CKSA Y Ganolfan Adeiladu Gweithredu Cymdeithasol Centre for Building Social Action ANNUAL REPORT 2020- 2021 ## **LEGAL AND ADMINISTRATIVE INFORMATION** ## **Charity Name:** The Centre for Building Social Action Limited ## **Charity Number:** 1188696 ## **Company Registration Number:** 02633128 ## **Country of Incorporation:** England and Wales ## **Registered Address:** The Lord Arthur Rank Centre Trostre Road Llanelli SA14 9RA ## **Legal Form:** Company Limited by Guarantee ## **Trustees:** Derith Powell MBE James Lewis Reverend Eldon Phillips Frederick St. John Roberts Peter Freeman Gerald Davies ## **Senior Management:** Mike Theodoulou – Chief Executive Janice Morgan – Deputy Chief Executive Steve Taylor – Finance Manager ## **Accountants:** Charles and Company Murray Street Llanelli ## **Bankers:** HSBC Vaughan Street Llanelli **2 CBSA ANNUAL REPORT 2020 – 2021** ## **CONTENTS** ||**INTRODUCTION**
**TRUSTEES’ ANNUAL REPORT FOR YEAR ENDED 31st**
**MARCH 2021**
**A.1 Introduction**
**A.2 Structure, Governance and Management**
**A.3 Public Benefit**
**A.4 Objects and Aims**
**A.5 Strategic Objectives, Activities and Achievements**
**A.6 Ensuring a fit for Purpose Infrastructure**
**A.7 Our Finances**
**A.8 Challenges and Future Priorities**
**A.9 Our Funders**
**4**
**6**
**6**
**7**
**11**
**11**
**12**
**20**
**21**
**22**
**23**| |---|---| **CBSA ANNUAL REPORT 2020 – 2021 3** ## **INTRODUCTION** **Writing this in the middle of the coronavirus pandemic and all the disruption, turmoil and sadness it has brought, I don’t think any of us could have predicted just how much our lives have been affected in the last year – and continue to be.** CBSA and the people we support are facing one of the most challenging times in our history. The loss of people’s lives and the current and imminent loss of jobs and businesses as government support tapers are conspiring to make Covid-19 and its aftermath a crisis of unprecedented proportions. The Trustees and senior team have always been both proud and inspired by the staff at CBSA and the work that they do, but we are especially impressed by the way they have reacted to the pandemic and continued to provide support to those most in need during these difficult times. Looking forward you’d be forgiven for thinking that this year, of all years, would be the year where there would be less to celebrate. And yet, in spite of the huge range of challenges we’ve faced as an organisation, there is still so much to celebrate, not least the way we have been able to adapt the way in which we engage with the people we support. Also this year we also celebrate our 30th Anniversary. From a small community project, we have developed into an organisation with a significant impact on reducing poverty and improving the quality of life for thousands of people across West Wales. **4 CBSA ANNUAL REPORT 2020 – 2021** As always, on behalf of all the Trustees and the Executive Team, we want to thank our amazing staff and team of invaluable volunteers who go that extra mile to make a real difference to lives and livelihoods. We’d also like to thank our community – across all generations in West Wales – whose ideas and strengths drive everything we do. As always, we thank our funders; the way they have supported us and the sector as a whole during the past year has been unparalleled. Without the flexibility and additional support they have demonstrated during the past year, we simply could not have continued to make a difference in the lives of the people we support. We hope that this report demonstrates how we have used the generous resources that you have entrusted to us to not only respond to the crisis of the past year but also to continue to grow and to implement long-term change. We are both proud that the charity ends 2020/21 with increased impact, high quality delivery, solid governance and a clear strategy to continue its mission to help local people build their capacity to overcome the causes and symptoms of poverty and inequality. **Frederick St. John Roberts Chairman** **Mike Theodoulou Chief Executive** **The Centre for Building Social Action Limited** **CBSA ANNUAL REPORT 2020 – 2021 5** ## **TRUSTEES’ ANNUAL REPORT FOR YEAR ENDED 31st MARCH 2021** **The Trustees are pleased to present their annual Directors’ Report together with the financial statements of the Charity for the year ending 31st March 2021. They are also prepared to meet the requirements for a Directors’ report and accounts for Companies Act purposes. The Charity Commission entered the Company onto the Register of Charities with the Registered Charity Number 1188696 in March 2020.** The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, 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 (FRS 102) as amended for accounting periods from 1 January 2016. ## **A.1 Introduction** We are a social justice organisation . Established 30 years ago, our vision is to create strong, cohesive communities where individuals have the power to thrive and not just survive. To do this we address both the causes and symptoms of poverty, inequality by designing our services with, not for, individuals and communities most affected by these issues, so they have the skills to overcome. Our work breaks down into three separate areas of activity as outlined below: **6** **CBSA ANNUAL REPORT 2020 – 2021** - Social Inclusion: under this heading comes the practical support we offer such as our Food Forward Schemes, tool library and toy and baby bank – all ways to reduce household costs and maximise hard-pressed family incomes. - Educational Inclusion for all ages: we strongly believe in education as a way to break free of poverty. Through our various projects we offer a range of accredited and unaccredited training, capacity building and alternative curriculum education. - Economic Inclusion has always been at the heart of our work helping people get and keep good jobs. We provide a range of employment and enterprise support in response to our community’s needs. This work is underpinned by our recognition that the solutions, and the skills to put them in place, are often to be found in the lived experiences and understanding of the people and communities affected. Our recognition finds expression in projects that develop the capacity of individuals to contribute and our determination to put co-production at the heart of all our work. The above objectives and activities reflect the Charity’s values, which are: - **Community:** strong communities as loci for mutual support and the realisation of individual potential. - **Education:** both formal and informal, as a means by which individual potential can be realised. - **Human enterprise and endeavour:** as the drivers for individuals and communities to address the challenges they face. - **Sustainable development:** through which the security and wellbeing of future generations are protected by the responsible practices and use of resources of the current generation. ## **A.2 Structure, Governance and Management** The Centre for Building Social Action Ltd (CBSA) is a company limited by guarantee. The liability of Trustees in limited to a sum not exceeding £10. As set out in the Articles of Association, all Trustees and designated officers, including the Chair, are appointed at the AGM. The term of office for Trustees is initially three years, with the possibility of ongoing renewal. In appointing new Trustees, attention is paid to the need to have a balance of representation and diversity, including: gender, age, ethnicity, disability, and sexuality. The Trustee Board meets no less than four times in each financial year. ## **A.2.1 Functions of the Board** The Board of Trustees fulfils the following functions: - To have control of the Charity and its property and funds. - To have responsibility for the Charity’s overall governance and strategic direction. - To develop the aims, objectives and organisational goals in accordance with the legal and regulatory framework of the sector and in line with the Charity’s governing document, continually striving for best practice in governance. - To uphold the fiduciary duty invested in the position, undertaking such duties in a way that adds to public confidence and trust. - To interview, appoint and monitor the work and activities of senior paid staff. All members of the Board of Trustees are required to sign a Code of Conduct Declaration and Register of Interest. - **Justice:** driven by tackling entrenched social inequalities and ensuring that those who are traditionally under-represented in society have a strong voice in how our society is run. **CBSA ANNUAL REPORT 2020 – 2021 7** ## **A.2.2 Main Responsibilities of the Board** - Managing organisational performance and risk – developing and reviewing the organisation’s strategy, objectives, performance, statutory compliance and risk, continuously, ensuring the measurement of our impact. - Leadership and strategy – leading the development of the organisation’s vision, mission, values and strategic direction. - Strategic planning and implementation – agreeing coherent, strategic plans and timetables, monitoring performance and reviewing outcomes and impact. - Communication – promoting the work of the organisation to a variety of external partners, stakeholders and audiences. - Equality and diversity – championing equality and diversity in everything that the organisation does, particularly in the context of making people matter and working with some of the most disadvantaged people in society. - Safeguarding – monitoring the organisation’s conduct to ensure that safeguarding standards are maintained. ## **A.2.3 Induction and Training of new Trustees** New Trustees receive an induction pack containing the following: - Declaration to act as a Trustee. - Terms of Reference. - Code of Conduct. - Equal Opportunities monitoring form. - Declaration of Interest Form. - Skills and Knowledge Audit. - Charity Commission CC3 document. - Responsibilities of Trustees. - Memorandum and Articles of Association. - Annual Report and Accounts. - Information regarding Trustee Board meetings. ## **A.2.4 Related Parties** All interests are required to be declared and signed in the Trustee’s Declaration of Interests pro-forma as required under the Charity’s Articles of Association and Conflict of Interests Policy. A conflict of interest register is kept and updated annually or when appropriate. In addition, all Trustees are required to declare any interest pertinent to the agenda at all Board Meetings. ## **A.2.5 Organisational Structure** The Board of Trustees administers the Charity. In so doing, it meets quarterly, with subcommittees reporting to it on a task and finish basis. A Chief Executive Officer (CEO) is appointed by the Trustees to oversee the Charity’s day-to-day operations. To facilitate effective operations, the CEO has delegated authority, within terms of delegation approved by the Board, for operational matters including finance, employment and performance related activities within the core services. The Board of Trustees has oversight of financial matters through reports to each meeting. The Board of Trustees may amend these powers from time to time. The CEO is supported by a Deputy Chief Executive, with Project Co-ordinators taking operational responsibility for the successful delivery of the Charity’s various projects. A Finance Manager is responsible for administering the Charity’s accounts. Business development is undertaken by a New Business Manager, who combines this role with overseeing and quality assuring the Charity’s training and education provision. At the end of the Financial Year 2020/21, the Charity employed 17 full-time and 2 part-time staff. As Trustees we are committed to transparency in our work and include staff in our decisions and as such we operate an ‘open door’ policy where staff are encouraged to ask questions about our activities, strategy, performance and current initiatives. We continuously interact and communicate with staff through committees, meetings, working groups and day to day management. We also convey information **8 CBSA ANNUAL REPORT 2020 – 2021** regularly via internal publication of our meeting papers, minutes and actions. The charity is fortunate to have a number of committed and inspirational volunteers. Over the course of 2020/21 we have had the support of 42 volunteers. The skills and knowledge of our volunteers is a huge asset to the charity and we have over the recent past used their experience to improve our volunteer programme to make it as impactful as possible. ## **Case Study: Our Volunteers Responding to Covid*** When Covid 19 first hit CBSA had just launched a tool library for low income families. The tool library funded by the National Lottery Community Fund, offered members of the scheme free tools for hire to enable home improvements, repairs and upcycling. Restrictions and lockdown meant that the library could no longer open but staff and volunteers really wanted to help people on the front line of the pandemic. A call out from local NHS midwifes for equipment bags galvanised our staff and volunteers into action, and soon using sewing machines and other tool library equipment, CBSA staff and volunteers were making headbands and equipment bags for care and NHS workers. They then progressed to producing masks that were available free of charge to all our staff, participants and volunteers, helping them keep safe. Our team of volunteers, all based at home, worked tirelessly collecting dontated materials, washing and ironing and sewing and delivering the final product. As one of our volunteers Anne says: _**“I have sewing skills I hadn’t used for years, and it’s lovely to feel I’ve been useful.”**_ *Name and identifying details changed. **CBSA ANNUAL REPORT 2020 – 2021 9** ## **A.2.6 Policies and Procedures** The conduct of the Charity and our range of activities are guided by a comprehensive set of policies and procedures to ensure that its governance, financial management, security, management and operation are in keeping with best practice. All staff are aware of their responsibilities in relation to these policies, together with the expectation that they adhere to them in their day-to-day working. All policies and procedures are reviewed by the Board of Trustees on an annual basis, unless legislative change dictates otherwise, or in the event of an incident that gives rise to a need for review of the provisions, interpretation and implementation of a policy. ## **A.2.7 Safeguarding** As a Charity working with vulnerable people of all ages, we take our responsibilities with regards safeguarding very seriously. This includes having well-established systems and processes to ensure that the safety and interests of those concerned are protected at all times. These include, but are not limited to, a _Child Protection and Safeguarding Policy_ and a _Safeguarding Adults at Risk Policy_ . All Trustees and staff undergo the appropriate level of Disclosure and Barring Scheme checks upon appointment. All staff undergo comprehensive safeguarding training on an annual basis, and are aware of the various forms of abuse that might occur and how these might manifest themselves, as well as the procedures to be adopted where these are suspected. Policies set out clear systems for reporting suspected / actual cases of abuse, and their investigation and reporting in an appropriate manner. ## **A.2.8 Risk Management** The Trustees believe that they have identified the major risks to which the charity is exposed and how these risks can be mitigated. This has been aided by a robust risk management process. The process identifies the types of risks the Charity faces, prioritises them in terms of likelihood of occurrence and potential impact, identifies the means of managing these risks and monitors how they are managed. The risk register is reviewed quarterly, with relevant exemption reports presented to the Board. Trustees review the adequacy of protection against these risk and, where this appears insufficient, put in place appropriate procedures to mitigate them. The biggest risk for the Charity continues to be our over-reliance on short-term and limited funding at a time when the demand for services grow. Therefore, an important strand of the Board’s strategy is to continue to demonstrate the Charity’s ability to provide added value as an organisation, whilst simultaneously demonstrating excellent outcomes and impact. At the same time, the organisation looks to expand its income streams and look for new sources of growth. ## **A.2.9 Ongoing Implications of the Covid 19 Pandemic** Like so many other charities, Covid has affected our ability to deliver services and creates some uncertainty regarding our finances whilst also increasing demand for our support. The impacts of lockdown, the pandemic and wider consequences are affecting people’s living standards and levels of poverty, with associated impact on wellbeing and mental health, putting pressure on already stretched statutory services. Our work and services adapted to virtual and increased digital delivery rapidly, including aspects of our training and participation work. Through this, we have been able to increase our support and meet increased demands. We are hugely indebted to our staff and volunteers, who continued to offer in-person support to those facing food insecurity and social isolation, always in line with government guidance. They have provided a lifeline to the people we serve. We continue to call for the investment needed to renew rather than return to pre-Covid approaches, given the increased number of people dealing with all aspects of inequality and injustice, on top of the existing gaps in provision. **10 CBSA ANNUAL REPORT 2020 – 2021** ## **A.3 Public Benefit** As required by the Charities Act 2011, the Charity Commission for England and Wales issued its general guidance on the criteria it will use to determine whether a charity provides public benefit. The Board of Trustees has considered the relevant guidance and is satisfied that the organisation provides considerable public benefit, as demonstrated in this report. We have referred to the guidance when reviewing our purpose and mission and in planning future activities. In particular, consideration is given to how planned future activities will contribute to the delivery of public benefit. Thus, development activities and proposals for funding applications are presented to Trustees for approval based on their ability meet this requirement. In making their decisions, Trustees assure themselves that all proposals target members of the community who are experiencing social exclusion on the basis of one or more of the factors identified, or are at risk of doing so. At the same time, Trustees ensure that the outcomes of the Charity’s work, and the public benefits that derive from it are demonstrable through qualitative, as well as quantitative research methodologies. Furthermore, Trustees assure themselves that no potential barriers to participation by the target groups exist, and that issues of equality and diversity are adhered to. ## **A.4 Objects and Aims** The Charity’s objects are to develop the capacity and skills of members of socially and economically disadvantaged communities of Wales in such a way that they are better able to identify, and help meet, their needs and to participate more fully in society, in particular but not exclusively by: - a) equipping disadvantaged or otherwise excluded people with the skills and competencies required to take responsibility for identifying and meeting their needs and those of the community; - b) the delivery of formal, informal and community education programmes that provide socially and economically disadvantaged people opportunities to gain nationally recognised qualifications and / or develop the knowledge, skills and competencies required for independent living and the labour market; - c) the promotion, provision and facilitation of volunteering, training and work experience opportunities to unemployed or underemployed people who are disadvantaged in the labour market. In addition to any other powers it may have, the Charity has the following powers in order to further the Objects (but not for any other purpose): - a) to raise funds. In doing so, the Charity must not undertake any taxable permanent trading activity and must comply with any relevant statutory regulations; - b) to buy, take on lease or in exchange, hire or otherwise acquire any property and to maintain and equip it for use; - c) to sell, lease or otherwise dispose of all or any part of the property belonging to the Charity. In exercising this power, the Charity must comply as appropriate with sections 117 and 122 of the Charities Act 2011; - d) to borrow money and to charge the whole or any part of the property belonging to the Charity as security for repayment of the money borrowed. The Charity must comply as appropriate with sections 124 – 126 of the Charities Act 2011 if it wishes to mortgage land; - e) to co-operate with other charities, voluntary bodies and statutory authorities and to exchange information and advice with them; - f) to establish or support any charitable trusts, associations or institutions formed for any of the charitable purposes included in the Objects; - g) to acquire, merge with or to enter into any partnership or joint venture arrangement with any other charity; - h) to set aside income as a reserve against future expenditure but only in accordance with a written policy about reserves; - i) to employ and remunerate such staff as are necessary for carrying out the work of the Charity. The Charity may employ or remunerate a Director only to the extent it is permitted to do so by article 10 and provided it complies with the conditions in that clause; **CBSA ANNUAL REPORT 2020 – 2021 11** - j) to: - i) deposit or invest funds; - ii) employ a professional fund-manager; and - iii) arrange for the investments or other property of the Charity to be held in the name of a nominee; in the same manner and subject to the same conditions as the trustees of a trust are permitted to do by the Trustee Act 2000; - k) to provide indemnity insurance for the Directors in accordance with, and subject to the conditions in, section 189 of the Charities Act 2011; - l) to pay out of the funds of the Charity the costs of forming and registering the Charity both as a company and as a charity; - m)to do all such other lawful things as are necessary for the achievement of the Objects. ## **A.5 Strategic Objectives, Activities and Achievements** This year saw the first year of our three-year strategy 2020-2023 with the following strategic aims identified by the Trustees: - Continue to put people in the lead; designing our services with, not for, individuals and communities most affected by poverty, so together we create sustainable solutions. - Deliver social, economic and environmental impacts that last; empowering individuals and communities to challenge poverty. Our Theory of Change sets out the change we want to see. - Ensuring a fit for purpose organisation that allows us to function effectively and efficiently in order to deliver on our mission and strategic aims. - Maintaining the financial health of the organisation. ## **A.5.1Putting People in the Lead** In keeping with the Charity’s name, the Centre for Building Social Action Ltd, we seek to develop the capacity of individuals and communities to develop and manage their own solutions to the challenges they face. Key to this is co-production, defined by us as the equal sharing of power, agency and decision making with all those affected by a project, and with the local people, organisations and systems which support them. During 2020/21 this work has continued as we have collaborated with participants, volunteers and other stakeholders co-designing, co-delivering and co-evaluating our projects and services. ## **A.5.2 Delivering Economic, Social and Environmental Impact** During 2020/2021 we have continued to deliver a range of projects under difficult circumstances, as Covid-19 necessitated we found new ways to reach people and communities. We are pleased to note that during the year: - 593 individuals of all ages were supported across all our activities to actively tackle the causes and symptoms of poverty. - 473 individuals reported a positive impact from our support. This includes increases in selfconfidence, self-belief and resilience deriving from participation in a range of activities. - 293 gained new skills in a range of areas such as personal development and employability. - We welcomed and valued the support of 42 volunteers, who provided a combined total of 4,290 hours of time to the organisation, and the people we support. Volunteers have worked as mentors, offered employability support, packed food boxes, helped sort toys and baby clothes, manufactured face masks and headbands, and worked in our gardens. - Our Social Return on Investment review saw the organisation delivering a social return on investment in the range of £10.29 to £11.97 in the form of social and economic - outcomes, including health and wellbeing, training and skills. That is for every £1 invested in the organisation we delivered at least £10.29 in added value. In line with our theory of change, these are some of the changes we have supported people to make happen during the past year. **12 CBSA ANNUAL REPORT 2020 – 2021** |**LONG-TERM**
**OUTCOMES**|• Reduced poverty in West
Wales.
• Improved quality of life.
• Improved life outcomes
(e.g. better employment).
• Environmental resources
are maximised.
• Reduction in health
inequalities.
• Increased social capital.
• Increased community
influence on local and
central decision making and
policy.| |---|---| |**SHORT-TERM**
**OUTCOMES**
**(during project**
**lifetimes)**|**Improved social inclusion**
• Improved relationships.
• Reduced isolation and
loneliness.
• Greater social networks.
**Better educational**
**outcomes**
• New skills and
qualifications.
• Young people stay in
education.
• Progression to further
learning.
**Improved economic**
**outcomes**
• Reduced household
expenses.
• Reduced debt.
• More individuals secure
employment and improve
employment.
**Better mental wellbeing**
• Improved wellbeing.
• Increased confidence and
self-esteem.
• Improved resilience.
• More positive attitude.
**Improved physical health**
• Improved health due to
more fresh produce and
better understanding of
healthy lifestyles.
• Environmental benefits.
• Greater environmental
awareness, resulting in less
waste and reduced.| |**OUTPUTS**|• Sustainable support
networks established for
people affected by poverty.
• 500+ people supported
each year through activities
to tackle causes and
consequences of poverty.
• Social return on investment
of around £10.29 for every
£1 invested in CBSA’s
projects.
• Local people empowered
to take the lead in designing
support which meets their
needs.| |**ACTIVITIES**|Range of projects and
activities in following areas:
• **Social inclusion**
– Food Hubs.
– Food growing schemes.
– Community lending
schemes.
– Befriending schemes.
– Youth social action.
programmes.
• **Educational inclusion**
– Alternative Learning
Centre.
– Youth and adult
education and training.
– Community capacity
building.
• **Economic inclusion**
– Employability
programmes.
– Social Enterprise support.| |**INPUTS**|• Assets and skills of local
people and communities.
• CBSA Team experienced in
co-producing support for
people affected by poverty
and challenging
circumstances.
• Time and support from
nearly 50 volunteers.
• Premises in West Wales,
including community
gardening schemes.
• Grant funding.
• Income from property for
reinvestment.
• Business contributions.| |**CONTEXT**|Significant levels of poverty
driven by:
• Government policy
decisions.
• Low employment skills.
• Low income and earnings.
• Lack of support due to
stretched services.
• Low quality housing.
• Poor quality / low paid
employment opportunities.
Leading to:
• Poor physical and mental
health.
• Social isolation.
• Child poverty.
• Increased In-work Poverty.
• Homelessness.
• Food / Fuel Poverty.
• Digital exclusion.
• Increased debt levels.| **13** **CBSA ANNUAL REPORT 2020 – 2021** ## **A.5.2.1 Improved Economic Outcomes** Today in Wales, one in four people – approximately 700,000 people – live in poverty. Poverty means not being able to heat your home, pay your rent, eat fresh, healthy food or buy the essentials for your children. Jane’s case study illustrates how important our Food Forward Membership scheme has been in helping her feed her family whilst maintaining dignity and self-esteem. For £5 per week, Jane and her family receive a food box with the emphasis on fresh nutritious food. The contents of the box, mainly surplus food which supermarkets have not sold, would retail at about £20, thus saving Jane in the region of £15 per week on her shopping. ## **Case Study: Improved Economic Outcomes*** Jane lives with her husband, three children and their dog. Prior to Covid 19 they just about managed and whilst money was tight they were able to cover essential costs. Then Covid 19 arrived, Jane lost her job and her husband Rhys’s painting and decorating business ground to halt They went from just managing to experiencing huge financial challenges which culminated in them having to close down the business and enter administration. This put a huge emotional and financial burden on the whole family. On one occasion Jane told CBSA staff, that due to a variety of problems, our food box was the only food they could afford that week. Fortunately, on that occasion staff were able to source additional assistance for Jane and her family that helped them overcome the immediate crisis. The family have been open about how the food deliveries are a highlight of their week and their youngest son is always excited to see what is in the box. The service offered by Food Forward not only provides a weekly supplement to the food budget, but also much-needed human interaction during a time when the family felt isolated, let down and very alone. Over a period of a year membership of Food Forward will save Jane and her Family nearly £800 – money that can be spent on other items of expenditure to help hard pressed budgets go that much further. Jane says: _**“Without CBSA we would have really struggled, they made the difference in eating and not eating. We are happy to make that little bit of a contribution because it makes you feel good about yourself – that you’re not taking a hand-out.”**_ *Names and identifying features have been changed **14 CBSA ANNUAL REPORT 2020 – 2021** ## **A.5.2.2 Improved Social Inclusion** We have been improving work readiness for the past 30 years, and during that time have helped over hundreds of people into employment or selfemployment. This work continues, and whilst we understand that in-work poverty continues to increase, we also see good quality work as one of the best ways to not only help people to move out of poverty but to increase levels of inclusion, improve self-esteem and restore dignity. Kevin’s story illustrates how we help people overcome long-standing barriers to employment helping them to gain sustainable jobs whilst helping him feel valued and improving social networks. ## **Case Study: Improved Social Inclusion*** Kevin was referred to our European Social Fund funded First Impression project by his work coach at the Job Centre, and when project staff met him, he was enthusiastic and had a strong desire to do well. Kevin had struggled to find a job due to a lack of skills and experience. He hated school and left with no qualifications, and over the next 20 years was frequently in and out of work due to short term contracts. He became depressed and anxious, which led to long periods of ill health. He lived alone, had no close family, and often felt isolated and ignored. Kevin embraced training, even though the pandemic meant that in-person sessions were not possible. He made the most of the opportunity to access our e-learning platform, which gave him access to over 100 certified training modules – all designed to improve the skills and knowledge needed for employment. When restrictions lifted he was able to gain a Level 3 qualification in First Aid. Although the pandemic offered limited work options we were able to secure him a paid work placement within a local community project, helping people who needed additional support due to Covid. He proved to be a hardworking, reliable, dedicated. At the end of his placement he was offered a permanent job and was welcomed as a valuable team member. His self-esteem improved as did his network of friends; stemming from the relationships he made in the workplace. Kevin said: _**“I really enjoy my work here, everyone is friendly and we are making a real difference to people who need help. It’s not just helping others though; it’s helped me so much. I’m looking forward to getting up again and going to work. I really like the people I work with, there’s a great family feel to this place, and I have made friends and feel less lonely.”**_ *Name and identifying features have been changed **CBSA ANNUAL REPORT 2020 – 2021 15** ## **A.5.2.3 Better Mental Well-being** There is a strong link between poverty and poor mental health. Living in poverty means waking up every day facing insecurity, uncertainty, and difficult decisions about money. It means facing marginalization because of financial circumstances. The constant stress overwhelms people, affects them emotionally and depriving them of the chance to play a full part in society. Our National Lottery Community Fund project, Stronger Together, was able to help Melissa and her daughter get back on their feet after an unexpected crisis left them anxious, uncertain, and not knowing who to turn to for help. ## **Case Study: Better Mental Health*** Melissa got in touch with the CBSA in March of this year. Her eldest daughter had just given birth and had nothing ready for a baby. As her daughter had kept the pregnancy a secret, it was a complete surprise and nothing had been prepared for the new baby. Melissa, a widow with 3 children, lives in rural Carmarthenshire, has no transport and is dependent on sporadic public transport; which has been made worse due to the Covid pandemic. They had no wider family support and had no idea how they were going to manage with no money to buy even the basics for the new baby. Melissa already had 3 children to support on a very low income and this newest turn of events made her feel sick with worry, unable to cope and totally overwhelmed. CBSA staff put together a parcel of new-born baby clothes, a fleece blanket and a baby carrier seat so that the baby could be safely carried around as they did not have a pram. The supplies were delivered to her door to make sure she had access to the items as soon as possible. The team at CBSA were also able to give her information on places that could offer her further support such as her nearest Family Centre. We were also able to provide information on accessing benefit support. Melissa said: _**“I am so grateful for all the support I have had from CBSA. I didn’t know where to go, but you have helped me see that there is still help, even with Covid making everything so difficult. I didn’t know there were family centres around – this is all so new to me as I have never had to ask for help before, thank you.”**_ *Name and identifying features have been changed **16 CBSA ANNUAL REPORT 2020 – 2021** **A.5.2.4 Improving Physical Health** ## **Case Study: Improving Physical Health*** The Back2Basics food resilience programme is a 16-week programme that supports young people to learn about food shopping on a budget, safe food preparation, how to cook healthy, tasty meals and ways of reducing food waste. It also gives everyone on the programme an opportunity to learn about growing fruit and vegetables and to get their hands dirty at our growing scheme in Machynys learning how to grow fruit and vegetables. Also, the young people have the opportunity to try out their carpentry skills building paths, raised beds, and garden furniture and also how to grow a wide array of fruit and vegetables. All hard work that leads to healthy appetites. As Mark said: _**“Working in the garden has really helped my mental health and I also feel so much fitter. My favourite part was learning about plants and how best to grow them.”**_ Tom before joining the project described himself as having the world’s worst diet but after a few weeks on the programme said: _**“Yeah it’s been really good, I thought it would be boring but I really enjoyed learning about different foods, how to cook them. I really like the fact that you get to eat the meal at the end of the session and take home leftovers. I’m going to try and eat better now.”**_ During lockdown the project also provided healthy food boxes to young people struggling on low incomes. When Will lost his job on a construction site, he had no money and it took time to secure benefit payments. Our weekly deliveries stopped him having to worry about where his next meal was coming from. *Name and identifying features have been changed **CBSA ANNUAL REPORT 2020 – 2021 17** ## **A.5.2.5 Increased Environmental Benefits** Most of the world today operates a “take, make, throw away” model. Consequently, two billion tons of solid waste are created every year, which is equivalent to five times the weight of all people on Earth. sustainable. Our circular economy projects – be it the repurposing of surplus food, upcycling of second hand furniture, tool lending or reusing school uniforms – not only help people, but help the planet as well. Our case studies illustrate how food destined for landfill can be repurposed to better use. CBSA’s projects and services recognise that continued disregard for our environment is not ## **Case Study: Increased Environmental Benefits** The CBSA Food Forward team have built some strong and supportive relationships with surplus food suppliers, including the major supermarkets, small local businesses and farmers, as well as Fareshare, who provide generous donations of good, healthy food for our project. Food that would otherwise go to landfill. Weekly we are repurposing in excess of 450kg of food, a figure that continues to grow as membership increases. The food received is collected from the supplier, then kept safely in our central store, dated and all kept in dry store or refrigerated as needed until delivery day. Then it’s all hands on deck to pack bags for the Food Club members! Any excess food is diverted to our kitchens to cook up nutritious food for our community fridge. Joanne is one of the families who receives a food box, and her little boy is always waiting at the door to see what surprises there are in the bag this week! Joanne and her family live in a rural location, and the cost of getting in to town to shop meant that she was spending more on transport than food, and she knew her family were missing out. The Food Club was the ideal solution to her problem, and she can now make meals from scratch when the fresh food bag is delivered. Joanne also volunteers at one of our growing schemes, and takes all her food waste and scraps to the composting facility at the garden every week. Her children are excited to do this as not only are they reducing waste, they are learning how compost is made, how it will feed the plants at the garden and how the vegetables, herbs and fruits grow. Of course, the produce grown at the garden will one day be packed and sent to another family in a Food Forward Bag! As Joanne remarked: _**“Growing up on a farm I have experience of growing my own food and it is obvious that most of the produce being binned is perfectly edible! I'm a great believer in reducing food waste, and you’re doing just that.”**_ **18 CBSA ANNUAL REPORT 2020 – 2021** ## **A.5.2.6 Better Educational Outcomes** At CBSA we passionately belief in the value of education and social mobility in alleviating child poverty by improving future educational outcomes. Additionally, poverty in the here and now can be alleviated by supporting low-income families access training. During the year, we continued to deliver a range of accredited and unaccredited training including life skills, financial capability, capacity building programmes, alternative education, employability training, and personal development. Our case study highlights the work undertaken by our sister company. ## **Case Study: Better Educational Outcomes** After delivering Alternative Curriculum education for 17 years in 2017 CBSA set up an independent school to allow for the delivery of full time provision. Registered with the Welsh Government, The Alternative Education Centre, gives a second chance to hard to reach and disengaged young people with limited prospects. The centre helps them to gain qualifications and to move on to further education or work at the age of sixteen. The majority of young people who attend the centre face multiple challenges. Some are in danger of becoming victims of sexual exploitation, others have substance abuse issues. Many have social / emotional difficulties, or are living with ADHD or autism. Of the 15 year 11s that the school took on in their first year of operation, all of them predicted to become NEET (Not in Education, Employment or Training), every single one has gone on to further education, employment or training, which is truly astonishing. Year on year these astonishing results have been replicated. As Luke says: _**“It’s so much better than school. I wouldn’t go back to school. Everyone’s nice here. I think I’ve learned more here than in school. I didn’t like school, they didn’t like me, and I played up and got sent out all the time. I come here every day. I’d even come here at the weekends if I could… but probably not Sunday though.”**_ **CBSA ANNUAL REPORT 2020 – 2021 19** ## **A.6 Ensuring a fit for Purpose Infrastructure** During the year we have continued our work to develop our organisational infrastructure. This has included: **Health and Safety:** In order to ensure both legal and best practice compliance for our Human Resources and Health and Safety Requirements we entered into a contract with Citation to provide ongoing operational support. Already the contract is paying dividends, both in the level of expertise provided and the time we are able to save through having a central, easy accessible information resource. **Staff Development:** We have also drawn up plans to invest in our staff development further and to ensure that members are happy, engaged and deriving enjoyment and job satisfaction from their work with CBSA. We see ourselves as a large family, and we want all our employees to feel that we are committed to not only their development as a member of our team, but also that we are invested in their health and wellbeing. **Monitoring and Evaluation:** As an organisation, we are passionate about capturing what works and what does not work, and sharing that learning with our stakeholders. Our approach to monitoring and evaluation enables us to: - Assess the impact of all our projects. - Learn from experience. - Communicate lessons learnt to a range of stakeholders. In this way we can hold a mirror up to our practices and share our learning with our services users, funders, partners and those organisations that are equally passionate about making a real difference to the lives and livelihoods of people and communities. - Activities undertaken. - Achievement. - Progression and destinations. The fact that these are undertaken on a continuous basis means that we are in a position to measure performance against performance indicators on an ongoing basis, thus allowing us to be able to immediately identify issues and take corrective active as required. Data captured via monitoring also feed into our evaluation processes, which help to gauge the projects’ effectiveness of delivery and longer-term impacts. These are amplified through a range of qualitative and quantitative methods and explanatory tools, with work undertaken by our qualified researchers. ## **Partnership and Collaborative Working:** We are only too aware that individuals and communities have complex needs. Whether it’s improving skills, tackling worklessness, growing local economies or strengthening the resilience of families – none of these issues can be tackled by a single organisation working in isolation. During the year, we worked collaboratively with a range of organisations in the public, private and third sectors. Local businesses with aligned values donated time and physical resources. We worked productively and closely with various teams within our local authority, maximising the positive impact on the people using our services. Finally, we put together partnerships with other third sector organisations whose work complemented our own and brought new skills to the table. This investment was repaid through alignment of services, new connections, the avoidance of duplication, effective use of resources, and effective cross-referral between agencies to best meet the needs of the people with whom we work. During the year under review, we continued to apply stringent and robust monitoring processes in relation to all project activities in order to capture and utilise the following data: - Number of participants recruited. - Demographic data. - Attendance and retention levels. **20 CBSA ANNUAL REPORT 2020 – 2021** ## **A.7 Our Finances** |**A.7 Our Finances**||| |---|---|---| |**Our income in 2020-21**||%| |Projects (Grant Funding)|£653,017|76.83| |Donations|£6,633|0.78| |Other Income|£190,318|22.39| |Total Income|£849,968|100%| |||| |**How we spent the money we received in 2020-21**||%| |Staff Costs|£370,288|44.32%| |Building and Maintenance|£119,492|14.30%| |Project / Activities Running Costs|£345,780|41.38%| ||£835,560|100%| |||| |**Our Reserves**||%| |Unrestricted|£513,994|59.33| |Restricted|£352,260|40.67| |Total Reserves|£866,254|100| ## **A.7.1Reserves and Reserves Policy** In formulating this policy CBSA has followed the Charity Commission guidelines to developing a reserves policy. Namely, it has: - Defined the nature of charitable reserves held. - Identified functional assets. - Understood the financial impact of risk. - Reviewed its sources of income. - Looked at future plans and commitments. ## **Restricted Funds** CBSA delivers upward of a dozen charitable or grant funded projects. These projects are funded via restricted funds and are for the sole use of designated projects. ## **Unrestricted Funds** Typically, these funds are expendable at the discretion of the Trustees in furtherance of the charity’s objects, and may be designated for a particular project or purpose. However, the majority of CBSA’s unrestricted funds are held in the form of fixed assets and thus cannot be used for this purpose. At the current time the unrestricted funds available at short notice – ‘free reserves’ – are represented by the net current assets less the current liabilities. ## **Our Reserves Policy** The Board of Trustees has reviewed the charity’s need for reserves in line with the guidance issued by the Charity Commission. It believes that the charity should hold financial reserves because there is no guarantee of regular income from grant funders. In setting our reserves figure, the Board recognises that our restricted funding is ring-fenced for the delivery of our projects. Thus free reserves are needed to cover the costs of our core management team and associated running costs. The current policy, approved in March 2020, targets free reserves to be maintained within a range of three to six months’ unrestricted operational expenditure. We will work to achieve the upper point of this range over the next three years. **CBSA ANNUAL REPORT 2020 – 2021 21** ## **A.8 Challenges and Future Priorities** Each year, within the remit of our Strategic Plan 2020-2023, we set key strategic priorities for the new financial year to further strengthen our ability to withstand pressures and maximise opportunities. In late 2020 our Board of Trustees scrutinised our Strategic Business Plan and considered the lessons of the past year and the experiences of Covid 19. The review highlighted a number of challenges: - Increased demand for our services. - Pressure on resources and a challenging funding environment. - Competitive fundraising environment. - Recruitment of staff to short term contracts. - Regional and local policy direction. Recognising we live in unprecedented times, it was decided that our immediate priorities would focus on the ways in which we could support the most vulnerable members of the community in the face of the pandemic. Where possible, short-term funding would be secured to enable these to be delivered. Our strategic objectives remain unchanged – specifically - Continue to put people in the lead; designing our services with, not for, individuals and communities most affected by poverty, so together we create lasting solutions. Activities to deliver these objectives during 2021/22 include: - **Impact:** developing and delivering services that put people and their futures at the heart of what we do enabling people to thrive and not simply survive. - **Co-production:** continuing to work closely with communities to identify their perceived needs and co-designing and co-delivering projects that address these priorities. - **Financial Stability:** continuing to diversify income streams to include corporate sponsorship, social investment and community giving in addition to grants and contracts. - **Measuring Change:** ensuring that our monitoring and evaluation systems and procedures continue to be sufficiently robust to demonstrate the effectiveness of our work and to evidence their longer-term impacts and additionality. - **Partnerships:** developing mutually beneficial partnerships to develop innovative services that meet the needs of individuals and communities. - **People:** continuing to develop staff to ensure that they are best able to serve the communities with which they work. - Deliver social, economic and environmental impacts that last; empowering individuals and communities to challenge poverty. Our Theory of Change sets out the journey. - Ensuring a fit for purpose organisation that allows us to function effectively and efficiently in order to deliver on our mission and strategic aims. - Maintaining the financial health of the organisation. **22 CBSA ANNUAL REPORT 2020 – 2021** ## **A.9 Our Funders** ## **Our thanks to our funders** **23** **CBSA ANNUAL REPORT 2020 – 2021** **The Centre for Building Social Action Limited The Lord Arthur Rank Centre Trostre Road Llanelli SA14 9RA** **www.cbsa.org.uk** **Connect** **twitter.com/CBSA_UK Facebook.com/cbsawestwales Instagram/cbsallanelli** REGISTERED COMPANY 1¥LTMBE￿. 02033128 ffngJ*lld and Wale*) REGISTERED CHARrrY NLQIIBER.. 1188096 TRLSTEES, REPORT AND ChaAes & Co 3 Murray Str¢¢t Llanelli SA15 IAQ NTEIITS OF THE FINAN IAL STATEIIEN P•ge tmdepexdent E¥•miw'• Report Sts¢ewent of F1•aTrd￿ A¢dvltk• Ba]•nc• Sheet 4 to 5 Notu ¢0 the Fkn4ndal S¢atemewt• 6 to 16 Det•lled statem￿￿1 of FiN•nci￿ A¢tivlti 17 ES. 31 The TnLSt*¥ a￿ ple&qed to wesettt their anm￿l Dlle¢ttTh' Report together with the financial 5th￿IlleD¢S of the Charity for the year ending 31st March 2021. aTe a180 PTeparcd to meet th¢ requiretn¢Dts for a d￿tsr$, repon and A¢￿ts for Companits Ath The Charity Commission eo*r•J the Company onto the Registrr olClwitie8 with the Registered Chariiy Numkn 1188696 io Marctrl 2020. The financiat Stalen￿￿ts COTDply with the Cbtirities Aci 2011, the Companies A¢t 2(kn. the Memor•ykn and Articles of kn(KlatiO￿ and Accoltnting and Rem by Clwities.. Stat¢n)ent of R￿0]nMen￿ Practice applicable to cl]aritie8 prep&riu8 their accowits ID aCcOrda￿e with the Financi41 Rcporw Siandard applicable the UK and Republie of trelattd {FRS 102) ￿ atDeJxled for ￿COUnting perifyts from l January 2016. STRUCTUR4 GOVERNANCE AND MANAGEMENT Governing doctuneDt Th¢ charity is ¢Ontrol]ed by its gov*w docu￿[ a d¢cd of and Constitutes A limited company. limit￿ by guarantee. as dertty￿ by the Ad 2(￿. REFERENCE AND ADMINISTRATIVE DETAIIS Rt8lsiered Company Dumber 02633128 (England &ryt Walcs) Re81gtered Ch*rlty number 1188696 Re8lit¢red offlee The Lord Arthur Rank Centre Trostre Road Llanclli CarnMrtlThshire SA149RA Truiteei F S Roberts J Lewis Consulthni G D•vies New BLL¥in¢SS Dir¢¢tor D J Powell ChiefEX¢￿tsve P Freeman Retired A J Parry Health ManageT fres1￿￿d 15.9.20) Rever¢nd J E P￿"ll￿P5 {apFQiOied 16.10.20) Company Mrs J Mor8an Independent Eumfner Charles & Co Chartered Certified Accountants 3 Muiny Stre¢t LI￿elli SA15 IAQ ApprowA by order of the board olinLtrs on 27th May 2021 4￿j siEned on its bel￿f by. F S RoberL8- T Pag¢ I INDEPENDENT EK4MINER'S REPORT TO THE TRUSTEES OF THE CENTRE FOR BUILDING SOCIAL ACTION LTD Jndepend¢nt examiner'i report to the trMJtetJ of The Cenlre for B¥ilding Social Adion Ltd {'the Con4Jally') I report io the chan.ty trustre8 on my examin￿ of f*CO￿ts of th¢ Company ￿ the yegr ¢nded 31st March 2021. R¢$poDsibllities and basis ocreport As the chtiritys tn]sttts of Con4)any (and alK• its di[￿torS for the of cotwy law) you n4)onsible for the prepardtititt of tr ￿OUnts in xcoydatxe with the requIreD￿nIS ofthe Cotnpanies Act 2006 Ctbe 2006 Aci,). HAvin8 satisfied myself the &C¢Ow￿ of the Cowy are D)t to be a￿li￿d utmler Part 16 of the 2006 Act attd arE eligible for indcpetht exami￿tio￿ l Yeport iti re8peci of my exaxninatioo of your ¢lwity'5 4e¢ounts as caThied out under sec¢ioD 145 of thc Clwities Act 2011 fthe 2011 Acff). Its c4ffyll]g out my examination I Iwv¢ follow￿ the DircctioThs given by the Charity Commission under sttuoo 145(51 (b) of th 2011 ACL Independent ex•miner's statemetyt Stn¢¢ your chariws gro&8 income excealed £250.OCrf) >w exami￿ be a membu of a listed body. J con eottfirni that l am qualified to the exami￿110n bec&u8e l am a rewued membtt of AC.C.A wbi¢h 18 one of the listed bodies. I have Completed my ex4minBtsOL l eojth that no matW8 CA)ll￿ ￿ my &itentiOD ID connKtion with the examination giving me to believe.. ￿￿ounting records wrre kept in respeei of the Collpny as wuired by ￿l￿ti 386 of the 2￿6 Acl: or the acc4)unts do not accord with th(Y r¢&)rth' or the accounts do not comply with the I￿oUntIng T¢quir¢mrnts of Struoll 396 of the 2(M)6 Acl other than 4ny requiremeot that the give a true aod fair view which is nol a mJtt¢f WlSAdend as part of aD indepenthi examination; or th¢ &¢ounis have rw)t E¢en prep￿￿ in aC￿[danCe with the methods and pl)￿lpleS of the Ststement of R¢¢ommended Practice for xccMJniiDg a￿1 rep)rting by tharitses (applicable to ¢lwities Prepari￿ their 8¢¢owi¢s in accorduKe with the FiDQDciaJ Rwin8 Standard applicable ID the UK #thj Ryblic of ]Teland (FRS 102)). I have no eortcertLS aNI have come across no other matten in CODDe¢uon with tbe examiDatiOts to which attention should b¢ drlwn in this r¢port irt order to enabk a pmper of the account6 to be reac1￿1. R. A. Willia￿* A.C.C.A. Charles & Co 3 Muffay Streei Llanelli SA15 IAQ 27thMay2021 Page 2 "TRE FOR BUILDING Tl NLTD MENT OF FINLY EN 2021 Tota] Unrestrictrd RestrTCted nd 2020 Total NCOME AI¥D ENDOWMENTS FROM rksnations and le8a¢ies 103.523 633,630 739.153 483.051 118.604 118.604 110,134 Total 224.127 633,630 837.757 593,185 EXPENDITURE ON RaisirL8 ￿ttd8 10,805 Chirltsble 4Ctlvltles Beneficiary Support 228.553 607.¢N)7 835,5fA) 554.191 To¢il 228.553 (A?7.￿7 835,560 564.996 NET ENCONIEI(EXPENDITURE) (4,426) 26.623 22.197 28,189 iiECONCILL4TION OF FUNDS Totsl fundi brou8ht forward 526210 325,636 851,846 823.657 TOTAL FUNDS CARRIED FORWARD 521.784 352 259 851.846 BALANCE SHEET 31ST MARCH 2021 2021 2020 Totsl FIXED ASSETS IDtBngible Tangible awts 76.374 621 76,374 101,832 698293 258.750 957.043 1,044,501 CURRENT LSSETS Ikbtoys Cash at bank iti Fthnd 13 10.615 10.615 103,500 109,714 20,( 93JCg 114.115 172,247 CREDITORS Amounts fallin8 due ￿thitt one >tar 14 (7.568) {7.568) 1164.475) NET CURJIENT ASSETS TOTAL ASSETS LESS CURRENT LL4BILmES 711J31 352259 1.063.59¥) 1.052,273 CREDITORS Amounts fallin¥ atler MO￿ than on¢ year 15 (189.547) (189J47) {2C(J,427} NET ASSM 521,784 352259 874.043 851,846 FUThDS Unrestricted Re8trieted fund8 18 521,784 352259 526,210 325.636 TOTAL FUNDS The ch4ritabl¢ cornpany i8 cntitied to exempiico from Se¢tion 477 of the cOn)p8ni￿ Act 2CQ6 for tr* ye ¢lldoJ 318¢ March 2021. The meTDb¢rs have not Ytquired the conyry to obtsin ￿ 4udit of it8 fitswial ststemerd8 for the year end 3 1st March 2021 iti aCecKda￿t with ￿10￿ 476 of the Compaoi¢s kn 2006. Tbc tnwttts ¥ckAowl¢d8e theAr respoMiiJilitiu foT (a) ¢witig th&t th¢ clwitable conwany kerys accounting ￿£0[th thit cotDply with Scctions 386 and 387 of th¢ Companies Aet 2¢J)6 Prepari￿ fthancial $tatrments wbicb give a truc aThl fair view of the 8tste of affairs of the ¢lwritsble cornpany as at the end of each year aTxI of its or deficit for each fin&rKxal year in ￿￿rd￿ttee with the reqU1￿ments of SectioThs 394 and 395 atMI vthich otherwiye comply with the requirements of the Cotiw8nie8 Act relats.ng ro financial statan￿ts. $0 flr 88 8pplic*ble to the cbaritsble comwy. (b) Page 4 RB DING SOCIAL AcfioN L E SHEET- These financial statem¢oLs have been preparnl ID xcon14￿ with the proTrisions apph'cable to charithble Companies subject to the small companies regllne. The fmanclal stsiemeots wert approv￿ by Board of Tnts*es and 4UttrM)iia•J ft*r issue on 27th Nfay 2021 and were Si8lled on ils behalf by: F S Roberts- Tnwe¢ The notes forni part of these finwial ststemeats Page 5 THE CElWlltE FOR BUILDING SOCtAL ACTION LTD ]YOTLS TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31sr MARCH 2021 ACCOUNTING POLICI B*sis ofprtp#rtDg th¢ fin¥Dft41 ytst¢ments The financial 5thtements of the clJan"tsble co]n￿y. w￿l¢b is a public bethefit entity utthr FRS 102. hav¢ be¢D prepamj in accordance WAth the Clwitics SORP (FRS 102) 'AccouDtiDg a￿1 Rcponing by Charitiu: St4temeDt of Recommended P￿tice 4Jplicable ￿ clwiti&% their XWUDts in occordance with the Fina￿]•1 Reporting S¢alldard applicable in UK aDd Repubb'c of Ireland (FRS 102) l¢ffective l January 2019),, Finattcial Reportill8 staod4￿ 102 Tr FInw￿la1 RqThtsng St8Dd¥rd applicable in the UK and Republic of Irel8nd' and the Companies Aci 21X)6. This is nim ¢OWiStent with Prior Ye￿5. Tr financial st8teuMts ha￿ ken The charitabl¢ ¢ompany taken advaTllage of ¢1* folloThing dI￿10￿Ure exemptions in Prepari￿ thue financial statrment4 as permined by FRS 102 Tr Fill￿1￿] RewfftiD8 Stsndard wlicable in the UK and Republic of the requirem¢tits of Section 7 Sta*mellt ofcash Fhws. the r¢quirenwit of paragraph 3.17(d)' th¢ requireT*nts of patagrapbs 11.42. 11.44. 11.45, 11.47. 11.48(aXiiik I1.48(aXivl. I1.48(b) and 11.48(¢).' the r¢quir¢I￿nts ofpara8TrpIL8 12.26. 1227. 1229(a). 12.29(bl ￿ 12.29A; the r¢quireDMIt of paragraph 33.7. tncome AJI income 18 rx08￿5¢d in the Stalen￿￿ ofFinaDciai Actiyiiies once the cTrJ&rity has entitl¢rn¢nt to the fithds, il is PTobable thai the income will be received and the can be nk&sured rcli&bly. Expendlture Liabilitses a￿ reco8w8ed ￿ exPe￿ILlU[C u soon as tFue is a le8al or Constr￿tive obligation committing thc ¢barity to that expenditure, it is probable thai a transfer of ecotr)mic benefits will be required in 8ettlemcDt and the amount of the obligaiion cao be measured reliably. EX￿dIture is accounted for on an ￿rual3 b&4is and ha$ been ¢lassifieAI under beadings that a88re88* all cort ffeIated io the cate80ry. WI￿¢ cosLry Carn￿1 bc directly attTibuted to partio￿ar Ixadw they have been allocatrd ￿ xiivities on a b¥is ¢¢)tsiitrni with th¢ ys¢ of Intan￿ble usetsl IDtelleetu*l property Intclle¢wo1 property represents costs imjrred io Reseotth alld de￿I￿PU￿nI lizne and resou￿¢5 3p¢nt on generating knowledge and infomaiion ott llew projects The CBSA will t¢th for frorn ESF and Th¢ big LDtkry, the economic beD¢fit of ￿1¢h is exP￿trd to flow to the corporatiott iti fututt p￿10d$, usually th¢ ll¢At four financial ￿￿[3. AJ s￿h each y*$ capitalised cox is written off over four ye4rs ¢ollknn¢Dring iti thE following fillancial year. T*nRlble ltsed aJ*ts Depreciation is provided at the following annual r￿$ in C￿ to vnite off erth Asset over its e$timll*d u8¢ful life. Foothold Ent￿18¢ Viuage The Bu8ill￿ C¢ntr¢ The IA)rd Arthur R4nk Cetttr¢ Plant and ma¢hJnery Fixtutts and fittioRs Motor vehicles Computer equipment at Va￿llE ra￿ on co t pTovitsJ 2¢fA (x) ¢0* . 2(PA thL ¢OSt 2W• Ort ¢ost 20•A on C4)St Tax•tloo The charity is exempt frotEL co￿¢)￿10n tax on its cbaritsbk activities. Page 6 continuesl.. THE CENTRE FOR BUILD ACTtON LTD NOTES TO THE FINAN FOR THE YEAR STATEMENTS- e ED31 CH2 Mtillued 21 ACCOUNTING POLICIES- coll¢fnued Fund aceotttstiDg Unre¥tri¢ted fimds ¢an be used in aw)rdance elthritable objective8 at the diw¢tion of ihe trus￿¢ Restricted can only b¢ wed for particular r¢stric*d puryw within the obje¢ts of the cknyty. Restrictions anse 7*hen spe¢ified by the doTr)r or whcth fur#ts are rni8ed for porti￿lar restri¢tyJ pwFws. Furt1￿ exp14Dation of th¢ nat¥Jre and ofeach fuDd is inchMl¢d io the notes to the finlncial 8Wtements. Btre purchue •nd leAsing tommltments Tr interest element of these obliga¢ioAs is charg¢d kn the Stakment of FiDancial A¢tiviiies over th¢ relevant pericxL Ttrle capital ¢l¢meni of th¢ fun￿¢ p￿￿¢nts is tm*d as a liability. Rentajs paid operatiD8 le￿¢$ are ¢ha¥Bcd to the Sthtcn%ni of Financial Activities on & Btrnight line b8818 over the period of the lease. Pemlott ¢otts otb¢r post-re¢tr¢ment btDefjt* The charitable company operaw a defined Contrib￿10Th p￿310￿ scheme. Contribution8 payabl¢ ￿ th¢ cbarit&bl¢ company8 penston scheme are chorg¢d to the Stst¢meni ofFinJncial Activiiies in the perfftod io which they relate. DONATIONS LECACILS 2021 2020 Donaii4)nS Gr&nt¥ Fce8 Received oVert￿d Recovery 6,633 660.806 so 420,184 24.628 71,714 739 153 483,051 Grth re¢eive4 included ID the atK•ve, as follows: 2021 2020 Oth¢rgrants INVESTMENT INCOME 2021 2020 Rents received 110 134 Pa8¢ 7 continued... ENTRE F ING LIT) Investm¢Dt mwa8¢ment co 2021 2020 10,805 CllAR￿ABLE ACTIVITILS COSTS Supp)rt costs (see )*6) To418 Beneficiary Suip)rt 826,088 9.472 835560 SUPPORT COSTS B¢n¢ficiary Swrt NET II¥COMFJ(EXPENDITURE) Nei iTKomellex￿￿l1urt) is •fter clMrpti￿(¢JroltiD8l.' 2021 2020 62,(M)O 14,991 2,000 17,797 Hire of pl¥ni attd machinery D¢v¢lopm¢nt ¢08t$ amorti5ation TRUSTEES, REMUIWERATION AND BENEFITS There were tnLve¢s' reMtsnerats￿ w other bett¢fi¢s for the yew ¢ntsJ 3181 Mar¢h 2021 tr)r for th¢ yt•r ¢nd¢d 31$t March 2020. Trn*tea' expetss There were no tsiJ8t¢¢$' ex￿ paid fw the year ¢Jthd 318tMarch2021 ￿r f¢)r the year end 31st Mar¢h 2020. STAFF COSTS 2021 2020 331,481 28.257 10,550 230,625 19,656 Social securAIy costs Other pension cojts Pag¢ 8 coniinued... AC srAFF COSTS- ¢onthiued The averag¢ monthty munber of ¢mploF3 during the year &8 followB'. Managem¢nl Athninistration Beneficiary Support 2021 2020 17 No en￿10)￿¢8 reeeived etwluments in excess of £60.t￿. COMPARATIVES FOR THE STATEMENT OF FD¥ANCIAL A￿1VITIEs Unreffjtric*d io. Restrict¢d Total INCOME AND ENIK)WMENTS FROM DonatsoLs and I¢¥Rci¢8 208.495 274.556 483,051 Tot 318.629 274.556 593,185 EXPENDITURE ON Raising fiumts 10.805 10,805 CbArlt•ble Acdvltks Benefiriary Suwrt 255,518 298,673 554.191 TotAJ 266.323 298,673 564,990 ET INCOMEI(EXPENDITURE) 52J06 (24.117) 28,189 RECONCILIATIOY4 OF FLThDS TotAI fundj brouKhl ffww*rd 473904 349,75J 823,657 TOTAL FUNDS CARIUED FORWARD 526 325 636 851.846 Pag¢ 9 THE CENTRE FOR BUILDING K￿L&L ACTION LTD NOTLS TO THE FINLNCIAL STATEMENTS. ¢•Athiued FOR YEAR ENDED 31ST MARCH 2021 ii. INTANGIBLE FIXED ASSETS dev¢lopmentsfft work. In liD¢ with thE mission of organizatioa our Èknlopmentsl Work focuse8 on s(Kia] and economic exclusim It this deveJopiDg inoovative projeets which suN)on indiiryduals to make a positive social al￿ ewM)rnic conthl>ution ￿ Srtiety whilst incr￿l￿g resilience and res￿Ill8 8elf.b¢li¢f. Once tbe project i8 develop&1 inv¢S¢M￿ to bring projttt ￿ mA￿t 18 8ouEht t]wough pbijanthropic sour¢es including YafiOLL8 fiuMIiti8 bc￿1¢& tkveloprncntaI eX￿nd1Dj1C as it r¢knt44 to taeh poj•x4 xs clearly defi￿1 the￿ is & reA￿08ble exp￿1￿110 bued on histwic ￿)rk alld knowledge of th¢ maTk¢t th•¢ it will lead to P￿]Int￿￿>1￿ itivestnKnt over and thve Amoni7Ation 18 OD a Stra￿.11ne basi8 for 0￿r A tIr￿year p¢rio¢ rtfleciing CBSAS developmental c￿1¢. Reviews of de￿lOpment ¢xP￿din￿e will take place ￿ the el￿ of ea¢h XCOUDtiDg period is written off. project by proiecL prior w the 3 ￿ if at any fil￿ expenditttre is deem￿ iTheCove￿lC. 11 TANGIBLE FIXED ASSETS Tr￿rd F￿th0]d Enwrise Businc Plant 4od CeDtre ts4¢hththy COST Ai lyt April 2020 0Th131st Ma￿h 2021 314 305 6JO DEPRECIATION At Isi April 2020 Charge for year 40,(O) 60.C 234.821 Ai 318t Mthr¢b 2021 234 821 NET BOOK VALUE Al31stMa￿￿202I 305,630 At 3 1st March 2020 314290 305 630 Fixlu vehicles ¢quipment Total$ COST At April 2020 attd 3 I￿ Ma￿h 2021 15.041 14,819 DEPRECIATION Ai 1st April 2020 Chlrge for ￿raT 15.041 14,7 2.000 14.819 319J81 A¢ 31st 2021 15.041 16.7(KS 381J81 £T BOOK VALUE At 31s1 March 2021 1.999 880,669 At 31st March 2020 P48e 10 contitiued... THE CENTrE FOR BUILDING S(KIAL ACTION LTD OTES THE FIN￿￿e CH 13. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2021 2020 Trade debioTS 10,615 109,714 14. CREDrroRS.. AMOiJTh FALLINC DUE WITHLY ONE YEAR 2021 2020 B4llk loaTk4 and overthaft¥ {8ee 16) Trade creditors Social security and other ta 154,837 808 5,733 164.475 Is. CREDITORS: AMOUNTS FALLIIYG DUE A￿ER MORE THAN ONE YEAR 2021 2020 Ballk lo¥n8 (See 10 Other loat￿ (see 16) Hire purchase {s¢e I￿le 17) Propeny Bonds 152.528 30,347 1.589 189.429 3,168 16. LOANS An a￿lySiS of the thatiuity of Iojw is Riven below: 2021 2020 Amoums falling due within one year on s*m*NI.. Amounts fallin8 due between two and five HSBC Loan 2 HSBC Flexible Business Lothrt WCVA Re5d￿Ce Fund Loatt 55,OCKJ 47.528 30J47 55,ofxi 134.429 132,875 189,429 AnKbunt5 falling due in more thall five ￿$. Repayabk by insralmenLs'. HSBC BBL 50,tXKI Pagell continued... THE CENL TRE BUIL GSOCIAL AcfIoN LTD 17. LEASING AGREEMENTS Minimum l¢a8e paythellt8 und¢T hirt pu￿b&se fall as follo￿. 2021 2020 Net oblig￿10￿$ tephyable: MOVEMENT IN FUNDS movement At 31.3.21 Al 1.4.20 Unrtstrl¢ted fttDd8 General fund 526.210 (4,4261 521.784 R¢thl¢ted fuDd¥ ST B2B BTC vtw STEBO YFS 5.358 13 42 1.473 318.750 2.685 3.966 7236 (1.473) IfA).(MW) 21.739 8,043 3,979 7278 258,7SO 21,739 8,504 FF2 9,173 9,173 RES2 325 636 352 TOTAL FUNDS Pag¢ 12 Out￿lUed... THE CENTrE FOR BUILDING SOCIAL ACTION LTD OTES TO THE FLNANC STA 31 - colltin MOVEME.YT IF4 FUNDS. eontiuued Nel movement in fiwds. included in the thTrve are as follow8: ITKomRng Resources Movement expendeil iti funds u￿re￿rICted fund¥ 224.127 (228 J53) (4,426) Rutrleted fllDd$ ST B2B BTC 106.61)0 98.045 46.436 (103,915) 194.0791 (39,21K)) (1,473> (60.(￿￿)) (28.3031 (90,682) (32,736) 131.407) (37.1￿> 2,685 3.966 7236 (1,4731 (60.000) STEBO B2B-C19 YFS YFS-C19 28,303 112.421 32,736 39,911 37.1 21.739 8.504 RESI FF2 56250 (56250) RES2 41,035 (31,862) 9,173 34,793 607,00 TOTAL FUNDS 857 757 835 560) 22,197 Compar•tlvei for movemeni kn funds Net movement At 31.3.20 At 1.4.19 Unrestrlcted funds Ge￿al fiujd 473,904 52J06 526.210 Restrlcted fuDds ST B2B BTC VTW STEBO 22,271 8.732 116.913) (8.719) 42 1,473 5,358 13 42 1,473 3187JO 318 750 24,117) 325.636 TOTAL VUNDS 823 657 28.189 851,846 Page 13 EI¥TRE FOR B IliG SOCIAL A￿10 LTD 21 18. MOVEMEIYT IN FUNDS- ¢•nd•Ded Comparatiye n¢t Tllov¢meni in I￿lu(￿d in th¢ above are as follows: iti fijnds General fuThJ 318.629 (266J23) 52,306 Rutricted 130,897 112,973 10,741 (147.810) {121.692) (10,699) 18472) {16.913) (8.719) 42 1,473 B2B BTC vtw 274,556 298 6731 24.1171 TOTAL FUNDS 593.185 564.996) A cu￿¢llt yeaT 12 ar#J prior yraT 12 ¢ombined posiiioti is a8 follows.. Net movement in funds At 1.4.19 31.3.21 Uttrestrlcied fts• 473.gYJ4 47,880 521.784 Restrleted fund• ST B2B BTC STEBO YFS 22.271 8,732 {14.228) (4,753) 7.278 (60,WO) 21.739 8.504 8,043 3,979 7.278 258,750 21,739 8.504 318.750 FF2 9,173 9.173 34,793 RES2 349.753 352 TOTAL FUNDS 823 657 Page 14 ¢ontinued.. THE CENTRE FOR BUILDING SOCIAL ACTION LTD OTES TO THE FINAN YEAR ST DED TEMENTS. eontinu 18. MOVEMENT IN FUNDS. ¢olltin•ed A curren¢ ￿ar 12 nh)nths afyl prior >tar 12 nM)nth combined net movemcnt in inchKbJ in th¢ above or¢ follows: UuTestrlcted fulldi General fund 542.756 (494.876) 47,880 Restrl¢ted fuDd5 ST B2B BTC viw STEBO B2B-C19 YFS YFS-C19 237,497 211,018 57,177 19.945 (251,725) (215,771) (49,899) (19,945) (60,(LK)) (28.303) (90.6821 132,736) (31.407) (37,1￿) (14228) (4.753) 7278 (60,0(M)) 28,303 112.421 32.736 39,911 37.1 21.739 8.504 RESI FF2 36250 (56,250) RES2 41,035 34.793 (31.862) 9.173 34,793 908,186 905 680) TOTAL FLIYDS 1450,942 (141KJ,556) 19. RELATED PAJITY DISCLOSiIRES There were no rE]4ted party transaciiow for the )*r erKkd 31si March 2021. RESTRICTED FUNDS KEY 20. The Key to cw testric*d fiFJMl8 is &q follow8: ST. The Bi8 Lottery Futtd fimthg our SItDn8eT To8ether pmje¢L B2B. The N4tioDJI Lottery Community Fu￿1 our Back 2 Basics ProjecL B2B.C19. Th¥ National Lollery Community Fund fittxling 0￿B￿k 2 Basics Proj￿ Colrid 19 support. #BTC. The NaIior￿1 IAXt¢ry Community Fund fvnditi8 (w #Be the Clw¢ ProjecL VIW. WCVA VoJLmteeAiti8 in Wales funthn8 IMU Be￿ Fii¢nds Proiecl. STEBO- Lortg term le￿¢ of wopttty ia T¢nace Llonelii. Yrs. The NationaI Lottery Community Fund fund]r￿ our Y F&8ged Siopa PrDje¢L YFS C.19. The N￿10nd1 IA)¢tery Commwty FuTh] funding our Y Fasgd Siopa Proj￿ Covid 19 suprorL WtTfw. The W¢lsh Govcrnmeni's LaNlfill Tax communiti￿ Scbeme. administet&l by WCVA fimding our Wis¢ Up io Wast¢ ProjccL Page 15 continued... THEC 20. RESTRICTED FUNDS KEY. ¢wthiued FFI. Voluntary Servi¢es Emwy Fund IVSEF), ad0)Ini￿ by WCVA fithdiD8 ow Focd Forward I Pro)￿L RESI. Futsled by theThird Sector Resili￿￿ FuDd for W•l¢s Schethe. admiills*red by WCV FF2.Voluntary Servi¢es thovery FuDd (VSRF)odmini8tued by WCVA fi￿lti8 ow F&)d Forward 2 Project. RES2. Funded by the Third R¢¢owy Futsj for Wales Sclry by WCV Poge 16 THE CEN FOR BUILDING SOCIAL A ION LTD DETAILED STATEMEYI T OF FLYLNCIAL ACTIVITIL FOR THE TrEAR EliDED 31ST.MAR 2021 2020 INCOLIIE AND ENTDOWMENTS DoDalions •nd lryafles tX)nations Grants Fees Received Overhead Recovery 6,633 660.806 50 420.184 24.628 71.714 739,153 483,051 InvHtment IDeome Rents r￿e1ved 110 134 TotAI IRcothi48 r¢wure 857,757 593.185 EXPENDITURE Ch4rltiblr •¢tlvideJ Wage8 Socia] S¢¢uTity PensioDS Siaff Trav¢l, Trainin8 & Subs Rent & U¢iliii 331,481 28257 10.550 14,991 60,780 12,937 25.304 192,018 29.884 28.828 3,600 25.458 60,000 230.625 19,656 9.187 17,797 27.945 10,571 7,571 149,471 19,531 12,672 BeDefi¢iary Support Project Running Costs Repairs & Ren¢waIs Cleantng &L•yndry Accounthncy Devel¢)pmettt ¢08 Sbort le￿eb￿ld Mowrvehicl¢s 33,944 826.088 544.570 Support Bank clw8eg Bank interest Bank loan int￿e&l 5,468 1,941 2.017 9,026 9.472 835.561) 14et thcome This page d(u not frNm pan of the sratutory FM￿1￿1 ststements Pag¢ 17