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2023-03-31-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 2023

CHILD ACTION NORTHWEST

CONTENTS

YEAR ENDED 31 MARCH 2023

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 G H Fairweather
Mr J Comyn-Platt
Mr A May Resigned 26 September 2022
Mr J Hussain Resigned 23 May 2022
Mr M Roche Resigned 27 February 2023
Mr S Damp
Mr M Jameson Resigned 27 March 2023
Ms N Islam-Khan Resigned 27 March 2023
Mr N Eatwell
Mr M Roe Appointed 27 June 2022
Mr L A Baxter Appointed 24 July 2023
Strategic Management Team:
Ms S Cotton Chief Executive
Mr S Chaplin Deputy Chief Executive
Miss R Coaker Strategic Director of Finance and Resources
Mr J Cobbold Strategic Director – Business Development, Innovation
and Growth
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 – resigned 6thMay
2022
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 2023, 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 1. 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. One new Trustee has been appointed over the year and has undertaken an induction programme.

To facilitate their responsibilities, the Trustees have agreed a rolling agenda. In addition, a finance committee has met during the year, to be replaced at the latter end of the year by full Senior Leadership team representation at the beginning of every board meeting.

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 has a treasurer and has arrangements in place to oversee the Charity’s investments and any proposed service development that requires financial support.

The Safeguarding Governance meetings and the Finance and Resources meetings report back to the Trustee Board.

Strategic Directors provide a monthly report to the Board of Trustees, and the Operational 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, quarterly finance meetings and monthly reports to the Trustee Board. A scheme of delegation is in place to ensure clarity of the financial decision-making process.

The Trustee Board undertook a full governance review against Charity Commission guidance and standards during 2021. A quality framework was agreed, following the Trusted Charity methodology, and an action plan is in place with a three-year rolling review programme in place. The Trusted Charity quality review is planned for 2023. Training has been provided for the Trustee Board on aspects of governance and constructive challenge over the year.

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.

Stakeholder events have been held over the year where the trustees and staff have the opportunity to meet a range of stakeholders including foster carers, other charities and organisations who have an interest in Child Action Northwest. In addition, the operational managers are involved in several 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, many of the external meetings have continued to be held remotely as it has been found to be an effective use of time. However key meetings have resumed to face to face following the lifting of all Covid 19 restrictions over the year.

The Board resumed Face to Face meetings in April 2022 with the opportunity for members to join remotely if circumstances prevented attendance physically. The Board has approved and reviewed the risk management processes to enable a return to ‘hybrid’ working. Research and consultation undertaken during the Covid 19 pandemic has provided organisational learning that time efficiencies could be made for some meeting attendance and the use of resources reduced for some meetings to remain virtual. Staff surveys have identified that hybrid working (attending office bases on certain days, not full time) were positive in creating and supporting a work life balance and allowed reduction of unnecessary travel to office bases.

2 Objectives and activities

Child Action Northwest operates primarily in the Northwest 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 the Charity is actively reviewing opportunities to provide additional services where there is identified need. The region of operations is very diverse and includes areas of deprivation alongside affluent and prosperous areas. 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:

For the purpose of this clause ‘socially excluded’ means being excluded from society, or parts of society, as a result of one of more of the following factors: unemployment; financial hardship; youth or old age; ill health (physical or mental); substance abuse or dependency including alcohol and drugs; discrimination on the grounds of sex, race, disability, ethnic origin, religion, belief, creed, sexual orientation or gender re-assignment; poor educational or skills attainment; relationship and family breakdown; poor housing (that is housing that does not meet basic habitable standards; crime (either as a victim of crime or as an offender rehabilitating into society).

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. 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 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.

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Our People

At Child Action Northwest we recognise that our dedicated staff and volunteers are our most valuable asset. As of 31 March 2023, we employed a total of 97 permanent staff members and 131 sessional workers, bringing the total workforce of the Charity to 228 staff.

The pandemic has continued to further impact upon volunteering at CANW and at the end of March 2023 we had 12 volunteers registered within 3 service areas in CANW, including Trustees. This amounted to a total of 838.33 volunteer hours from April 2022 – March 2023. If this contribution is equated to pay at the minimum wage of £9.50 per hour the financial value of this support to CANW is £7964.14.

Over the last 12 months the HR team have continued to fully support the staff team, and further refined processes in relation to hybrid working. Office working is now underway with a minimum expectation of office-based one to two days per week. Departments, teams and individual staff members have adapted well to the new way of working post-Covid and managers’ report no issues with productivity as a result of less ‘contact time’ with staff. Hybrid working has paved the way for creativity and innovation for departments and the wider organisations. Remote events are now scheduled in regularly to enable better cascading of information and visibility of the Senior Leadership Team. Examples of such meetings are monthly whole org, CANW Catch Ups and monthly, Meet the CEO sessions for onboarders.

PeopleHR, the new HR system, was rolled out from April 2022 and has been implemented with minimal teething problems. The system has been received positively by staff and has enabled HR to move away from many manual processes, including payroll, with easy access to reports and information. Staff have a range of selfservice options available to them and managers are able to manage their own recruitment, with automated sign off processes in place to ensure compliance.

During 22-23, HR have worked on updating the benefits and compensation package provided to staff. This included registering to become a Real Living Wage provider, to be implemented from April 2023. A full employee assistance programme, Unum Help@hand, has been implemented for all staff offering such services as counselling sessions, physiotherapy appointments and finance, lifestyle and wellbeing advice. BenefitsHub was also rolled out, offering discounted rates on shopping and recreational activities. HR have also been busy setting up the salary sacrifice Electric Vehicle scheme and also, Medicash –offering cashback for various health related appointments - for eligible members of staff.

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:

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;

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4 Our Objectives and Achievements for 2022-23

Child Action Northwest are one year into delivering a three-year strategy from 2022-2025 based on the following key areas.

Growing our Impact and Innovation – Address the increase in the need for our services through growth and operational excellence, delivering services that make a positive difference to life chances and by increasing the numbers of children and families accessing our services. We will identify and meet gaps in support needs to ensure those who need our services are able to access them in a timely manner.

Operational Excellence – That delivers the right support at the right time with the right outcome.

Sustainability – A stable, well governed and financially sustainable organisation that looks after its people and lives up to its values.

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

The challenging operating environment over the last 12 months of increased need and reduced capacity, the impact of emerging from Covid 19 restrictions and the loss of the financial support provided, alongside the costof-living crisis has contributed to a significant end of year deficit position, with the further impact of loss of investment value to the uncertainty across world markets indicating that this level of challenge is likely to continue.

The group’s incoming resources for the year ended 31 March 2023 amounted to £5,958,945 and outgoing resources amounted to £6,346,359. The deficit reported during the year was £534,628 which included net realised and unrealised losses on investments of £147,214 (excluding dividend and other investment income). The operating deficit for the year was £387,414. The plan for the year was a deficit plan due the full year effect of the investment put into business development in 2021-22 and the challenges in continuing to deliver large, commissioned contracts particularly with the emerging cost of living crisis. This deficit plan was set by the Board in the context of the three to five year plan which would include steps to bring the financial position back to an underlying breakeven position. Moving into 2023/24, the board have agreed a reduced end of year deficit of 280k with a longer-term plan to move to break even and surplus position on a phased basis.

Achievements

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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.

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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 operates 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 emotional needs across the region. In addition, the service provides short term and long-term foster homes for single children and sibling groups, plus a specialist provision for children with disabilities. The service has one Supported Lodging host who provides care for children 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 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.

The service was inspected by Ofsted in January of 2020 and received an outcome of good across all areas with a judgement of Good.

The service offers an enhanced ‘Leaving Care’ service through grant funding that provides support and engages with young people and foster carers who are beginning to work towards independence. Further work is planned in developing this service over the next year.

Achievements over 2022-2023

Over the last 12 months the service has reviewed salaries and the organisation has committed to paying the Living Wage to ensure that the charity remains an attractive and viable place to work. The service delivers training days, support and celebration events and face to face fostering panels which have assisted in keeping foster carers and staff connected and the Team CANW identity alive.

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

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Placements of young people.

During the year 2022-23, the numbers of children benefiting from living in a fostering placement increased steadily with the initial 37 children increasing to 40 at the end of the year. 66 children have been cared for over the course of the year, an increase from the 63 children looked after in 2021-22. The Independent Review of Children’s Social Care (May 2022) note:

“We do not have enough foster carers. Over the last six years there has been a 4% increase in the number of approved foster carers, whilst the number of children living in foster care has increased by 11% over the same period (Ofsted, 2021b).76 Even though there are more approved foster carers than there are children in foster care, there are significant challenges in matching these foster families”

The service experienced 22 placement endings over the year, a decrease from the 24 endings experienced in 2021-22, with just 3 children experiencing unplanned endings.

Foster carers

The engagement and involvement of foster carers has developed over the year, with active involvement in recruitment and promotion with involvement in a montage of videos aimed at informing and encouraging prospective new carers. The chief executive, to ensure that foster carers had their voice heard, began to undertake monthly home visits to acknowledge the need for the service to work together to overcome the staffing challenges. The feedback from these meetings suggests that the carers have united and are happy with the decision-making process and direction of the service.

45 enquiries were received in 2022-23, with 6 progressing through to an application.

No complaints have been raised by foster carers this year and feedback to date demonstrates that they feel listened to and well supported.

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Service Feedback

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

Foster Carers - “We are 1000% happy with CANW and we know CANW is always there for us as we are for CANW. We confidently can say we gain experience daily and not only are we grateful for all the support and training, we are grateful and thankful to be a part of the amazing team.”

“The support groups, Whatsapp group and fostering team as a support system is really helpful, positive and keeps us informed, motivated and feeling valued.”

LA Social Workers - “During this review period, it is evident R & A go above and beyond to ensure A’s experience's similar opportunities as his peers.”

“During visits and A's participation in reviews it has been great to see A happy and proud of his progress, which is as a result of the high level of care afforded. It is evident R & A are child centred and it is evident A is central to their practice. Thank you for all your dedication and hard work, it is appreciated.”

“Really good communication”

“Always share information in a timely minor” “No concerns with your service”

Education Provider - “M and D are very lucky to have A and S, there is no doubt that this should be a long-term placement. The children are thriving in their care.”

Young person - “My foster carers are always there when I need to talk, and they give me good advice”

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5.2 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 2022 and 31 March 2023 the following services were provided:

5.3 ProContact

ProContact enables contact and reduces parental conflict. Families are usually in private court proceedings and have had a breakdown in child arrangements. ProContact opened in 1999 and joined CANW in 2014. Improving Child and Family Arrangements (ICFA) and Contact Services support families with sustainable child arrangements. ICFA makes recommendations to help families move forward. Contact Services often reestablishes contact. Separated Parents Information Programme (SPIP) aims to improve co-parenting. ICFA operates across the North and West with nine subcontractors. SPIP operates across Cumbria, Lancashire, and part of Greater Manchester with three subcontractors. Contact Services operates from CANW Bolton and CANW Wilpshire.

ProContact works with children of all ages and parents. ProContact works with all genders and ethnicities.

The service delivered two contracts with Cafcass to deliver the Improving Child and Family Arrangements Service (ICFA) in the North and West of England over the year. 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, York.

ICFA West covers working with families in Birmingham, the Black Country, Cheshire, Greater Manchester, Herefordshire, Merseyside, Shropshire, Staffordshire and Worcestershire.

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Service achievements and outcomes 2022-2023

Outcomes and Impact of the Service

Feedback and Quotes

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.

Service Achievements

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Outcomes and Impact of the Service

The service has been able to provide positive outcomes across its delivery areas:

Feedback and quotes

Contact Services

Contact Services has three services areas. Supervised Contact is delivered in CANW Bolton and CANW Wilpshire and usually supports families who are in private law proceedings but also has referrals from Children’s Social Care for out of area public law cases. Indirect Contact supports families across the country who require letterbox support where parents write to children, and we act as the third party to pass these on. Video contact supports families across the country who need support with having video calls and we supervise this contact.

Service Achievements

Outcomes and impact from the service

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Ambition for the coming year

We will continue to develop the ICFA service. We will mobilise the Planning together for Children service (replaces SPIP). We will grow the Contact Services offer with financially viable services.

5.4 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.

Service achievements

The service has continued to see an increased need for support for Young Carers and their families. Over a 12month period:

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Outcomes and Impact

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.

We have helped Young Carers tackle the cost of living with the Vodafone UK campaign #everyoneconnected to reduce digital poverty in the UK. Our Young Carers were donated SIM cards that allowed free data, phone calls and text messages for 6 months. This initiative has helped to tackle digital exclusion, supporting those experiencing financial hardship due to the rising cost of living.

Following YC being referred into our Young Carers Service, here are their results following our intervention:

We have supported young carers to share their voice to facilitate change in local and national initiatives, for example;

The Children’s Society:

The BwD YC Service was one of 5 Young Carers services chosen to partake in Phase 2 of the Co-Op funding Project via The Children’s Society. This phase involved developing a National Participation Young Carers Group, with the focus on reducing isolation and loneliness amongst young carers and how we could better identify and support those young carers.

The three areas that were suggested by the Young Carers who attended the Participation group were:

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Feedback and quotes

When asked: how has the Eric Wright Community Trust helped you with therapeutic support, one Young Carer wrote:

‘ N has really helped me a lot with the therapy sessions she has provided me with. This has helped with dealing with stress levels during school hours and also helping cope at home, as well N has done an amazing job helping me by coming into school and sitting with me and talking to me and making me feel better. I always looked forward to seeing N as she helped me talk things through. I really appreciated her support, thanks N!’

BBC Radio Lancashire Make a Difference awards:

Our Young Carer, Mehak, aged 15, was awarded BBC Radio Lancashire’s ‘Highly Commended Carer Award 2022’. We are incredibly proud of her every day in the challenging role she has but these awards provide recognition and awareness to many hidden young carers.

Mehak has a lot of passion about helping others. She has overcome and continues to overcome so many obstacles in her life.

Young Carer - “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!”

Parent - “Thank you for all you’ve done for us. We can’t thank you enough!”

Commissioner - “The service continues to provide invaluable support to young carers in BwD. WEW have nothing but praise for all they do”

Ambitions for 2022-2023:

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5.5 Emotional Health and Wellbeing Services (EHWB)

The Emotional Health and Wellbeing (EHWB) Service provides therapeutic interventions to children and young people, their families, and adults across Lancashire, including Blackburn with Darwen, South Cumbria and Greater Manchester. The Service is delivered by a dedicated team of counsellors, play therapists and therapeutic practitioners, via a blended offer of face to face, remote, 1-1 and groupwork interventions which are tailored to the needs of the individual. Working in collaboration and partnership with statutory and voluntary organisations, the EHWB Service aims to develop mental health awareness, improve resilience, build on strengths, and achieve positive and sustainable outcomes.

Lancashire County Council Emotional Health and Wellbeing Early Support Service – a partnership with 10 partner agencies offering time limited interventions to children and young people aged between 4 and 19 years (25 Special Educational Needs (SEND)). This project covers East, Central, and North Lancashire (excluding Blackburn with Darwen and Blackpool) and works in partnership with the Children and Family Wellbeing Service supporting children and young people via an Early Help Offer.

Commissioned School Service – a bespoke service funded by schools across Lancashire, Blackburn with Darwen, Cumbria and Greater Manchester delivering therapeutic support to children and young people aged 4- 18 years facilitated by 1-1, group work or drop-in support services.

Children in Care Pilot Project (Our Voice) - a 12-month pilot programme, funded by NHS Lancashire & South Cumbria (LSC) Integrated Care Board to offer a therapeutic support package to Children in Care, including 1-1 and group support sessions, diversionary activities to support children and young people, their foster families and birth families. The aim of this project is to gather data to measure the effectiveness of the interventions, and to support children and young people to build resilience.

Bolton Together - commissioned by the Bolton Together consortium to provide 1-1 and family support to children aged between 4 -8 years, support offered to parents and carers to enable a sustainable intervention.

Young Farmers Project- funded by various grant funding applications and benefactors to support young farmers (10-25yrs) and their families to raise awareness of common mental health issues building resilience and strategies to manage mental health and promote effective and healthy coping strategies.

Think Family – funded by Blackburn with Darwen this is a 6-week therapeutic group work programme for parents in Blackburn with Darwen aimed at raising parents’ self-awareness to improve relationships and build resilience, self-confidence, and self-esteem.

Healthy Thinking for Me! Project - consortium partnership providing a 6-8 week therapeutic 1-1 or group work intervention to young people aged 12-18 years in Central and East Lancashire offering early support and prevention around negative eating patterns.

SPACE (Supporting Parents & Carers Emotionally) a 12-month project, consortium funded to facilitate a peer support group for parents and carers across Lancashire, the aim of this project is to improve strategies and community support engagement for parents and carers of children and young people experiencing common mental health issues.

NHS IAPT Trainee programme – Working in continued partnership with health services to increase workforce skills in the Mental Health Sector, we are a recognised host for Children and Young People’s Wellbeing Practitioners (CYWP), providing opportunity this year for six trainees who completed their training successfully.

Student Pathway – supporting professional development in the EHWB Sector offering Student Placements.

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

Service Achievements over 2022-2023

The service set objectives for the year 2022-23 including;

Service Outputs and Outcomes

Over the year the service has worked with 1,561 young people and 41 adults (IAPT + Spot Purchase Adults + Think Family), delivering 14,170 young people's sessions across all young people services and 103 adult sessions. The EHWB partnership has received 1666 referrals. In addition, the service has supported 24 schools through Service Level Agreements.

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 to the lives of those we support. Our respondents have informed us:

We have a commitment to continue consultation and involve young people’s voice in the shaping of mental health services both internally and externally.

Children, young people, and parents have reported that they have seen an improvement in mental and emotional health and increased awareness of mental health following an intervention. Teachers and parents report an improvement in the child/young person's ability to regulate their emotions.

Following the feedback of a group of parents who had successfully completed the Think Family therapeutic group, a peer support group has been established; each parent completing the group is offered the opportunity to attend the peer support group and meet with parents who have previously completed the programme. This has been agreed and arranged in partnership with BwD commissioners of the Think Family group.

As a result of additional funding during the pandemic the team have co-designed resource packs which are given to children, young people or families at the end of an intervention or whilst waiting for an intervention to begin.

Feedback

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

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

Ambition for the coming year

We have identified a growing need for our emotional health and wellbeing services, and we plan to continue to grow and develop sustainable services for children, young people and families through the year by:

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

5.6 Criminal Justice Services

Appropriate Adult Service

The role of the appropriate adults is to safeguard the interests, rights, entitlements and welfare of children and vulnerable adults who are suspected of a criminal offence, ensuring that they are treated in a fair and just manner and are able to contribute effectively. Children are aged between 10 and 17 years of age.

The service covers a wide area -

Service achievements and outcomes

The AA service has been successful in developing its services over the period, successfully retaining commissions for its existing AA service in Greater Manchester. The service delivers child focused services and we have supplied custody suites with distraction items including chalk, paint and pens, some soft footballs, colouring books and pens, reading books and snap cards. This has all been well received from the Custody Staff and made a positive difference to those detained. All Lancashire custody suites have received boxes of children’s books to allow those detained something to keep them occupied, the books were donated by Holy Cross High School, Chorley when they renewed their library stock.

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 child friendly and improved trauma informed custody environments. Also attending 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

Feedback is obtained in all areas by using a QR Code and has proven to be a very successful addition to the service, allowing custody professionals to feedback directly to the service privately.

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

Outcomes and impact of the service.

Ambition for 2023-2024

5.7 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. The service delivers community reparation, through unpaid work and a mentoring scheme. Young people who offend are supported to change their behaviour and encouraged to make amends. One of the ways that 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. The service has been operating with Working with Young people on statutory court orders who attend our Reparation Service for the last 15 years.

Service achievements over the year

Outcomes and impact

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

Feedback

Host feedback Greensleeves: Hazel - Ruth: ‘We really can’t thank you enough for all the support you and the young people have given to our community garden, and it is really taking shape and hopefully it will be enjoyed by all the local community for years to come’

Feedback Host Nightsafe N R: “Your services have been invaluable, and we can’t thank the young people who worked here enough they’ve been fantastic and what a result, it really has transferred the place. If it wasn’t for services like yourselves, we would not be anywhere, and this will make a real difference to those vulnerable people that we work with. Many thanks.”

Host feedback: Elaine head of business development - “What a difference you and the young people have made with the shop it has really transformed the front. We can’t thank you enough and when the tiles are completed it will look like a brand-new outlet, thanks from everyone at Age UK”

Public/community feedback - “Thank you for carrying out the clear up it looks so nice not having litter and weeds all around the area and if any of the young people would like to help on weekends, we do have weddings and they can support us any time”

Ambitions for 2023-2024

5.8 Invest in Youth

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 and finished as of March 31[st] , 2023.

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

Achievements 2022-23

Between April 2022 and March 2023, the IIY has supported 45 Young People with 15 of those successfully moving into education and/or training and 6 into meaningful employment.

Participants have been supported on a 1:1 basis in a variety of settings such as home & community centres, as well as focussing on getting participants back into education, training or employment the project also helped the participants overcome their initial barriers such as supported housing, opening a bank account or attending short courses in small settings as many participants struggle to face large crowds, this allows the participant to sustain any hard outcome.

The project met targets for Phase 2 and was funded for the final Phase 3 which will take the project to year end, March 2023. The project recruited 3 new members of staff in 2022 to meet the demands of the service and KPI’s set as per service level agreement.

Several objectives were set at the beginning of the year, and these were progressed throughout the period.

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

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. Some of the key outcomes and achievements include:

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

Case Study

Background:

Owen was referred into the Invest in Youth project during lockdown in August 2021. Owen was referred from New Direction in Blackburn, for needing support with Low Confidence due to his weight and Anxiety.

Owen was very difficult to engage with at first and struggled to express himself initially I had to have a 3-way conversation and get some information from his mother who helped to express what Owen wanted to get across

After discussing Owen’s main barriers, we devised an Action Plan which consisted of;

From his Life Circle - Owen said he enjoyed cooking as well as playing video games on his P.C.

Engagement:

Engagement with Owen was always over the phone as he would not leave the house due to his anxiety and low confidence. During the telephone appointments Owen would be on his P.C. (gaming) and his answers where often ‘What’ ‘Yes’ or ‘No’. I was persistent with Owen and didn’t want to give up and after a few phone calls he eventually answered the phone to me directly rather than me going via his mum to speak to me - this was good progress.

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

Actions taken:

The first steps were to make a referral to CANW’s Emotional Therapeutic Support (E.T.S.) to help address the issue of Owen’s anxiety.

In the early stages we looked at a short health and fitness course that was put on by the Prince’s Trust, but this was too much for Owen initially and he wanted to focus on doing something that involved cooking as this is his passion.

Owen wanted to wait for his E.T.S. sessions to start first before doing a course and his preference was small class sizes due to his anxiety. As his E.T.S. sessions went on we explored several options including an apprenticeship with Gregs bakers but Owen wanted to do Maths and English also so we explored North Lancs Training Group in Accrington that could offer a course in employability and then training in small class sizes of around 8 students, and he would do his Maths and English alongside this. Owen was keen on this and we applied for the course.

Owen’s mum took him to the interview as he was still anxious and would not go alone, Owen said “I was really anxious about going and felt sick inside but felt better after being shown around”. Owen started off doing small taster sessions so he could get used to his new surroundings and then went on to enrol in August. I met Owen after he enrolled at North Lancs Training and he had a full-on conversation with me and said, “Thank You Carl – I couldn’t have done it without you”. I said to Owen that he met me halfway and to give himself some credit. Owen said he can now look at people in the eye when they talk to him and he answers back with more than ‘what, yes or no’. Owen is also looking at doing some work experience and North Lancs Training will help find him a work placement.

I gave Owen a lift home and his mum said he has come on leaps and bounds. He now accompanies her when she goes food shopping and has dropped 3 clothes sizes since starting North Lancs Training. Owen said he has a younger brother (aged 13) who is going the same way he did and that he won’t leave the house and does his school lessons via virtual learning, so Owen is going to help his little brother.

To encourage Owen even more the project has given Owen a Steps Count Watch.

Testimonial

I can now look at people in the eye when they talk to him and I can answer back with more than “what, yes or no” and I can have a conversation with them now.

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

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 2022/23

Business Development and Fundraising continued to be challenging throughout 22/23 as the new team continued to take shape and evolve and as the cost-of-living crisis made it more difficult to raise voluntary income. Despite this, 22/23 saw the team achieve a number of notable successes, including securing multi-year Patronage from a variety of businesses and philanthropists, successful grant applications to a range of grant makers, and several successful submissions for public sector contracts (both for new services and to renew existing contracts.

Some specific highlights from the last year include:

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

Over the next twelve months, the team will continue to focus on Fundraising alongside Grant and Tender applications, but with important strategic changes in approach and increased focus on corporate and community fundraising.

New Contracts in 2022/23

New Grants in 2022/23

Business Development Objectives 2023/24

High volume, low value community and corporate fundraising: Focus on using our range of warm prospects, specifically schools, local businesses and community groups to generate a large number of fundraising activities that each generate a minimum of £250. In many cases, especially with businesses, the amount raised will far exceed this.

Target driven approach to both activity and income: Develop clear financial targets for all fundraising activity, clear KPIs focused on activities, detailed action plans, and clear reporting processes and dashboards that make it easy to monitor performance, assess what is or isn’t working and report on all to the board and SLT

Lean but focused calendar or events: Deliver an events calendar that 1) provides a strong return on investment/profit, 2) provides excellent cultivation and engagement opportunities to current donors and prospects, and 3) provides opportunities for our beneficiaries to get involved.

High quality cultivation, engagement, thanks to prospects and donors: Focus on high-quality, consistent, impact focused, and personal cultivation activity. Practically this will include things like highly responsive thank you messages following donations/support, sharing of case studies and impact stories, and personalized cultivation activities.

Deliberate use of external capacity and partner led events, fundraising and charity of the year work: Seek to use external capacity to develop a pipeline of fundraising activity that does not require significant internal capacity or organizing.

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

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 (and are in the process of applying to renew this in 2023), Investors in People and Investors in Children, and were successful in our renewal application for Cyber Essentials in late 2022.

2022/23 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 Marketing and Communications

During 2022/23 we continued to maintain a strong social media presence, using Facebook, Twitter, Instagram and LinkedIn in particular. June 2022 saw the launch of a new website for the charity (www.canw.org.uk) as well as the implementation of a new CRM system (HubSpot) for the Business Development team to use to track relationships, manage external communications and build income pipelines.

Having a well-developed communications and marketing strategy is essential for any charity and is especially for Child Action Northwest as we look to develop our brand, increase our reach regionally, build a sustainable model of business development and income generation, and continue to develop and maintain a strong culture across our team of paid staff, volunteers and partners.

Importantly, we recognize that effective charity communications are not just about engaging with external stakeholders, but with CANW staff, volunteers, board members and supporters too. As such, one of the key focus areas for 23-24 will be to develop and implement a robust internal communications strategy than ensures stakeholders who are part of the CANW family receive high quality comms when they need and in a way that suits them.

Over the next 12 months, the team will focus their work on:

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CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

Focused use of External Comms to grow brand awareness: Increased focus on developing brand awareness across the rest of the North-West region, outside of Blackburn with Darwen and Lancashire.

Intentional use of Press and PR: We’ll share news and stories about the work we do and the impact we make on individuals, families and communities across the North-West and beyond. This will involve the targeted use of press releases and other materials, engaging in proactive media outreach, and building strategic relationships with journalists and other media contacts.

Targeted use of Social Media to reach specific audiences : we’ll use our social channels and reach to target specific audiences with a clear purpose in mind. That might mean using social media to support with the recruitment of Foster Carers, Appropriate Adults or any other roles at the charity. Equally, it might mean using social media to share good news, celebrate the achievements of those we work with, or generate income through active fundraising campaigns.

Campaigns that support Fundraising and Income Generation: Use external communications strategies and various social platforms to drive engagement with fundraising campaigns, celebrate and thank supporters, showcase our work, and publicise events. Evaluate and refresh all appropriate marketing and fundraising collateral to support the organisations ongoing fundraising efforts.

Outstanding Internal Business Partner support: Provide outstanding internal business partner communications and marketing support to all services. Provide ongoing ad-hoc support to the wider organisation, ensuring their marketing and communications needs are met in a timely fashion with high quality output.

Timely and functional internal communications: Develop, launch and refine our approach to internal communication, ensuring all CANW staff receive the information they need, when they need, in a way that works for them and the organisation.

7 Community Interest Company, CANWe Solutions (CIC)

CANWe Solutions CIC is an independent organisation, established in 2009, as the trading arm and community interest company of Child Action Northwest (CANW), a regional charity achieving positive change for 130 years. We passionately believe that everyone has the right to achieve their full potential despite facing significant barriers and deliver a range of services aimed at improving the wellbeing and quality of life of vulnerable people from across the region, who have multiple needs and live chaotic lives. Support enables individuals to reduce barriers and achieve positive outcomes, using person-centered approaches. Support is offered in multiple settings; outreach, home visits, HMOs and community venues. The organisation has a remit to increase trading opportunities, ensuring any profits (in excess of those needed to sustain the organisation and maintain a reasonable level of reserves) are contributed to Child Action Northwest through an asset lock.

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YEAR ENDED 31 MARCH 2023

7.1 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. 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:

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

There has been a backdrop of uncertainty throughout the past 12 months due to a number of significant contracts ending. Our Building Better Opportunities (BBO) work was finally completed in March 2023 after 6 ½ years of service delivery. Throughout this period our Invest in Youth (IIY), Changing Futures (CF) and Emotional Therapeutic (ETS) services have worked with over 1000 young people and vulnerable adults supporting them with mental health needs and into employment, education, or training.

All permanent staff members have been redeployed.

Service achievements

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

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

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YEAR ENDED 31 MARCH 2023

Outputs outcomes and impact

Of the 25 individuals directly engaging with the service the following outcomes were achieved:

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 2022

7.2 Emotional Therapeutic Service

The Emotional Therapeutic Service supported individuals who were receiving support from the BBO project in accessing employment and education opportunities. This is delivered PAN Lancashire.

We offered support for up to 10 weeks using a 1:1 person-centred approach to support people to tackle barriers on a personal level by; building confidence and self-esteem, building motivation, developing coping strategies to help with depression, stress and anxiety, talking about feelings and emotions, managing negative relationships and improving personal health and wellbeing. We also offered CBT therapy for those whose needs required this input.

We worked with individuals across the 3 BBO projects – Invest in Youth (age 15 – 25), Changing Futures (age 25 – 50) and Age of Opportunity (age 50 onwards).

Service achievements

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Key Outcomes

This has enabled individuals to overcome barriers to engaging in employment, education and training.

Quotes and feedback

IIY participant - “It’s helped me control and reduce my worries. Coming out of the house to sessions has lifted my mood and built my confidence up. Coming to a relaxed environment and speaking to the same practitioner each time has been more useful than other services I have experienced.”

AOP Participant - “It has been very helpful and useful and I have been encouraged every step of the way. Emotionally I have been able to talk about my life, going right back to the beginning, as I lost my Mum when I was born. When I came out of hospital from a Section 3 I felt really lost and lonely. The practitioner really cheered me up emotionally and helped me to stabilise my mood. Thank you so much for everything.”

Go Figure

This was a short-term funding opportunity (December 2022 – March 2023). The service aimed to help adults improve their ability to understand and use maths in daily life, home, and work. This could be improving household finances, helping children with homework, making more sense of the facts in the media, or improving numeracy skills specific to a line of work. Multiply offered a range of options such as free personal tutoring, digital training and flexible courses to fit around people’s lives and was tailored to specific needs, circumstances, sectors and industries

Service Achievements

Outcomes and impact

During a very small window of engagement the Go Figure service engaged 54 young people who were not accessing any support from any other service. The trust gained during the 4 months has given the young people more confidence to reach out and seek support.

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YEAR ENDED 31 MARCH 2023

7.3 Break the Cycle

The Youth Engagement service has been awarded funding from the Police Crime Commissioner of £10k which was match funded by the CANW Board of Trustees. Break the Cycle is delivered in East Lancashire. ‘Break the Cycle’ will allow us to support children and young people who are released from Police custody without any further action or those who have had to be spoken to by the Police regarding low level incidents that are on the periphery of committing crime. We engaged with those at risk of committing further crime or anti-social behaviour. The young people we engaged with are aged between 10 and 17 years of age.

The service aimed to reduce the number of young people engaging in crime and or committing further offences by educating them on the consequences of crime and attempting to divert them to more positive activities within their lives.

Service achievements

Attended – Youth Panel meetings;

Impact and outcomes

The project is new but has supported children and young people with training and back into school as well as providing positive activities that supports the young person’s physical well-being.

Children & young people have accessed external well-being support through external sources such as The Wish Centre.

Quotes and feedback

“Thank you for helping me get this far, by getting me into college and helping me change my life around, I don’t smoke anymore and feel much better.”

Ambitions for 2023/24

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YEAR ENDED 31 MARCH 2023

8 Financial review

The group’s incoming resources for the year ended 31 March 2023 amounted to £5,958,945 and outgoing resources amounted to £6,346,359. The deficit reported during the year was £534,628 which included net realised and unrealised losses on investments of £147,214 (excluding dividend and other investment income). The operating deficit for the year was £387,414. The plan for the year was a deficit plan due the full year effect of the investment put into business development in 2021-22 and the challenges in continuing to deliver large, commissioned contracts particularly with the emerging cost of living crisis. This deficit plan was set by the Board in the context of the three to five year plan which would include steps to bring the financial position back to an underlying breakeven position.

During the year the Fostering Service continued to be a key contributor to the group’s turnover, however with a reduction in placements and, for most agreements no increases in rate in the recent past the service went into deficit for the first time. Towards the end of the year placement numbers have recovered and during the year with a refocus on service development was set. OFSTED were due to inspect the service in the last quarter of 202223 and development funds where made available to support the readiness process.

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 deficit during the year which was predominantly related to the non-continuation of funding which supported the Schools service offer. Without that grant funding the schools service is unsustainable. This has been addressed in 2023-24. The anticipated financial challenges with the new LCC Early Years contract were mitigated in part by the correction in deferred income balances which released c£113k into the financial position.

The Supported Contact services continued to perform important work in difficult economic circumstances. The new Improving Child and Family Arrangements services contract mobilised in 2022-23 had a slight reduction in referrals and recruitment challenges meant that during the year a shift in operating model was required to ensure the service was being delivered at the quality levels previously met. These challenges where ongoing during 2022-23. Supported Contact services continued to be developed during the year. This continues to be an exciting area of development for the service. The Separated Parents Information Programme (SPIP) came to an end of March 2023 and the service was successful in winning significant elements of its replacement programme Planning Together for Children (PTC) which was mobilised in early 2023-24.

Young Carers services has ring fenced funding received in 2020-23 with additional funding secured in the early part of 2022-23 to contribute to the delivery and expansion of these services. The service continues to find innovative ways to extend reach and value, continuing to deliver excellent services.

Criminal Justice services continue to do excellent work meeting increasing demand with growing referral numbers across the extended geography that we support. The highly regarded Reparation service was retained during the year with a focus on getting additional funding to financially support the service. Overall, Criminal Justice services made a small surplus in the year.

Principal Funding

The majority of funding is from services commissioned by local authorities and other public bodies predominantly across the North of England. Grant funding during the year amounted to £48,655, with contributions from the public totalling £51,637.

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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 contracted during the year due to the global impact of the war in Ukraine which has also exacerbated the growing cost of living crisis. This resulted in a realised and unrealised loss, net of investment income, of £147,214.

Reserves

The reserves policy in place is reviewed at least annually by the board.

The group held total funds of £3,172,199 at 31 March 2023. Of these, £52,445 were restricted, therefore these funds were not available for the general purposes of the group. The group held unrestricted funds of £3,119,754 at 31 March 2023. However, of this, £618,843 can only be realised by disposing of tangible fixed assets. Therefore, at 31 March 2023, the group had available liquid unrestricted reserves of £2,500,911.

The required level of reserves, set out in the policy, to cover organisational running costs, if necessary, is £1,650,000. This is based on the planned expenditure in 2022-23. The actual free liquid reserves held at 31 March 2023 were, therefore, £850,911. 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.

9 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 impact of the cost-of-living crisis has significantly shaped our current financial position and plans for 2023-24 and beyond. There are signs that Government policy and plans may suggest that higher inflation may come under control in the next year or so, the impact for the organisation is likely to be felt for a longer period of time, both in terms of securing income uplifts, managing costs, attracting staff and the increasing demand for our services. The wider global outlook particularly with the climate crisis and ongoing war in Ukraine may continue to exacerbate this position. The need for strategic planning over a three-to-five-year time horizon has possibly not been as important as now. We need to ensure that we are making decisions that ensure organisational sustainability but also carefully choose how we use our resource to deliver our mission and support as many people as possible.

The financial pressures that are impacting on the charity are also, unfortunately, being felt most acutely by many of the young people and families we support. Levels of deprivation are rising universally but areas across the North-West have been particularly badly hit, with over 40% of young people living below the poverty line in a number of wards we support.

Our plans to grow and develop our service offer has therefore never been more important and our efforts to generate additional voluntary income are designed to provide the sustainability needed to ensure our team can support and engage with more children, families and communities.

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9.1 Analysis of the external environment

With the level of need increasing across the communities CANW serve, as part of the 2023/24 planning process, colleagues from across the operational and senior leadership teams took part in a number of sessions that were designed to highlight and focus in on the areas where:

This process considered both the national and local picture, feedback from our beneficiaries and key stakeholders, public policy (current and future), and much more. The next step will be for the Senior Leadership Team to lead an engagement and consultation process with our wider staff team, the communities we serve (our beneficiaries), and key stakeholders (including commissioners, donors and partner organisations).

Whilst many of the issues we are seeing across our communities have stayed relatively static over the last 12 months, the level of severity, impact and number of people effected have increased. In some cases dramatically – with many more families living in poverty, with many families who have never been ‘vulnerable’ before experienced significant challenges linked to cost-of-living crisis, food and fuel poverty.

There continues to be 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 receive practical and emotional support and that 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. There continues to be 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. Unfortunately, colleagues across our Emotional Health and Wellbeing team have also reported significant increases in levels of self-harm and suicidal ideation, as well as problematic rises in the impact of worrying content from social platforms such as TikTok and Instagram. A focus on mitigating the impact of online content is a priority for the team as well as considering how to develop and disseminate positive digital content.

-42-

CHILD ACTION NORTHWEST

REPORT OF THE TRUSTEES

YEAR ENDED 31 MARCH 2023

Partnership working across the voluntary sector has also come into focus this year and will grow as a priority over the next 12 – 18 months and organisations look for opportunities to come together solve complex social problems, rather than working in isolation.

10 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:

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:

11 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

02/11/2023 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 2023 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

Date: ……………….......................... 06/11/2023

-47-

CHILD ACTION NORTHWEST

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

FOR THE YEAR ENDED 31 MARCH 2023

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
£
51,637
5,831,901
37,042
36,076
5,956,656
135,814
1,996,692
96,797
3,002,808
900,643
187,504
6,320,258
(363,602)
(58,974)
(88,240)
(510,816)
-
(510,816)
3,630,570
3,119,754		 Restricted
Funds
£
-
2,289
-
-
2,289
-
57
23,755
2,289
-
-
26,101
(23,812)
-
-
(23,812)
-
(23,812)
76,257
52,445		 Total
2023
£
51,637
5,834,190
37,042
36,076
5,958,945
135,814
1,996,749
120,552
3,005,097
900,643
187,504
6,346,359
(387,414)
(58,974)
(88,240)
(534,628)
-
(534,628)
3,706,827
3,172,199		 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

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 2023

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
- General unrestricted funds
14		 2023
2022
2023
2022
£
£
£
£
618,843
674,671
618,843
672,767
2,394,904
2,323,674
2,394,904
2,323,674
3,013,747
2,998,345
3,013,747
2,996,441
1,101,851
679,234
1,035,608
675,577
373,913
915,817
356,162
867,079
1,475,764
1,595,051
1,391,770
1,542,656
(1,317,312)
(886,569)
(1,300,612)
(883,987)
158,452
708,482
91,158
658,669
3,172,199
3,706,827
3,104,905
3,655,110
52,445
76,257
52,445
76,257
90,000
90,000
90,000
90,000
528,843
584,670
528,843
582,766
2,500,911
2,955,900
2,433,617
2,906,087
3,119,754
3,630,570
3,052,460
3,578,853
3,172,199
3,706,827
3,104,905
3,655,110

02/11/2023 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 2023

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		 2023
2022
£
£
(367,047)
123,944
14,076
1,439
37,042
31,574
51,118
33,013
(7,531)
(53,364)
(1,114,607)
(663,430)
894,488
421,053
(227,650)
(295,741)
(543,579)
(138,784)
1,000,600
1,139,384
457,021
1,000,600

-50-

CHILD ACTION NORTHWEST

CONSOLIDATED CASH FLOW STATEMENT NOTES

FOR THE YEAR ENDED 31 MARCH 2023

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

2023
£
Net incoming resources
(534,628)
Unrealised (gains)/losses on investment assets
88,240
Depreciation of tangible assets
63,359
(Profit)/loss on disposal of tangible assets
-
(Profit)/loss on disposal of investments
58,974
Bank interest received
(14,076)
Income from listed investments
(37,042)
Decrease/(increase) in debtors
(422,617)
Increase/(decrease) in creditors
430,743
(367,047)
2
Analysis of net funds
At 1 April
Cash
Other non
2022
flow
cash changes
£
£
£
Net cash:
Cash at bank and in hand
915,817
(541,904)
-
Overdraft
-
-
-
915,817
(541,904)
-
Cash on short term deposit
84,783
(1,675)
-
Net funds
1,000,600
(543,579)
-
2022
£
309,820
(97,623)
63,973
-
5,644

(1,439)

(31,574)
(153,862)
29,005
123,944
At 31 March
2023
£
373,913
-
373,913

83,108
457,021

3 Reconciliation of net cash flow to movement in net funds

Increase/(decrease) in cash in the year
Increase/(decrease) in liquid resources
Movement in net funds in the year
Opening net funds
Closing net funds		 2023
2022
£
£
(541,904)
(108,725)
(1,675)
(30,059)
(543,579)
(138,784)
1,000,600
1,139,384
457,021
1,000,600

-51-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

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 2023.

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 £2,394,904 at 31 March 2023 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 2023

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

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life:

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
Furniture & fittings - 10% 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 2023

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.

-54-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

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.

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.

-55-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

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 £5,755,664 (2022: £6,036,791) and the net decrease in funds for the year is £550,405 (2022: increase of £271,192).

4 Donations and legacies

Other donations Unrestricted
Restricted
2023
2022
£
£
£
£
51,637
-
51,637
51,747
51,637
-
51,637
51,747

Income from donations and legacies totalled £51,637 (2022: £51,747) all of which was unrestricted in nature in both the current and previous year.

-56-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

5 Incoming resources from charitable activities

Care Services
Youth and Community Support
Family Wellbeing:
Family Support
Youth Justice
Adult Community Services		 Unrestricted
Restricted
2023
£
£
£
1,799,169
-

1,799,169
120,448

-

120,448
2,797,971
2,289
2,800,260
886,332
-
886,332
227,981
-
227,981
5,831,901
2,289
5,834,190		 2022
£
2,163,382
95,786
2,980,139
699,043
230,203
6,168,553

Prior year incoming resources from charitable activities

Care Services
Youth and Community Support
Family Wellbeing:
Family Support
Youth Justice
Adult Community Services		 Unrestricted
Restricted
2022
£
£
£
2,128,496
34,886
2,163,382
55,286
40,500
95,786
2,980,139
-
2,980,139
699,043
-
699,043
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

-57-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

6 Investment income

Income from listed investments Unrestricted
Restricted
2023
2022
£
£
£
£
37,042
-
37,042
31,574
37,042
-
37,042
31,574

Investment income totalled £37,042 (2022: £31,574), all of which was unrestricted in nature in both the current and previous year.

7 Other incoming resources

Bank interest
Other grant income received
CJRS income		 Unrestricted
Restricted
2023
£
£
£
14,076

-
14,076
22,000
-
22,000
-
-
-
36,076
-
36,076		 2022
£
1,439
-
13,686
15,125

Other income totalled £36,076 (2022: £15,125), of which £nil (2022: £13,686) was restricted and £36,076 was unrestricted (2022: £1,439).

-58-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

8 Total resources expended

Youth Adult
Basis of Care Engagement Family Youth Public Central Community Total Total
allocation Services and Support Support Justice Relations Management Services 2023 2022
£ £ £ £ £ £ £ £ £
Costs directly allocated to activities
Salaries and Wages Direct 321,332 76,339 1,165,343 549,059 89,068 566,541 148,615 2,916,297 2,729,927
National Insurance Direct 30,637 6,178 93,637 21,636 9,470 64,245 10,811 236,614 211,281
Pension Fund Contributions Direct 13,281 2,053 37,990 6,319 3,856 30,017 1,872 95,388 88,249
Private Medical Insurance Direct 976 - 358 5,092 - 6,426 6,599
Subcontractor costs Direct 32,902 3,010 1,083,380 23,658 - - 6,873 1,149,823 1,080,753
Other staff costs Direct 51,566 2,154 47,655 69,589 5,196 3,227 2,223 181,610 88,014
Carers costs Direct 1,047,861 - - - 1,047,861 1,178,397
Service operating costs Direct 10,999 992 981 4,016 9,474 890 1,586 28,938 62,526
Training costs Direct 9,710 305 3,419 474 368 10,869 - 25,145 19,864
Fundraising costs Direct 1,220 - 250 16 8,331 4,000 - 13,817 1,654
Support and governance costs allocated to activities
Rent Usage - - - - - - 8,437 8,437 5,846
Other property costs Usage - - - - - 112,062 1,625 113,687 68,678
Insurance Usage - - - - - 135,431 - 135,431 163,813
Office running costs Usage 24,988 4,403 35,590 40,276 10,041 170,340 3,230 288,868 246,846
Central management Usage 448,722 25,032 535,938 185,275 (1,194,967) - - 10,118
Audit fees Usage - - - - - 18,903 - 18,903 15,495
Legal fees Usage - - - - - 6,559 - 6,559 5,721
Depreciation Usage - - - - - 61,455 1,904 63,359 63,973
Loss on disposal of assets Usage - - - - - - - - -
Bank charges Usage - - - - - 287 123 410 561
Other central costs Usage 2,555 86 556 325 10 5,049 205 8,786 843
1,996,749 120,552 3,005,097 900,643 135,814 - 187,504 6,346,359 6,049,158

Total resources expended amounted to £6,346,359 (2022: £6,049,158), of which £6,320,258 was unrestricted (2022: £5,988,928) and £26,101 was restricted (2022: £60,230).

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CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

9 Total resources expended (continued)

Prior year total resources expended

Youth 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

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CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

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		 2023
2022
£
£
10,350
8,675
3,400
2,915
13,750
11,590
3,125
2,600
2023
2022
£
£
10,219
8,242
-
-
4,391
4,882
63,359
63,973

-

-
(58,974)
(5,644)

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CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

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

Staff Costs
Salaries and wages
National insurance
Pension fund contributions		 2023
2022
£
£
2,916,297
2,729,927
236,614
211,281
95,388
88,249
3,248,299
3,029,457

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		 2023
2022
23
21
9
10
26
33
42
45
100
109

The full time equivalent of the part time staff is 31 (2022: 28). In addition the charity has made use of an average of 90 (2022: 69) sessional staff during the year working differing hours as and when required. During the year the charity had available to use an average of 131 sessional staff (2022: 122). As at the year end the charity had 143 available members of staff (2022: 125).

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

£60,000 - £70,000
£80,000 - £90,000		 2023
1
1
2		 2022
1
-
1

The Trustees claimed £229 (2022: £nil) in respect of reimbursement of mileage claims and other expenses.

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 £96,728 (2022: £91,819).

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CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

11 Tangible fixed assets

Charity

Cost
Balance at 1 April 2022
At deemed cost on transition to FRS102
At Cost
Additions
Disposals
Balance at 31 March 2023
Depreciation
Balance at 1 April 2022
Charge for the year
Disposals
Balance at 31 March 2023
Net book value
31 March 2023
31 March 2022		 Leasehold
land and
buildings
£
-
808,943
808,943
-
-
808,943
449,827
32,358
-
482,185
326,758
359,116		 Freehold
land and
buildings
£
90,000
685,752
775,752
-
-
775,752
497,233
16,899
-
514,132
261,620
278,519		 Furniture &
Fittings
£
-
-
-
5,181
-
5,181
-
518
-
518
4,663
-		 Motor
vehicles
£
-
64,488
64,488
-
-
64,488
64,488
-

-

64,488
-
-		 Equipment
Total
£
£
-

90,000
264,092
1,823,275
264,092
1,913,275
2,350
7,531
-

-
266,442
1,920,806
228,960
1,240,508
11,680
61,455
-
-
240,640
1,301,963
25,802
618,843
35,132
672,767

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

Group

Cost
Balance at 1 April 2022
At deemed cost on transition to FRS102
At Cost
Additions
Disposals
Balance at 31 March 2023
Depreciation
Balance at 1 April 2022
Charge for the year
Disposals
Balance at 31 March 2023
Net book value
31 March 2023
31 March 2022		 Leasehold
land and
buildings
£
-
808,943
808,943
-
-
808,943
449,827
32,358
-
482,185
326,758
359,116		 Freehold
land and
buildings
£
90,000
685,752
775,752
-
-
775,752
497,233
16,899
-
514,132
261,620
278,519		 Furniture &
Fittings
£
-
-

-
5,181
-
5,181
-
518
-
518
4,663
-		 Motor
vehicles
£
-
122,562
122,562
-
-
122,562
122,562
-
-
122,562
-
-		 Equipment
Total
£
£
-
90,000
295,903
1,913,160
295,903
2,003,160
2,350
7,531
-
-
298,253
2,010,691
258,867
1,328,489
13,584
63,359
-

-
272,451
1,391,848
25,802
618,843
37,036
674,671

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 2023

12 Fixed Assets – Investments (Group and charity)

Listed investments
Market value at 1 April 2022
Additions
Disposals
Net gains/(losses) on revaluation at 31 March 2023
At 31 March 2023
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
Commodities
Structured Products
Others
Cash
Historical cost at 31 March 2023		 2023
2022
£
£
2,238,891
1,904,535
1,114,607
663,430
(953,465)
(426,697)
(88,237)
97,623
2,311,796
2,238,891
83,108
84,783
2,394,904
2,323,674
2023
2022
£
£
53,136
139,967
-
-
1,031,576
1,032,374
300,894
109,926
369,313
345,595
138,545
140,456
120,531
138,831
136,721
173,461
56,601
53,006
104,479
105,275
83,108
84,783
2,394,904
2,323,674
2,163,953
1,940,920

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 2023 was £227,981 (2022: £230,203) and the surplus for the year then ended was £15,577 (2022: £38,628). The aggregate of its share capital and reserves at 31 March 2023 was £67,294 (2022: £51,717).

-64-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

13
Debtors
2023
2022
£
£
Trade debtors
479,663
471,361
Prepayments
622,188
207,873
1,101,851
679,234
Group
14
Creditors: Amounts falling due within one year
2023
2022
£
£
Trade creditors
165,243
310,305
Accruals and deferred income
1,059,593
493,499
Taxation and social security
56,072
56,066
Other creditors
36,404
26,699
Amounts due to subsidiary undertaking
-
-
1,317,312
886,569
Group		 2023
2022
£
£
479,663
471,361
555,945
204,216
1,035,608
675,577
Charity
2023
2022
£
£
164,289
310,305
1,059,593
493,499
52,733
54,678
13,915
13,725
10,082
11,780
1,300,612
883,987
Charity

Included within creditors falling due within one year is deferred income held by the group of £706,282 (2022: £306,528) relating to payments on account received for contracts or performance related grants. The brought forward deferred income of £306,528 was released in full during the year.

-65-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

15 Analysis of unrestricted funds

Analysis of unrestricted funds
Realised Unrealised
At 1 April investment investment At 31 March
2022 Income Expenditure Transfers gains gains 2023
£ £ £ £ £ £ £
Charity general unrestricted funds
Revaluation reserve - property 90,000
 - - - - - 90,000
Fixed asset fund 582,766 - - (53,923) - - 528,843
General unrestricted 2,906,087 5,753,575 (6,132,754) 53,923 (58,974) (88,240) 2,433,617
3,578,853 5,753,575 (6,132,754) - (58,974) (88,240) 3,052,460
CANWe Solutions CIC general unrestricted funds
Fixed asset fund 1,904
 - - (1,904) - - -
General unrestricted 49,813 203,080 (187,503) 1,904 - - 67,294
51,717 203,080 (187,503) - - - 67,294
Total general unrestricted funds 3,630,570 5,956,655 (6,320,257) - (58,974) (88,240) 3,119,754
Total group unrestricted funds 3,630,570 5,956,655 (6,320,257) -
 (58,974) (88,240) 3,119,754
Analysis of restricted funds
Realised Unrealised
At 1 April investment investment At 31 March
2022 Income Expenditure Transfers gains gains 2023
£ £ £ £ £ £ £
Charity restricted funds
Care Services
Children in Need 57 - (57) - - -
 -
National Lottery Leaving Care Grant 10,000 - - - - - 10,000
Young Carers
Young Farmers -
 2,289
 (2,289) - - - -
Young Carers Blackburn 44,403 - (22,636) - - - 21,767
Young Peoples Space Fund 21,797 - (1,119) - - - 20,678
76,257 2,289 (26,101) - - - 52,445
CANWe Solutions CIC restricted funds - - - - -
 - -
Group restricted funds 76,257 2,289 (26,101) - - - 52,445
Total funds - charity 3,655,110 5,755,864 (6,158,855) - (58,974) (88,240) 3,104,905
Total funds - group 3,706,827 5,958,944 (6,346,358) - (58,974) (88,240) 3,172,199

16 Analysis of restricted funds

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

During the prior 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.

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CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

16 Analysis of funds – prior year

Analysis of unrestricted funds

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

-67-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

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
£
£
£
-
618,843
618,843
-
2,394,904
2,394,904
52,445
1,339,325
1,391,770
-
(1,300,612)
(1,300,612)
52,445
3,052,460
3,104,905
Restricted
Unrestricted
Total
funds
funds
funds
£
£
£
-
618,843
618,843
-

2,394,904
2,394,904
52,445

1,423,319
1,475,764
-
(1,317,312)
(1,317,312)
52,445
3,119,754
3,172,199

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
£
£
£
-
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

-68-

CHILD ACTION NORTHWEST

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

18 Financial instruments

Financial instruments
Carrying amount of financial assets
Measured at fair value through net income/expenditure
2,394,904
2,323,674
Debt instruments measured at amortised cost
479,663
471,361
2,874,567
2,795,035
Carrying amount of financial liabilities
Measured at amortised cost
257,719
393,070
2023
2022
£
£
Group		 2,394,904

2,323,674
479,663

471,361
2,874,567
2,795,035
2023
2022
£
£
Charity
241,019
390,488

19 Pension commitments

The group operates group personal pension arrangements. Contributions payable by the group amounted to £95,388 (2022: £88,249). Outstanding pension contributions at 31 March 2023 amounted to £15,947 (2022: £13,777).

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:

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

-
-
-
-
-
-
-
2023
2022
Land & buildings
2023
2022
Land & buildings
£
£
£
£		 2,524
4,391
-
2,524
-
-
2023
2022
Other assets
£
£
2,524
6,915
2,524
4,391
-
2,524
-
-
2023
2022
Other assets
£
£
2,524
6,915

21 Related party transactions

The charity has taken advantage of the exemption conferred by FRS 102 Section 33, in that transactions entered into between two or more members of the group are not disclosed, provided that any subsidiary which is a party to the transaction is wholly owned by such a member.

There were no related party transactions apart from any disclosed in note 10 relating to expenses paid to trustees and key management personnel remuneration.

-69-