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2022-03-31-accounts

Company Registration No. 00820660 (England and Wales) Registered Charity No. 222533

Child Action Northwest

Company Limited by Guarantee

Annual Report and Consolidated Financial Statements For the Year Ended 31 March 2022

CHILD ACTION NORTHWEST

CONTENTS

YEAR ENDED 31 MARCH 2022

Page
Report of the trustees 3
Independent auditors’ report 44
Consolidated statement of financial activities (incorporating the income
and expenditure account)		 48
Balance sheet 49
Consolidated cash flow statement 50
Notes to the consolidated cash flow statement 51
Notes to the financial statements 52

CHILD ACTION NORTHWEST

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Legal and administration details

Status: Child Action Northwest is a company limited by guarantee, registered under the
Companies Act 1995. Its governing document is its Memorandum and Articles of
Association.
Trustees: Mrs M Webb Chair
Mr A Botterill Vice Chair
Mr J Townend Resigned 25 October 2021
Mr G H Fairweather
Mr J Comyn-Platt
Mr P Griffin Resigned 22 November 2021
Mrs J Hetherington Resigned 26 April 2021
Mr A May
Mr J Hussain Resigned 23 May 2022
Mr M Roche
Mr S Damp Appointed 23 August 2021
Mr M Jameson Appointed 28 February 2022
Ms N Islam-Khan Appointed 28 February 2022
Mr N Eatwell Appointed 28 March 2022
Mr M Roe Appointed 27 June 2022
Strategic Management Team:
Ms S Cotton Chief Executive
Mr S Chaplin Deputy Chief Executive
Miss R Coaker Strategic Director of Finance and Resources
(appointed 17 June 2021)
Ms K Wilkinson Strategic Director Business Development and QA
(resigned 29 August 2021)
Mr J Cobbold Strategic Director – Business Development, Innovation
and Growth (appointed 22 November 2021)
Operational Management Team:
Julie Dawkins Registered Manager Fostering Services: Head of
Service Care & Accommodation
Joanne Lever Head of HR
Sue Monighan Head of Service – Emotional Health and Wellbeing
Adam Desai Fostering Service Team Manager
Huma Sheikh Young Carers Team Leader
Lesley Hall Assistant Director – Family Support and Wellbeing
Michelle Dixon Assistant Director – Criminal Justice and Social
Inclusion
Hannah Wilson Head of Service – ProContact
Company Number: 00820660
Registered Charity Number: 222533

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Legal and administration details (continued)

Registered Office: The Homestead Regional Office: 4b Springfield Court Whalley Road Summerfield Road Wilpshire Off Manchester Road Blackburn Bolton BB1 9LL BL3 2NT Regional Office: CANWe Solutions CIC Dixon House Whalley Road Wilpshire Blackburn BB1 9LL Solicitors: Forbes Solicitors Auditors: MHA Moore and Smalley Rutherford House Statutory Auditors 4 Wellington Street (St Johns) Chartered Accountants Blackburn Richard House BB1 8DD 9 Winckley Square Preston PR1 3HP

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1. Structure governance and management

This is the annual report of the Trustees for Child Action Northwest for the financial year ending 31 March 2022, incorporating Child Action Northwest and its subsidiary company CANWe Solutions CIC.

Child Action Northwest (CANW) is a registered Charity and Company Limited by Guarantee and is governed by its Memorandum of Articles of Association. The members of the Committee are therefore Trustees of the Charity and Directors of the Company.

The Board of Trustees has appointed two Trustees as Director’s for the CIC to represent the interests of the Charity’s Trustees. An independent Director also sits on the CIC board.

The current Trustees are listed on page 3. The Chairman and Treasurer are Honorary Officers. The Honorary Officers are elected each year at the Annual General Meeting. The Chairman and Treasurer are ex-officio members of the committee. One third of the remaining Trustees who are not Honorary Officers are elected annually by the members of the company. Three new Trustees have been appointed over the year and have undertaken an induction programme.

To facilitate their responsibilities, the Trustees have agreed a rolling agenda. In addition, monthly Pre-Trustees meetings are held to consider items in detail.

The board has nominated a Trustee to take the lead on safeguarding and there are quarterly meetings with the lead staff responsible for operational safeguarding to ensure the Charity has robust safeguarding controls in place. The Board reviews safeguarding arrangements on an annual basis.

To further its work, the Board of Trustees holds a Reserves Management Group that meets quarterly to oversee the Charity’s investments and any proposed service development that requires financial support.

Both the Pre-Meeting and Reserve Management meetings report back to the Trustee Board.

Strategic Directors provide a quarterly service report to the Board of Trustees, and the Business Director for the CIC provides a quarterly report on its performance.

A ‘Skills, Experience and Governance’ audit is undertaken each year with the Board and any skill gaps in the Board are identified. This process enables the identification of any developmental needs within the board so that the appropriate training or other opportunities can be identified throughout the year; this includes an annual team building and training event. The audit also informs recruitment to the board, enabling it to be focussed on meeting any skill gaps identified. Recruitment to the Board is via advertising through various media and networks, completion of an application form and interview by the Chair with the CEO. If this stage is successful, then interested members are invited to observe a Board meeting.

A governance review is undertaken annually led by the Chair of the Board and recommendations made to ensure that the board follows ethical guidance, is representative of the diverse communities we operate within and receives representation from young people.

Newly appointed Trustees are invited to attend the CANW induction day for new staff and are provided with an information pack which includes: -

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In addition, all Trustees visit the Charity’s projects as part of their induction, meet with key members of the Senior Manager Team, complete a Disclosure and Barring application, sign and agree to the Trustee Code of Conduct and sign a declaration of eligibility to act as a Trustee. They also receive, on a bi-monthly basis, a copy of Governance Magazine to keep them informed on trustee and governance matters, and receive a copy of the Good Trustee Guide published by the National Council for Voluntary Organisations (NCVO). During this past year remote technology has been used to ensure that induction and service visits can be undertaken remotely.

The organisational structure chart is provided below:

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The Board approve and monitor the strategic plan and business plan of Child Action Northwest and during the year the Board of Trustees, along with the Chief Executive, review the strategic direction of the Charity, taking into account the type of risk faced by it and the likelihood that risks may materialise. The operational and financial risks, once assessed, are monitored through a number of internal management systems including monthly senior managers’ meetings, Pre-Trustee’s meetings and quarterly Reserves Management meetings. A scheme of delegation is in place to ensure clarity of the financial decision making process.

Over the previous year the Trustee Board undertook a full governance review against Charity Commission guidance and standards. A quality framework was agreed and an action plan is in place with a three-year rolling review programme in place.

The pay of the Chief Executive is set by the Board and reviewed on an annual basis. It is benchmarked against the NJC (National Joint Council) payscales and has been benchmarked against other similar organisations within the voluntary sector. The Chair of the Board meets regularly with the CEO, to undertake appraisal and to monitor objectives set by the Board. A closed meeting is held annually by the Board to review the performance of the CEO against these objectives. The pay of the Senior Management team is also reviewed against the NJC payscale and external benchmarking. The CEO undertakes an annual appraisal and regular supervision of the Management Team and discusses performance of the operational team with the Chair.

A number of stakeholder events are held over the year where the trustees and staff have the opportunity to meet a wide range of stakeholders including other charities and organisations who have an interest in Child Action Northwest. In addition, the operational managers are involved in a number of strategic planning groups across the region where there is an opportunity to contribute to developments that will be positive for its beneficiaries. A number of partnership arrangements are in place, supported by a Memorandum of Understanding, where direct services are delivered in line with the charitable objects. Over the past year, due to restrictions imposed due to government guidance, these meetings have continued in the main, being held remotely using technology such as Zoom and Teams. The end of the year saw the lifting of most restrictions and some meetings have now returned to face to face.

During the pandemic the Board have continued to meet regularly and have used secure digital platforms to ensure they have been able to continue governance as usual. All sub meetings have continued. The Board has approved and reviewed the Covid risk management processes, received an update in relation to Covid at each meeting, agreed and supported remote working and ensured that the Charity continued to operate and fulfil its obligations. As government restrictions and guidance was lifted the Board began to meet in person with the facility for board members or members of the executive team to join remotely if needed. It is anticipated board meetings will be held in person over the coming year.

2. Objectives and activities

Child Action Northwest operates primarily in the North West of England, predominantly in Lancashire, Greater Manchester and surrounding area, including Cheshire East and Cumbria. For specific services the geographical delivery covers a wider footprint across the north and west of England. The Charity provides a broad range of services to support children, families and vulnerable adults, currently the work with vulnerable adults is primarily in the Criminal Justice service but following the change of objects in the previous year the Charity is considering a broader range of service delivery to support adults who experience disadvantage. The region of operations is very diverse and includes areas of deprivation alongside affluent and prosperous areas. The population within Blackburn with Darwen, parts of Lancashire and areas of Manchester include a high proportion of individuals from a Pakistani or Indian background. Across the region there is a general diversity within the population and the Charity monitors service delivery to ensure it is representative of the communities it serves.

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The charitable objects of Child Action Northwest are:

Further to the Objects Child Action Northwest has the following powers;

In pursuance of these objects CANW provides a range of services under the following headings:

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Our Mission, Vision and Value Statements drive our work, we are ambitious for the children and families we work with. Over the year we have reviewed and updated our Mission and Vision statements. We aim to inspire lives and change futures by looking beyond the obvious to understand and provide the support individuals need to reach their potential.

Mission

The inequality that exists up and down the country means that many communities face complex challenges - simply getting by is tough. Our mission is to support children, adults and families across the country, ensuring that when life presents difficult circumstances, we’re there every step of the way to make sure they get the support they need.

Inspiring lives, changing futures.

Vision

Our vision is that everyone gets the support they need, when they need it, to navigate the challenges they face in their day-to-day life.

Values

Our values were agreed following consultation with the staff team, trustees and stakeholders, they inform our code of conduct and standards of behaviour expected across the charity. They are integral to our recruitment framework.

The Trustees confirm that they have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the Charity's aims and objectives and in planning its future activities.

The Charity’s Memorandum and Articles of Association permits the Board of Trustees to make financial investments of funds not immediately required for meeting the objectives of the organisation. In addition, the Articles of Association permits the Board of Trustees to make decisions on property owned, leased or rented by the Charity to further benefit its aims and objects.

Those funds not immediately required are placed in investments, securities or property as may be thought appropriate, subject to any legal requirements. The Charity’s investments have been acquired in accordance with

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this power. There are clear investment and reserve policies in place and a sub group reports to the Trustee Board all matters in relation to investment or property.

Our People

At Child Action Northwest we recognise that our dedicated staff and volunteers are our most valuable asset. As of 31 March 2021 we employed a total of 97 permanent staff members and 122 sessional workers, bringing the total workforce of the Charity to 219 staff.

The pandemic has continued to further impact upon volunteering at CANW and at the end of March 2022 we had 19 volunteers registered within 4 service areas in CANW, including Trustees. This amounted to a total of 840.3 volunteer hours from April 2021 – March 2022. If this contribution is equated to pay at the minimum wage of £8.91 per hour the financial value of this support to CANW is £7487.07.

Over the last 12 months the HR team have fully supported the staff team, and refined processes to adapt to a hybrid way of working, with a reintroduction of part-time office-based working following the easing of pandemic related restrictions. A new HR system has been procured and implemented. Further work will continue to embed the new system during 2022-23.

The Human Resources team oversee a training programme outsourced to a local consortium, Spring North. The programme includes but is not limited to;

In addition, an annual audit of learning and development needs is undertaken and appropriate programmes put into place.

The impact of Covid-19

HR have continued to guide the organisation through the ongoing human impact of the pandemic: The team have ensured that support information has been shared, provided updates, and communicated any changes to be made. In addition, risk assessments have been regularly updated and staff supported to return to hybrid working.

3. Our Community Interest Company Canwe Solutions

The Community Interest Company (CIC) is a trading arm of CANW whose surpluses are gift aided to the Charity to support its charitable work.

The Articles state;

The Company's object is to carry on activities which benefit the community and in particular (without limitation) to:

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To further meet the needs of the community the CIC will develop and provide a range of training, consultancy and contract services to the public and private sectors;

4. Our Objectives and Achievements for 2021-22

We set four strategic aims over 2021-2022:

The year continued to be one that was dominated by the impact of the Covid 19 pandemic but the Charity was able to retain the flexibility of response that has meant we were able to achieve many of the aims we had set. We continued to work closely with staff, funders and beneficiaries to ensure that the services over the year remained focused and able to meet the continuing demand for support.

The group’s incoming resources for the year ended 31 March 2022 amounted to £6,266,999 and outgoing resources amounted to £6,049,158. The surplus reported during the year was £309,820 which included net unrealised surpluses on investments of £91,979 (excluding dividend and other investment income). The operating surplus for the year was £217,841. Due to the continued uncertainty of the impact of Covid-19 on the delivery of services, and therefore the security of income throughout the year, a breakeven budget was set with limited investment agreed by the Board.

At the beginning of the year we planned key actions in line with the business plan and have been successful in meeting these objectives. Our plans included the following:-

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5. Our Services

Our Services are delivered through our Care and Accommodation services which focuses upon children who are or have been looked after by the Local Authority, and our Targeted Early Support Services (TESS), for children, families and disadvantaged adults living in the community

5.1 Care and Accommodation

Description of Service

The Care & Accommodation service comprises of a registered fostering service, a leaving care service and supported lodgings provision. The foster care service has been running for over 20 years and provides good quality foster homes for all the local authorities across the North West of England who ensure a sufficiency of placements for the children in their care. The service has up to 50 children living in its foster homes and operates a number of different fostering schemes to meet the varying needs of children. The ‘step-down’ fostering scheme has been developed for those young people who have been in residential care or who are on the cusp of residential care and this service is provided for young people across the region. The Opening Doors project provides therapeutic foster placements for young people with complex needs across the region. In addition, the service provides task centered and long term foster homes for single children and sibling groups, plus a specialist provision for children who have additional needs. The service currently has two Supported Lodging Hosts who provide care for children who are moving on into independent living.

We work with young people from 0 to 18 years within the fostering service and up to age 25 in the Leaving Care and Supported Lodgings with the aim of providing stable home environments and support which enables young people to meet their potential and stay connected to the significant people in their lives. We are an inclusive service and tailor our care offers to meet the needs of the young people to help promote their identity and potential.

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The service was inspected by Ofsted in January 2020 and received an outcome of good across all areas which evidences that the service is well managed and provides safe and nurturing care to the children. Changes have been made by Ofsted to the frequencies of inspections and it is expected that the agency will be inspected in the 3 year cycle ending March 2023.

The impact of Covid-19 and response

The impact of the Covid-19 pandemic was significant to the service given the nature of fostering as home based care for vulnerable children and the agency has followed government and service specific national guidance throughout the period. Dialogue with carers has continued to ensure they had all relevant guidance and appropriate Personal Protective Equipment and information about access to school and fostering related issues such as statutory visits and family time (Birth family contact). Organisational, service specific and individual risk assessments were in place across the service. Safeguarding measures remained paramount throughout the period. Work with children has drawn upon the guidance produced by the National Youth Agency. The Local Authorities, for whom CANW provide fostering families, put in their own monitoring systems. Throughout the pandemic no children have had to move placement due to illness within their household.

Following changes in government and service specific guidance towards the second half of 2021 the service started to return to normal whilst navigating the challenges posed by the new variant of the virus. There was an acknowledgement that foster carers and young people were in need of face-to-face contact after a two-year period beset with lockdowns and isolation. Risk assessments were undertaken prior to any visit to ensure that household members were symptom free, staff were undertaking lateral flow tests prior to contact and it was ensured that anyone with additional health vulnerabilities were in agreement to have face to face contact.

Achievements over 2021-2022

At the beginning of the year the service set key priorities for the growth and development of the service:

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Impact of service

Placements of young people.

The Covid pandemic had less of an impact upon the numbers of children placed in the year with the vaccine programme giving foster carers the confidence to enable children to come into their homes along with the easing of restrictions on the overall public. However, during the year, the numbers of children benefiting from living in a fostering placement decreased by 11 with the initial 50 children, peaked at 53 but reducing to 39 at the end of the year, 63 children have been cared for over the course of the year. Although there were considerations of risk on children moving in and out of fostering placements, the service noticed more children coming into care once statutory services returned to normal and children’s wellbeing and risk was adequately monitored. Dialogue within the fostering forums highlighted that the demand for placements was higher than supply nationally.

The service experienced 24 placement endings over the year which included 3 foster homes experiencing unplanned endings of 7 children (sibling group of 5 plus two single placements) We saw 4 young people remain with carers post 18 through ‘Staying Put’ or Shared Lives.

Foster carers

Last year despite the challenges of the fluctuation of Covid outbursts there was more opportunity for foster carers to meet face to face. Together they showcased the part they play within CANW by creating a series of videos, #why we care, to celebrate Foster Care Fortnight which is a national campaign to recruit more foster carers. Recommend a friend still is the most successful way to recruit foster carers. This however does not generate enough enquiries through to approval, so an investment has been made for the 2022-23 to recruit a designated officer to lead recruitment.

No complaints have been raised by foster carers this year and feedback to date demonstrates that they feel listened to and well supported. The change of role of a member of staff to foster carer development worker has proven to increase foster carer engagement and ability for foster carers to share their views and opinions more easily.

Service Feedback

Over the year we have received positive feedback from many people involved in the service:

“I just wanted to pass on behalf of Rochdale BC our thanks for the placement of XX. He is 18 tomorrow and I know he has been with the agency and carers for a significant amount of time (almost 11 years). Thank you for everything CANW have done for him” (Commissioners)

We were absolutely thrilled to pieces when we got approved last November and when we got our first placement in December our lives changed for the better. Now we have our second placement and our little family is now complete. We love being Foster carers and truly the best decision we ever made was hanging on those couple of years then joining CANW. CANW have been truly amazing from the start to now and we know this will continue, whatever we query the answer is always there. SSW;s & Management are so lovely and we think a lot of everyone. We hope that our relationship continues for many, many years as at last we’ve found the reason that fully makes our life complete and our house a happier place. (Newly approved carers)

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Feedback from a CANW foster carer: “would just like to say a massive thank you for all the support and everything you did for me and the boys through my first fostering placement. I couldn’t have asked for anymore from CANW and you have all been amazing support when we need you”

Young People Feedback

“ I think that this Foster going service is fantastic because it has helped me for so many years and it offers so many great things advice Adventures as well as of support when you need it.

I would love to go on another residential in the future because I enjoyed our October girls weekend we had last year especially when we all sat by the fire toasting marshmallows and having a great time.

CANW is a fantastic fostering agency ... the staff and colleagues are welcoming kind and Understanding as well as giving up a lot of their own time for young people and trips out during holidays”. (Young person’s reflection after turning 18)

Service objectives for the coming year 2022-23

5.2 Leaving Care Service

The Leaving Care service began in November 2018 and was funded through Children in Need until November 2021. The service supported any young person aged 15+ who was on the cusp of leaving Local Authority care or had recently left the care system. The service delivered a programme of workshops and tailored 1:1 support to assist young people to develop core independence skills, achieve improved emotional and physical health and better manage personal risk and safety.

Feedback from Children in Need at the project close stated:

‘Thank you so much for all your hard work over the past three years, we appreciate that you have supported very vulnerable young people through some incredibly challenging times, and I hope you are very proud of what you have achieved’.

(AF, Children in Need, Regional Officer North)

Service Response to Covid-19

The Leaving Care Service was prompt in its response to the pandemic and developed a new model of working that could continue to serve those young people who are often considered the most vulnerable in our society. Since January 2022 we have listened to the young people and have offered more activity at the Young People’s Space: Wilpshire and at events held in the community.

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Service activity 2021-22

The service was maintained as a remote model of working engaging young people in real time via Zoom workshops. In line with the wishes of the young people a WhatsApp group was also set up where they are able to express thoughts, feelings, success stories and images relating to their lived experiences, artwork, and dishes they have created during cooking workshops etc.

The Leaving Care Service continued to support young people preparing to become care leavers and supported them to prepare for and sustain independent living up to November 2021.

Throughout the period the service:-

The Leaving Care Service has been maintained post November 2021 through grant funding to support young people within CANW foster placements who are in preparation for leaving care.

Participation remained central to the service and young people have been encouraged to share their thoughts in regard to ways in which the service can be enhanced and to lead workshops for their peers.

5.3 Targeted Early Support and Specialist Services (TESS)

TESS services provide support to children, families and communities across Blackburn, Lancashire, Cumbria and Greater Manchester. The Appropriate Adult service is also delivered in County Durham. A wide range of services are provided including Emotional Health and Wellbeing, Family Support, Criminal Justice, Youth Support and Social Inclusion, and support in Employment and Education. The service is delivered under the management of a Strategic Director, with Service Managers based in the localities.

The service area raises income primarily through providing commissioned services on behalf of the Local Authority and grant funding.

Between 1 April 2021 and 31 March 2022 the following services were provided:

5.4 ProContact

ProContact enables and promotes contact between children and parents and aims to reduce parental conflict through a range of services. ProContact works with families who are usually in private court proceedings and where there is a break down in contact arrangements for the children of separated parents. ProContact works with children who are reluctant to have contact, parents who need support in having contact or parents who need help supporting contact with the co-parent. The service makes recommendations to help families move forward and supports families to keep these arrangements in place. The service has been operating since 1999 and works across the North and West of England. Most Contact Services were reopened slowly following covid-19 restrictions including supervised contact and indirect contact.

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Covid response and changes

During this period ProContact worked on the new Cafcass contract, Improving Child and Family Arrangements (ICFA) and completed the previous contract Child Contact Interventions (CCI). This was mainly done face to face to support children in re-establishing relationships with their parents. Most Contact Services were carefully reopened face to face but for most of the year there were no new referrals accepted until March 2022. The Separated Parents Information Programme (SPIP) continued to successfully take place on Zoom with some face to face sessions taking place in Spring 2022 to support engagement.

Service achievements and outcomes 2021-2022

The service was successful in gaining two contracts with Cafcass to deliver the Improving Child and Family Arrangements Service in the North and West of England which began in May 2021. ICFA is a service to help families agree safe, beneficial, and sustainable ‘spending time with’ arrangements when they are finding it difficult to do so on their own. The ICFA work is short term and a referral can only be made by Cafcass and if it is court ordered. The ICFA includes 9 sub-contracted partners who have all been supported in their practice to achieve outcomes for children.

The ICFA programme aims:

ICFA North covers working with families in Cumbria, Darlington, Durham, Humberside, Lancashire, Northumbria, North Yorkshire, South Yorkshire, Teesside, Tyneside, West Yorkshire and York. ICFA North CANW worked with 272 families and supported 3 partners to work with 174 families.

ICFA West covers working with families in Birmingham, the Black Country, Cheshire, Greater Manchester, Herefordshire, Merseyside, Shropshire, Staffordshire and Worcestershire. ICFA West CANW worked with 176 families and supported 6 partners to work with 202 families.

The Separated Parents Information Programme (SPIP) is a service to help separated parents, or those who have responsibility for children, to better understand and respond differently to conflict and communication. The 4-hour programme encourages separated parents to behave in the best interests of their children and to become clearer about what their children need most from them. The programme also equips parents with skills to take steps for themselves; this may include developing agreements that do not need court intervention. Most parents who have attended a SPIP found the programme positive and all wished that they had attended much earlier.

SPIP took place across Cumbria, Lancashire and Greater Manchester and benefitted hundreds of children by their parent’s attendance. 96% of parents said that they learnt on SPIP things that would help them understand what children need after parents separate. SPIP CANW worked with 347 parents who attended SPIP in Cumbria, Lancashire and Greater Manchester and we supported 3 partners to work with 471 parents.

Existing families who accessed Contact Services were able to continue to be supported. These families had had significant disruption during 2020-2021 so having consistent face to face contact supported children and parents to reconnect. CANW worked with 50 families to access our contact services such as supervised contact and indirect contact.

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Outcomes and Impact of the Service

The service has been able to provide positive outcomes across its delivery areas despite the challenges of ongoing Covid restrictions over the period.

Improving Child and Family Arrangements (ICFA):

Feedback and quotes

Ambition for the coming year

We will be expanding our range of contact services and the geographical area in which we operate these services. This includes launching supervised contact in the community and relaunching Supported Contact and Supported Handover. We also plan to offer services beyond Lancashire and Greater Manchester to cover the North of England.

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5.5 CANW Young Carers Service

About the Service

Child Action Northwest’s Young Carers Service supports young carers aged 5-18. Young carers are children and young people who are looking after a parent or sibling with an illness or disability, mental health problems or alcohol/substance misuse issues. Our aim is to look at how to reduce a Young Carers caring role; signposting families to appropriate services; moving Young Carers onto Universal Services once their intervention is complete. CANW is commissioned to deliver the young carers service in Blackburn with Darwen.

According to the last Census, there were an estimated 1543 Young Carers in BwD alone. Our aim is to continue to find these hidden Young Carers in order to provide support to them and their families.

We have seen a significant increase in the number of Young Carers referrals over the last year. With the Young Carers school work, we are confident that Young Carers can be found sooner so that earlier interventions can be offered in order that Young Carers and their families receive the appropriate support at the right time.

Changes made due to Covid-19

The Pandemic has shown that many Young Carers struggled emotionally. The service has appointed a Therapeutic Practitioner, to be able to offer therapeutic interventions to Young Carers, as well as delivering therapeutic groups in school clusters in order to address the ever-increasing number of referrals. With some Young Carers having spent a considerable amount of time at home due to the Pandemic, with their caring roles increasing quite considerably, the YCs Service has seen a significant rise in referrals, with some very complex cases. This has resulted in our offer of support having to be extended, as well as provide other forms of interventions including therapeutic groups and therapy sessions (counselling sessions), etc.

With families from BAME communities classed as being at greater risk of contracting COVID coupled with underlying health conditions, we found that new Young Carers had been identified through this factor. We supported Young Carers by providing them with therapeutic support as some expressed real concern around the fear of losing a loved one to Covid.

Service Activity over 2021-2022

The service has continued to see an increased need for support of young carers and over the last year the service has worked with over 297 Young Carers in comparison to 243 Young Carers last year, 246 Young Carers resided in Blackburn whilst 51 resided in Darwen. Out of the 297 Young Carers that we worked with, 90 of these families stemmed from a Black or Minority Ethnic Background, with an additional 14 families from other ethnicity groups with English not being classed as their first language.

The work delivered has included

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The service has made contact with all 87 schools across Blackburn with Darwen in order to roll out the Young Carers in School (YCiS) programme, offering training and guidance. The service has also been involved in the delivery of ‘Pause for Thought’ and ‘Positive Pals’ both programme to support the emotional wellbeing of young people.

In addition, the service has been engaged in partnership work and development over the year including involvement with the Joseph Rowntree Foundation roundtable discussion looking at issues Young Carers continue to face today to ensure focused campaigning and involvement in the Young Carers Research and Practice Forum’ led by academics from 3 universities, looking at issues appearing in the world of young carers as we emerged from the COVID-19 pandemic.

Outcomes and Impact

Following our interventions:

The service has been able to demonstrate wider impact through its involvement with The Children’s Society Young Carers programme that is providing additional support and training in the Blackburn with Darwen area and through partnership work with Voluntary Sector partners.

Participation and engagement of young people

Young Carers accessing the service.were asked for their views to ensure they contributed to the development of the service and organisation. They have been involved in staff interviews, and were provided with tablets to access online support and access education.

Quotes

You have helped me by making me realise I am not alone in caring for someone. There’s others like me. Also, I learnt about mental health and how to help myself and cope with my emotions. So, thank you!”

Progress against 2021-2022 objectives

The service intends to continue to develop the Young Carers service offer through several initiatives:

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Ambitions for 2022-2023

5.6 Emotional Health and Wellbeing Services (EHWB)

The Emotional Health and Wellbeing Service (EHWB) offers therapeutic support to children, young people, families, and adults across Lancashire, Blackburn with Darwen, Greater Manchester and Cumbria.

The service is focussed on strengthening early intervention, prevention and building resilience to support positive change; is primarily aimed at young people aged 4 – 19 years (25 SEND) and delivers bespoke projects facilitating a holistic approach to supporting families and adults. The service can offer a tailored approach, utilising both 1- 1 work and groupwork through a hybrid approach of remote or face to face work to respond to need and ensure the most effective outcome.

The service works in partnership with other community based and statutory services to integrate pathways of support for early intervention for children and young people.

Delivery models throughout 2021 – 2022 (commissioned and grant funded):

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Response to Covid-19

The service has been proactive in the response to the pandemic shifting to a blended or remote support services through the use technology. The service has integrated the flexible service offer into its ongoing way of working.

Service Achievements over 2021-22

The service objectives for 2021 – 2022 EHWB outlined maintaining the current service areas whilst developing additional areas and models as a result of the pandemic. The service has achieved its objectives through the continuation of the Early Support Commission and growth in schools across some of our geographical areas. The Positive Pals programme has been delivered across 31 Lancashire primary schools. In addition, over the year we have expanded our services into Bolton through our work in partnership with Bolton Together and the I-Thrive programme offer for children and families. The service aims to provide early intervention to support outcomes improving mental health and wellbeing for children, young and families.

Service Outputs and Outcomes

Over the course of the year the service has continued to respond to increasing need as a result of the pandemic. We have worked in partnership with local voluntary and statutory services; participating within the Mental Health Networks and Steering groups to coordinate and promote pathways to EHWB services. Throughout all EHWB projects the service has achieved the following outputs:

Total referrals into projects: young people: 1,917

Total Number of Adults (IAPT + Spot Purchase Adults): 44

Number of young people sessions – all projects: 19,229

Number of schools – 56 (Commissioned and Positive Pals)

Number of referrals EHWB partnership: 1,449

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As part of our ambition to involve stakeholders in the continual shaping of services we encourage feedback on the success of our projects. This is to help us understand what difference our delivery makes the lives of those we support. Our respondents have informed us:

Our commitment to continue consultation and involve young people’s voice in the shaping of mental health services both internally and externally has developed this year and in collaboration with our commissioned schools we have cascaded our CANW participation strategy into schools and have commenced forming participation groups with this ongoing into 2022-2023.

Through our holistic approach and early intervention to supporting children, young people and families to improve mental health, our work often supports positive outcomes in other areas. 96% of our respondents over 12 years stated that they felt they could use their learning in other aspects of their lives and through verbal feedback we know that our provisions have helped young people re-engage with school, other services and improve relationships with families or peers. Additionally, our early intervention and strengths-based approach prevents escalation of need which contributes to reducing need for statutory service.

Through our commitment to increase the mental health workforce we have provided 14 trainee and student placements throughout the year which help to increase skills and knowledge whilst providing vital experience for those qualifying in EHWB.

Student Feedback: “I finish my placement this week at CANW and just wanted to say thank you for making me feel so welcome into the team. I have learnt so much and can definitely transfer those skills into my future practice. Thank you”.

Feedback

Our feedback is collated using verbal, digital and written platforms. Examples of quotes from stakeholders:

Ambition for the coming year

We have successfully secured the Early Support Service commission, which will result in our partnership increasing to 11 agencies delivering EHWB support to children, young people and families across Lancashire.

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Our principal objective is to mobilise the service maintaining a high quality of delivery and stakeholder satisfaction across CANW and the partnership.

We recognise that the mental wellbeing of children has been adversely affected by the Covid-19 pandemic and societal pressures. We aim to grow and develop our emotional health and wellbeing services to meet this growing need. We therefore aim continue to grow our schools offer through our Bespoke programmes and commissioned service, whilst seeking further grant funding to pilot new programmes and enrich our Reboot/Positive Pals projects. As part of our schools work we are exploring the development of our external supervision and therapeutic offer to professionals.

5.7 Criminal Justice Services

Criminal Justice – Appropriate Adult Service

The Appropriate Adult (AA) Service provides a service to children, young people, and vulnerable adults whilst in Police Custody. This includes interviews under the Police and Criminal Evidence Act (PACE), voluntary interviews, missing from home and age assessments. The service works closely with a number of statutory agencies, including the police, Liaison and Diversion, and Youth Justice Services, to ensure the delivery of a high-quality service.

The service covers a wide delivery area as outlined below:-

The service ensures that children and vulnerable adults are provided with the appropriate support and advice from trained appropriate adults.

The service works with children from 10 years of age up to 17 years of age and vulnerable adults who are aged 18+.

We have a simple and robust method for requesting an AA, operating on a 24/7 basis in some areas. We strive to offer the shortest possible response time for persons in police detention. Our AAs have designated home stations to ensure the quickest response possible to the Custody suite.

Over the period 2021-2022 the service supported 3978 young people and 8047 adults, receiving a total of 12025 referrals over the period. This is a significant increase from 7691 the previous year (up 56.4%).

Appropriate Adult service achievements and outcomes over the year

The AA service has been successful in developing its services over the period, successfully retaining new commissions for its existing AA services in Lancashire, Blackburn with Darwen and Cumbria. In addition, the service has also been successful in securing delivery of AA services in Derbyshire, where delivery began in September 2021. The service delivers child focused services and we have supplied the new custody suites with distraction items including chalk paint and pens, some footballs, colouring books and pens, reading books, snap

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cards and ear defenders. This has all been well received from the Custody Staff and made a positive difference to those detained.

Throughout the year the service has continued to attend all existing commissioning and quarterly partnership meetings. These meetings have included Custody Review Meetings in all Geographic areas which attended by the Police, Youth Justice Services managers, Children Social Care, Liaison and Diversion and speech and language practitioners. The meetings enable a review of the children detained in Custody and identify best practice and areas for improvement. The Head of Service has also been involved in Custody innovation meetings across all areas to improve and develop the Custody offer with an aim to making the Custody suites a more trauma informed custody environment. There have been developments made with regards to the rights and entitlements booklet, these entitlements will now be offered in video format to enable a better understanding by the detainee.

The Head of Service attended all National Appropriate Adult Network (NAAN) board meetings and NAAN member meetings to keep updated to any changes in legislation and to share best practice around delivery during Covid19.

The team has been successful in its objective to electronically streamline the service and now uses online system to manage process and recording.

The learning developed throughout the pandemic has been embedded into the service, with electronic access to systems having been improved and remote meetings being held as appropriate.

Feedback fobs are now used to gather feedback from custody professionals that allows a simple and efficient way to gather feedback through QR codes. To date the service has received 161 feedback forms completed and are currently working on extending the feedback opportunities to detained Adults and Children.

When asked if our AAs arrive in good time 88% said always and 12% said yes mostly

How knowledgeable are our AAs – Graded 4.94 out of 5

Do our AAs meet your expectations – Graded 4.95 out of 5

Feedback

Outcomes and impact of the service.

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Ambition for 2022-23

Statutory Reparation

This service is commissioned by Blackburn with Darwen and its remit is to work with young people in the community through a multi-agency approach, whereby agencies work in partnership to deliver an integrated service. Young people who offend are systematically assessed, helped and directed to change their behaviour, appropriately punished and encouraged to make amends to the victims of their crimes. One of the ways in which young people can make amends is to carry out reparation either directly to the victim or, when this is not possible or practical, to the community as a whole. Over the last year the service has developed a mentoring and befriending service for Blackburn with Darwen children, supported by the Statutory Reparation worker. The service supports children who have worries or issues that exist at the end of their engagement with Youth Justice Services, when they are signed off from YJS with no further support being offered. This will help with motivation, confidence building, achieve their goals and assist with education and training options.

Response to Covid-19

The numbers of young people accessing the service has increased since some of the covid restrictions were reduced but have not returned to their pre pandemic numbers. The service continued to provide services in line with government advice in relation to Covid throughout the period and risk assessments were undertaken. Engagement with the service is primarily delivered outdoors.

Statutory Reparation Service achievements and outcomes over the year

Over the year 21 young people were referred into the scheme, 20 males and 1 female, this is an increase of 4 from the previous year. 90% of young people supported by the service were successful in achieving ASDAN awards. The service continues to focus on participation and engagement with young people and over the year was successful in gaining the ‘Investment in Children’ award in partnership with Blackburn with Darwens Youth Justice service

Feedback

I’ve really enjoyed working at Bridge St and making up for my offence there, she never shouted at me and at the end I even got asked if I wanted paid work absolutely buzzin.’ Young person

‘LC has done everything I have asked of him although there may have been a few ups and downs in the road he persevered with the work I set him and he’s now completed his hours on Reparation. I’m really proud of him and how he has presented himself as being polite and courteous and never complained he’s a good worker. I’m placing a lot of trust in him now and want to offer him a position as a glass cleaner over the Christmas period as a way of thanks and for him to earn some extra pocket money, don’t let me down. Host

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Ambitions for 2022-2023

5.8 Invest in Youth

About the Project

Invest in Youth is a project aimed at engaging and inspiring the most disengaged young people resident in the Lancashire Enterprise Partnership (LEP) area. It works with 15-24 year olds who are unemployed or economically inactive with multiple social, emotional, and economic barriers. These young people are faced with a confusing environment of challenges including intergenerational unemployment, poverty, benefit dependency, low skills and lack of employment experience and they often live in communities with few working role models. Invest in Youth supports young people who are aged 15–24 and who are not in education, employment, or training (NEET) and young people aged 15–18 at risk of becoming NEET. These young people will experience multiple and complex barriers to employment. The service has been operating since 2016.

Delivery areas

The Invest in Youth Project covers Pan-Lancashire with CANW delivering to:

Response to Covid 19

During the period 2021-2022 measures brought in during the covid-19 pandemic continued during periods of government advice and guidance. Many of the aspects of delivery proved effective and have been retained as a means of enhancing and developing the service offer. We now offer a telephone service, face 2 face appointments in community settings or video calls, giving our participants flexibility and the option to choose.

Achievements over 2021-22

Between April 2021 and March 2022, the IIY has supported 65 Young People 15+ who were classed as ‘NEET’, supporting 12 into education & training and 13 into employment. We work closely with schools for this age group and between April 2021–March 2022 we worked with 16 schools.

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A number of objectives were set at the beginning of the year, and these were progressed throughout the period:

Outcomes and Impact

The Invest in Youth Service has supported young people to make significant progress over the last year, and over 90% of the participants on the programme have been actively engaged in the support offered. The young people engaged on the scheme have struggled with engaging with.

Some of the key outcomes and achievements include:

By supporting participants with their barriers or complex needs – participants have been able to:

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Quotes/Feedback

Young person

‘ Thank You for the help, it has really helped with my anxiety knowing I have got someone I can really break things down with and get real support from and not pressured into something that’s not right for me, appreciate it a lot’

Ambition for the coming year

The coming year is the final year with the current funding support. We plan to continue to work with high numbers of young people helping them access employment and training support and seeing improvements in their confidence and wellbeing. We are using the learning from the programme to apply for further funding and develop tailored packages of support into employment, education and training.

Youth Engagement (Formally Mixed Media)

The Youth Engagement service supports children & young people 10 - 24 in the community who may be involved in crime or anti-social behaviour (ASB) and children & young people who are involved in county lines & exploitation– providing a range of diversionary provisions and providing wrap around support, examples of wrap around support are physical activities e.g., football / cycling and Emotional Well-Being Support for those that have

been identified. The service uses a multi-agency partnership approach so that children and young people achieve a better outcome. The service operates in East Lancashire with a vision to expand into a larger geographical footprint going forwards.

Between April 2021 and March 2022, the Youth Engagement Service supported 44 Young People with 6 having additional well-being support and 12 young people taking part in physical activities. At the beginning of the year the programme finished delivering final numbers on the Youth Endowment Fund and provided support through an online wellbeing offer to 3 young people in partnership with the Princes Trust. Other highlights include presentation to East Lancashire Police on an Away Day and local community based projects including, a project in Whitebirk, funded from the Police Crime Commissioner to work with an identified group of young people in the Whitebirk estate and a 4-week project in Hyndburn around anti-social behaviour to an identified group of young people.

Outputs and Outcomes

As a result of the outreach youth work taken between April 2021 to March 2022 6 Young People have improved Mental Health / Well-being and 6 Young People keeping healthy and improved well-being through sports in partnership with Accrington Stanley Community Football. We have supported 44 young people during the period April 2021 & March 2022.

Feedback

Quote from a Teacher at St Thomas’ School

“Thank you for your sessions with my students. The feedback from both was very positive.

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We carried on the session some 20 minutes into normal lessons and discussed how we could better manage our emotions.

All the students discussed the ways they could behave differently in a number of situations based on your advice. XX even said he wanted to work with “angry kids like me when I grow up, because I know what they feel like so I could help them.”

XX can be a handful, so thanks for the expert way you kept him on track and involved.”

Service ambitions for 2022-23

The Youth Engagement project intends to continue forging links with external partners, maintaining positive activities with Children and Young People, concentrating on issues that may lead to young people engaging in risk taking and negative anti-social behavior. The service intends to use the mobile unit as an outreach hub and work closely with the police and other partners to provide positive outcomes for CYP across Lancashire. The service will need additional funding to develop and grow this much needed area of work and this will be a focus of our development team.

The service has identified a gap with children & young people that are released from custody with ‘no further action’. A model ‘Break the Cycle’ has been developed to address this and funding opportunities have been identified and applications have been submitted.

6. Business Development, Fundraising and Communications

6.1 Business Development

The Business Development Team is primarily responsible for supporting sustainability and growth of the CANW service offer, through income generation, inclusive of submitting high quality proposals in response to tender and grant opportunities, fundraising and community engagement, ensuring brand compliance and supporting a high level of marketing activity.

Key responsibilities:

The team are also responsible for supporting Quality Assurance and associated accreditation.

Income in 2021/22

2021/22 was a year of change and transition for the Business Development team, with our Director of Business Development, Kate Wilkinson, moving on and several new colleagues joining the team in the autumn. Despite this change, the organisation still successfully generated significant funds, with £6,266,999 raised over the course of the year.

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This income can be split across the following areas:

be split across the following areas:
Area of income Total (£)
Donations and fundraising 51,747
Grants and Trusts 335,546
Service Level Agreements 265,459
Contracts 3,404,166
Foster Care 2,163,382
Investment income & Interest 31,574
Other income 15,125
Total 6,266,999

Business Development Objectives 2022/23

New Contracts in 2021/22

New Grants 2021-2022

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Quality Assurance and Impact

CANW continue to hold a number of quality marks, each of which represents our commitment to excellence in the relevant area. We continue to hold Trust Charity Level 2, Investors in People and Investors in Children, and were successful in our application for Cyber Essentials in late 2021.

2021/22 was a year in which we made a significant impact on thousands of children, vulnerable adults and families across the country. It’s important that the individuals and families that access our support feel that what we offer is of a high quality, so we regularly sought their feedback on what we do. Examples of this feedback can be found below:

6.2 Fundraising

2021/22 continued to be a challenging year from a fundraising perspective as the Covid-19 pandemic continued to have an impact on donor sentiment. The team were successful with a number of key grant applications, however, and continued to develop and grow relationships locally. Despite ongoing staffing change, these local relationships ensured a steady stream of individual giving and stand-alone donations from the community and local businesses.

The next 12 months will see an ongoing focus on securing grant income, whilst deliberately developing our fundraising efforts around events, major donors, and individual giving. Our “What Can You Do” campaign will provide ongoing engagement opportunities locally as well as a highly marketable option to present across the region.

Examples of community support over the last 12 months

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6.3 Marketing and Communications

During 2021/22 we continued to maintain a strong social media presence, using Facebook, Twitter, Instagram and LinkedIn in particular. Foster Care Fortnight was a particular highlight, with a range of videos profiling our Foster Carers taking centre stage and receiving positive feedback from both our community and the Foster Carers themselves.

Marketing and Communication Objectives 2022/23:

7. Community Interest Company, CANWe Solutions (CIC)

CANWe Solutions CIC is the trading arm and community interest company of Child Action Northwest. It was established in 2009 with a focus to develop new services, outside the charities remit. In 2020-21 a review of the company memorandum and relationship with the Charity was undertaken through Forbes Solicitors and a closer alliance was developed with the Charity to ensure the best possible opportunities and outcomes for the socially excluded individuals and disadvantaged communities we serve and to enable the development and piloting of new services and projects.

The main objectives of CANWe Solutions CIC are to enable disadvantaged people and communities to access appropriate services, reducing social isolation and supporting individuals to exercise positive choices about their lives. So that through a coordinated approach, the health and wellbeing of the people we support is improved by facilitating services to become responsive and connected, delivering support as a whole solution and not in isolation. The Company is working to increase its offer of support in relation to employment support, training and complex needs and is developing a broader employment offer, STEPS that will offer holistic and tailored support to individuals who benefit from a tailored approach.

7.3 Rapid Rehousing Pathway Navigators

The main remit of this service is to reduce homelessness within Blackburn Town Centre and surrounding areas (Ribble Valley) to deliver better outcomes for homeless individuals with complex needs and chaotic lives, to reduce levels of crime and anti-social behaviour and to support service users to additional support and services. CANWe Solutions is subcontracted to deliver this work through the SpringNorth Consortia.

The Navigators are assigned to rough sleepers from the Council homeless register who would benefit from tailored support. The support is targeted to those with higher and more complex needs, including health-related support needs, and those who have been sleeping rough for a longer period.

The Navigators focus on developing a relationship with the individual, offering personalised, creative, innovative, and effective support. It is a relationship focussed service with the Navigators building trust and working in an inclusive and empowering way and acting as a single point of contact.

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The Navigators provide support in finding housing but also support individuals in their recovery to improve their health and wellbeing, find employment, undertake training, develop budgeting skills, cultivate positive social circles, and be better equipped to maintain their accommodation and independence and avoid returning to the street.

The RRPN Navigators have supported over 30 homeless people within the borough of Blackburn with Darwen over the last year, both street homeless and residents at the temporary accommodation Pods as part of the severe weather emergency protocol (SWEP).

Response to Covid-19

The service was regularly reviewed against government Covid-19 guidance over the period with clear risk assessment plans in place. The service has continued to delivery direct face to face outreach services over the period with appropriate PPE and operating guidance in place.

From April 21 – March 22, the team supported 30 unique individuals. Individuals accessing the service receive support for 3 months on average. 100% have been supported to access non-accommodation related support, 15 of which were supported into their own independent housing or supported housing. The team predominantly supported individuals housed in temporary accommodation, self-contained pods at Shadsworth, just outside Blackburn. The team also maintained a presence in the town centre and surrounding areas to ensure all individuals were able to access support.

Outcomes

Due to the chaotic nature of this cohort and the outreach approach taken by the team, whose work takes place predominantly on the streets, it is difficult to measure outcomes formally using validated tools. The team report quantitative data monthly; average time worked with each individual, number supported to access nonaccommodation support, number supported into suitable accommodation. Qualitative outcomes are demonstrated through case studies and feedback (both supported individuals and professionals).

Case study;

AB lost his wife suddenly and turned to drugs to cope. AB states he has been a functioning heroin user for 20 plus years. He found himself homeless in Blackburn. AB slept rough and would routinely beg for money to feed his habit. He refused to engage with services but we persisted and eventually build his trust. After several months engagement and understanding, his reluctance to consider a hostel we arranged for him to visit a bedsit. The RRPN team assisted with benefits, housing support, introducing addiction support and his own roof over his head. AB’s life has improved and he is no longer begging on the town and is 12 weeks clean of heroin. He has claimed that he still has days when he wants to use but he is proud of how far he has come and is determined to not use again

Ambitions for the coming year

This commissioned service will come to an end in 2022-23 and the delivery will return to the Local Authority. However, the company is reviewing alternative geographic areas and further funding opportunities to offer similar support to the RRPN model.

7.3 BBO Changing Futures

The Changing Futures Project has been running since February 2017 and offers inclusive support to individuals aged 15+, supporting disadvantaged groups in promoting social inclusion and combating poverty. The individuals supported by the service have complex issues and lack the skills they need to enter the labour market or understand how they fit into the employment market.

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The project helps individuals address their own barriers, taking small steps to helping them access employment and training in the future. The project supports individuals in relation to:

Delivery areas

The Changing Futures model covers areas within East Lancashire to include:

The service has supported 52 participants over the year and achieved the results and soft outcomes listed below:

Referrals 52
Completed 52
Employment/Self-Employment 7
Training/Education 12
Job Search 4
Soft Outcomes 251

Changes made due to Covid-19

The service has followed government guidance during the period and has delivered services through a mix of face to face, remote and online sessions.

Achievements and outcomes of the service over the past year

Since April 21, the Changing Futures Project team have supported 52 individuals within East Lancashire gaining some fantastic results and outcomes. The service worked to ensure individuals received practical support and supported a large number of individuals within East Lancashire, continuing to offer a blended approach of both face to face and virtual sessions. This approach was extended due to the feedback from participants, some of which preferred the virtual delivery.

As the Covid restrictions eased the opportunity to engage with participants outdoors was more readily available. A strong partnership link was formed with Towneley Park Volunteering group and a number of regular sessions are delivered there each week. The Changing Futures Team are embedded within the sessions held.

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Support has been provided for individuals who had suicidal ideation, helping them to access NHS crisis / home treatment teams, for immediate support with their mental health.

In addition, the service has supported individuals to access Shelter to gain support with financial issues and debt support.

Throughout the period the service has continued to forge links with new organisations and services by promoting the Changing Futures model.

The service was recognised at the Selnet awards in November 22 when we were awarded Social Enterprise of the Year award for the second consecutive year.

Outputs outcomes and impact

Of the 52 individuals directly engaging with the service the following outcomes were achieved.

Qualitative outcomes

Quotes/Feedback

KS has been out of work for the last 5 years, struggling with mental health barriers, housing issues, financial issues and poor wellbeing she needed intensive support to transform and improve her situation and longer term outlook. KS was sofa surfing which caused instability and anxiety. Through our Calico offer KS was supported into supported accommodation and receives weekly support by the CF team. KS is heavily committed to volunteering at Towneley park which has increased her fitness levels and outdoor engagement. KS was nominated for the volunteer of the year award by Selnet in November 22.

Emotional Therapeutic Service: -

The Emotional Therapeutic Service (ETS) has adapted efficiently and effectively to provide a blended approach of either face to face direct work or a remote online or phone offer.

They have partnered with CANW’s Changing Futures team to deliver wellbeing sessions within their park set up, which has provided the added benefit of social interaction, the formation of new peer friendships and support as well as the obvious benefits of volunteering and working in nature, while being supported by a specialist practitioner.

The team share information around the ever changing face of mental health support across the county, and keep partners up to date with effective referral pathways and positive community events/groups, to provide further support to participants.

Having recognised the level of need getting higher for ETS referrals, the service has recruited a self-employed High Intensity CBT practitioner to manage cases that the practitioners would have previously had to refer to long waiting lists in other services, thus extending the support we can offer individuals.

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The service has supported:

Total = 97

Referral numbers overall were (including those who ended up disengaging):

Total = 155

Quotes/Case Studies

“ It has made such a difference to me and helped me so much. At first I wasn’t sure as this was all new to me, but meeting with you and talking with you each week helped me to open up. You’ve helped me so much and I’m much better now than I was at the start. Thank you.”

After speaking and meeting with me David felt able and ready to take the next step towards counselling, which was a massive step for him. He found the service friendly and appreciated my time in helping him through things.

8. Financial review

The group’s incoming resources for the year ended 31 March 2022 amounted to £6,266,999 and outgoing resources amounted to £6,049,158. The surplus reported during the year was £309,820 which included net unrealised surpluses on investments of £91,979 (excluding dividend and other investment income). The operating surplus for the year was £217,841. Due to the continued uncertainty of the impact of Covid-19 on the delivery of services, and therefore the security of income throughout the year, a breakeven budget was set with limited investment agreed by the Board.

During the year the Fostering Service continued to be a key contributor to the group’s umbrella of services, supporting the financial performance to 31[st] March 2022. Towards the end of the year placement numbers started to decline which is anticipated to have an adverse impact in 2022-23, however the service has a robust plan to increase both placements and foster carers.

The Emotional Health and Wellbeing service continued to operate in a variety of settings across Lancashire and beyond. The contract with Lancashire County Council (LCC) continued to produce excellent results in terms of favourable outcomes, as did our work with schools and other commissioners. The service made a surplus during the year. The LCC contract came to an end on 31[st] March 2022, with the new contract starting on 1[st] May 2022. The new contract will provide some financial challenges which have been included within the 2022-23 plan.

The Supported Contact services continued to perform important work in difficult economic circumstances. Services continued to be significantly disrupted with the majority of face-to-face activity ceasing. The service’s SPIP provision continued to be delivered online. Work to recommence face to face provision was encouraged by commissioners towards the second half of the year. During the first half of the year the service mobilised the new contract for the delivery of Improving Child and Family Arrangements services. This enables the service to grow in new geographical areas. The successful mobilisation of the service was achieved delivering a small surplus for Supported Contact services for the year.

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Building Better Opportunities (BBO) continued to support the Invest in Youth Project in the Charity and Changing Futures and EHWB in the CIC. Delivery of services have been able to continue online. These projects are financially marginal, and we are working with partners to improve processes and viability.

Young Carers services has ring fenced funding received in 2020-21 and 2021-22 to support delivery. There have been challenges with recruitment which the service has found innovate ways to work around to continue to deliver excellent services. Additional funding has also been secured in the early part of 2022-23 to contribute to the delivery and expansion of these services.

Criminal Justice services grew during the year with the award of the new Appropriate Adult contract in Derbyshire. The mobilisation of this contract was successful with it contributing a surplus in the first year. Overall, Criminal Justice services made a small surplus in the year. Appropriate Adult work forms most of the provision.

Principal Funding

The majority of funding is from commissioned service with local authorities predominantly across the North of England, however with the expansion of the Supported Contact services this geographical area has expanded. Grant funding during the year amounted to £332,200, with contributions from the public totalling £51,747.

Investments

The investment portfolio is held by Schroders, Cazenove Capital, on a discretionary basis with the overall objective being to produce the best financial return possible, within a low to medium risk rating, over a medium to long term period. The financial markets have, despite the Covid-19 pandemic, remained reasonably stable throughout the year resulting in a realised and unrealised gain, net of investment income, of £60,405.

Reserves

The reserves policy in place is reviewed at least annually by a sub-committee of the board, the Reserves Management Committee, with recommendations taken to the board for approval. Where significant events take place during the year that impact reserves, the committee review the policy to ensure it continues to meet the objectives of the organisation.

The group held total funds of £3,706,827 at 31 March 2022. Of these, £76,258 were restricted, therefore these funds were not available for the general purposes of the group. The group held unrestricted funds of £3,630,569 at 31 March 2022. However, of this, £672,767 can only be realised by disposing of tangible fixed assets. Therefore, at 31 March 2022, the group had available liquid unrestricted reserves of £2,957,802.

The required level of reserves, set out in the policy, to cover organisational running costs, if necessary, is £2,000,000. This is based on the planned expenditure in 2022-23. The actual free liquid reserves held at 31 March 2022 were, therefore, £957,802 above target. A reasonable level of investment has been committed for 2022-23 and the Board feels that it is prudent to maintain these surplus free reserves.

The board remains open to possibility of investing in new services, or the expansion of existing ones, whose aims are in line with objectives of the group and which have the potential to contribute to the financial base of the organisation.

-39-

CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2022

9. Covid-19 Response

The continued impact of the Covid-19 pandemic continued to present challenges over the period. The group’s first priority has remained the safety of its clients, staff and other stakeholders. The group implemented its business continuity and risk assessment plans to ensure the organisation was able to continue to deliver its activities in a safe and effective way. A baseline risk assessment was undertaken across the organisation and individual assessments across service and support areas, incorporating the activities of the entire organisation. The risk assessment process has been dynamic and responsive to changing government guidance and legislation.

Many areas of the business have integrated the service provision changes into their delivery plans and the Charity has continued to deliver and meet all of its obligations to beneficiaries, funders and stakeholders. Over the year guidance and legislation has changed and the Charity has responded efficiently to the changes. The office provision of the Charity fully reopened in March 2022 with the adoption of a hybrid method of working in response to beneficiary and staff preference and to ensure efficiency and flexibility of response.

Communication and support of staff has remained paramount with regular weekly meetings o constantly review a changing environment, virtual peer support sessions have been arranged, staff surveys on Covid response and future plans undertaken, and regular wellbeing check ins and information and support shared.

10. Going Forward

The last year has seen CANW continuing to address and respond to growing levels of need demonstrated across the communities and individuals we support. This has led the Charity to review its strategic plan and to invest in its people and systems to ensure we are well placed to address the many challenges of inequality and inequity that we have identified. The Covid pandemic has demonstrated starkly the social inequities within the North of England and we plan to grow and develop our services to address this increased need. We plan to grow and develop our services to ensure they can support and engage with more children, families and communities and we plan to ensure that our systems and governance approaches are robust and efficient to better support our operational delivery. We are focussed on operational excellence to ensure our targeted interventions have the most significant impact on those who need our support. We also plan to find our voice as a Charity and to speak out where we see injustice.

Our Strategy for the next 5 years

  1. The growth of our targeted and impactful services that will make a positive difference to life chances, and increase the number of children and families accessing our services

  2. The expansion of our geographical and service delivery reach across the North West of England to meet gaps in service need and to ensure that those who need our services are able to access them

  3. Operational excellence that delivers the right support, at the right time, with the right outcome.

  4. A strong stable and financially secure organisation that looks after its people and lives up to its values.

  5. We will speak out and speak up about the inequities that affect the people we support

  6. We will meet our strategic aims by focusing on those service areas that we know will have the greatest impact: • We will provide targeted support to reduce social inequalities and provide opportunities to enable individuals to make the changes they have identified through our Youth, Criminal Justice and employment and education services.

  7. We will provide support to families and children by supporting their emotional health and wellbeing, relationships and family life.

-40-

CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2022

10.1 Analysis of the external environment

As part of the planning process for 2022-2023 the wider operational and senior leadership teams undertook planning sessions where they completed a PESTEL (political, economic, social, technological, environmental, legal) analysis and reviewed what this meant for the organisation via a SWOT (Strengths, Weakness, Opportunities, Threats) analysis on the potential impact of the external operating environment upon the Charity and the impact for Children, Families and communities we serve. This was undertaken from a local and national perspective.

Some of the key points included:

-41-

CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2022

The broader operating and environmental position has a direct impact upon our beneficiaries and our organisational challenges. Research, statistics and direct experience is showing, an increase in children and adults reporting difficulties with emotional and mental health and wellbeing. There are more families living in poverty, there is a skills gap between vacancies in social care posts and skilled and experienced applicants, an increase in the number of children in care and coming to the attention of social care, significant gaps in health indicators for children with many of the geographical regions we operate in, a direct correlation between health and social outcomes based on race and culture, and evidence of significant stresses on families and communities. The situation is challenging and calls for clear strategic thinking and planning to ensure we target our work where we can make the biggest impact.

We have consulted with our stakeholders, children, commissioners and other stakeholders to understand what is important to them and the services and gaps they would like to see us deliver going forward;

Children and Young People have told us about the things that are important to them and what they would like from CANW. They told us that being supported in schools and getting opportunities to learn and develop skills is important to them, that relationships with friends and families can sometimes be difficult and they would like support there, they said that sometimes they feel anxious and down and would like support with their mental health and wellbeing. They also told us that they enjoyed spending time together and that they would like more opportunities to meet together and enjoy activities.

Foster carers have told us that it is important that they practical and emotional support and children in foster families want to receive their own support. That being a voluntary fostering agency with a strong value base is important. That they want opportunities to meet with each other and gain peer support, and that the relationships with their support workers is important.

Our Commissioners and other stakeholders have told us that they want to further develop partnership working, that they can see gaps in mental health provision and that early intervention is important to them. We have been told that there are gaps in mental health and wellbeing support for Children and Young People who have been looked after and are leaving care. Our colleagues in health are interested in further development of a place based early intervention offer. In addition, risk management of the needs of very complex young people is important. Specialist support in the areas of self-harm and eating disorder is needed. There are gaps in youth provision for young people who experience disadvantage and find it more difficult to access services. Appropriate fostering provision and sufficient placement choice remains a priority for many local authorities.

11. Statement of Trustees’ responsibilities

The trustees (who are also directors of Child Action Northwest for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

-42-

CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2022

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

12. Auditor

MHA Moore and Smalley are deemed to be re-appointed under section 487 (2) of the Companies Act 2006.

On behalf of the board of trustees:

…………………………………………… Mrs Webb – Chair

04/10/2022 Date …………………………………….

-43-

CHILD ACTION NORTHWEST

INDEPENDENT AUDITORS’ REPORT

TO THE MEMBERS AND TRUSTEES OF CHILD ACTION NORTHWEST

Opinion

We have audited the financial statements of Child Action Northwest (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2022 which comprise the Group Statement of Financial Activities, the Group and the Parent Charitable Company Balance Sheet, the Group Cash Flow Statement and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and to the charitable company’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company’s members and its trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s or parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

-44-

CHILD ACTION NORTHWEST

INDEPENDENT AUDITORS’ REPORT (CONTINUED)

TO THE MEMBERS AND TRUSTEES OF CHILD ACTION NORTHWEST

Other information

The other information comprises the information included in the trustees annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of our knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Act 2011 requires us to report to you if, in our opinion:

-45-

CHILD ACTION NORTHWEST

INDEPENDENT AUDITORS’ REPORT (CONTINUED)

TO THE MEMBERS AND TRUSTEES OF CHILD ACTION NORTHWEST

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 42, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group’s and parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and section 151 of the Charities Act 2011 and report in accordance with those Acts.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.

Because of the field in which the client operates we identified that employment law, health and safety legislation and compliance with the UK Companies Act are the areas most likely to have a material impact on the financial statements.

Owing to the inherent limitations of an audit, there is an unavoidable risk that some material misstatements in the financial statements may not be detected, even though the audit is properly planned and performed in accordance with the ISAs (UK). For instance, the further removed non-compliance is from the events and transactions reflected in the financial statements, the less likely the auditor is to become aware of it or to recognise the noncompliance.

-46-

CHILD ACTION NORTHWEST

INDEPENDENT AUDITORS’ REPORT (CONTINUED)

TO THE MEMBERS AND TRUSTEES OF CHILD ACTION NORTHWEST

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Nicola Mason (Senior Statutory Auditor) For and on behalf of MHA Moore and Smalley Chartered Accountants and Statutory Auditor

Richard House Winckley Square Preston PR1 3 HP

07/10/2022 Date: ………………..........................

-47-

CHILD ACTION NORTHWEST

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT)

FOR THE YEAR ENDED 31 MARCH 2022

Note
Income from:
Donations and legacies
4
Charitable activities
5
Investment income
6
Other income
7
Total incoming resources
Expenditure on:
Raising funds
Charitable activities
Care and Accommodation Services
Youth and Engagement Support
Family Wellbeing:
Family Support
Youth Justice
Adult Community Services
Total outgoing resources
8
Realised gains/(losses) on investment assets
Unrealised gains/(losses) on investment assets
Net income/(expenditure)
Transfers between funds
14 & 15
Net movement in funds
Reconciliation of funds:
Total funds brought forward
14 & 15
Total funds carried forward
14 & 15		 Unrestricted
Funds
£
51,747
6,093,167
31,574
1,439
6,177,927
96,961
1,999,953
93,771
2,920,067
694,338
183,838
5,988,928
188,999
(5,644)
97,623
280,978
313,372
594,350
3,036,220
3,630,570		 Restricted
Funds
£
-

75,386

-

13,686

89,072

-

30,939

46
28,909
336
-
60,230
28,842
-
-
28,842
-
28,842
47,415
76,257		 Designated
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(313,372)
(313,372)
313,372
-		 Total
2022
£
51,747
6,168,553
31,574
15,125
6,266,999
96,961
2,030,892
93,817
2,948,976
694,674
183,838
6,049,158
217,841
(5,644)
97,623
309,820
-
309,820
3,397,007

3,706,827		 Total
2021
£
36,899
4,832,621
20,309
167,810
5,057,639
72,189
1,909,777
98,733
1,959,462
612,861
216,622
4,869,644
187,995
98,355
181,822
468,172
-
468,172
2,928,835
3,397,007

The Statement of Financial Activities includes all gains and losses in the year.

All activities derive from continuing activities.

-48-

CHILD ACTION NORTHWEST

BALANCE SHEET

FOR THE YEAR ENDED 31 MARCH 2022

Fixed assets
Tangible assets
10
Investments
11
Current assets
Debtors
12
Cash at bank and in hand
Creditors
Amounts falling due within one year
13
Net current assets
Total assets less current liabilities
Capital and reserves
Restricted funds
15
Unrestricted funds:
- Revaluation reserve
14
- Fixed asset funds
14
- Designated funds
14
- General unrestricted funds
14		 2022
2021
2022
2021
£
£
£
£
674,671
685,280
672,767
680,944
2,323,674
2,019,377
2,323,674
2,019,377
2,998,345
2,704,657
2,996,441
2,700,321
679,234
525,372
675,577
516,903
915,817
1,024,542
867,079
1,000,783
1,595,051
1,549,914
1,542,656
1,517,686
(886,569)
(857,564)
(883,987)
(834,089)
708,482
692,350
658,669
683,597
3,706,827
3,397,007
3,655,110
3,383,918
76,257
47,415
76,257
47,415
90,000
90,000
90,000
90,000
584,670
595,280
582,766
590,944
-
313,372
-
313,372
2,955,900
2,350,940
2,906,087
2,342,187
3,630,570
3,349,592
3,578,853
3,336,503
3,706,827
3,397,007
3,655,110
3,383,918
Group
Charity

04/10/2022

These financial statements were approved by the Board of Trustees and authorised for issue on ……………………. and are signed on their behalf by:

……………………………………….

Mrs Webb - Chair

Company number: 00820660

-49-

CHILD ACTION NORTHWEST

CONSOLIDATED CASH FLOW STATEMENT

FOR THE YEAR ENDED 31 MARCH 2022

Note
Cash generated from operating activities
1
Cash provided by investing activities
Interest received
Income from listed investments
Cash flows provided by (used in) financing activities
Payments to acquire tangible assets
Payments to acquire investments
Receipts from sales of investments
Increase/(decrease) in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
2		 2022
£
123,944
1,439
31,574
33,013
(53,364)
(663,430)
421,053
(295,741)

(138,784)
1,139,384
1,000,600		 2021
£
589,649
1,084
20,309
21,393
(39,116)
(908,872)
707,724
(240,264)
370,778
768,606
1,139,384

-50-

CHILD ACTION NORTHWEST

CONSOLIDATED CASH FLOW STATEMENT NOTES

FOR THE YEAR ENDED 31 MARCH 2022

1 Reconciliation of net movement in funds to net cash flow from operating activities

2022
£
Net incoming resources
309,820
Unrealised (gains)/losses on investment assets
(97,623)
Depreciation of tangible assets
63,973
(Profit)/loss on disposal of tangible assets
-

(Profit)/loss on disposal of investments
5,644
Bank interest received
(1,439)
Income from listed investments
(31,574)
Decrease/(increase) in debtors
(153,862)
Increase/(decrease) in creditors
29,005
123,944
2
Analysis of net funds
At 1 April
Cash
Other non
2021
flow
cash changes
£
£
£
Net cash:
Cash at bank and in hand
1,024,542

(108,725)
-
Overdraft
-

-
-
1,024,542
(108,725)
-
Cash on short term deposit
114,842
(30,059)
-
Net funds
1,139,384
(138,784)
-
3
Reconciliation of net cash flow to movement in net funds
2022
£
Increase/(decrease) in cash in the year
(108,725)
Increase/(decrease) in liquid resources
(30,059)
Movement in net funds in the year
(138,784)
Opening net funds
1,139,384
Closing net funds
1,000,600		 2021
£
468,172

(181,822)

57,871

-
(98,355)

(1,084)

(20,309)
329,568
35,608
589,649
At 31 March
2022
£
915,817
-
915,817
84,783
1,000,600
2021
£
317,252
53,526
370,778
768,606
1,139,384

-51-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

1 Accounting policies

Legal form

The charity constitutes a limited company, limited by guarantee as defined by the Companies Act 2006, incorporated in England and Wales. The registered office is as stated on page 4.

Basis of accounting

The financial statements have been prepared in accordance with 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) issued in October 2019, the Charities Act 2011 and the Companies Act 2006.

Child Action Northwest meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

Basis of consolidation

The consolidated financial statements incorporate all assets and liabilities and income and expenditure of the wholly owned non-charitable subsidiary community interest company, CANWe Solutions CIC, made to up 31 March 2022.

Preparation of the accounts on a going concern basis

At the time of approval of the financial statements, the trustees have considered the charity’s financial position and performance. The trustees have considered the twelve month period following approval of the accounts and have concluded that the charity appears to have sufficient cash resources to continue to meet its liabilities as they fall due. This is supported by an investment portfolio of £2,323,674 at 31 March 2022 which could be liquidised to fund short term working capital requirements should the need arise. Therefore the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

Incoming resources

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item of income have been met, it is probable that the income will be received and the amount can be measured reliably. The following specific policies are applied:

The value of services provided by volunteers is not incorporated into these financial statements. Further details of the contribution made by volunteers can be found in the trustees’ annual report.

-52-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

1 Accounting policies (continued)

Resources expended

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Fund accounting

The group has a number of restricted income funds to account for situations where a donor requires that a donation must be spent on a particular purpose or where funds have been raised for a specific purpose.

All other funds are unrestricted funds which are available for use in furtherance of the general objectives of the charity. Designated funds are unrestricted funds set aside for particular purposes.

The revaluation reserve represents the difference between the historical cost of fixed assets and the revalued amount included within the balance sheet.

Pension scheme

The group operates group personal pension arrangements. Contributions payable are charged to the profit and loss account in the year they are payable.

Taxation

Child Action North West is exempt from corporation tax on its charitable activities. CANWe Solutions CIC is a taxable entity and therefore provisions for tax are included where relevant.

VAT

As the charity is not registered for VAT all resources expended are classified under activity headings that aggregate all costs related to the category. Irrecoverable VAT is charged against the category of resources expended for which it was incurred.

Tangible fixed assets

Tangible fixed assets Tangible fixed assets Tangible fixed assets
Depreciation is provided at the following annual rates in order to write off each asset over its estimated
useful life:
Homestead & Springfield Court land and buildings - 4% straight line
Other land and buildings - 1.8% - 6.5% straight line
Property alterations - 4% straight line
Motor vehicles - 25% straight line
Equipment - 20% straight line

There is no readily available split of the land element included within land and buildings and so the entire balance has been depreciated.

-53-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

1 Accounting policies (continued)

Tangible fixed assets (continued)

The charity has taken advantage of the transitional provisions of section 35.10 (d) of FRS 102 and has continued to include land and buildings at a combination of cost and a valuation undertaken before the implementation of the Reporting Standard.

Paragraph 16.4A of FRS102 provides an accounting policy choice for group members which rent investment property to another group entity to account for those properties at either fair value through profit or loss or by transferring them to property, plant and equipment and applying the cost model. The latter accounting policy choice has been selected.

Stocks

No account is taken of stocks of food or other consumable items at the accounting date, on the grounds that the balance is immaterial in value.

Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments.

Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

Investments are re-stated at their fair value at each subsequent year end and any unrealised gains or losses are reported in the Statement of Financial Activities.

Operating leases

Rentals payable under operating leases are charged against income on a straight line basis over the lease term.

Government grants

Government grants are recognised at the fair value of the asset received or receivable when there is reasonable assurance that the grant conditions will be met and the grants will be received.

2 Critical accounting estimates and judgements

In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. The estimates and assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities are outlined below:

Funding on payment by result contracts

In respect of payment by result contracts, management are required to assess the stage of project delivery at the year end in order to calculate the entitlement earned. If confirmation has not been received by the commissioner on the approved project delivery then the income included within the accounts is based on management’s best assessment of the delivery achieved. Any amounts earned but not yet received are included within accrued income and the converse is accounted for within deferred income in order to ensure that the funding is recognised in the same accounting period as the related services are provided.

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CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

2 Critical accounting estimates and judgements (continued)

Impairment of tangible fixed assets

At each reporting date the trustees are required to assess whether there is any indication of impairment. This is done with reference to third party valuations, if obtained during the period. If not, impairment indicators are considered with reference to the estimated value in use and the assets’ future service potential to the charity’s beneficiaries.

3 Financial performance of the charity

The consolidated statement of financial activities includes the results of the charity’s wholly owned subsidiary, CANWe Solutions CIC.

Total incoming resources for the charity alone are £6,036,791 (2021: £4,828,573) and the net increase in funds for the year is £271,192 (2021: £472,264).

4 Donations and legacies

Donations and legacies
Unrestricted
Restricted
2022
£
£
£
Other donations
51,747
-
51,747
51,747
-
51,747		 2021
£
36,899
36,899

Income from donations and legacies totalled £51,747 (2021: £36,899), all of which was unrestricted in nature in both the current and previous year.

-55-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

5 Incoming resources from charitable activities

Incoming resources from charitable activities
Unrestricted
Restricted
2022
£
£
£
Care Services
2,128,496
34,886

2,163,382
Youth and Community Support
55,286

40,500
95,786
Family Wellbeing:
Family Support
2,980,139
-
2,980,139
Youth Justice
699,043
-
699,043
Adult Community Services
230,203
-
230,203
6,093,167
75,386
6,168,553		 2021
£
2,040,125
81,515
1,912,845
573,422
224,714
4,832,621

Prior year incoming resources from charitable activities

Care Services
Youth and Community Support
Family Wellbeing:
Family Support
Youth Justice
Learning and Development
Adult Community Services		 Unrestricted
Restricted
2021
2020
£
£
£
£
1,984,005
56,120
2,040,125
1,961,815
56,208
25,307
81,515
278,090
1,883,840
29,005
1,912,845
2,026,546
573,422
-

573,422
618,894
-
-
-
1,450
224,714
-
224,714
261,547

4,722,189
110,432
4,832,621
5,148,342

-56-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

6 Investment income

Investment income

Unrestricted
Restricted
2022
£
£
£
Income from listed investments
31,574

-
31,574
31,574
-
31,574		 2021
£
20,309
20,309

Investment income totalled £31,574 (2021: £20,309), all of which was unrestricted in nature in both the current and previous year.

7 Other incoming resources

Other incoming resources

Bank interest
CJRS income		 Unrestricted
Restricted
2022
£
£
£
1,439
-
1,439
-
13,686
13,686
1,439
13,686
15,125		 2021
£
1,084
166,726
167,810

Other income totalled £15,125 (2021: £167,810), of which £13,686 (2021: £166,726) was restricted and £1,439 was unrestricted (2021: £1,084).

-57-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

8 Total resources expended

Youth Adult Adult CANWe
Basis of Care Engagement Family Youth Public Central Community Solutions CIC Total Total
allocation Services and Support Support Justice Relations Management Services Trading 2022 2021
£ £ £ £ £ £ £ £ £ £
Costs directly allocated to activities
Salaries and Wages Direct 371,548 60,979 1,210,233 465,684 60,411 410,729 150,344 - 2,729,927 2,316,053
National Insurance Direct 33,382 4,843 91,225 19,583 5,998 43,225 13,026 - 211,281 173,675
Pension Fund Contributions Direct 15,532 1,577 38,734 7,351 2,765 19,519 2,772 - 88,249 87,502
Private Medical Insurance Direct 1,004 - 1,246 - - 4,349 - - 6,599 4,795
Subcontractor costs Direct 29,297 30 1,042,503 8,863 - 60 - - 1,080,753 596,741
Other staff costs Direct 13,334 1,140 27,720 40,812 2,120 1,582 1,305 - 88,014 73,970
Carers costs Direct 1,178,397 - - - - - - - 1,178,397 1,084,408
Service operating costs Direct 8,323 2,920 558 880 198 47,280 1,035 1,331 62,526 52,562
Training costs Direct 5,157 3,710 3,435 28 1,000 5,583 951 - 19,864 11,136
Fundraising costs Direct 1,497 22 - - 135 - - - 1,654 350
Support and governance costs allocated to activities
Rent Usage 29,157 1,116 30,130 9,586 - (69,989) 5,846 - 5,846 6,670
Other property costs Usage 450 39 951 - 244 63,339 2,813 841 68,678 63,047
Insurance Usage 48,536 1,859 50,156 15,957 - 47,306 - - 163,813 114,853
Office running costs Usage 22,106 2,343 43,073 32,562 10,468 128,237 5,747 2,310 246,846 194,956
Central management Usage 285,536 13,274 396,234 93,519 5,880 (784,325) - - 10,118 8,352
Audit fees Usage - - - - - 15,480 - 15 15,495 14,835
Legal fees Usage - - - - - 5,721 - - 5,721 6,485
Depreciation Usage - - - - - 61,541 - 2,432 63,973 57,871
Loss on disposal of assets Usage - - - - - - - - - -
Bank charges Usage - - - - - 363 - 198 561 841
Other central costs Usage 230 - - - - - - 613 843 542
2,043,486 93,852 2,936,196 694,826 89,219 - 183,839 7,740 6,049,158 4,869,644

Total resources expended amounted to £6,049,158 (2021: £4,869,644), of which £5,988,928 was unrestricted (2021: £4,611,236) and £60,230 was restricted (2021: £258,408).

-58-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

9 Total resources expended (continued)

Prior year total resources expended

Youth Adult Adult CANWe
Basis of Care Engagement Family Youth Public Central Community Solutions CIC Total Total
allocation Services and Support Support Justice Relations Management Services Trading 2021 2020
£ £ £ £ £ £ £ £ £ £
Costs directly allocated to activities
Salaries and Wages Direct 349,626 60,445 914,138 407,694 40,955
 351,214 183,680 8,301 2,316,053 2,569,017
National Insurance Direct 30,980 4,920 66,902 16,806 3,363
 35,575 15,019 110 173,675 202,846
Pension Fund Contributions Direct 18,455 1,649 32,533 7,913 2,231 19,034 5,548 139 87,502 110,900
Private Medical Insurance Direct 1,001 - 793 - 102 2,899 - - 4,795 3,088
Subcontractor costs Direct 20,589 - 532,702 270 - 43,180 - - 596,741 811,822
Other staff costs Direct 19,531 868 7,937 33,616 28
 9,874 2,116 - 73,970 216,117
Carers costs Direct 1,084,408 - - - -
 - - - 1,084,408 1,074,321
Service operating costs Direct 12,464 2,710 - 2,699 216
 32,967 138 1,368 52,562 73,459
Training costs Direct 5,314 1,618 1,560 985 - 1,059 600 - 11,136 20,147
Fundraising costs Direct 350 - - - - - - - 350 12,064
Support and governance costs allocated to activities
Rent Usage 24,538 3,510 31,620 9,360 - (62,358) - - 6,670 27,669
Other property costs Usage 1,606 - 260 - - 59,496 773 912 63,047 87,288
Insurance Usage 26,197 4,265 63,481 24,785 - (3,875) - - 114,853 110,719
Office running costs Usage 25,748 6,188 28,124 25,334 5,774 92,824 8,779 2,185 194,956 222,981
Central management Usage 288,970 12,560 279,411 83,400 2,983 (658,972) - - 8,352 9,980
Audit fees Usage
 -
 - - - - 14,820 - 15 14,835 17,277
Legal fees Usage - - - - - 6,485 -
 - 6,485 3,187
Depreciation Usage - - - - - 55,152 - 2,719 57,871 59,327
Loss on disposal of assets Usage - - - - - - - - - 98
Bank charges Usage - - - - - 626 - 215 841 1,133
Other central costs Usage - - - - - - - 542 542 1,713
1,909,777 98,733 1,959,461 612,862 55,652 - 216,653 16,506 4,869,644 5,635,153

-59-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

9 Total resources expended (continued)

Total resources expended include:
Fees payable to the charity's auditor (exclusive of VAT):
Audit of the charity's annual accounts
Audit of the subsidiary's annual accounts
Fees payable to the charity's auditor for other services (exclusive of VAT):
Accountancy and other services
Indemnity insurance for the committee and senior employees
Operating lease rentals
- land and buildings
- other
Depreciation of tangible assets
Profit/(loss) on disposal of tangible fixed assets
Profit/(loss) on disposal of investments		 2022
2021
£
£
8,675
7,850
2,915
3,250
11,590
11,100
2,600
1,800
2022
2021
£
£
8,242
6,156
-
6,670
4,882

6,664
63,973
57,871
-
-
(5,644)
98,355

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CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

Staff Costs
Salaries and wages
National insurance
Pension fund contributions		 2022
2021
£
£
2,729,927
2,316,053
211,281
173,675
88,249
87,502
3,029,458
2,577,230

The average number of persons employed by the group during the year was as follows:

Office and management
- full time
- part time
Others
- full time
- part time		 2022
2021
21
17
10
11
33
35
45
29
109
92

The full time equivalent of the part time staff is 28 (2021: 21). In addition the charity has made use of an average of 69 (2021: 49) sessional staff during the year working differing hours as and when required. During the year the charity had available to use an average of 122 sessional staff (2021: 118). As at the year end the charity had 125 available members of staff (2021: 119).

The number of employees whose annual remuneration was £60,000 or more were:

2022 2021
£60,000 - £70,000 1 1

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CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

10 Analysis of staff costs, trustee remuneration and expenses and the cost of key management personnel (continued)

The Trustees claimed £nil in respect of reimbursement of mileage claims and other expenses, in both the current and the previous year.

The Board has identified the Chief Executive as being the key management personnel. The employee benefits paid in respect of key management personnel, including employer’s pension contributions and employer’s national insurance contributions, during the year was £91,819 (2021: £86,190).

11 Tangible fixed assets

Charity

Cost
Balance at 1 April 2021
At deemed cost on transition to FRS102
At Cost
Additions
Disposals
Balance at 31 March 2022
Depreciation
Balance at 1 April 2021
Charge for the year
Disposals
Balance at 31 March 2022
Net book value
31 March 2022
31 March 2021		 Leasehold
land and
buildings
£
-
808,943
808,943
-
-
808,943
417,469
32,358
-
449,827
359,116
391,474		 Freehold
land and
buildings
£
90,000
668,034
758,034
17,718
-
775,752
480,329
16,904
-
497,233
278,519
277,705		 Motor
vehicles
£
-
64,488
64,488
-
-
64,488
64,488
-
-
64,488
-
-		 Equipment
Total
£
£
-
90,000
228,446
1,769,911
228,446
1,859,911
35,646
53,364
-
-
264,092
1,913,275
216,681
1,178,967
12,279
61,541
-
-
228,960
1,240,508
35,132
672,767
11,765
680,944

The original cost of the land and buildings included at a valuation of £90,000 is not known.

-62-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

11 Tangible fixed assets (continued)

Group

Cost
Balance at 1 April 2021
At deemed cost on transition to FRS102
At Cost
Additions
Disposals
Balance at 31 March 2022
Depreciation
Balance at 1 April 2021
Charge for the year
Disposals
Balance at 31 March 2022
Net book value
31 March 2022
31 March 2021		 Leasehold
land and
buildings
£
-
808,943
808,943
-
-
808,943
417,469
32,358
-

449,827
359,116
391,474		 Freehold
land and
buildings
£
90,000
668,034
758,034
17,718
-
775,752
480,329
16,904
-
497,233
278,519
277,705		 Motor
vehicles
£
-
122,562
122,562
-
-
122,562
122,562
-
-
122,562
-
-		 Equipment
Total
£
£
-

90,000
260,257
1,859,796
260,257
1,949,796
35,646
53,364
-

-
295,903
2,003,160
244,156
1,264,516
14,711
63,973
-
-
258,867
1,328,489
37,036
674,671
16,101
685,280

The original cost of the land and buildings included at a valuation of £90,000 is not known.

-63-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

12 Fixed Assets – Investments (Group and charity)

Listed investments
Market value at 1 April 2021
Additions
Disposals
Net gains/(losses) on revaluation at 31 March 2022
At 31 March 2022
Cash held within investment portfolio
Total investments
Represented by:
Listed on Recognised Stock Exchange:
Cazenove Unit Trust
Equities:
UK Equities
Europe (ex UK)
Global
Bonds:
UK Bonds
Global
AlternativesHedge Funds
Property
Structured Products
Commodities
Others
Cash
Historical cost at 31 March 2022		 2022
£
1,904,535
663,430
(426,697)
97,623
2,238,891
84,783
2,323,674
2022
£
139,967
-
1,032,374
109,926
345,595
140,456

138,831
173,461

53,006

105,275
84,783
2,323,674
1,940,920		 2021
£
1,423,206
908,872
(609,365)
181,822
1,904,535
114,842
2,019,377
2021
£
133,871
45,874
898,974
167,954
270,706
47,601
119,127
42,910
94,185
83,333
114,842
2,019,377
1,776,450

-64-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

12 Fixed Assets – Investments (continued)

Charity

In addition to the above investments, the charity also controls CANWe Solutions CIC, a company limited by guarantee and registered in England and Wales, which was incorporated on 18 March 2009 and of which Child Action Northwest is the sole member. The CIC commenced trading on 1 April 2009.

The principal activity of the company is that of benefiting the community by working with adults and young people suffering from worklessness, through funding from the government incentives. Its turnover for the year ended 31 March 2022 was £230,203 (2021: £224,715) and the surplus for the year then ended was £38,628 (2021: deficit of £4,092). The aggregate of its share capital and reserves at 31 March 2022 was £51,717 (2021: £13,089).

13 Debtors

Debtors
Trade debtors
Prepayments		 2022
2021
£
£
471,361
324,916
207,873

193,956
679,234
518,872
Group		 2022
2021
£
£
471,361
324,916
204,216
191,987
675,577
516,903
Charity
516,903

14 Creditors: Amounts falling due within one year

Trade creditors
Accruals and deferred income
Taxation and social security
Other creditors
Amounts due to subsidiary undertaking		 2022
2021
£
£
310,767
144,935
493,499
612,103
61,201
53,522
41,995
40,504
-
-
907,462
851,064
Group		 2022
2021
£
£
310,305
144,473
493,499
612,103
54,678
46,999
13,725
12,234
11,780
18,280
883,987
834,089
Charity

Included within creditors falling due within one year is deferred income held by the group of £306,528 (2021: £499,466) relating to payments on account received for contracts or performance related grants. The brought forward deferred income of £499,466 was released in full during the year.

-65-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

15 Analysis of unrestricted funds

Realised Unrealised
At 1 April **investment ** **investment ** At 31 March
2021 Income Expenditure Transfers gains gains 2022
£ £ £ £ £ £ £
Charity general unrestricted funds
Revaluation reserve - property 90,000 - - - - - 90,000
Fixed asset fund 590,944 - - (8,178) - - 582,766
General unrestricted 2,342,187 5,947,720 (5,797,349) 321,550 (5,644) 97,623 2,906,087
3,023,131 5,947,720 (5,797,349) 313,372 (5,644) 97,623 3,578,853
CANWe Solutions CIC general unrestricted funds
Fixed asset fund
 4,336

 -
 - (2,432) - - 1,904
General unrestricted
 8,753
 230,208 (191,580) 2,432 - - 49,813
13,089 230,208 (191,580) - - - 51,717
Total general unrestricted funds 3,036,220 6,177,928 (5,988,929) 313,372 (5,644) 97,623 3,630,570
Charity designated funds
Development fund 313,372 - - (313,372) - - -
313,372 - -
 (313,372) - - -
Total group unrestricted funds 3,349,592 6,177,928 (5,988,929) -
 (5,644) 97,623 3,630,570

The board agreed the release of the designated unrestricted fund of £313,372 into general unrestricted funds.

The balance carried on the fixed asset fund represents the net book value of the tangible fixed assets, less the balance on the revaluation reserve.

16 Analysis of restricted funds

Charity restricted funds
Care Services
Children in Need
National Lottery Leaving Care Grant
Young Carers
Young Carers Blackburn
Young Peoples Space Fund
CJRS income
CANWe Solutions CIC restricted funds
Group restricted funds
Total funds - charity
Total funds - group		 Realised
Unrealised
At 1 April
investment
investment
At 31 March
2021
Income
Expenditure
Transfers
gains
gains
2022
£
£
£
£
£
£
£
5,068
24,886
(29,897)
-
-
-
57
-
10,000
-
-
-
-
10,000
23,631
35,000
(14,228)
-
-
-
44,403
18,716
5,500
(2,419)
-
-
-
21,797
-
13,686
(13,686)
-
-
-
-
47,415
89,072
(60,230)
-
-
-
76,257
-
-
-
-
-
-
-
47,415
89,072
(60,230)
-
-
-
76,257
3,383,918
6,036,792
(5,857,579)
-
(5,644)
97,623
3,655,110
3,397,007
6,267,000
(6,049,159)
-
(5,644)
97,623
3,706,827

Children in Need is grant funding received from the BBC to support care services.

During the year the Charity was awarded a restricted grant from the National Lottery to support a Leaving Care project.

The Young Carers fund relate to donations received for the specific purpose of supporting young carers with activities. The Young Peoples’ Space Fund is a pot of fund that was set up to develop the Young Peoples’ Space at the head office building. This development was ongoing at the year end.

-66-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

16 Analysis of funds – prior year

Analysis of unrestricted funds

Analysis of unrestricted funds
Realised Unrealised
At 1 April **investment ** **investment ** At 31 March
2020 Income Expenditure Transfers gains gains 2021
£ £ £ £ £ £ £
Charity general unrestricted funds
Revaluation reserve - property 90,000 - - - - - 90,000
Fixed asset fund 606,977 - - (16,033) - - 590,944
General unrestricted 1,919,623 4,555,758 (4,220,032) (193,339) 98,355 181,822 2,342,187
2,616,600 4,555,758 (4,220,032) (209,372) 98,355 181,822 3,023,131
CANWe Solutions CIC general unrestricted funds
Fixed asset fund 7,058 - - (2,722) - - 4,336
General unrestricted 10,123 224,723 (228,815) 2,722 - - 8,753
17,181 224,723 (228,815) - - - 13,089
Total general unrestricted funds 2,633,781 4,780,481 (4,448,847) (209,372) 98,355 181,822 3,036,220
Charity designated funds
Emotional Health and Wellbeing fund 162,389 -
 (162,389) - - - -
Development fund 104,000 - - 209,372 - - 313,372
266,389 -
 (162,389) 209,372 - - 313,372
Total group unrestricted funds 2,900,170 4,780,481 (4,611,236) - 98,355 181,822 3,349,592
Analysis of restricted funds
Realised Unrealised
At 1 April investment investment At 31 March
2020 Income Expenditure Transfers gains gains 2021
£ £ £ £ £ £ £
Charity restricted funds
Care Services
Children in Need 8,376 56,120 (59,428) - - - 5,068
Pro Contact
CAFCASS - 21,135 (21,135) - - - -
CAFCASS - GM SPIP - 2,600 (2,600) - - - -
CAFCASS SPIP Cumbria - 2,600 (2,600) - - - -
Contact Centre - 2,670 (2,670) - - - -
Young Carers
Young Carers Blackburn - 25,307 (1,676) - - - 23,631
Young Peoples Space Fund 20,289 - (1,573) - - - 18,716
CJRS income - 162,383 (162,383) - - - -
28,665 272,815 (254,065) - - - 47,415
CANWe Solutions CIC restricted funds - 4,343 (4,343) - - - -
Group restricted funds 28,665 277,158 (258,408) - - - 47,415
Total funds - charity 2,911,654 4,828,573 (4,636,486) - 98,355 181,822 3,383,918
Total funds - group 2,928,835 5,057,639 (4,869,644) - 98,355 181,822 3,397,007

-67-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

17 Analysis of net assets between funds

Charity
Tangible fixed assets
Investments
Current assets
Current liabilities
Total net assets
Group
Tangible fixed assets
Investments
Current assets
Current liabilities
Total net assets		 Restricted
Unrestricted
Total
funds
funds
funds
£
£
£
-
672,766
672,766
-
2,323,674
2,323,674
76,257
1,466,400
1,542,657
-
(883,987)
(883,987)
76,257
3,578,853
3,655,110
Restricted
Unrestricted
Total
funds
funds
funds
£
£
£
-
674,671
674,671
-
2,323,674
2,323,674
76,257
1,518,794
1,595,051
-
(886,569)
(886,569)
76,257
3,630,570
3,706,827

Prior year analysis of net assets between funds

Charity
Tangible fixed assets
Investments
Current assets
Current liabilities
Total net assets
Group
Tangible fixed assets
Investments
Current assets
Current liabilities
Total net assets		 Restricted
Unrestricted
Total
funds
funds
funds
£
£
£
-
680,944
680,944
-
2,019,377
2,019,377
47,415
1,470,267
1,517,682
-
(834,085)
(834,085)
47,415
3,336,503
3,383,918
Restricted
Unrestricted
Total
funds
funds
funds
£
£
£
-
685,280
685,280
-
2,019,377
2,019,377
47,415
1,495,999
1,543,414
-
(851,064)
(851,064)
47,415
3,349,592
3,397,007

-68-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

18 Financial instruments

Carrying amount of financial assets
Measured at fair value through net income/expenditure
Debt instruments measured at amortised cost
Carrying amount of financial liabilities
Measured at amortised cost		 2022
2021
£
£
2,323,674

2,500,706
471,361

324,916
2,795,035
2,825,622
413,963
238,961
Group		 2022
2021
£
£
2,323,674
2,500,706
471,361
324,916
Charity
2,795,035
2,825,622
390,488
221,986

19 Pension commitments

The group operates group personal pension arrangements. Contributions payable by the group amounted to £88,249 (2021: £87,502). Outstanding pension contributions at 31 March 2022 amounted to £13,777 (2021: £12,234).

20 Operating lease commitments

At the reporting end date the group and the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:

Charity
Within one year
Within two to five years
Over 5 years
Group
Within one year
Within two to five years
Over 5 years		 2022
2021
£
£
-

-
-
-
-
-
-
-
2022
2021
£
£
-
-
-
-
-
-
-
-
Land & buildings
Land & buildings		 2022
2021
£
£
4,391
4,882
2,524
6,915
-
-
Other assets
6,915
11,797
2022
2021
£
£
4,391
4,882
2,524
6,915
-
-
Other assets
6,915
11,797

21 Related party transactions

During the year ended 31 March 2022 the charity was commissioned to deliver services of £3,600 (2021: £9,970) to Shadsworth Junior School, which shares a common trustee with the charity.

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