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2021-04-01-accounts

Report produced January 2022

Annual Report

Reporting Period 17 December 2019 to 1 April 2021

Ref: AR21-CIO-REM-9

Annual Report and Financial Statement

Reporting period ended 1 April 2021

A Charitable Incorporated Organisation (CIO)

Charity number: 1186999

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Report produced January 2022

CONTENTS

Statement of financial activities

Balance sheet Notes to the financial statements

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REPORT OF THE TRUSTEES

FOR THE REPORTING PERIOD

17 DECEMBER 2019 to 1 APRIL 2021

Trustees

The Trustees serving on the Trust Board during the reporting period

Name Appointed Resigned Length of
service		 For review
Susan Egersdorff 17.12.19 4years 17.12.23
Elisabeth Ludden 17.12.19 2 years 17.12.21
Pamela Mundy 17.12.19 3 years 17.12.22
Kevin Steadman 17.12.19 1.03.20 2 years N/A
Anna Park 01.02.21 4 years 01.02.25

Registered office

42A Ullet Road

Liverpool

L17 3BP

Charitable Incorporated Organisation (CIO)

Charity number

1186999

Website

www.readygenerations.co.uk

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REPORT OF THE TRUSTEES OF READY GENERATIONS

For the period 17.12.19 to 1.4.21

Introduction

The charitable trustees of the Charity Ready Generations who for the purposes of charitable law comprise the Trust Board, are pleased to present their first annual report together with the financial statements of the Charity for the period ending 1 April 2021 which are also prepared to meet the requirements of the Charities Act 2011 and Charitable Incorporated Organisations (General) Regulations 2012 (‘General Regulations’) and the Charitable Incorporated Organisations (Insolvency and Dissolution) Regulations 2012 (‘Dissolution Regulations’).

The Report has been set out to demonstrate how Trustees have fulfilled their legal duties to:

Structure, governance and management

The Trustees are responsible for the overall management and control of the Charity and meet at least six times a year. As the Charity is currently small, the work of implementing the Charity’s policies and strategic plan is carried out by the Trustees at Board Meetings. The Charity does not currently have any subcommittees. All Trustees give of their time freely and no remuneration or expenses were paid in the reporting period. No Trustee or person connected with a serving Trustee received any benefit from any service/activity of the Charity and no pecuniary or other conflicts of interest were reported.

a) Constitution

Ready Generations is a Charitable Incorporated Organisation (Foundation Model). It is not a limited company or subject to company regulation.

The Charities Act 2011 creates the basic legal framework for Ready Generations CIO .

This framework is completed by the following regulations:

• the Charitable Incorporated Organisations (General) Regulations 2012 (‘General

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Regulations’)

b) Method of appointment or election of trustees

The management of the charitable incorporated organisation is the responsibility of the Trustees who are elected and co- opted under the terms of the Constitution of Charitable Incorporated Organisation – Foundation Model

c) Induction and professional development of trustees

On appointment, charity trustees follow an induction process and are given copies of all appropriate documents and relevant guidance in order for them to understand their role. This includes the Charities Commission Guidance for England and Wales, The Essential Trustee . All trustees have been chosen with a view to them leading the Charity with the correct range of skills expedient to setting up, developing and managing the running of Ready Generations and strategically guiding its progress, priorities and future direction.

d) Organisation structure and decision making

The charity has a Board of Trustees which meets regularly. Between board meetings, necessary operational decisions and actions taken are the responsibility of the Chair in consultation with individual Trustees. All decisions are reported back to the Board and this decision-making process is evidenced through the Board minutes.

e) Risk assessment

The Trustees have assessed the major risks to which Ready Generations is exposed, in particular those related to the operations and finances of the charitable company and are satisfied that systems and procedures are in place to mitigate exposure to the major risks. This position is regularly monitored and reviewed through the use of a Risk Register . The Charity also maintains appropriate insurances to protect against any potential risk from operating its business.

Charitable objects

The objects of the Charity are as follows:

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Safeguarding

Over the reporting period Trustees have taken their safeguarding responsibilities very seriously and worked together to create and maintain a strong culture of safeguarding across everything the Charity does. This is of fundamental importance as we work alongside vulnerable children and older people. All Trustees are aware of, trained and kept up to date on all government safeguarding expectations.

Statutory responsibilities in relation to children are set out in:

Statutory responsibilities in relation to adults are set out in:

Achievements and performance

From the initial incorporation of the Charity in December 2019, the Charity’s original workplan has required constant adaptation to respond to the unprecedented demands and challenges of the covid-19 global pandemic. This has particularly affected the potential of the Charity to support older people and gain access to care homes and settings.

Whilst this has severely hampered our ability to bring intergenerational communities together in person and to access the grant funding required to establish our new Charity it has not stopped us getting started and having an impact. Over the reporting period we have been forced to think differently and have developed the skills and partnerships necessary to sustain our work through the use of technology and online events. This has included the necessity of holding all our Board meetings and Trustee development sessions online.

Although we have not been able to have the face to face impact we had hoped, we have extended our reach further through the use of a range of social media – Twitter (followers 2989 at April 2021, Linked-In and Facebook). This has allowed us to disseminate information to a wider community resulting in a substantial number of new followers and greater interest in our work from a more diverse geographical areas and professional disciplines. We have particularly reached the academic community and been contacted by many universities about our evidence-based practice approaches.

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Report produced January 2022 This growing professional interest has come from across the UK and internationally from a range of diverse professional backgrounds including:

We have also developed a range of professional partnerships with other charities, social enterprises, think tanks and campaigns to support our work:

An additional benefit has been that we have been able to work on the research elements of the Charity and completed a large-scale research project with the University of Stirling to consider the impact of the pandemic on the relationships between grandparents and their grandchildren. This involved over 240 grandparents and families nationally (publication date March 2021)

Working predominantly online has meant that the Board has developed a productive and effective pattern of using Zoom technology for board meetings and practice discussions. This has been highly effective in saving costs and improving overall efficiency.

Whilst we provided our first online events free of charge, we then took the decision to seek out small covid-19 support grants to support our work as the pandemic continued. This was the only way the Charity could attract funding as it was not possible to provide the training and conference events we had planned to raise funds in our first period of operations.

A further way we have been able to do more to fulfil the Charity’s mission has been in using lockdown periods to raise awareness of our work and develop partnerships with other professional and charitable organisations. This approach has been

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Report produced January 2022 particularly successful with research institutions and we are now working closely with:

Over the reporting period, many grant giving and funding organisations have refocused their funding priorities to support for pandemic relief work which has made broader development funding more difficult to access. Trustees are always looking at diverse ways to increase income in order for the Charity to achieve its charitable objectives and associated priorities. We are also continuing our search for a trustee with the expertise to help and take a lead on creating sustainable income streams, making bids and seeking out grant opportunities.

In June 2020, we secured the voluntary support of a professional business and governance coach with strong leadership experience through the NHS Leadership Academy . RD has helped us to develop our business model, strategic priorities and operational infrastructure. She has supported us to revisit our initial aims and ambition for the Charity to make sure we are on track to meet our charitable objects whilst also incorporating our individual motivations and aspirations for the Charity. This has been a powerful professional development opportunity for all Trustees and has been incredibly supportive, enabling us to think more strategically about the skills and expertise we need to attract to the Board going forwards. We are hugely indebted to RD for the enormous amount of practical and loyal support she has given us and continues to offer.

Despite the difficulties of our first period we have been successful in:

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Future Developments

Over 2021-2022 we intend to continue to grow our multi-agency follow-ship by developing improved networking and collaborative effort working on shared multigenerational issues.

We intend to recruit more trustees to fill identified skills and experience gaps on the Board of Trustees. This will help with the governance and management of the Charity as its reach and influence grow. The search for the right people to do this is a priority going forwards and we intend to run a recruitment drive in Spring 2022.

Where possible Trustees consider that the skills and experience of the Board should comprise the following:

We are continuing to consider ways of developing a sustainable income stream sufficient to allow us to employ some administrative help to enable us to expand our operations. The securing of greater financial security and stability is a key priority over the next reporting year.

However, despite the additional operational challenges presented by the pandemic, Trustees are confident that the Charity is now in a much stronger position to be able to deliver on its remit and deliver its strategic priorities over the coming year 20212022.

Financial activities

During the reporting period to April 2021 a carry forward of £1822.96 has been generated (see financial reports presented later).

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Reserves

The Charity’s longer-term aim is to create unrestricted reserves equivalent to six months expenditure in the future. It has not been possible to progress this aim over the reporting period due to the pressures and impact of the pandemic on funding sources and income generation.

Public benefit

When considering the work of Ready Generations , Trustees have complied with the duty in Section 4 of the Charities Act 2011 to have due regard to the Charity Commission's general guidance on public benefit.

Going concern

As part of the financial scrutiny and probity responsibilities of Trustees, the trustees have taken account of the document Going Concern and Liquidity Risk Guidance for Directors of UK Companies 2009 issued by the Financial Reporting Council and believe Ready Generations is a going concern. This assessment is based upon the funding available and income expected to be received from the services provided as the impact of the pandemic lessens and the Charity’s major projects can get fully started.

Financial oversight

Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website and take this responsibility very seriously. All safeguarding and GDPR requirements are kept under full review and monitored through Board Meetings.

This Report was approved by Trustees on 20th January 2022 and signed on their behalf by:

Susan Egersdorff

Chair of Board of Trustees

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STATEMENT OF FINANCIAL ACTIVITIES FOR REPORTING PERIOD ENDED 1 APRIL 2021

Incoming
Resources
from generated
funds		 Notes Unrestricted
funds		 Restricted
funds		 2020 -
2021
Total
Funds		 2019
Total
Funds
Voluntaryincome 0
Donations Private
donation		 547.96 547.96 0
Activities for
generatingfunds		 0
Fundraisingincome 0
Events income 0
Sundryincome 0
Incoming resources
from charitable
activities
Grants receivable Skelton Trust
£1000
LCVS
Community
Fund £1000		 2000 2000 0
Total incoming
resources		 2547.96 0
Resources
expended		 Notes Unrestricted
funds		 Restricted
funds		 2020
to
2021		 2019
Cost of generating
funds		 0
Fundraisingcosts 0
Charitable activities 0
Support costs 725 0
Governance costs 0
Total resources
expended		 725
Net income for the
year		 1822.96 0
Reconciliation of
funds		 1822.96
Total funds
brought forwards
at 31.3.21		 1822.96 0
Total funds at
1.4.21		 1822.96 0

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BALANCE SHEET AS AT 1 APRIL 2021

2020-2021 2019-2020
Fixed assets
Tangible fixed assets
Current assets
Stock
Debtors
Cash at bank and in hand 1822.96 2547.96
Totals 1822.96 2547.96
Creditors amount falling due within one year
Net current assets 1822.96 2547.96
Net assets 1822.96 2547.96
Represented by
Unrestricted funds
General fund 1822.96 2547.96
Total funds 1822.96 2547.96

Trustees acknowledge their responsibilities for complying with the requirements of the Charities Commission with respect to accounting records and the preparation of accounts.

These accounts have been prepared in accordance with the provisions applicable to Charitable incorporated Organisations and the Charity’s Act 2011.

The financial statements on pages 11 and 12 of this Report were approved and authorised for issue by the Board on 20[th] January 2022 and signed on its behalf by:

Sue Egersdorff

Chair of Board of Trustees

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NOTES TO FINANCIAL STATEMENTS FOR THE REPORTING PERIOD ENDED I APRIL 2021

1. Accounting policies

a) Basis of preparation of financial statements

b) Charity status

c) Fund accounting

d) Incoming resources

e) Resources expended

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Report produced January 2022 Where costs cannot be directly attributed to particular activities they have been allocated on a basis consistent with the use of the resources.

f)Governance costs

g) Fixed assets

2. Voluntary income

2. Voluntary income
2020/1 2019
Unrestricted Restricted Total Total
funds funds funds funds
£ £ £ £

Donations
548
-
548
0

3. Taxation

As a registered charity, Ready Generations is not subject to corporation tax on its income.

4. Analysis of net assets between funds




Fixed assets
Current assets
Current liabilities
Net assets as at 1stApril 2021		 General
Funds

£


-
1823

-

1823		 Total
2021

£
-
1823

-

1823

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