TRAFFORD COMMUNITY COLLECTIVE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 Registered Charity No. 1193780 Trafford Communlty Collertive Report of the trustees for the year ended 31" March 2024 The trustees present their annual report and financial statements of the charity for year ended 31" March 2024. The financial statements have been prepared in accordance with the accounting policies set out in note I to the accounts and comply with the charitys trust deed, the Charities Act 2011 and Accounting and Reporting by Charities- Statement of Recommended Prartice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard Applicable in the UK and Republic of Ireland published IFRS 1021 (effective l January 20191. Reference and administratlve Information Charltable Incorporated Organisation Name: Trafford Community Collective Charitable Incorporated Organisation Number.. 1193780 Date Registered: Il, March 2021 Trustees The trustees serving durlng the period to 31" March 2024 were as follows.. Jane Dennison resigned as Chair March 2024 Sara Todd Rachel Valentlne Dr Tariq Razzaq Wesley Auden Darren Morgan appointed Chair March 2024 Senior Managers George Oevlin- Chief Officer. Princlpal Offl¢e Stretford Public Hall Chester Road 5tretford Manchester M32 OLG Independent Examiners Community Accountancy Service Limited The Grange Pilgrim Drive Beswlck Manchester MII 3TQ Trafford Communlty Collertive. Banker5 Co-operative Bank plc Delf House. Skelmersdale. WN8 6NY Objertives and activities Trafford Community Collective is a member led organlsation that supports the development of the Voluntary, Community, Faith and Social Enterprise IVCFSEI sector across Trafford by promoting a Collectlve and Partnership approach to service development and delivery. Trafford Community Collective provldes a framework and structure for organlsatlons to come together with one voice to ensure the sector is recognised as a strategic partner at all levels in the development and delivery of health and social care services in Trafford. Trafford Community Collettive supports the delivery in 'place' through our neighbourhood lead partner framework by bringing VCSFE organisations, key stakeholders and members together to create a coordinated approach to Service delivery. Structure, governance, and management Trafford Community Collettive is a Charitable Incorporated Organisation governed by its constitution dated Il, March 2021, and re8iStration as a Charitable Incorporated Organisation number 1193780 with the Charity Commission on 11 March 2021. Appolntrnent of trustees As set out in the constltLbtion trustees are elected anntsaI￿ by the members of the charltable organisation attending the Annual General meeting. Trustees are appointed for a period of three years and shall retire from office by rotation based on their length of service and may offer themsefves for re*lection. Trustee induction and training Trustees are given information about their role and responsibilities on fi'rst being appointed. They are also given a copy of the constitution. information about staffin8 and the charity management, and are shown copies of policy documents. This includes.. Meetings with the Chair and Manager Copies of all policies and procedures linked to the delivery of services. Attending staff mooting to got trj know th@ rtaff within the organisation. Trustees are given access to briefings and information on: New policies and procedure5 Wlthin the organisation Developments within the field of health and Social care Changes and developments within local and national government funding, priorities and organisational structures Trafford Cornmunfrty Collective. Organisation The board of trustees administersthe charity. The board normally meets quarterly and are responsible for the strategic direction and F)oliry of the Charity- The members are from a wide variety of professional backgrounds relevant to the work of the Charity. A Chief Officer is appointed by the trustees to manage the day-to-day operations of the charity with the assistance of the office and project Staff/managers. The Chief Officer is responsible for ensuring that the Charity delivers the services speclfied and that key performance indicators are met. Related parties and co-operation with other organisatlons None of our trustees re￿1Ve remuneration or other benefit from thelr work with the charity. Any connection between a trustee or senior manager with any service providers must be disclosed to the full board of trustees in the same way as any other contractual relationship with a related party. Trustees must declare any conflict of interest as a standard agenda item at each meetin8. A revlew of achievements and performance Trafford has ¥ thrlvlng VCFSE sector- accordlng to the latest GM VCFSE Stste of the Sertor Report in 2021, we have over 161)0 organi5ations In the sector, It employs over 4,700 people, has over 34,IXIO volunteers delSverin8 over 170,(MX) volunteer hours and contributes around £140 mllllon to the Trafford economy. Trafford Community Collective ITCCI Is è Charitable Incorporated Organisation that represents to VCFSE sector in Trafford and works in partnership with publit sector to identify community needs and mobilise artion to address those needs. TCC became a re8iStered charity in March 2021 following two years of consuttstion and engagement wlth. VCFSE organi5ations in Trafford. Trafford Council, Trafford CCG and health organisations. A range of other statutory partners. Over the period 202112023 Trafford Council and Trafford CCG allocated £75,ffMI for the two-year period 202112023. This allocation was used to fund the core costs of the Collertive and enabled us to 8enerate an additional £350,000 income to the sertor during this period. allowing us to consolldate the role of the sector in Trafford and contribute to the development of the new GM ICS system at a Locality level. In March 2023 Trafford Councll and GM ICB Trafft)rd Locality committed £130,Crf)O over the period 2023- 25. This funding has allowed us to.. Build on what has been achieved over the period 2021- 2023. Realise the benefits of our approach to collaboration and partnerships. Create a sustainable future for the settor and improved outcomes for Trafford residents. Generate an additional £750.LKK) income to the sector in 202312024. This report provides an UFxJate on the development of the Collective in 2023- 2024 and includes,. Trafford Community Collective. A summary of our role as a strategic partner. An update on the development of our partnership and collaborative approach to community- based setvice delivery. An ovetview to the recruitment and development of our community-based workers. An outline of our work to SUPPOrt- promote and connect the sertor in Trafford. Finally, to the report concludes with an overview of our priorities for 2024- 2025 and an update the development of our standard operating model from Ortober 2023- March 2024. l. Summary of the role of the Collertive as a strateglc partner. Throu8hout 2023/2024 we have consolidated the role of the Collective and contributed to the development of the new GM ICS system- through the Collective the 5ertor is represented on the: Trafford Health and Wellbeing 8oard Trafford Locality Board. Trafford Provider Collaborative Board. Trafford Clinical and Practitioner Senate. Trafford Children's Commission Board The sector is represented at a strategic and operational levels in the development of seryices to Children and Adults by Trafford Council while at the sarne deliverin8 a ran8e of easily accesslble community based, holistic person-centred seryices. In partnership with Trafford Local Care Organisation and Trafford Public Health we have consolidated the framework for neiBhbourhood workin8 that Wa5 initiated in 2023- 2024. The framework has been built around the toncept of the neighbourhood nelmork that include a range of statutory and VCFSE organisations that are committed improvin8 Outcomes for Trafft)rd residents. Through the neighbourhood networks we work as partners In the local community to promote new ways of working and an understanding and awareness of the best way to engage with individuals, families, and communities with a view to enabling them to; Achieve improved outcomes in their health and wellbeing. Improve the life chances and aspirations. Enhance the quality of life. This work has allowed us to realise the role and potential of the sertor to support the delivery of eady intervention and prevention services to improve outcomes and reduce health inequalities for Trafford resldents. To support the development of an evidence base for this work we work in partnership with Trafford Public Health and Trafford Local Care Organi5ation to embed INed experience and the impact of service delivery on the lives of Trafford residents into the monitorin& review and evaluation of our approach to community-based service delivery. The strategic role of lead partners. The role of our lead partners is crucial to the success of the Collettive- they are; Age UK Trafford- lead for the west Neighbourhood. Trafford Community Collective. Our Sale West- lead partner for the Central Neighbourhood. Family and Counselling Centre- lead partner for the South Neighbourhood. St John5 Old Trafford- lead partner for the North Neighbourhood. Stretford Public Hall- lead partners for the North neighbourhood. They provlde strategic leadership in the following areas; Develop the sector at a neighbourhood level through communication, engagement and involvement with colleagues from the sector. Promote the role of the Collective to promote, support, and connect the sector at a neighbourhood level. Work with organisations to share information. network. share ideas and provide stjpport to each other at a local level. Lead and support the development of local initiatives for partnership and collaboratlve work. The lead partners are known and trusted organisations that work both at a neighbourhood level and across Trafford. They Support the direct deliveryof services to residents through the Community Hubs. They lead engagement, communication. and involvement with individuals, families and communities in the development and delivery of services. They provide strategic leadership for the sertor at a nelghbourhood level In the development of the neighbourhood teams and plans. They have played a central role in the development and delivery of the neighbourhood workshops where they are building positive relationships wlth our statutory partners and encouraging closer inter-professional workin8 relationships to SUPPOrt Trafford residents. 2. Update on the development of Collertive'$ partnershlp and ¢ollaboratlve approach to communlty-based servlce dellvery. The successful development of our neighbourhood framework has been built the delivery of a series of workshops that were deslgned to enable people to,. Get to know each other. Know what Services are available in each neighbourhood. Start the conversation on how we can develop a system-based approach to servlce dellvery. Create a culture based on trust, openness. honesty and mutual understanding. Help create healthier communitie5 where fewer people need health and Social care services in the first place through early intervention and prevention. Engage and involve individuals. families and communities in the development and delivery of servlces. This has SUPPOrted the development and delivery of a range of projects atross Trafford that Include the,. Test and learn projert in Our Sale West- this work was funded by a grant from GMCA - it is based on the Core 20 plus model and is targeted at 3 LSOA in Central Neighbourhood with a view to improving outcomes in cancer screenin& mentsl health, and COPD. It is a partnership between Public Health, Central Primary Care Network and Our Sale West, the Collective lead partner for Central Neighbourhood. Based on the positive feedback and the scope of the Trafford Community Collertive. approach to engage residents in the management of their health and well-being Adult Social Care committed additional funding to consolidate the model in Central Neighbourhood with a view to developing it in the other neighbourhoods in Trafford over the next six months. North ICB project in Old Trafford -this projert is funded by GM IC8 Trafford Locality- it will provide culturally appropriate health and social care interventions to individuals, families, and communities from different cultural backgrounds our community-based partnership approach will focus on long term conditions related to diabetes. respiratory and cardiac illness. P3rtington VCFSE LTC Prevention Providers- funded by GMICB Trafford Locality this project brings partners together to provide a range of oth1￿, information, support and promote access to the health and well-being SUPPQrt wsthin a community based, person centred, holistic framework. 4. Ageing in Place Pathfinder project- the project puts the voice of older and lived experience at the heart of our work. learnin8 about what they value, the contributions they make and the barriers they experience to ageing well in their local communitles. The overall approach 15 based on the core 20 plus 5 model and it will focus on improvements In three key areas; Acce55. Experience Outcomes. The success of this work wlll allow public service providers to come together to promote a per50n centred, community based hollstlc framework for service delivery that 5UPPQrt5,' joint workin8 around early InteNentlon and prevention with the VCFSE settor. An increased awarenes5 and understanding of the impact of lived experiente on serwice development and delivery. Shared learning and the development of positive relationships between partners. Shared risk management and contingenc¥ planning. 3. An oveNiew to the recrultment and development of the Collectlve'5 communlty-ba5ed workers. Through our approach to partnership and collaboration we have secured funding to develop several roles to promote early intervention and prevention within a community-based framework. These include,. VCFSE strategic lead for mental health- funded by GM ICB Trafford Locality the focus of thls post is to amplify the voice of the Voluntary, Community & Social Enterprise sector within the Living Well system in Trafford, be responsible for ensuring integrated working between the VCFSE sector, the Living Well core team and the developing neighbourhood teams- building mutual trust and understanding and ultimately providing the opportunity for wider coiiaboraiion and innovation io meet the neetjs of people requlrln8 5UPPOrt wlth thelr rnentlll health. Reducing parental conflict coordinator - funded by Trafford Councll Children's Service the focus of this is to raise awareness and understanding of the RPC programme throughout Trafford by linking in with partners, delivering trainin8 and evaluating the effectiveness of current se￿iceS and interventioris. Trafford Community Collective. Violence reduction coordinator- funded by GMCA Violence Redurtion Unit the focus of this post has been to develop a community lead approach to reducing violence in the Gorse Hill area by creating an alliance to develop, deliver. review and evaluate the impact a range of community-based artivities during 202412025. School streets officer - funded by public health and TFGM the focus of this post is to work alongside key stakeholders, including Trafford Council, to engage with and empower schools (teachers, pupils and parents) and residents to create strong, sustainable School Street5, and create long term active travel behaviour change. Right to the streets coordinator funded by GMCA - this was a short-term post June September 2024 - the focus of the role was to promote community engagement in creating safer streets and public places for women and girls. Over the course of the project, we supported 22 community groups in Old Trafford and Gorse Hill to acce55 our community grants fund and deliver a range of community projerts in the area. Ageing in Place coordinator initially funded by a grant from the GMCA New Economy Foundation the focus of this role is to put older people'5 voice and lived experience at the heart of our work, learning about what they value, the contributions they make ond the barriers they eyperience to a8eln8 well in their local communities- this work is taking place in the Old Trafford area. We have taken a project management approach to the delivery of the work in each of the areas- the project plan is monitored reviewed and evaluated by a steering group that includes key partners in the delivery of the projects. 4. An o￿lIne of the Collertlve's work to support- promote and connect the sector In Trafford. We have created a framework for communication and en8a8ement that 5UPPOrtS the sustainable development of the sector in Trafford. In October 2023 we held our first in person AGM - we used this meeting to get feedback from the sector on what was important to them and how we Should develop our approach to communication and engagernent. The areas that were important were identified as,. Partnership working. Volunteering. Communication and engagement. Member promotion and support. We have incorporated the feedback in each of these areas into our development plan for 202412025. W• hav• al&0 mado s•v•ral chan6•S to our ?ppro•ch to comrnunicatiOA and Èn8a8omÈnt that include.. Moving from six weekly online member meetings to four per year in person meetings. Creating forward plans for these meetings with a focu5 on the actions underpinning the four areas summarised above. Reviewing and developing our website to make It more interartive. Simplifying the application process to become a member. Trafford Communlty Collertive. We have reviewed our Children's Service and Mentor Health Reference Groups w(th a view to them developing a more strategic approach to partnership working and service development. Thi5 work is being led our Reducing Parental Conflict Coordinator and our Strategic Mental Health lead supported by the Chief Officer. In partnership with Tr3fford Community hubs, the CollertNe led the Successful application to the national lottery for £341,IX)O to fund the posts of volunteer coordinators for three years. The role of the coordinators IS to work with organisations at a local level to recruit, train and support volunteers. We have developed the role of Volunteer Coordinator Dellvery Officer to ensure we; Develop a consistent approach across all areas. Learn and share from good practice. Collect and collate evidence to demonstrate the impart of the coordinator role. Contribute to the development consistent approach to volunteering wlth other system partners. We have reviewed the delivery of the infrastructure contrart with Trafford Council and Thrive Trafford and agreed to establish a steering group monitor, revlew and evaluate the delivery of the contract a8ain5t the Trafford VCFSE Strategy to ensure our work: Contributes to achieving the strategic aims and objectives of Trafford Council. Maximise the impact of the wider partnership through collaboration and coordination. Is aligned with strategic and operational developments at a neighbourhood level. Captures and reflects the needs of the sector. Financial review 2023124 was our third yearof operatin8 as a charity. there was a significant increase in income to over £400k, thls Sncome came from a range of different funders and reflected the success in Collective working with our partners to develop and deliver community-based services in Trafford. Through diligent monitoring we have reviewed our finances and we have a financial plan and strategy to support the development of the charlty as we move forward. Investment powers and policy The trustees, having regard to the liquidity requirements of operating the chartty, have kept available funds in our current account. As the charity develops and our reserves increase. we will open a separate account. Reserves policy and going concern The balance held in unrestricted reserves at 31st March 2024 was £14.450 of which all are free reserves. The Charity's main source of income is grant income from Trafford Council. The Trustees consider that it is appropriate to prepare the accounts on a going concern basis and. consequently. the accounts do not include any adjustments that would be necessary if these sources of income should cease. Trafford Community Collective. The trustees aim to establish and maintain free reserves in unrestrirted funds at a level which equates to approximately three months of unrestritted charitable expenditure. The trustees consider that this level will provide sufficient funds to respond to application5 for grants and ensure that support and governance costs are covered. The trustees consider that the charity is a going concern. Any reliance on grant funding is managed through a flexible approach to actlvities and project delivery. Risk management We have established an approach to risk mana8ement that enables us to identify the major risks to which the charity may be exposed and have put in place systems and protess to manage these risks. Plans for Future Periods Overvlew of prlorliies for 2024- 2025 and update on stsndard operatlng M¢￿1. To support the growth of the Collective and its funded project5 a Deputy Chief OffI￿r was recruited in October 2023, to 5UPPOrt the operational processes and Communication plan. The deputy offScer is responsible for operations of the tore business processes and the communications plan includin8 the development of our website. The Deputy Officer has supported the transition to a new operating framework over the period January to March 2024 this has led to the establishment of The Collectlve Executlve Management Group- the decision-makin8 forum responsible for the business management to achieve our aims and outcomes. From a slmple Sdea - worklng together In a Collertfve and Collal)orattve way- Trafford Community Collertive has 8one from stren8th to strength. Over the period 2024 2025 we will build on the chievements of the last three years to support the delivery of the aims of the refreshed Trafft)rd Locality and Trafford Corporate Plans. On the retirement from the Collertive of our Chief Offlcer In March 2024, we 5ucce5sfully recruited a replacement Bernadette Ashcroft and plan to increase and strengthen the Board of Trustee5 to ensure future sustainability. The Chair of the 8oard of Trustees for the reporting period was Jane Dennison who resigned in March 2024. The current Chair is Oarren Morgan. We will do this through deliveriNa on our prlorltles to; Developing a sustainable VCFSE sector in Trafford. Support the development of community-based early intervention and prevention service5 at a neighbourhood level. Effectively engage with individuals, families. and communitie5 at a local level arbd communities wilh common inieiests. Provide a focus on the wider determinants of health and lead on the development of new ways if working designed tr) reduce health inequalsties. io Trafford Community Collecthfft. Trustees, responsibilities in relation to the financial statements The charity trustee5 are responsible for preparing a trustees. annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accountin8 Practice) which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources. including the income and expenditure for that period. In preparing the financial ststements, the trustees will be requlred to- Select suitable accountin8 principles and then apply them consistentlyi Observe the methods and principles in the applicable Charities SORP. Make judgments and estimates that are reasonable and prudent: State whether applicable accounting standards have been followed. subject to any material departures that must be disclosed and explained in the financial statements; Prepare the flnancial statements on a going concern basis unle55 it Is appropriate to presume that the charSty will continue in buslness. The trustees are responsible for keeping proper accounting records that disdose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements tomply with legal requirements. They are also responsible for safe8uarding the assets of the ch?rity and takin8 reasonable steps for the preventlon and detection of fraud and other irregularltles. By order of the trustees Darren Morgan Chair of Trustees Date: 19th November 2024 li INDEPENDENT EXAMINERS REPORT TO THE TRUSTEES OF TIL4FFORD COMMUNITY COLLEcfivE REGISTERED CHAIUTY NO. 1193780 I report on the accounts of the charity. for the y¢ar ended 31 March 2024, which are set oui on pages 12 to 22. Respectyve Responsibilities of Trustees and Examiner The Lh¢irity'5 tTUStees are rcsponsible for the preparation of the accounts. The charity trustees consider that an audil is not required for this year under section 144(2) ofthe Charilies Act 2011 (the 20I I Act) and that an independent examination is needed. The charbty is preparing accrued accounts and l am qualified to undertake the examinalion by being a qualified member of the Association of Chartered Cerlified Accountants. It is my responsibility to- F.xamine the accounts under section 145 of the 2011 Act. follow the procedures laid down in the general Directions given by the Charily Commission under section 145{5)(b) of the 2011 Act. and To slate whether particular matters have come to my attenlion. Basis of Independent Examiners Report My examination was C(￿ried out in accordance with the General Directions given by the Charity Commission. An examinatton includes a review of the accounting ￿rdS kept by the charity and a comparison of thc accounts presented with those records. It also includes ¢onsideration ofany unuyual items or disclosures in the accounts. and seeking explanations from you as truslee5 concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given &s to wheihcr the accounts prcscnt a "true and fair view" and ihc report is limiied to those matlers set out below. Independent Examiner's Statement In connection with my examination. other than listed I￿low, no matter h&8 come lo my attention . { l ) which gives me reasDnablL cause to believe that in any material respect the requiremcnts: to keep accounting reLords have in accordance with seclion 130 of the 201 l Acl. and to prepare accounts which accord with the accounting records and to comply with the accounling requirements of the 2011 ACL have not been met; or (2) to which, in my opinion. altention should be drawn in order to enable a proper understanding of the accounts to be rcached. A.k4. ANI King FCCA dte: l Y November 2024 Community Accounlaney Service Ltd I hc (irange. Pilgrim L)rive. TrseswiLk. Manchester, Ml13TQ TRAFFORD COMMUNrrY COUEcrt¥ 12 STATEMENT OF FINANCJAL ACTWMES FOR iaiin lThcom• an ENDED 31 CH 2024 TO1￿ Fund& Totsi Funds Year Endod 31 March Year Erwjod 31 2024 March 2023 Fun Funds Furthw C*ialls Income from.. Donations and ￿a¢l¢S Charitable Adivilie$ 0¢￿1 Tradiry AGl1vit￿5 Investrnenl IrKth tl* •moufit¥nd settlern¢n¢ d•tt. In the event that è donailon is subject to cond1t1￿$ that regulre a level of perftwmanct before the chority15 entitled to the funds. the income is deferred and not reco8nised until either those CL￿dItIonS ère fully met, orthe hjlfilment of those conditicns is wholly within the control of the charity •nd It Is probawe thètthose condltlcffls wlll be fvhllled in the reportin8 period. Interest on fvnds heldon depostt is included when re(el¥ableand theamount caTr bemeasured rella1￿¥ ￿ the charty, this15 wrmally upon notitication ofthe interest paid or paYa￿e by the bank. ￿viden￿$are reco￿15ed once the dlvidend ha5 been declared and nottfi¢ation hèsljeen tecelved ol thedlvldend due. Idl Expertdlture Re(￿nItIon Llabiiiiies are reco8n15ed as expendIlu￿ assoM •st￿re Is a le8al or cons1n￿￿e0bI￿at￿ commttdngthE charfty to that expenditure, it Is probable that sethwnent wlll be requlred and the arnouni ol theobllytbn can be measured All expendlture Isaccounted for on an accruals ba￿$. AJI exFensesIr￿￿thn8SuPpQrt ¢ostsand governance costs are allocated orapportloned tothe appllcableexFen(Mture head1￿5. FtrmNe on thls andbU￿On refer to note lfj below. lel lYreco¥erable VAT Irrecoverable VAT is char8ed aBalnst the exwndityre headin8forwhich it t*as incurred. (fl All0(￿10n of wpport and8ovemènte costs SuppDrt C05t5 have been allocared between govvrwKero5ts OihersuprortC05t& GovernoTKe costs ￿rn￿se •ll C05t5 invdvin8the public accountsbility of the charityand itsccrfnpliance with regulati￿ and gotsd prartice. These costs Ir￿lude c￿ts related to independentexamination and legal lttstcfether ¥￿th an apFMYb'onment of overhead and support Costs. Governance costs and suppvt Costs relatingto charftaue artMUes have been app)rUoned based on type of expense. The allocation cf 5uprK)rt and 8ovemance costs is analy5ed ID note8. Ig) Costsof raisin81￿d$ Tlic ivJiJ Trf fundj Df c¥ctits (￿11¥1{1r￿ Tn•rh¢lbr*ts Ihl Chafftabl¢Aeti¥iltÈs Costs of Charftable actiwltle5 include 8OVeTrTrance costs and an a￿￿￿OnmentOf wpport COstsa5 51¥)wn in note 7. lilTan￿bleflXed assets ond depre(la￿0 All assets costing more than £5￿ are capltallsed andvalL*d at hlsiorfcal cost. 151 Realised and losses All 8ains and losses are taken to the Ststement of FIna￿al kbwlbe5as they arlse. Reallsed gains aThd losseson investmenis are calculate(l as the difference bettvÈen sale5 proceeds and theiropenlng Caryl￿value ortheir purchase value11 atquired subsequent to the first dayof the finanoaj year. Unrealised gain5 and lossesare calculated as the difference betweenthe fairvalue atthe yeavend and thelr va￿Thg val￿. Reali5ed aThd uTrrealised nvestmentgain53nd losses are comblned in the Statement of Fin￿￿al Athibes. Ikl Pefislons The charilycurrÈn¢ly d¢)e5 Trot adrninlster contr5budons toa sche1￿ w bthèlf of Indmduals. 111 Debtor5 Trade and otherdebt¢Y5 are re￿￿sed at the settlement arntyjrf du¢•fterany trade dlscountoffered. Prepayments are valued at the amount prepaid net of anytrade dIX¢￿nts due. Im) &￿11015 and pr￿￿￿0￿$ Creditois and provisions are reco8nised where thÈthaiity has a present oty18atirn reWI￿n8 from a pa5tevent that wlll probably result in the transfer of fundsio a third party and the amount due to SthU¢the otyigation can be meawred or estlmated reliably. Creditors and provisions are normally recognised al thelr setdement aftw)unt afterallowinBforany trade disthunts due. The trustees all give free￿ theirtirne and expernse without any fom) ol reffwjneratith) tyother benefit In cash or klnd. Expen5e5 paid to the trustees in the ￿ar totalled £NI12023.. Énill. 3. Don•tlon• and L•g•¢l•• UnM¢rtt•d Tow Fund• T¢*•1 Fund• Y•ar End•d Y•ar End•d 31 ￿1¢h 31 March 2024 2023 Y￿1 Ended 31 Ywr ETrJ8d 31 March 2024 Alafth 2024 Donaloni Prevlous reportlngperfod Totsl Fund• Ymr End•d 31 March 2023 Ywr Enw 31 Y•ar End•d 31 M•rch 2023 rth 2023 Oonalons 17 4. In¢omo from charltablo a¢Uvttlos Unrwtslcied Tot•1 Funds Tcrtal Funts Y•arEndgd Yw Ended 31 March 31 March 2024 2023 Y#r Ended 31 Yoar Ended 31 PAarch 2024 March 2024 Unre$tri6tr19ranl8'. Ignrtion Ent8fpfi8e Trafford MB Re$lnded 9r8nts'. 10GM Groaler Manchester SCB Greater Manchest9r ICB Caiers EThJ898menl Greater Manchest6r ICB ￿nts1 Hèafth Lead Greater Manch•ster ICB Mental Health Greater Man¢tsstor M6ni*l Hoamh GM Sports R*hl lo Iho Slreels Greater Manche51er Ccrnbin8d Authorty Manch•sl•r Credit Unv)n National Lottery Communty FUTr Pulse Rég•ner8lion Trhfford MBC Tralloro MBC School str￿15 Tr¥Nord Ice He•lh in Community Tr8fford MBC Reducing P8rnntsi ConllLI Trafford MBC Hoath Trafford MBC Ntsyhbwrho Trafford Mec Wothfoice Grant 4KS.CQi 40,CQi 36,100 1.402 46,414 46,414 45,IXIO 10,C<4J 10,L 14,583 14,563 74,999 25.C4YJ 140,Lb>) 26,7(¥J 21.072 25,C¢XI 140,f￿) 21,072 27,000 205.801 40,CQi 378.069 418.070 Prevlou5 reportln8 perfod Totsl Fur*d• Y•ar End•d Ji M•r¢h 2023 Yts•r Ended JI Year Ended 31 March 2023 March 2023 Unrestricted grants.. 18nitlon Enterprije RestrSrted grants.. IOGM Greater Manchester IC8 Greoter Manchester ICB Carers Engagement Greater Manchester ICB Mental Health lead G￿ater Manchester ICB Mental Health Greèter Manthester Mental Health Trafford MBC Trafferd MBC NelBhbourhood Traffcrd MBC Workforce Grant 36,IL 1,402 36,1fy) 1.402 45,l>JO 74.999 74.999 27,LX 202,801 27.C#)O 205,801 5. Income from othertr￿5ng actfv6Uss UnrtSts1￿ R•stiictod Totsl Funds Total Funds Year En¢Jed Yoar Ended 31 Mar¢h 31 March 2024 2023 Yv3r Endod 31 Y•or End8d 31 Mar¢h a)24 March 2024 Marketplacefor Trafford (Age UK) Previous rewrtin8 period Tolal Fund Y•ar Ended 31 M*r¢h 2023 Y•ar End￿ 31 Yo*r Endèd 31 Ilarch 202Y March 2023 MarketplaceforTrafford IA8e VKI 6. Expendliure VCFSE YurEnd•d Y•ar End•d Erw•m•nt* 31 M•r¢h 31 March •nd p￿1•¢￿ 2024 2023 E¥p*ndltur• on r*lslNf fi￿d$. Mad) 26.7C>tydTnat￿n, dèvelopment And delNery of tho18st aThl leom prciect on inllabonary irK¥e88e formental h•atth cJ)nnador and all age en9agement grants for man4tn*rt •nd ¢Ontin￿l de¥dopmant ofTr4fford Commu co1￿￿￿¢ fvIcr￿InaIKyn. mon•￿ment arhy 8818ry for mental he811h connoct¢x foretyagement with L*l￿re￿. >wng F•ap￿ 8nd adult$ to $upport the d8¥elopm¢nt of Trnfford AJIAgg 1tr4i•gy for rnanag8meni eo*s Gonlinwj C*1 TAfford Communlty Greal8r Manchester IC8 Car8rs Eng￿￿•nt Grtoter Manchestsr ICB Mantal HeaNh Lead Gr88tér Manchester ICB Ment81 Healh Greater Manchester M8ni•l He•tth GM Spryt$ Ri9ht lo Ihe Slrnels for C￿￿40￿n Trnflord to ko8p pU￿1C sp8cos 18f* for and for CTrofd￿8tson. m•nawMnl aTrJ •a*ry¢￿t forokl Trnfftjrd ofageing In pw prr4•d m8nagoment. 4J•v•hx¥Mnl and sAl*ry￿St$ for 8 ¥olunt•or wthln¥to è16 Trafford Conjmunty Hu for ctrordin•ith #nd re&Jcaw ¥￿)￿n¢4 fr*the d•vehJpmenl ofTrafford CfynmuntycolW cTrordin•ts"on. mAn•Jemént aTrJ ••*ry c4Sts forTi•fford MBC public hoatth scho)131ieets proJbc¢ f*xts>orOinalion. m8n4emant aThJ ￿lI¥•ry01 th• Traffonl MBC hegllh yoJ¢ forco-ordin8th"on. m•n•a•m•nt *r￿ ••l•ty Costs fNTrqfford MBC thildrén$ for reducary parental confiicl for c&ordinaiion. man>aement of grtnl funa• for Trafford public haamh In •n• fund for Tr8fford con¥nunty groups for man#o•m8nt CO8ts fort￿ •nd d*thry ofcmimunity Greater Manthst•r comb￿ed Aulhorty Novonal Loii•ry C¢)mmunity Fund Puh• R•goner8lon Tr8ffortt Trofford MBC School Str••ts Trafford IGB Heath In Gommunty Trafford M8C Redudng Par8nt81 Traff0￿ MBG Publt Hearth Trèfford M8C Tr8fford MBC WorkfefC* Grant 16. Anatysls of net aMet¥ btheon l￿d Tot•1 2024 Cash 91 b8nk and in hand Oiher nei GU[￿nI as¥e1511liab'iitwI Crèdilors of rn0￿ than one year Totsl 21.349 16.8991 251.729 11.286 273.078 4.387 14,450 263.015 277.485 Prevknus repjrtlng fvnd¥ fund¥ nds TO￿ 2023 Cash at bank and in hand 153.104 156.197 {4.SOD) c￿ditOrS of more than year Total 2.125 148.604 150.729 17. Flnanclal Instrum•nts The ¢hanfy only h•5 finan¢wl a$sets and li0￿1￿ of a kind that quajfy as bosK fin•ntsal I￿trUMen1$. Bas￿ financial inslrumenls are Initially recognised On a Iransaclh)n Val￿ and SL*wuer5ty measvred al their 5ett*menl value w*h the exceplion of bank loans whth are subseqL*nty ¥y￿u￿d al an amorttsed (>)st ￿n9 the *lfethv8 int•Trst m8th)d.