ANNUAL REPORT 2021
OBJECTIVES AND ACTIVITIES
Charitable Objectives
As Trustees we want to help to create a space that is for the community by the community.
We want the house and garden to be a place where people of all ages feel welcome and gain a sense of belonging and purpose. A place to ‘breathe’ and make time for one another in a world which can feel stressful and a bit lonely at times.
People from the local community have already come up with lots of exciting ways the space could be used.
The key objectives of the charity, as set out in our governing document, are shown below.
Promoting wellbeing
To promote the wellbeing of residents, without distinction, in the Stirchley/Hazelwell/Kings Heath area of Birmingham.
Building community
To work with others to improve all aspects of life (social, mental, physical, spiritual, and educational) and to foster community spirit for the achievement of these and other charitable objects.
Creating space
To operate a community facility in furtherance of the charitable objects.
Building plan
The main thrust of our work during this year to April to 2021 is to raise finances and gain planning permission to fully refurbish the premises that DLCA own. The building will serve as the main base for the charity objectives. As such most activities are focused around the building renovation at this stage with full activities beginning at the house in mid – end 2022.
Ensuring our work delivers our aims
We will review our aims, objectives, and activities each year. This review looks at what we achieved and the outcomes of our work in the previous 12 months. The review outlines at the success of each key activity and the benefits they have brought to those groups of people we are set up to benefit.
The review also helps us ensure our aims, objectives and activities remained focused on our stated purposes. We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aim and objectives and in planning our future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives they have set.
The focus of our work
The focus of our work this year has been to ensure continued community engagement within the challenging circumstances and restrictions presented by the Covid-19 pandemic.
The last year has been such a challenging time for everyone. We have grieved the loss of people known to us and the activities that sustain us. But amongst it all we have seen little glimpses of hope and positivity. A collective spirit and neighbourliness that has brought joy and held us together in difficult times.
We have taken the opportunity this year to begin to renovate the community centre so that, as we begin to emerge into a new way of life, Dads Lane Community Association will be a brilliant resource in bringing people together and building community.
During the year we:
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launched a new website and social media campaign and built a following of over 450 local people
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successfully formed the new CIO with a new charity number
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reviewed the building renovation and came up with solutions to a whole host of problems
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created architectural building plans based on community consultation
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made good progress with the open-plan ground floor with space for a café and an accessible WC
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installed first-fix electrics on the ground floor
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worked safely with hundreds of volunteers in- and outside the building
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applied for over 30 grants to finance the project and secured significant funds
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submitted and obtained planning permission to extend the café and create access for wheelchair users on the Cartland Road side
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made essential roof repairs to ensure that the building is water-tight and ready for trades
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launched The Regrowth Project in the garden
How our activities deliver public benefit
In line with our Charitable Objectives, we have promoted the wellbeing of residents , without distinction, in the Stirchley/Hazelwell/Kings Heath area of Birmingham. This has been achieved through volunteer engagement in the renovation of the building and the Regrowth Project in the garden space.
We have sought to build a community network of neighbours and local people through our Facebook page and through connecting in the activities in and around the building. Positive messages and connections online at this stage helps to improve life and will build a foundation for community engagement when the building is fully operational.
We have prioritised the creation of a space that will be of great benefit to the local community. We have seen first-hand how important this space is to people and how much they are looking forward to utilising the space in the future.
REFERENCE AND ADMINISTRATIVE DETAILS
Registered Charity number
1187905
Registered office
171 Pineapple Road Birmingham B30 2SY
Trustees
Mr S Squires (Chair) Mr C Clayton Mr G Parker Mr M Williams
Bank
Lloyds Bank plc 798 Bristol Rd S Northfield Birmingham B31 2NP
STRUCTURE, GOVERNANCE AND MANAGEMENT
Organisational structure
The organisation current has four trustees with no staff.
Governance
Governance is by plies created by the trustees for the management of the charity and house.
Volunteers
There are currently no fulltime volunteers but teams of people helping with various projects on an ad-hoc basis.
Key Management Remuneration
None.
Risk Management
The trustees have a policy in place for risk management.
Data Protection and GDPR
Data Protection and GDPR policies are followed for the collection of data both online and in the premises.
FINANCIAL REVIEW
Budget and Costs
As the house is currently being renovated there are no ongoing cost for the running of the premises. The budget we are focused on in the money needed to renovate the building. This will be done in three stages:
Phase 1 Ground Floor Budget £80,000 Phase 2 Second Floor Budget £50,000 Phase 3 Third Floor Budget £30,000
As such each phase will begin once we have raised enough money or pledges from grant making organisations
Reserves Policy
The current reserves policy is based around the poverty as a significant asset. Any costs invested in the house will be monitored against equity value.
Going Concern
The trustees have a reasonable expectation that the company has adequate resources to continue in operational existence for the foreseeable future. Thus, they continue to adopt the going concern basis for accounting in preparing the annual financial statements.
FUTURE PLANS
House Renovation
The plans for the remainder of 2021 and 2022 are for the renovation of the property to serve the community and charitable objectives.
Dads Lane Community Association
Financial Activities
2 March, 2020 - 1 April, 2021
| TOTAL | |
|---|---|
| Income | |
| Donations and legacies | 3,510.84 |
| Grants - Restricted | 9,980.00 |
| Rental of Rooms | 545.00 |
| Total Income | £14,035.84 |
| Cost of Sales | |
| Fundraising Costs | 1,107.60 |
| Total Cost of Sales | £1,107.60 |
| TOTAL | £12,928.24 |
| Expenditures | |
| Building Renovation Project | 1,168.08 |
| Phase 1 Building Costs | 8,379.92 |
| Total Building Renovation Project | 9,548.00 |
| Insurances | 1,041.60 |
| Legal Fees | 3,584.40 |
| Other Professional Services | 1,040.19 |
| Repair and maintenance | 482.00 |
| Utilities | 0.00 |
| Electricity | 306.68 |
| Gas | 813.58 |
| Water Rates | 87.29 |
| Total Utilities | 1,207.55 |
| Total Expenditures | £16,903.74 |
| NET OPERATING INCOME | £ -3,975.50 |
| Other Income | |
| Interest Received | 0.08 |
| Rate Relief COVID | 10,000.00 |
| Total Other Income | £10,000.08 |
| Other Expenditures | |
| Other Expenditure | 0.01 |
| Total Other Expenditures | £0.01 |
| NET OTHER INCOME | £10,000.07 |
| NET INCOME/(EXPENDITURE) | £6,024.57 |
Accrual Basis Tuesday, 1 February 2022 10:16 am GMT+00:00
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