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**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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**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:
- Always act in the Charity’s best interests
- Manage the Charity’s resources responsibly
- Act with reasonable care and skill
## **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’)
- the Charitable Incorporated Organisations (Insolvency and Dissolution) Regulations 2012 (‘Dissolution 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:
- to advance the education of pre-school children in their cognitive, social, emotional and physical development through the provision of educational activities and interaction with the elderly.
- to relieve the need of the elderly by preventing loneliness through the provision of social interactions with pre-school children.
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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:**
- Department for Education (DfE) _Keeping Children Safe in Education 2020_
- Department for Education (DfE) _Working Together to Safeguard Children 2018_
- Department for Education (DfE) _Early Years Foundation Stage Framework 2021_
## **Statutory responsibilities in relation to adults are set out in:**
- Gov UK _Sections 42-46_ and _Schedule 2 of the Care Act 2014_
- Department of Health and Social Care _Care and Support Statutory Guidance 2020_
- _Human Rights Act_ 1998
## **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:
- early years education and care
- education (primary and secondary)
- universities and research institutions
- think tanks
- older people’s care
- social care (child and adult)
- NHS and wider healthcare providers
- housing associations
- community re-design and neighbourhood development
- local authorities
- architecture and built environment
- disability services
We have also developed a range of professional partnerships with other charities, social enterprises, think tanks and campaigns to support our work:
- NAPA (National Association of Activity Providers)
- Jo Cox Foundation
- Connection Coalition
- Generations United (USA)
- Belong Ltd
- Famileo (France)
- Relationships Project
- Stop Ageism
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:
- The University of Stirling
- Liverpool John Moores University
- Northumbria University
- Jo Cox Foundation (The Connection Coalition)
- Housing Learning and Improvement Network (Housing LIN)
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:
- The completion of our bespoke _Attuned Relationships Model_ to underpin our service delivery. This is a framework for intergenerational relational practice.
- Conducting of survey of _Belong Ltd_ staff to gather their perception of and interest in intergenerational practice and the potential of integrating early years childcare alongside older peoples’ care.
- Publication of _Care to the Nest_ an evidence-based research report about grandparent/grandchildren relationships through the pandemic, produced in partnership with the University of Stirling and Belong Ltd.
- Hosting of a UK webinar to launch and discuss the _Care to the Nest_ research report (45 participants).
- Development of the Charity’s website and social media presence on Twitter (3300 Followers, Linked-In 600+ Followers) and Facebook.
- Partnership work with the _National Association of Activity Providers (NAPA)_ to present an on-line _Fireside Glee Club_ event to over 100 care homes nationally.
- 2 lockdown projects to bring children and care home residents together – _Pocket Stories_ and _Virtual Bouquets_ .
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- 4 articles in nationally recognised professional magazines.
- 3 professional speaking engagements to multi-agency professional groups.
- Development of intergenerational nursery planning in Chester with partner organization Belong td
- Scoping and launch of _Born4Life Project_ to conduct intergenerational practice research with five outstanding nursery providers across the UK.
## **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:
- A trustee with a legal background
- A trustee with a financial/accounting background
- A trustee with early education experience
- A trustee with older peoples’/dementia care experience
- A trustee with senior managerial or charities/grant-funding experience
- A trustee with experience of equal opportunities or disability needs
- Trustees from diverse communities, backgrounds etc.
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**_
- The financial statements have been prepared under the historical cost convention and in the 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) (effective 1 January 2015) as amended by Update Bulletin 1 issued on 2 February 2016 (“amended Charities SORP (“FRS 102”).
- No material uncertainties that may cast significant doubt about the ability of the Charity to continue as a going concern have been identified by the Trustees.
## _**b) Charity status**_
- The Charity is a charitable incorporated organisation.
- The members of the Charity are the trustees named on page 3.
- In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £1 per trustee.
## _**c) Fund accounting**_
- Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the Charity 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 which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund.
- Any investment income, gains and losses are allocated to the appropriate fund.
## _**d) Incoming resources**_
- All incoming resources are included in the statement of financial activities when the Charity is legally entitled to the income and the amount can be quantified with reasonable accuracy.
- No amounts are included in the financial statements for services donated by volunteers.
- Fundraising income is recognised when the income is receivable.
## _**e) Resources expended**_
- All expenditure is accounted for on an accruals basis and has been included under expense categories that aggregate all costs for allocation to activities.
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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.
- Costs of generating funds include fundraising and publicity costs.
- Support costs are those costs incurred directly in support of expenditure on the objects of the charitable company and are allocated across charitable and non-charitable activities on a pro-rata basis guided by the value of attributable costs, unless they can be attributed directly, being a measurement considered representative of the specific input into each activity.
## _**f)Governance costs**_
- Governance costs are those incurred in connection with administration of the charity and compliance with constitutional and statutory requirements.
## _**g) Fixed assets**_
- Fixed assets are capitalised and written off over their useful economic life. There has been no depreciation charged for in this year.
## **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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