## Cintre Report and Audited Financial Statements 31 March 2023
## Contents
Contents ........................................................................................................................................................ 1 Chair’s Welcome ........................................................................................................................................... 2 Our Aims and Objectives ................................................................................................................................ 3 How Our Activities Deliver Public Benefit ....................................................................................................... 5 Achievements and Performance ................................................................................................................... 6 Financial Review .......................................................................................................................................... 16 Reserves Policy ............................................................................................................................................ 16 Plans for the Future ..................................................................................................................................... 17 Structure, Governance and Management .................................................................................................. 19 Statement of Trustees’ Responsibilities ........................................................................................................ 21 Auditors ....................................................................................................................................................... 21 References and Administrative Information ................................................................................................ 22 Independent Auditor’s Report to the Members of Cintre .......................................................................... 24 Statement of Financial Activities ................................................................................................................. 28 Balance Sheet .............................................................................................................................................. 29 Statement of Cash Flows .............................................................................................................................. 31 Notes to the Financial Statements ............................................................................................................... 32
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## Chair’s Welcome
As you would expect from operating in the Care Sector it’s been another challenging year, but I am delighted to report that we are in excellent shape for the challenges ahead.
Financially there has been a major improvement due to the Senior Team focusing on our key financial levers. There also appears to be an understanding that after many years of tight financial settlements our key commissioning authorities understand that our sector must be supported, and the rates paid to us now more accurately reflect the cost of providing excellent services.
We are proud to remain a Real Living Wage Employer. Our staff are the lifeblood of Cintre and they deserve as a minimum a real living wage.
We commenced new services throughout the year including a respite service. The demand for the service Cintre can provide is real and growing. We intend to continue our strategy of controlled growth opening new services to meet the needs of our users.
I have been supported by my fellow Trustees, Josie and Andy and more recently joined by Steve Harris and Nick Wilton. They continue to provide wise counsel and challenge to the Executive. Cintre is fortunate to have such a talented and committed Board.
At the start of the financial year 2023/24 our CEO Rob announced that he would be leaving Cintre to take on a new role in the not-for-profit sector. He left at the start of August 2023 with our thanks for all his hard work and dedication. We wish him well in his new venture.
The Trustees are delighted to report that we have successfully recruited a new CEO starting in late August. We have appointed Christopher Taylor. Christopher brings to Cintre vast experience of the Care Sector having previously been the MD of Grove Care Ltd for over 15 years. I believe that Cintre will benefit enormously from the experience Christopher will bring to the CEO role.
At Trustee level Sue our Safeguarding and Pastoral Care lead Trustee has decided to step down after more than six years. Her knowledge, compassion and professionalism will be missed. We wish her the best for the future.
We are looking to strengthen our Board and if you would like to consider becoming a Trustee of Cintre please get in touch with me.
It is important to register my thanks to all our supporters who have given time, gifts, or services. Your support is invaluable to us.
I need to register my utter respect and admiration for our staff. They are amazing and are committed to providing the best possible support and care to our vulnerable service users. Having the right staff committed to Cintre is critical to our continued success. The attached report highlights just what our staff can achieve. I’m sure you will be as humbled as I am.
**Marion Billet**
**Chair of Trustees Date: 06-11-23**
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## Our Aims and Objectives
## Purposes & aims
Cintre's purpose as set out in the company’s Memorandum of Association is:
_To work for the public benefit with young people and adults who through reasons of capacity, mental health or other limiting conditions have difficulty in leading full and independent lives._
Cintre’s aims are to provide support and direction to the people supported in order for them:
- To advance by care, education, and training, so they aspire to and acquire independence in the wider community.
- To develop through training and support, and from this overcome any personal difficulties in fulfilling their maximum potential, including where possible finding employment either paid or voluntary.
- To acquire or improve their social, personal, and technical knowledge and skills so that they may play a full part in society and engage fully with the community in which they live.
## Ensuring our work delivers our aims
We review our aims, objectives, and activities each year as part of our annual planning activity. This review, which is carried out by our Trustees alongside our Senior Leadership Team (SLT), looks at what we achieved and the outcomes of our work in the previous twelve months. The review looks at the success of each key activity we have undertaken and the benefits to the individuals we support.
The review also helps us ensure our aims, our objectives, and our activities remain focused on our stated purposes. We have referred to the Charity Commission’s guidance on public benefit when reviewing our aims and objectives and in planning our future activities. The Trustees consider how planned activities will contribute to the aims and objectives they have set.
To reflect on and respond to the challenging care environment in the UK we review our progress against our objectives via quarterly Board sub-committees, and adjust as needed.
## The focus of our work
Our main objective for the year continued to be enabling the independence of each of the people we support, through the provision of safe and personalised support. In order to achieve this, we:
- Continue to develop person-centered preadmission assessments to ensure that health, care and environment needs and preferences are identified at the point of admission. This in turn helps new people supported to settle in the new environment and the support team to create a robust, individualised care plan in conjunction with social care and health professionals, people supported, families and friends.
- Conduct regular people supported led multi-disciplinary reviews on the progress of the support received, to empower people supported to achieve their personal goals and to reflect changes in social and support needs in a timely manner.
- Continue to develop user friendly, personalised, electronic care planning, in order to capture support and care needs of individuals while giving people supported easy access to their own care planning and supporting them to be in the driving seat of the care planning process.
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- Continue to enhance staff skills and knowledge, alongside a robust people supported needs-led recruitment process.
- Ensure that an effective and appropriate range of services is available to support the needs of our people supported by working collaboratively and with a multi-agency approach.
Embedded within our approach, and supported within and across our services, is the Cintre “continuum of care”:
We believe that no-one should be static, whether they require 24-hour residential care or minimal support in the community. We strive to respond quickly and professionally to any changes in the health of people supported, or in their support or environment needs.
## Residential Services
We provide both 24-hour residential care and supported living services. Our residential care is provided from a seven-bedroom house located in Clifton, Bristol. This service was most recently rated “Good” by CQC. Our three supported living services are:
- In-Via, a five-bedroom, purpose-converted property based in Kingswood, South Gloucestershire.
- Graham Court, a 13-bedroom purpose-converted property in Weston-Super-Mare.
- Beaufort Road, a five-bedroom property also in Weston-Super-Mare.
## Community Services
Our Community Services are delivered as an outreach service with staff providing personal and social support to the people supported in their own homes or in the community. Due to the growing demand for community services in all areas, we have implemented a new blended approach to providing community outreach support. This in turn has allowed us to respond to the Local Authority waiting list and increase the amount of support we provide in the community. We are aiming to develop community outreach support further over the coming year.
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## How Our Activities Deliver Public Benefit
Our charitable activities focus on providing support services to adults with a range of complex Learning Disability and Mental Health support needs, with the purpose of improving their wellbeing, social and personal lives, and enabling their independence. The trustees have had regard to the Charity Commission’s guidance on public benefit and consider that all activities in the year meet with this guidance.
We primarily provide support to people supported based in the City of Bristol, North Somerset, and South Gloucestershire local authority areas. Local authorities have a statutory duty to provide Adult Social Care, and Cintre is a provider of these services, supporting adults referred to us by a local authority. Equal access to our services is important to us, and we believe this is vital to our success. Our work has a deeper and wider impact than support for an individual; it helps families support their loved ones, and helps individuals live within, and contribute to, their communities. By encouraging and supporting our people supported to take paid employment and/or volunteering opportunities we contribute to the diversity and equality within other organizations.
Cintre has created good working relationship with the Local Authorities, public and families of the individuals we support. This has enabled people to self-refer to our services. By responding promptly to the referrals for support, we enable people to move to our services from hospitals, inadequate environments or when their care is in danger of breaking down. This has had a positive impact on people’s lives, prevented crises situations, homelessness, and individuals becoming vulnerable to abuse in the community.
Additionally, we have supported people to re-integrate into society, their social circles and local communities, and to find volunteering or job opportunities. People supported lead social activities and groups of their choice, which enables us to invite people from various community groups and backgrounds to join their social clubs. This approach has a positive impact on social inclusion of people we support, and people who are vulnerable or isolated within the community.
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## Achievements and Performance
## Cintre House
Cintre House is a seven-bed service which offers a residential setting with shared communal spaces. It includes three individual self- contained flats with varying facilities, which provides people with complex mental health needs the opportunity to develop skills to support a move towards a more independent setting when ready. Over time this model has shown success, with people supported entering Cintre House, transitioning within the service, and then moving to supported living services in the community including our In-Via service.
The key objectives of Cintre House are to help people supported to develop skills for independence, to support their individual needs, and support them to achieve their goals. These include volunteering opportunities in their local community and building daily living skills.
During 2022/2023 there have been several transitions in and out of the service. Cintre House has welcomed some new faces and said farewell to some others. TA and TP have both moved to Supported Living services and ML now lives independently in the Community. These transitions are very positive and demonstrate the Continuum of Care in action, also highlighting the amazing work of the team to develop the skills of the People Supported.
The Service has also been able to support the Local Commissioning Authorities with their need for Respite Services with a successful placement in Christmas 2022 whilst awaiting the transition of a new Person Supported into the Service.
During the year, Cintre House welcomed a new Registered Manager, Alannah, who is studying for her NVQ Level 5 alongside her role. More Recently James has joined the team as Assistant Manager. The structure at Cintre House has allowed further recruitment to take place with a strong team of staff in place to deliver the Service.
Cintre House has been a hive of activity as usual, celebrating many birthdays, festivals and of course leaving parties. Spooky Halloween, Christmas and more recently “Cintrebury”, Cintres’ very own music festival in the garden with tents, lights, music and food, have provided fantastic opportunities to enjoy time together for all involved. Monthly themed food nights have also been introduced to the house and have also been a huge success with Caribbean Night being a particular favorite.
Staff have supported residents in accessing the Community, making the most of all that Bristol and its surrounding areas has to offer. This includes using public transport alongside the Service Vehicle to travel to and from activities. RB and SP now regularly attend football club weekly. AL has increased in his mobility which has allowed him to participate more often in daily activities. As a result, he is working towards becoming more independent especially in daily living tasks such as cooking and cleaning.
Recent trips and events have proven that the residents at Cintre House are daredevils and that they love theme parks, trips to Thunderworld on the Downs and more recently Breen Leisure Park have been such successes. Nobody could believe the lack of fear involved when riding on the most extreme attractions on offer! Staff are working hard to deliver the new activity timetables implemented to support the Residents and as a
result there are so many more trips and opportunities to access the community.
There has been a lot of work at Cintre House to improve the environment for staff and people Supported which has included installation of a brand-new kitchen. This was made possible through grant Money received from the Baily Thomas Foundation and some additional reserves from Cintre. The
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upgraded kitchen is such a positive space for both staff and residents with a clean, modern space to use. A recent Council inspection also confirmed this with a 5 Star food hygiene rating for it.
## Graham Court
Graham Court accommodates 13 adults who have a learning disability or mental health condition. People supported are supported to live independently in their own flat within Graham Court.
Graham Court is a transitionary service, not a permanent home, and with the appropriate level of support, people supported will move on to even more independent living within a defined, realistic, and manageable timeframe.
The key objectives of Graham Court are to support people supported to develop skills for independence, learn how to retain a tenancy, and to gain employment/volunteering opportunities in their community. Graham Court is person-centered, and each person supported transitions and receives support based on their individual needs. Independence or independent living can look very different for each person, but everyone is able to meet goals and set new ones as they build skills and resilience.
Graham Court Continues to deliver fantastic care and is focused on building and developing a community feel to the service. There have been some highlight events throughout 2022/2023 that have brought the People Supported, their families and staff together. The Bank Holiday Barbeques, Halloween and Christmas Parties have become an integral part of Graham Court and have been a huge success. These parties
and further Individual Birthday Celebrations continue to bring people together as friendships continue to blossom. Graham Court has no voids with all 13 flats filled in the 2022/2023 period.
Graham Court has also added to the weekly events calendar regular swimming sessions where anybody interested can access the opportunity to swim, coffee mornings and weekly meals have been well received and attended. Walking groups and the pool afternoons continue and are well attended bringing people together and enjoy ing one another’s company.
Staffing levels have remained high at Graham Court, despite the recruitment challenges faced across the Care sector.
There have been some fantastic achievements from the People Supported over the
## year:
- LH has been able to fully return to a pre covid timetable of activities having rejoined Art Club and Latch Hooking class, both of which require a bus journey to Burnham on Sea.
- DM continues to thrive at Graham Court making new friends and really engaging in opportunities to socialise and attend events.
- CM has gained employment at Wetherspoons and is also looking to add a second job.
- JS Continues to thrive at Graham Court, attending all of the local events, he is using extra hours with Cintre for support and stays more frequently at weekends.
- RM is working towards a transition from Graham Court into a Community based property where he will be able to live independently. He is currently bidding for properties.
- KR and JS have been able to join and access the gym regularly.
- EM is working with a local entertainment group (Action Pussycat) allowing her to progress her
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love for performing arts.
- TF has recently graduated from a course at the local college and now has a qualification in access to ch ildren’s health and social care course.
- CMG continues to access day care facilities at the Lynx Centre and is working on her own business idea. KK has been able to arrange and has been able to continue work experience at the local Sports Centre at Hutton Moor.
- DH has been able with support to take control of his finances and is working on reducing his debt and using his budget to ensure he is able to improve his financial awareness.
- MK has built a new friendship with somebody with similar interests and hobbies in Bristol and received support to plan and travel to events in Bristol. MK is also now able to independently cook a number of meals each week.
- VK has been able to continue her voluntary work at a local church nursery where she plays music and sings with the children. She is also able to self-medicate now and has started to access the Weston Art Space to continue with her love of painting.
Ryan Emery has recently been successfully appointed as Registered Manager for Graham Court and is supported by Amanda Smith who has also been recently appointed as Assistant Manager. In Preparation for the opening of the new Respite Service close to Graham Court, Anne Bouwmeester has taken on a lead role as Senior Support Worker.
Laura Cracroft and Anne Bouwmeester have also benefitted from the National Grid funding received by Cintre in October 2022 and are Currently working towards a Level 3 City and Guilds Qualification in Energy Awareness.
The staff team continue to develop skills and are making the most of the online training platform. The Team is excited about the Respite Service opening and their roles within this as this new service blends with Graham Court.
## Beaufort Road
Beaufort Road is a five-bedroom supported living property located in Weston-Super-Mare. The key objective of Beaufort Road is to support people supported to develop skills for independence, learn how to retain a tenancy (for the future), and to gain employment and/or volunteering opportunities in the local community.
During 2022/23 the group of five people supported have settled into their new home well and are enjoying all this brings to their lives.
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The Transition has taken slightly longer for 2 members of the house as they are registered blind which means a transition like this one from one property to another can be protracted. Both AL and JD have now really settled in are enjoying living in Beaufort Road. Beaufort Road has been a hive of activity through 2022/2023, the move to Beaufort Road has meant that accessing the local Community has become simpler. The location is closer to town, shops and attractions which has added more opportunities for both staff and Supported People to access these.
In turn this has created a much healthier household with walking becoming the number 1 means of transport for all.
The staff team at Beaufort Road has grown and echoing Graham Court remaining successful in recruiting and retaining staff which highlights the
positive work taking place. The team continue to deliver fantastic care and work well with all key stakeholders and families in the care of the 5 People Supported.
The staff team have also embraced the blended delivery model with opportunities to deliver Community based care alongside the needs of the Supported Living Service.
The People Supported are enjoying the opportunities they have and are really embracing the chance to develop new skills or access the community, both individually and as part of a group. They have even visited other Services, including a highlight where they spent a day enjoying the In Via Community Garden and the opportunity to meet the People Supported who live there.
SB has been able to access the shops and the theatre where she has been able to watch several shows at the Playhouse Theatre, including seeing the Elvis Tributes which are a big favorite for her. SB’s confidence to return to the Community has improved after she found Lockdown and the pandemic very difficult to deal with. SB has also been able rebuild a friendship which was lost when she left college 20 years ago. This has really been very positive for SB and has made a real difference to her confidence.
AL has had a fantastic year; he has been able to return to his day Centre activities alongside his Cintre Support where he has been able to rekindle friendships he missed during the pandemic. AL continues to be the life and soul of the house, never missing an opportunity to play a practical joke on staff or friends.
JD has really settled into Beaufort Road and with his new hearing aids he is able to engage with family, staff and friends more easily. This has allowed JD to further access the community and to partake in activities which he had missed during the pandemic. With all of this confidence, JD has been able to return to his social clubs and also has visited the theatre to see some of the musical shows they have on
offer. JD recently has been involved in the garden renovations, he is proving to be a great asset in the garden, JD loves being outdoors. JD can now independently access the garden from his room after some remedial works by the landlord have taken place.
AH had a bereavement which has really impacted him as a result he has required additional support from the staff team to deal with this grief. Although this is a negative thing for AH and has been very hard for him to process, the unwavering staff support is starting to help him make positive progress. Despite a challenging year AH is starting to move forwards but will need lots of support to continue to do this.
SP has had a fantastic year, really developing her independence skills in a remarkable way. SP now
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independently cooks many of her meals within the house, planning and shopping for these meals. This started with task led support and has built up now to include independent food preparation and using the oven and hob.
SP also volunteers in a local Charity shop and independently accesses this opportunity, thoroughly enjoying the opportunities to meet new people. SP’s also undertook independent travel this year, for the very first time she was able to fly to Scotland to visit her family and return independently. This was a fantastic achievement of which SP is very proud. This trip took months of supported planning, including travel practice on the bus route and role play around what to expect at the airport. SP faced all of the challenges head on and has not only met the goals she set but exceeded the outcomes she thought possible.
Sharon Dunn is now the registered Manager for Beaufort Road having received her CQC registration. Sharon has built a fantastic staff team, who continue to develop and flourish. The E Learning platform and also the recent NAPPI training has supported the team to grow in confidence which has led to very positive results for the People Supported, empowering them to make decisions in how they live their lives. The staff have evolved into a very good team, supporting one another to provide the very best care we can for the People Supported. The staff team is a blend of younger staff members and more experienced staff members which really has a very positive effect, the team complement one another through life experience, care experience and technological experience. Beaufort Road have been able to recruit and retain staff to close to 100% capacity for over a year which in turn has meant no Agency usage at all during 2022/2023 which is a fantastic achievement.
## In Via
In Via is a five-bedroom supported living property located in Kingswood, South Gloucestershire. The aim of In Via is to be a transitionary residence, supporting people supported towards living in their own accommodation. The key objectives of In Via are to support people supported to develop skills for independence, learn how to retain a tenancy (for the future) and to gain employment and/or volunteering opportunities in their local community.
The blended delivery model provided by In Via allows staff to work in both the Supported Living Service and also within the Community Team. The geographic changes in delivery to only include certain postcodes has allowed the Blended Service to become more efficient and deliver more hours of care with less travel for staff. This has very positive benefits to the team and also the environment.
This year also saw the transition of SD from In Via to an Independent living setting where he receives support from the Community Team. This has really been a seamless transition and has allowed SD to have continuity of care through the blended services.
Christmas 2022 had a full house with everybody engaged and enjoying the festive period, especially as this had been a challenging time for a few of the household. There are a number of group activities that take place within the service which have been chosen by or developed by the housemates. This includes a weekly swimming group, games night, the HFL Pool League and football training sessions. The group have also built friendships with people we support in the community, and have been to music gigs, for meals and attend a monthly night club evening in Bristol.
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In via welcomed JN to the house to replace SD, JN has settled in very well and has built a strong relationship with both staff and other People Supported. In his previous placement this had been difficult for him, and so this was a primary area of focus on his arrival. JN’s confide nce is growing, as is his self-esteem which is allowing him to progress with his goals to become more independent. JN has had a history of substance abuse but has not relapsed since his arrival at the service. He is building new friendships and has fitted in well to the house.
SH had a bereavement last year which had a significant impact on his life. Staff have been continually working with him on how to process his emotions and how to reflect more on challenging situations he may face. This has allowed SH to continue to progress with some very positive outcomes, SH has started working with a Job Centre Initiative called Restart which is supporting him to find a job. SH has recently taken part in a one-day work experience opportunity as a kitchen porter which he enjoyed. SH has also been working on interview techniques and has supported the management team at In Via as a Service User representative for staff interviews.
CP has travelled independently on another Cruise this year and he has also had a glowing report from his doctor in terms of how well he is managing his health and wellbeing. This really is having some very positive effects on his everyday life. CP has recently purchased an electric bike which alongside his moped allows him the opportunity for more independent travel. CP will carefully plan routes on both his bike and moped, he is really building in confidence with this. CP has become more assertive and assured which has supported the decisions he makes daily. One of CP’s big decisions was to give up smoking, he has now been 1 whole year without smoking which is fantastic.
LB has improved his communication, budgeting and how open he is about his feelings. This has had some very positive outcomes for LB, his rituals around his OCD have reduced considerably and he is now able to access so many more
opportunities. LB has transitioned from his farm job to a new voluntary role with The British Heart Foundation. He is able to process negative emotions which really has helped with his ability to be resilient and positive in his desire for more independence. LB has used his positive experiences to support other housemates, his talking mats therapy with the CDLT team was so positive they are using the videos recorded as an advert for other people accessing the service.
LH has started volunteering once more after a poor experience in a previous workplace, this had a negative impact on LB but fortunately the staff team were able to support him through a very tough time. As a result, LH has once again been able to engage fully in the activities he loves, he has continued to organise and deliver events for the staff and housemates at In-Via. Not only this but he has also developed opportunities for some of the Community Services Supported People to join in the activities. LH has built further friendships and relationships with housemates and People Supported from the Community Team. This is really fantastic to see
and is building a much stronger Cintre Community where People are able to support one another. LH is also working with the local police team to organise a Charity football match to raise funds for nominated charities.
Amber Johnson is now Service Manager, recently taking part in a NAPPI “trai n the Trainer” course, as a result of this she is now a qualified NAPPI trainer and will offer this to the staff teams across all services.
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Molly Turville has completed a talking Mats qualification which is a means of communication for the people we support, Molly’s work within the assessment has been used in promotional material for good practice, which is fantastic news.
In Via has a strong staff team and is growing once more with positive recruitment recently. This is an integral part of the long term strategy to grow the blended model and build on the Community Service Support in selected postcodes.
In Via has built up strong community relationships which include partners such as the British Heart Foundation who offer employment opportunities, the local police who support the service with tackling community based issues or questions which arise. More Recently a growing relationship with the local job centre has allowed for some direct and ultimately successful recruitment events which will now be rolled out in other areas.
## Community Services Bristol
Community Services Bristol (CSB) provides support to people supported who live in their own accommodation. During the course of the year, our team continued to provide invaluable support to many people. CSB refocused the geographic areas in which it works, to ensure it was delivering support to as many people as possible in an effective and sustainable way. Coupled with the blended delivery model, this has positioned Community services so that it can grow and provide support to people who are desperately in need and currently unprovided for.
The blended model operates from a supported living hub
(In Via), enabling efficient staffing of In Via and CSB, providing variety of experience to staff, and alleviating the isolation that can be felt by community workers. It also gives an element of variety in the support we provide, whilst retaining a good level of continuity and consistency.
The new approach has also enabled opportunities for people supported in the community to access events and activities at In Via, and the development of positive friendships and networks of support. The move to this model has received great feedback from all involved and is now being rolled out across Cintre. The staff team for Community Services has grown despite some recruitment challenges within Bristol. This has predominantly been because of a developing relationship with the Local Job Centre. This relationship has allowed for some active and direct recruitment which as a result has provided 6 new staff members.
Amber Johnson oversees In Via and CSB Bristol as part of the blended model. With Ayan Macalin supporting Amber with the Community team and administrative work that sits alongside this.
The Staff team is working well together and have welcomed new members and the strategic aim is to grow the service further. The staff team have progressed well with the eLearning and have also engaged in more specific training for the People Supported. In one particular piece of work Gwen Britton was able
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to support somebody to receive a £2,000 refund for services which they had paid for but not received.
The blended approach to delivery has shown some fantastic progression towards building a supportive community. Supported People from In Via and the Community Service have been able to access onsite opportunities at In Via such as the pool league, parties and celebrations. As a result of this there have been growing friendships emerging. There have been numerous occasions where individuals from both services have independently come together to enjoy a meal at a restaurant, attend a music event or even go swimming as a group. This is such a positive example of what the blended approach to delivering the services can encourage.
There have been some fantastic Community Service achievements to go alongside the successful delivery of care:
- MT, who no longer receives any care services but who has been with Cintre for over 30 years, has returned to join the team as a potential volunteer. MT originally lived at Cintre House before progressing into the Community where he received support alongside his full-time job as a kitchen porter. Despite the funding stream that MT received for community support closing, he has continued to be a part of Cintre, attending events, parties and making visits. Covid unfortunately left MT rather isolated but more recently he has been able to engage once more. As a result of this Cintre are supporting MT to become a volunteer to share his insight of his care journey, his life experiences and to continue as a role model to our Supported People.
- TG has made a remarkable impact on the allotment which we were fortunate to take over in
September 2022. The allotment in Westbury-on-Trym was overgrown and in desperate need of some TLC. This has almost solely been provided by TG who has worked through the Winter and Spring months to transform the space. The allotment now is unrecognizable to the overgrown jungle we inherited in
September. The work TG has put into this project is incredible. TG has found great joy in this project and has also met some of the neighbours who he has built relationships with, further supporting the value of the project. As we progress into 2023
TG will play a major role in the committee being put in place to oversee the allotment, providing further opportunities for more people to engage.
- DS has recently requested to engage in some writing and reporting for the new website and social media platforms. DS writes short stories in his spare time and wanted to get involved in the media team within Cintre. We hope to see some of DS’s work published during 2023.
- SD has fully transitioned from In Via and is now supported by the Community Team. SD is very familiar with the new service as the blended model has allowed the consistency of care to follow him into his new challenge. SD has really embraced his independence, he has a new job, regularly attends social events with all sorts of different groups and has even recorded some short videos diarizing his day-to-day life for our Social Media.
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## Community Services Weston-Super-Mare
Community Services Weston-Super-Mare is similar to Community Services Bristol and was set u p to provide 1:1 support in people’s homes or the community. We are now starting to offer the same blended approach as we do in Bristol, along with continued expansion of our team. This is enabling the team to grow their offering and give support to a larger number of people, many of whom are currently unprovided for. The blended delivery approach offers a much more attractive opportunity for both staff and the People Supported to engage with the service with some very positive results.
The focus of our work in Weston-Super-Mare has been similar to that in Bristol, with a need to support people through returning to life as normal, post pandemic, allowing Supported People opportunities to return to activities
and engage with new ones, many of which were severely disrupted or affected by Covid and therefore have taken longer to start up again.
Sharon Dunn is the Registered Manager for the Service and is being supported by Heather Randall who has taken a lead in the CSW element of the blended Service. Heather has been able to support in the growth of the service including the assessment and reporting that goes along side this. The team have really engaged well with the blended delivery approach and as a result recruitment and retention within this service remains high.
There have been some fantastic achievements through the service CSW provides which have made a really positive impact on the lives of the People Supported:
• SWLS who we heard from last year as a case study has continued to progress, facing another housing crisis and potential eviction, SWLS was supported through the “Homechoice” service to bid for and successfully win a 1-bedroom flat. Part of a new build complex in WestonSuper-mare managed by Alliance Housing. SWLSL was able with support to move into this property in March 2023, this has relieved an awful amount of stress and worry for her and is testament to the diligent work of the staff team involved. SWLS has been supported to repay debts to the local authority and has also set up a repayment plan for her Care bill. SWLS has also been able through the support received to access some courses specifically aimed at women wanting to grow in confidence and build selfesteem ahead of a return to work. Courses have included woodwork for women, progressive carpentry and more recently British Sign Language. Her keyworker has also supported SWLS in applying for some assisted technology from the RNLI and as a result she now has an IPAD to support her in everyday life.
- KG is a new Person Supported, joining the service in November 2022. This is her first support she has had in 20 years, since leaving college. KG receives 12 hours of Cintre Support and makes the very most of every opportunity. KG is nonverbal and uses BSL, PECS and Social Stories to communicate with staff. KG has been supported by staff and her social worker to explore options for her future living arrangements. KG is working towards developing skills so that she can one day make a move to a Supported Living Service. KG and staff have made applications for her to benefit from a Diamond Travel Blue Badge and a CEA card which will allow a member of staff to accompany KG to the cinema to further support access for her love for films. KG
has also been able to rekindle friendships with people from her college days, 2 of whom live within our Supported Living Services. KG now plans weekly events to meet and spend time with her friends. This has become a very important part of KG’s life. This is also supporting her to explore other social opportunities, groups and activities to engage with. KG has also recently taken part in some funded work coaching in preparation for a work placement. She
14
has really had an astonishing journey within the Service in a short space of time.
- AP had completed his Personal Independence Payment (PIP) application himself nearly 2 years ago, this resulted in a poor outcome which certainly did not meet his needs. Through a dedicated team of staff and with support from his Social Worker this outcome was challenged and overturned. As a result of this AP received a sizeable sum of backdated benefits. This was a fantastic outcome for SP who had struggled financially for some time. He is now able to look to the future and is learning to drive. The support SP received to get the financial and much needed boost has allowed SP to feel confident and more trusting of support. As a result, SP is now engaging in a very positive way which is really is benefitting him. He is engaging with other professionals including health care professionals and now believes these professionals supporting him have his best interests at heart. Although this has been a very lengthy process the end results for AP have been fantastic and recognized by all.
The staff team working within Community Service Weston have been able to make such a positive impact for the People Supported. The above cases are just a few of many. The work they carry out has led to some fantastic outcomes for the Supported People. The growth in partnerships and strengthening relationships with organisations have further supported the service objectives. This has also led to many new opportunities developing from this. CSW has received very positive feedback from stakeholders, individuals and their families around the service that is being provided. This is testament to the team ethos and the positive impact on those they support.
15
## Financial Review
The main source of income for the charity continues to be fees from commissioning bodies, mainly local authorities, supporting our residential and community services. Total income from our Charitable Activities for the year was £1.8M, an increase of 6% compared to the previous year.
During the course of FY23, we stabilized our operations further, reducing our overall loss significantly from £83k in FY22 to £48k in FY23, a reduction of 49%. From December, a number of months generated surplus, and this was achieved in a sustainable way, with monthly surplus continuing during the early part of FY24.
The changes we made during the year have ensured that the four house-based services are now operating in a financially self-sustaining way, with the community based services making significantly smaller losses than historically, and positioned to move into surplus on the back of continued geographic focus, further evolution of the blended resource model, and the growth expected during FY24.
With the first of our new services launched in early FY24, and plans for further growth well underway, we will be able to spread our overheads more evenly, and move to a fully sustainable surplus generating position during the course of FY24.
## Reserves Policy
The general reserves for the charity at the year-end were £230k. The major and recurring cost to the organisation is payroll. In considering that most of the Charity’s income is provided by local authorities, and is therefore reliable and secure, the Board considers a reserves policy of 1.5 times monthly payroll to be prudent, which is approximately £188k. This will allow for the continued operation of the charity in the event of an unexpected loss of income, noting that planning for voids and securing referrals (the major source of income) remains a key focus of the Board, Senior Leadership and management teams.
The free reserves at the year-end were £230k, which is above the policy set by the Trustees. Our reserves position will continue to be monitored throughout FY23.
16
## Plans for the Future
During the past year, we have embarked on the process of having constructive regular reviews with the Local Authorities, Commissioning and Brokerage teams, while analyzing pro contracts notifications and referrals by Social Services. That approach, combined with the robust Governance process, has allowed the Cintre SLT team to implement a new strategic approach to Cintre’s development and future. The new strategy is responsive to the current and on-going changes to the care provision needs in the South West region, as well as the updated CQC and Government strategy for people with LD, Autism and MH. It also reflects housing needs of people in the community, work force development, changes in the cost of living, and a versatile approach to a care provision.
We have completed the restructuring of the Head Office and Operations departments, to solidify our operational delivery and ensure the right skills and management experience are in place, including new Quality Assurance, Governance and marketing functions. There is a strong SLT team in place who work together well to support the needs of the organisation, staff and people we support. The SLT team and the full operational staff are proactive and responsive in achieving proven best outcomes for people we support.
During the year, the SLT and Trustees developed a 3-year strategic plan, which outlines Cintre’s sustainable growth plan, aligned with the support needs in the areas we work.
This includes adding new services to the organization, closely aligned with the needs of the Local Authorities. The commitment to this strategy has already borne fruit, with the launch of a new Respite Service in Weston-Super-Mare in May 2023. This service provides much needed respite facilities and support for the County. Cintre delivers the care provision part of this contract in partnership with Alliance Housing and North Somerset Council.
We were delighted to be invited to work as a provider for 3 service users and their families on a new supported living project, aiming to support these individuals to move from residential college to live in the community, and we expect this to launch during the course of FY24, with a phased approach beginning with some community based support for the individuals.
We have also commenced a partnership with an independent college for people with learning disabilities, exploring the potential to open supported living and a respite provisions on their grounds.
There are a number of other opportunities emerging for growth, and the Senior Leadership Team will continue to be proactive and develop relationships to support the identification of need, and potential solutions, whilst being mindful to drive the correct pace of change, so as to maintain the robust core of the organization.
With the Community Outreach services, we continue to use a robust “area versus support needs and staffing levels” approach that has ensured we operate a cost-effective model to provide community services in Bristol, South Gloucestershire and North Somerset. We have developed the “blended” approach to staffing our supported living and community services. Feedback from staff, supported people and professionals has been positive, and as a result, we were able to increase the hours of support we offer in the Community, with expectation to continue this growth during FY24, and beyond.
We are continuing to grow and develop Cintre’s brand nam e through our marketing and media. A new website is due for launch during FY24. Our social media footprint through 2022 has grown exponentially, growing our brand and supporting other areas of the business including recruitment and partnership work.
17
During the year, we embedded our new training e-learning program, which ensures that we are compliant with CQC requirements for staff training in a cost-effective way. This, in turn, has given us sufficient funds to offer a bespoke training program to our staff, focused on the needs of the people we support, and also to invest in internal trainers.
Subsequent to this we have embarked on the journey to implement a Digital Care System (DCS), which is critical to support the growth strategy, and to align with the Local Authorities and CQC requirements for modernised Governance and Quality Assurance processes. The DCS will allow Cintre to move further towards a more efficient way of care planning and support for people, while ensuring that our Governance processes are efficient and timely. The staged embedding of the new Digital care platform will be undertaken during FY24, with expectation to complete before the end of the financial year.
With a robust financial and quality foundation, and a strong reputation, Cintre is well positioned to continue growing, to provide high quality, person centered support to people who need it.
18
## Structure, Governance and Management
## Governing Document
The organisation is a charitable company limited by guarantee, incorporated on 22[nd] February 1980, and registered as a charity on 4[th] July 1980. The company was established in 1977 as a residential home for young adults with learning difficulties. Since then it has adapted to the changing need of the people supported.
## Board Members and Trustees
Members of the Board are both Trustees for the purposes of charity law and Directors under company law. They are recruited openly from all sectors, backgrounds and disciplines to provide a balance between skills and experience, enabling them to give appropriate leadership and support to the charity. We are fortunate to have representation on the Board from people who have a breadth of expertise of social care, mental health, health and well-being, safeguarding, finance, law, HR and governance, in addition to other relevant areas.
Board meetings are held 5 times a year, and in addition to the Trustees these are attended by members of the Senior Leadership Team. The Board meetings are supplemented by the Board sub-committees, consisting of Trustees and Staff with relevant skills and expertise in the specific areas of focus. This continues to work very well, resulting in a positive combination of Trustee and Staff expertise and experience.
## Our Subcommittees & Working Parties
## Finance and Assets
The finance sub-committee meets each month to review the management accounts and maintain an overview of financial performance. This sub-committee also has responsibility for major decisions relating to our owned and leased properties.
## HR & Wellbeing
The HR & Remuneration sub-committee meets quarterly to review remuneration, talent management, staff wellbeing, staff turnover and other statistics.
## Business Operations & Safeguarding
The Business Operations sub-committee meets quarterly to review and input to major operational changes, and to ensure our practices are compliant with our policies. This sub-committee also reviews safeguarding incidents as necessary, and ensures the frameworks supporting safeguarding are appropriate, and that agreed objectives are being achieved. The sub-committee is also responsible for ensuring that a positive safeguarding ethos is embedded throughout the organisation.
19
## Risk Management and Board Skills
The Board has conducted a review of the major risks which the charity is exposed to. A risk register has been established, is discussed at each Board meeting, and is updated at least quarterly and more frequently if needed.
The skills of the Board continue to be utilised to support the CEO more directly where necessary. For example, during Senior Leadership recruitment, mock CQC Inspections, on the Safeguarding Circle and Forum, and if needed chairing disciplinary panels or supporting with external matters.
Cintre has continued to develop trustee induction, familiarisation, training, a skills analysis and 1:1 appraisals, not only to meet existing best practice within the charity sector, but also as a result of the Care Act 2014 and GDPR requirements. All Board Members have undertaken “The Cintre Way” induction.
## Operational Structure
To carry out its responsibilities, the Board delegates operational duties to the Chief Executive who is supported by the Senior Leadership Team and Senior Management Team with overall responsibility for the workforce, and responsibility for delivering the charity’s objectives. The structure of the Leadership, Management, and staff teams has been developed to ensure the right blend of skills and experience to deliver the charity’s objectives in an effective wa y.
20
## Statement of Trustees’ Responsibilities
The trustees (who are also directors of Cintre for the purposes of company law) are responsible for preparing the Trustees’ Report (incorporating the directors’ report) and the financial statements in accordance with 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 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 income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently.
- observe the methods and principles in the Charities SORP.
- make judgements and accounting estimates that are reasonable and prudent.
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
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:
- there is no relevant audit information of which the charitable company’s auditors are aware; and
- the trustees have taken all steps that they ought to make themselves aware of that information.
## Auditors
Randall &Payne were appointed as the charitable company’s auditors after the financial year end 2022.
Approved by the Board of Trustees and signed on its behalf by:
## **Marion Billet – Chair of Trustees**
Date: 06-11-2023
21
## References and Administrative Information
|Company number:|01495257|
|---|---|
|Charity number:|280339|
|Registered office:|54 St.John’sRoad|
||Clifton|
||Bristol|
||BS8 2HG|
|Operational|Unit 4|
|address:|Greenway Business Centre|
||Doncaster Road|
||Bristol|
||BS10 5PY|
|Trustees:|Phil Harris–Chair- Resigned 28thSeptember 2023|
||Marion Billett–Chair|
||John Clements- Resigned 28thSeptember 2023|
||Susan Elstob-Resigned 31st July 2023|
||Josephine Winter|
||Andrew Hunter- Appointed 1stFebruary 2023|
||Steve Harris- Appointed 6thNovember 2023|
||Nick Wilton- Appointed 28thSeptember 2023|
|Key Management|Robin Hudswell - Chief Executive Officer–Resigned 4thAugust 2023|
|Personnel:||
||Haden Boden Jones- Quality & Operations Director -Resigned 03 June 2022|
||Eugenia Skliar-Quality & Operations Director-Appointed 06thJune 2022|
||Danny James–Marketing & Business Development Manager|
||Sidra Harris- Finance Manager|
||Jane McColl- HR Manager–Resigned 31st July 2021|
||Donna Merrifield- HR Manager- Appointed 01st September 2022|
Secretary: Robin Hudswell - Resigned 4th August 2023
22
## Bankers:
**Triodos Bank** Deanery Road Bristol BS1 5AS **Virgin Money PLC** (Closed 10/10/2022) Jubilee House Gosforth Newcastle Upon Tyne NE3 4PL **Metro Bank** One Southampton Row London WC1B 5HA **COIF Charity Funds** Senator House 85 Queen Victoria Street London EC4V 5ET Auditors: **Randall & Payne LLP** Chargrove House, Shurdington Road Cheltenham, Gloucestershire GL51 4GA
23
**CINTRE (A company limited by guarantee)**
## **INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF CINTRE**
## **Opinion**
We have audited the financial statements of CINTRE (the 'charitable company') for the year ended 31 March 2023 which comprise the Statement of financial activities, the Balance sheet, the Statement of cash flows 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).
In our opinion the financial statements:
- give a true and fair view of the state of the charitable company's affairs as at 31 March 2023 and of its incoming resources and application of resources, including its income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Charities Act 2011.
## **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 Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council'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 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.
Page 24
**CINTRE (A company limited by guarantee)**
## **INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF CINTRE (CONTINUED)**
## **Other information**
The other information comprises the information included in the Annual report other than the financial statements and our Auditors' 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.
## **Matters on which we are required to report by exception**
We have nothing to report in respect of the following matters where the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:
- the information given in the Trustees' report is inconsistent in any material respect with the financial statements; or
- sufficient accounting records have not been kept; or
- the financial statements are not in agreement with the accounting records and returns; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the Trustees' responsibilities statement, 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 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 charitable company or to cease operations, or have no realistic alternative but to do so.
Page 25
**CINTRE (A company limited by guarantee)**
## **INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF CINTRE (CONTINUED)**
## **Auditors' responsibilities for the audit of the financial statements**
We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.
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 Auditors' 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 extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
Our audit planning process gave consideration to the risk of material misstatement in the financial statements, using the calculated materiality level which itself factored in the nature of the Charity’s operations and the interpreted levels of inherent and control risk.
In assessing the risk of fraud we reviewed management’s own assessment of potential for fraud within the entity and reviewed judgements made by management to identify possible bias, in addition to any opportunity and incentive for fraud that are in inherent in the nature of the Charity’s operations. Our detailed testing included review of accounting estimates and judgements and validation of prime ledger entries.
We confirmed our knowledge of the legal and regulatory environment of the entity through discussions with management. We analysed all information available to us in respect of relevant laws and regulations, including the Companies Act 2006, Charities Act 2011, relevant UK tax legislation and we enquired with management as to any possible breached in the aforementioned.
We agreed the accuracy of the financial statements to the supporting management information provided by the client and tested individually on a sample basis the income and expenditure in the financial statements to consider the business rationale behind the transactions and the accuracy of the financial records.
Our audit testing did not identify and issues in respect of the matters listed above, including fraud.
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 Auditors' report.
## **Use of our report**
This report is made solely 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 trustees those matters we are required to state to them in an Auditors' 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 its members, as a body, for our audit work, for this report, or for the opinions we have formed.
Page 26
**CINTRE**
**(A company limited by guarantee)**
## **INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF CINTRE (CONTINUED)**
**Ryan Moore CA (Senior statutory auditor) Randall & Payne LLP Statutory Auditors** Shurdington Road Shurdington Cheltenham GL51 4GA
## Date: 7 November 2023
Randall & Payne LLP are eligible to act as auditors in terms of section 1212 of the Companies Act 2006.
Page 27
**(A company limited by guarantee)**
## **CINTRE**
## **STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31ST MARCH 2023**
|**Note**
**Income from:**
Donations and legacies
2
Charitable activities
3
Other income
4
**Total income**
**Expenditure on:**
Charitable activities
5
**Total expenditure**
**Net income/(expenditure) before net**
**(losses)/gains on investments**
Net (losses)/gains on investments
**Net income/(expenditure)**
Transfers between funds
18
**Net movement in funds**
**Reconciliation of funds:**
Total funds brought forward
Net movement in funds
**Total funds carried forward**|**Restricted**
**funds**
**2023**
**£**
**30,034**
**-**
**-**
**30,034**
**17,980**
**17,980**
**12,054**
**-**
**12,054**
**(10,000)**
**2,054**
**11,530**
**2,054**
**13,584**|**Unrestricted**
**funds**
**2023**
**£**
**2,929**
**1,783,583**
**993**
**1,787,505**
**1,831,648**
**1,831,648**
**(44,143)**
**(267)**
**(44,410)**
**(5,808)**
**(50,218)**
**2,028,615**
**(50,218)**
**1,978,397**|**Total**
**funds**
**2023**
**£**
**32,964**
**1,783,583**
**993**
**1,817,539**
**1,849,628**
**1,849,628**
**(32,089)**
**(267)**
**(32,356)**
**(15,808)**
**(48,164)**
**2,040,145**
**(48,164)**
**1,991,981**|_Total_
_funds_
_2022_
_£_
_74,549_
_1,630,115_
_3,547_
_1,708,211_
_1,798,084_
_1,798,084_
_(89,873)_
_23,096_
_(66,777)_
_(15,808)_
_(82,585)_
_2,122,730_
_(82,585)_
_2,040,145_|
|---|---|---|---|---|
The Statement of financial activities includes all gains and losses recognised in the year.
The notes on pages 14 to 34 form part of these financial statements.
Page 28
**CINTRE**
**(A company limited by guarantee) REGISTERED NUMBER: 01495257**
## **BALANCE SHEET AS AT 31ST MARCH 2023**
|**Note**
**Fixed assets**
Intangible assets
10
Tangible assets
11
Investments
12
**Current assets**
Debtors
13
Investments
14
Cash at bank and in hand
Creditors: amounts falling due within one
year
15
**Net current assets**
**Total assets less current liabilities**
**Total net assets**
**Charity funds**
Restricted funds
18
Unrestricted funds
Designated funds
18
General funds
18
Total unrestricted funds
18
**Total funds**|**232,479**
**-**
**161,353**
**393,832**
**(130,086)**
**1,748,744**
**229,653**|**2023**
**£**
**804**
**1,720,495**
**6,936**
**1,728,235**
**263,746**
**1,991,981**
**1,991,981**
**13,584**
**1,978,397**
**1,991,981**|_195,623_
_85,000_
_150,788_
_431,411_
_(147,373)_
_1,748,744_
_279,871_|_2022_
_£_
_-_
_1,748,904_
_7,203_
_1,756,107_
_284,038_
_2,040,145_
_2,040,145_
_11,530_
_2,028,615_
_2,040,145_|
|---|---|---|---|---|
The entity was entitled to exemption from audit under section 477 of the Companies Act 2006.
The members have not required the entity to obtain an audit for the year in question in accordance with section 476 of the Companies Act 2006.
However, an audit is required in accordance with section 144 of the Charities Act 2011.
Page 29
## **CINTRE**
**(A company limited by guarantee) REGISTERED NUMBER: 01495257**
## **BALANCE SHEET (CONTINUED) AS AT 31ST MARCH 2023**
The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.
The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies regime.
The financial statements were approved and authorized for issue by the Trustees and signed on their behalf by:
## **Marion Billet (Chair of Trustees)**
Date: 06-11-2023
The notes on pages 14 to 34 form part of these financial statements.
Page 30
**CINTRE**
**(A company limited by guarantee)**
## **STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31ST MARCH 2023**
|**Cash flows from operating activities**
Net cash used in operating activities
**Cash flows from investing activities**
Dividends, interests and rents from investments
Purchase of intangible assets
Purchase of tangible fixed assets
Deposits on current asset investments
Withdrawals from current asset investments
**Net cash provided by investing activities**
**Cash flows from financing activities**
**Net cash provided by financing activities**
**Change 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**|**2023**
**£**
**(59,230)**
**993**
**(822)**
**(15,376)**
**-**
**85,000**
**69,795**
**-**
**10,565**
**150,788**
**161,353**|_2022_
_£_
_(85,797)_
_3,547_
_-_
_(36,376)_
_(77,000)_
_246,000_
**136,171**
**-**
**50,374**
_100,414_
_150,788_|
|---|---|---|
The notes on pages 14 to 34 form part of these financial statements
Page 31
**CINTRE (A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **1. Accounting policies**
## **1.1 Basis of preparation of financial statements**
The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - 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) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
CINTRE 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.
## **1.2 Going concern**
Along with other similar charities and organisations, the current cost of living crisis and global economic downturn has brought many uncertainties to the global economy. The impact of this on the charity is highlighted in further detail with the Trustees annual report. Notwithstanding these uncertainties, the Trustees have chosen to prepare the financial statements on a going concern basis given the free reserves held by the Charity and the careful planning of the Trustees.
## **1.3 Income**
All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.
Grants are included in the Statement of financial activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.
Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service.
## **1.4 Expenditure**
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.
Expenditure on charitable activities is incurred on directly undertaking the activities which further the Charity's objectives, as well as any associated support costs.
Page 32
**CINTRE (A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **1. Accounting policies (continued)**
## **1.4 Expenditure (continued)**
Grants payable are charged in the year when the offer is made except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled. Grants offered subject to conditions which have not been met at the year end are noted as a commitment, but not accrued as expenditure.
All expenditure is inclusive of irrecoverable VAT.
## **1.5 Research and development**
Development costs are capitalised within intangible assets where they can be identified with a specific product or project anticipated to produce future benefits, and are amortised on the straight line basis over the anticipated life of the benefits arising from the completed product or project.
Deferred research and development costs are reviewed annually, and where future benefits are deemed to have ceased or to be in doubt, the balance of any related research and development is written off to the Statement of financial activities.
## **1.6 Intangible assets and amortisation**
Intangible assets costing £NIL or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.
Intangible assets are initially recognised at cost. After recognition, under the cost model, intangible assets are measured at cost less any accumulated amortisation and any accumulated impairment losses.
Amortisation is provided on intangible assets at rates calculated to write off the cost of each asset on a straight-line basis over its expected useful life.
Amortisation is provided on the following basis:
Development expenditure - 2 % Straight line
## **1.7 Tangible fixed assets and depreciation**
Tangible fixed assets costing £NIL or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.
Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.
Page 33
**CINTRE (A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **1. Accounting policies (continued)**
## **1.7 Tangible fixed assets and depreciation (continued)**
Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, .
Depreciation is provided on the following basis:
- Freehold property 2% Straight line Long-term leasehold property - 5% Straight line - Plant and machinery 25% Straight line Motor vehicles - 25% Reducing balance
## **1.8 Investments**
Fixed asset investments are a form of financial instrument and are initially recognised at their transaction cost and subsequently measured at fair value at the Balance sheet date, unless the value cannot be measured reliably in which case it is measured at cost less impairment. Investment gains and losses, whether realised or unrealised, are combined and presented as ‘Gains/(Losses) on investments’ in the Statement of financial acti vities.
## **1.9 Debtors**
Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
## **1.10 Cash at bank and in hand**
Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.
## **1.11 Liabilities and provisions**
Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.
Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.
Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of financial activities as a finance cost.
## **1.12 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 with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.
Page 34
**CINTRE**
**(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **1. Accounting policies (continued)**
## **1.13 Fund accounting**
General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes.
Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.
## **2. Income from donations and legacies**
|Donations
Grants
Donations
Grants|**Restricted**
**funds**
**2023**
**£**
-
30,034
30,034
_Restricted_
_funds_
_2022_
_£_
_-_
_5,155_
_5,155_|**Unrestricted**
**funds**
**2023**
**£**
48
2,881
2,929
_Unrestricted_
_funds_
_2022_
_£_
_184_
_69,210_
_69,394_|**Total**
**funds**
**2023**
**£**
**48**
**32,915**|
|---|---|---|---|
||||**32,963**|
||||_Total_
_funds_
_2022_
_£_
_184_
_74,365_|
||||_74,549_|
Page 35
**CINTRE**
**(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **3. Income from charitable activities**
|Service user contribution
Cintre House service user income
Reachout service user income
In Via service user income
Cintre Point Weston service user income
Graham Court service user income
Homeward service user income
Management consultancy income
Statuatory benefits
Beaufort service user income
Service user contribution
Cintre House service user income
Reachout service user income
In Via service user income
Cintre Point Weston service user income
Graham Court service user income
Homeward service user income
Management consultancy income
Statuatory benefits
Income from charitable activities - Direct costs - Activity 10|**Unrestricted**
**funds**
**2023**
**£**
20,585
627,903
78,915
175,771
45,422
497,595
-
-
43,870
293,522
1,783,583
_Unrestricted_
_funds_
_2022_
_£_
_22,122_
_495,171_
_126,598_
_162,165_
_52,760_
_435,120_
_141,866_
_11,607_
_47,609_
_135,097_
_1,630,115_|**Total**
**funds**
**2023**
**£**
**20,585**
**627,903**
**78,915**
**175,771**
**45,422**
**497,595**
**-**
**-**
**43,870**
**293,522**|
|---|---|---|
|||**1,783,583**|
|||_Total_
_funds_
_2022_
_£_
_22,122_
_495,171_
_126,598_
_162,165_
_52,760_
_435,120_
_141,866_
_11,607_
_47,609_
_135,097_|
|||_1,630,115_|
Page 36
**(A company limited by guarantee)**
## **CINTRE**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **4. Other incoming resources**
|Bank Interest Income
Bank Interest Income|**Unrestricted**
**funds**
**2023**
**£**
993
_Unrestricted_
_funds_
_2022_
_£_
_3,547_|**Total**
**funds**
**2023**
**£**
**993**|
|---|---|---|
|||_Total_
_funds_
_2022_
_£_
_3,547_|
## **5. Analysis of expenditure on charitable activities**
## **Summary by fund type**
|Staff costs
Other
Insurance
Repairs and maintenance
Rent, rates, water, light and heat
Marketing and fundraising
Other office costs, IT, printing and telephone
Legal, professional and audit
Motor and travel costs
Recruitment and training programme
Depreciation|**Restricted**
**funds**
**2023**
**£**
-
-
-
17,980
-
-
-
-
-
-
-
17,980|**Unrestricted**
**funds**
**2023**
**£**
1,558,257
16,648
31,404
13,094
74,855
244
51,909
7,933
5,740
43,571
27,993
1,831,648|**Total**
**2023**
**£**
**1,558,257**
**16,648**
**31,404**
**31,074**
**74,855**
**244**
**51,909**
**7,933**
**5,740**
**43,571**
**27,993**|
|---|---|---|---|
||||**1,849,628**|
Page 37
**CINTRE (A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **5. Analysis of expenditure on charitable activities (continued)**
## **Summary by fund type (continued)**
|Management consultancy costs
Staff costs
Other
Insurance
Repairs and maintenance
Rent, rates, water, light and heat
Marketing and fundraising
Other office costs, IT, printing and telephone
Legal, professional and audit
Motor and travel costs
Recruitment and training programme
Depreciation|_Restricted_
_funds_
_2022_
_£_
_-_
_-_
_-_
_-_
_2,073_
_-_
_-_
_-_
_-_
_-_
_-_
_-_
_2,073_|_Unrestricted_
_funds_
_2022_
_£_
_2,679_
_1,495,966_
_15,585_
_27,445_
_11,279_
_66,769_
_5,399_
_65,381_
_34,442_
_10,654_
_33,081_
_27,331_
_1,796,011_|_Total_
_2022_
_£_
_2,679_
_1,495,966_
_15,585_
_27,445_
_13,352_
_66,769_
_5,399_
_65,381_
_34,442_
_10,654_
_33,081_
_27,331_|
|---|---|---|---|
||||_1,798,084_|
Page 38
**CINTRE (A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **6. Analysis of expenditure by activities**
|Staff costs
Other
Insurance
Repairs and maintenance
Rent, rates, water, light and heat
Marketing and fundraising
Other office costs, IT, printing and telephone
Legal, professional and audit
Motor and travel costs
Recruitment and training programme
Depreciation|**Charitable**
**activities**
**2023**
**£**
1,248,798
13,289
1,651
30,719
74,775
-
34,128
68
5,352
38,303
19,457
1,466,540|**Support**
**costs**
**2023**
**£**
309,460
3,359
29,754
355
80
244
17,781
7,865
388
5,266
8,536
383,088|**Total**
**funds**
**2023**
**£**
**1,558,258**
**16,648**
**31,405**
**31,074**
**74,855**
**244**
**51,909**
**7,933**
**5,740**
**43,569**
**27,993**|
|---|---|---|---|
||||**1,849,628**|
|Management consultancy costs
Staff costs
Other
Insurance
Repairs and maintenance
Rent, rates, water, light and heat
Marketing and fundraising
Other office costs, IT, printing and telephone
Legal, professional and audit
Motor and travel costs
Recruitment and training programme
Depreciation|_Charitable_
_activities_
_2022_
_£_
_2,679_
_1,242,533_
_12,784_
_1,443_
_12,984_
_66,703_
_1,122_
_31,499_
_9,020_
_9,795_
_30,510_
_-_
_1,421,072_|_Raising_
_funds_
_2022_
_£_
_-_
_-_
_-_
_-_
_-_
_-_
_4,277_
_-_
_-_
_-_
_-_
_-_
_4,277_|_Support_
_costs_
_2022_
_£_
_-_
_253,433_
_2,801_
_26,002_
_368_
_67_
_-_
_33,882_
_25,422_
_858_
_2,570_
_27,332_
_372,735_|_Total_
_funds_
_2022_
_£_
_2,679_
_1,495,966_
_15,585_
_27,445_
_13,352_
_66,770_
_5,399_
_65,381_
_34,442_
_10,653_
_33,080_
_27,332_|
|---|---|---|---|---|
|||||_1,798,084_|
Page 39
**CINTRE**
**(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **6. Analysis of expenditure by activities (continued)**
## **7. Auditors' remuneration**
||**2023**|_2022_|
|---|---|---|
||**£**|_£_|
|Fees payable to the Charity's auditor for the audit of the Charity's annual|||
|accounts|**6,050**|_5,750_|
## **8. Staff costs**
||**2023**|_2022_|
|---|---|---|
||**£**|_£_|
|Wages and salaries|**1,238,780**|_1,202,906_|
|Social security costs|**104,258**|_90,735_|
|Contribution to defined contribution pension schemes|**32,809**|_35,189_|
|Subcontract and sickness cover|**182,410**|_167,136_|
||**1,558,257**|_1,495,966_|
The average number of persons employed by the Charity during the year was as follows:
||**2023**|_2022_|
|---|---|---|
||**No.**|_No._|
|Average head count|**64**|_60_|
The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:
|||**2023**|_2022_|
|---|---|---|---|
|||**No.**|_No._|
|In the band £60,001|- £70,000|**1**|_1_|
The key managment personnel of the Charity comprise the Trustees, the Chief Executive Officer and the personnel listed in the Trustees report. The total employee benefits of the key management personnel of the Charity were £222,000 (2022: £207,571).
## **9. Trustees' remuneration and expenses**
During the year, no Trustees received any remuneration or other benefits _(2022 - £NIL)_ .
Page 40
**CINTRE** During the year ended 31st March 2023, no Trustee expenses have been incurred _(2022 - £NIL)_ . **(A company limited by guarantee)**
Page 41
## **CINTRE**
## **(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **10. Intangible assets**
|**Cost**
Additions
At 31st March 2023
**Amortisation**
Charge for the year
At 31st March 2023
**Net book value**
At 31st March 2023
_At 31st March 2022_|**Develop-**
**ment**
**£**
**822**
**822**
**17**
**17**
**805**
_-_|
|---|---|
Page 42
**(A company limited by guarantee)**
## **CINTRE**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **11. Tangible fixed assets**
|**Cost or valuation**
At 1 April 2022
Additions
At 31st March 2023
**Depreciation**
At 1 April 2022
Charge for the year
At 31st March 2023
**Net book value**
At 31st March 2023
_At 31st March 2022_|**Freehold**
**property**
**£**
**1,750,000**
**-**
**1,750,000**
**52,500**
**35,000**
**87,500**
**1,662,500**
_1,697,500_|**Long-term**
**leasehold**
**property**
**£**
**35,000**
**13,109**
**48,109**
**1,492**
**1,804**
**3,296**
**44,813**
_33,508_|**Plant and**
**machinery**
**£**
**81,542**
**2,267**
**83,809**
**65,846**
**6,247**
**72,093**
**11,716**
_15,696_|**Motor**
**vehicles**
**£**
**22,000**
**-**
**22,000**
**19,800**
**734**
**20,534**
**1,466**
_2,200_|**Total**
**£**
**1,888,542**
**15,376**
**1,903,918**
**139,638**
**43,785**
**183,423**
**1,720,495**
_1,748,904_|
|---|---|---|---|---|---|
The historic cost of freehold property is £959,535 (2022: £959,535).
Freehold property is represented by land and buildings at Cintre House (54 St. John's Road, Clifton) and in Via (72 Downend Road, Kingswood). The last independent full valuation was carried out on 28 September 2020 by David Chichester on behalf of Andrew Forbes Chartered Surveyors, on the basis of open market value.
The freehold property value has been reviewed by the Trustees as at 31 March 2023 who consider there to be no movement in the fair value during the year.
Page 43
**CINTRE**
**(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **12. Fixed asset investments**
|**Cost or valuation**
At 1 April 2022
Revaluations
At 31 March 2023
**Net book value**
At 31 March 2023
_At 31 March 2022_
**13.**
**Debtors**
**Due within one year**
Trade debtors
Other debtors
Prepayments and accrued income
**14.**
**Current asset investments**
CCLA Deposit fund|**2023**
**£**
**146,610**
**2,727**
**83,142**
**232,479**
**2023**
**£**
**-**|**Unlisted**
**investments**
**£**
**7,203**
**(267)**
**6,936**
**6,936**
_7,203_
_2022_
_£_
_75,310_
_2,711_
_117,602_
_195,623_
_2022_
_£_
_85,000_|
|---|---|---|
Page 44
**CINTRE (A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **15. Creditors: Amounts falling due within one year**
|Trade creditors
Other taxation and social security
Other creditors
Accruals and deferred income|**2023**
**£**
**42,567**
**27,478**
**8,487**
**51,554**
**130,086**|_2022_
_£_
_84,296_
_25,280_
_9,887_
_27,910_
_147,373_|
|---|---|---|
## **16. Contingent liability**
The entity is currently involved in a legal case, of which the outcome is uncertain at the reporting date. As such, there have been no adjustments made to the financial statements in this regard.
## **17. Financial instruments**
||**2023**|_2022_|
|---|---|---|
||**£**|_£_|
|**Financial assets**|||
|Financial assets measured at fair value through income and expenditure|**168,288**|_242,991_|
Financial assets measured at fair value through income and expenditure comprise cash at bank and in hand.
Page 45
**CINTRE**
**(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **18. Statement of funds**
## **Statement of funds - current year**
|**Unrestricted**
**funds**
**Designated**
**funds**
Capital fund
historical cost
Capital fund
revaluation
reserve
**General funds**
General Funds -
all funds
**Total**
**Unrestricted**
**funds**
**Restricted**
**funds**
Community Hub
The Big Lottery
Fund
Bungeee
Jumping Fund
National Lottery
Community
Fund
Quartet Grant-
KA-CSB
Quartet Grant-
MR-CSB
St James
charitable|**Balance at**
**1st April**
**2022**
**£**
**905,913**
**842,831**
**1,748,744**
**279,871**
**2,028,615**
**2,196**
**609**
**121**
**5,843**
**600**
**2**|**Income**
**£**
**-**
**-**
**-**
**1,787,505**
**1,787,505**
**-**
**-**
**-**
**-**
**-**
**-**|**Expenditure**
**£**
**-**
**-**
**-**
**(1,831,648)**
**(1,831,648)**
**-**
**-**
**-**
**-**
**-**
**-**|**Transfers**
**in/out**
**£**
**-**
**-**
**-**
**(5,808)**
**(5,808)**
**-**
**-**
**-**
**-**
**-**
**-**|**Gains/**
**(Losses)**
**£**
**-**
**-**
**-**
**(267)**
**(267)**
**-**
**-**
**-**
**-**
**-**
**-**|**Balance at**
**31st March**
**2023**
**£**
**905,913**
**842,831**
**1,748,744**
**229,653**
**1,978,397**
**2,196**
**609**
**121**
**5,843**
**600**
**2**|
|---|---|---|---|---|---|---|
Page 46
|||**CINTRE**||||
|---|---|---|---|---|---|
|foundation|**2,500**|**(A company limited by guarantee)**
**-**
**(2,500)**|**-**|**-**|**-**|
|||||||
Page 47
**CINTRE**
**(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **18. Statement of funds (continued)**
## **Statement of funds - current year (continued)**
|Quartet Grant-
VK-CSB
Quartet
Community
Foundation-
David Salter
Bailey Thomas
National Grid
Quartet
NSC Bonus for
staff
**Total of funds**|**Balance at**
**1st April**
**2022**
**£**
**182**
**(523**
**)**
**- **
**- **
**- **
**-**
**11,530**
**2,040,145**|**Income**
**£**
**-**
**-**
**10,000**
**9,880**
**4,554**
**5,600**
**30,034**
**1,817,539**|**Expenditure**
**£**
**-**
**-**
**-**
**(9,880)**
**-**
**(5,600)**
**(17,980)**
**(1,849,628)**|**Transfers**
**in/out**
**£**
**-**
**-**
**(10,000)**
**-**
**-**
**-**
**(10,000)**
**(15,808)**|**Gains/**
**(Losses)**
**£**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**(267)**|**Balance at**
**31st March**
**2023**
**£**
**182**
**(523)**
**-**
**-**
**4,554**
**-**
**13,584**
**1,991,981**|
|---|---|---|---|---|---|---|
Page 48
**CINTRE (A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **18. Statement of funds (continued)**
## **Bailey Thomas**
A grant towards the interior refurbishment of Cintre House.
## **National Grid**
A grant to provide support to vulnerable people affected by fuel poverty.
## **NSC Bonus**
Grant to cover members of staff who worked in North Somerset as part of the Hospital Discharge grant.
## **Quartet Grant**
A grant to improve the lives of local people who face difficulties and have limited access to appropriate or affordable service and support.
## **Hallmark Hume - Hub Activities**
A grant was applied for to set up a Community Hub providing group activities for service users including IT skills training, art classes and music workshops.
## **The Big Lottery Fund**
The Big Lottery Fund award was applied for to set up a cooking club to give service users the opportunity to cook nutritious meals, as well as socialise with others and learn to communally engage with food.
## **Bungee Jumping Fund**
A grant was received towards Cintre community service activities, specifically in relation to running activities from Pintre Point Bristol.
## **National Lottery Community Fund**
A grant was awarded to fund remote Wellbeing Virtual Café and provide a phone service to service users.
## **Quartet Grant CSB**
A grant was awarded to purchase laptops for providing essential coherent, support remotely to vulnerable individuals.
## **Neighbourly Community**
A grant awarded for works towards the Cintre House garden.
Page 49
**CINTRE**
**(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **18. Statement of funds (continued)**
## **Statement of funds - prior year**
|**Unrestricted**
**funds**
**Designated**
**funds**
Capital fund
**General funds**
General funds
**Total**
**Unrestricted**
**funds**
historical cost
Capital fund
revaluation
reserve
**Restricted**
**funds**
Edward Gostling
Foundation
Dalal Lama
Trek- Health &
Fitness
Community Hub
Hallmark Hume
refurbishment
The Big Lottery
Fund|_Balance at_
_1st April_
_2021_
_£_
_331,458_
_2,096,012_
_905,915_
_858,639_
_1,764,554_
_1,558_
_185_
_2,767_
_7,428_
_2,894_|_Income_
_£_
_1,703,057_
_1,703,057_
_-_
_-_
_-_
_-_
_-_
_-_
_-_
_-_|_Expenditure_
_£_
_(1,796,009)_
_(1,796,009)_
_-_
_-_
_-_
_-_
_-_
_-_
_-_
_-_|_Transfers_
_in/out_
_£_
_-_
_(15,808)_|_Gains/_
_(Losses)_
_£_
_23,096_
_23,096_
_-_
_-_
_-_
_-_
_-_
_-_
_-_
_-_|_Balance at_
_31st March_
_2022_
_£_
_279,871_
_2,028,617_
_-_
_-_
_2,196_
_-_
_609_
_905,915_
_842,831_
_1,748,746_|
|---|---|---|---|---|---|---|
|||||_18,269_
_2,461_
_(15,808)_
_(1,558)_
_(185)_
_(571)_
_(7,428)_
_(2,285)_|||
Page 50
**CINTRE**
**(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **18. Statement of funds (continued)**
## **Statement of funds - prior year (continued)**
|Bungeee
Jumping Fund
National Lottery
Community
Fund
Neighbourly
Community
Fund
Quartet Grant-
KA-CSB
Quartet Grant-
MR-CSB
St James
charitable
foundation
Quartet Grant-
VK-CSB
The production
factory London
Quartet
Community
Foundation-
David Salter
**Total of funds**|_Balance at_
_1st April_
_2021_
_£_
_1,485_
_10,000_
_400_
_-_
_-_
_-_
_-_
_-_
_-_
_26,717_
_2,122,729_|_Income_
_£_
_121_
_-_
_-_
_1,000_
_904_
_2,500_
_430_
_200_
_-_
_5,155_
_1,708,212_|_Expenditure_
_£_
_-_
_-_
_-_
_(400)_
_(902)_
_-_
_(248)_
_-_
_(523)_
_(2,073)_
_(1,798,082)_|_Transfers_
_in/out_
_£_
_(1,485)_
_(4,157)_
_(400)_
_-_
_-_
_-_
_-_
_(200)_
_-_
_(18,269)_
_(15,808)_|_Gains/_
_(Losses)_
_£_
_-_
_-_
_-_
_-_
_-_
_-_
_-_
_-_
_-_
_-_
_23,096_|_Balance at_
_31st March_
_2022_
_£_
_121_
_5,843_
_-_
_600_
_2_
_2,500_
_182_
_-_
_(523)_
_11,530_
_2,040,147_|
|---|---|---|---|---|---|---|
Page 51
**CINTRE**
**(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **19. Summary of funds**
## **Summary of funds - current year**
|**Balance at**
**1st April**
**2022**
**£**
Designated
funds
**1,748,744**
General funds
**279,871**
Restricted funds
**11,530**
**2,040,145**
**Summary of funds - prior year**
_Balance at_
_1st April_
_2021_
_£_
Designated
funds
_1,764,554_
General funds
_331,458_
Restricted funds
_26,717_
_2,122,729_|**Income**
**£**
**-**
**1,787,505**
**30,034**
**1,817,539**
_Income_
_£_
_-_
_1,703,057_
_5,155_
_1,708,212_|**Expenditure**
**£**
**-**
**(1,831,648)**
**(17,980)**
**(1,849,628)**
_Expenditure_
_£_
_-_
_(1,796,009)_
_(2,073)_
_(1,798,082)_|**Transfers**
**in/out**
**£**
**-**
**(5,808)**
**(10,000)**
**(15,808)**
_Transfers_
_in/out_
_£_
_(15,808)_
_18,269_
_(18,269)_
_(15,808)_|**Gains/**
**Balance at**
**31st March**
**(Losses)**
**2023**
**£**
**£**
**-**
**1,748,744**
**(267)**
**229,653**
**-**
**13,584**
**(267)**
**1,991,981**
_Gains/_
_Balance at_
_31st March_
_(Losses)_
_2022_
_£_
_£_
_-_
_1,748,746_
_23,096_
_279,871_
_-_
_11,530_
_23,096_
_2,040,147_|
|---|---|---|---|---|
## **20. Analysis of net assets between funds**
## **Analysis of net assets between funds - current year**
|Tangible fixed assets
Intangible fixed assets
Fixed asset investments
Current assets
Creditors due within one year
**Total**|**Restricted**
**funds**
**2023**
**£**
-
-
-
13,584
-
13,584|**Unrestricted**
**funds**
**2023**
**£**
1,720,495
804
6,936
380,248
(130,086)
1,978,397|**Total**
**funds**
**2023**
**£**
**1,720,495**
**804**
**6,936**
**393,832**
**(130,086)**
**1,991,981**|
|---|---|---|---|
Page 52
**CINTRE**
**(A company limited by guarantee)**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
**20. Analysis of net assets between funds (continued)**
## **Analysis of net assets between funds - prior year**
|Tangible fixed assets
Fixed asset investments
Current assets
Creditors due within one year
**Total**|_Restricted_
_funds_
_2022_
_£_
_-_
_-_
_11,530_
_-_
_11,530_|_Unrestricted_
_funds_
_2022_
_£_
_1,748,904_
_7,203_
_419,881_
_(147,373)_
_2,028,617_|_Total_
_funds_
_2022_
_£_
_1,748,904_
_7,203_
_431,411_
_(147,373)_
_2,040,147_|
|---|---|---|---|
## **21. Reconciliation of net movement in funds to net cash flow from operating activities**
|Net expenditure for the year (as per Statement of Financial Activities)
**Adjustments for:**
Depreciation charges
Amortisation charges
(Gains)/losses on investments
Dividends, interests and rents from investments
Increase in debtors
Increase/(decrease) in creditors
Prior year transfer of depreciation to capital fund
**Net cash used in operating activities**|**2023**
**£**
**(32,356)**
**43,785**
**17**
**267**
**(993)**
**(36,856)**
**(17,286)**
~~**(15,808**~~**)**
**(59,230)**|_2022_
_£_
_(66,777)_
_27,332_
_-_
_(23,096)_
_(3,547)_
_(60,523)_
_40,814_
~~_-_~~
_(85,797)_|
|---|---|---|
Page 53
**(A company limited by guarantee)**
## **CINTRE**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2023**
## **22. Analysis of cash and cash equivalents**
|Cash in hand
**Total cash and cash equivalents**|**2023**
**£**
_2022_
_£_
**161,353**
_150,788_
**161,353**
_150,788_|
|---|---|
## **23. Analysis of changes in net debt**
|Cash at bank and in hand
Liquid investments|**At 1st April**
**2022**
**£**
**150,788**
**85,000**
**235,788**|**Cash flows**
**At 31st**
**March 2023**
**£**
**10,565**
**£**
**161,353**
**(85,000)**
**-**
**(74,435)**
**161,353**|
|---|---|---|
Page 54