotional 3,133 3,133 1,944 1,944
Twilight challenge 99 99 2,693 2,693
Fundraising events:Twilight Challenge 2023 5,447 5,447 - -
Fundraising events:Twilight Challenge 2024 2,361 2,361 -
Fundraising event .Virtual Virgin Money London Marathon - - 48 48
Fundraising events:Golf Days 3,309 3,309 4,559 4,559
Fundraising events:Halloween Quiz Night - - 967 967
Fundraising events:Movie Quiz Night 1,241 1,241 - -
Speakers for Schools - - 220 220
Purchases - - 1,000 1,000
Fundraising events:Celebration Breakfast 386 386 367 367
Fundraising event:Beach Clean Up Day 2,241 2,241 1,839 1,839
Fundraising event:Summer Party 2022 - - 90 90
Networking for Good 15 15 340 340
----- End of picture text -----

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----- Start of picture text -----
2024 2023
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
Governance Costs -
CMPP Branding - - 1,615 1,615
Ambassador Gifts 50 50 80 80
Compliance - - 9 9
Consultant fees 10,500 10,500 12,063 12,063
Consultant fees:Simon C Jarvis Consultancy - 3,010 3,010
Consultant fees:Paul Marcus - Consultancy 4,500 4,500 6,000 6,000
Hospitality 308 308 871 871
Office/General Administrative Expenses 404 404 250 250
Payroll Expenditures 81,233 81,233 83,265 83,265
Employer NI 337 337 97 97
Pension Expense 307 307 1,251 1,251
Other Professional Fees 3,761 3,761 7,729 7,729
Printing, Postage and Stationery 159 159 146 146
Staff Expenses - - 929 929
Travel and Accommodation 2,212 2,212 1,494 1,494
Networking Event - - 658 658
Phone Costs 978 978 1,054 1,054
Computer Costs 135 135 36 36
Trustees training day - - 348 348
Trustees expenses - - 179 179
Staff training day 74 74 318 318
Staff expenses 323 323 331 331
Insurances 425 425 846 846
Bank charges 81 81 115 115
Business Exhibition - - - -
CAD Days 1,951 1,951 145 145
125,970 125,968 136,905 136,905
Depreciation: Office Equipment 2,756 2,756 3,288 3,288
Total expenditure 128,726 128,725 140,193 140,193
NET INCOMING/(OUTGOING) RESOURCES 35,734 35,734 (4,941) (4,941)
Total funds brought forward 113,436 113,436 118,377 118,377
TOTAL FUNDS CARRIED FORWARD 149,170 149,170 113,436 113,436
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