making space
Kind hearted care and support
Making Space
Company Registration No: 01642033
Registered Charity No: 512907
Annual Report & Financial Statements
For the year ended 31st March 2023

Makin9 Spac8 l Annb31 Report 2022.23
Trustees, Annual Report
Incorporating thè Dirgctors. and Strategic Report
Contents
Trustees, Annual Report
statement of Trustees, Responsibilities 20
Independent Auditor's Report
21
Statement of Financial Activilies
25
Balance Sheet
26
Cash Flow Statement
27
Notes to Financial Statements
28
P£8e 2 0145

Space l Annual Repori 2022-23
Trustees, Annual Report
Incorporating the Directors, and Strategic Report
Chair's Welcome
Making Space is a unique organisalion with a clear social purpose, strong value sel and ambitious vision.
I was delighted lo be appointed as Chair in December 2022 and l am pleased to present our Annual
Report and Financial Slalements for 2022-23 which provides a summary of the year's aclivily.
There have been many highlights to celebrate this year, including our annual event for the people we
support which was held al the Pavilions of Harrogate. The event was attended by over 300 people and
with a theme of Around the World with Making Space.. 11 was an exciting and vibrant celebration of the
diversity of the people we support.
As part ol our objective for people lo have a place lo call home, under our strategic pillar lo provide 'Care
Designed for the Future.. we have re-designed a SL*PPOrted living service in Merseyside. enabling us lo
provide intensive support for people al a lime they need Il the mosl. OLir commitment lo providing high-
quality housing for the people we support continued with the Board agreeing lo the purchase of new
propertie5 in Cheshire and Cambridgeshire.
Our services continue to grow In numbers and were delighted this year lo welcome Cheshire East All
Age Carers Hub lo the oiganisalion. Making Space has been supporting unpaid carers lor over 40 years
and welcomes Ihe opportunity lo bring ils localily-based support lo Cheshire East.
This year the Board discussions have been focused on the charity's future development and
suslainabilily in the context of a challenging op&raling environmènt Discussions over the last year have
focLised upon risks and opportunities, both internal and external, and how we can best respond to these.
Trustees and the Senior Leadership Team make lime lo rollecl on the organisalion's stratègic priorities
and we intend lo priorilise more lime for such discussions over the coming year as we embark upon a
new strategic planning cycle for the charity.
We have continued lo embed slrenglhened governance processes, building upon our Governance
Review of 2021. We have Implemented two new sub-commillees for the Board with clear accountabilities
and Terms of Reference. All Trustèes join al least one Committee which are supported by members of
the Senior Leadership Team. OLJr Governance processes continue lo be reviewed and enhanced lo
ensure that assurance is provided lo facililale effective decision-making.
The Trustees are commilled to listen lo what the people we support Say about the oharily. One way we
do this is through our experience survey. The 9 questions used were based on 'l' slalemenls from the
Think Loeal Act Per80nal framework, Making It Real. Some of these 'l' slalemenls were reworded lo
enable as many responses as possible from all of our service types. 'I' statements are an assertion about
what people expect to feel and experience when it comes lo personalised care and support. Receiving
feedback such as 'Making Sp8Ge is an excellenl seNice focussed on people's wellbeing, safely and
independence" gives the Board assurance that we are making a difference and slaying true lo our core
values.
I wish lo acknowledge the leadership provided by Rachel Peacock, our CEO, and the Senior Leadership
Team in ensuring that the organisalion has stayed on track in delivefing against our strategic pillars and
Clearly demonstrating Making Space's values in all that they do. I would peisonally like lo thank my fellow
Trustees and the Senior Leadership Team lor their support lo me, and their commitment lo the charity.
The production of an annual report and financial slalemenls means our Finan￿ department has
undertaken a huge amount of work for our audit conducted by Mazars. On behalf of the Board, I would
like lo thank everyone involved for all their hard work in the preparation of our annual report and financial
Stalemenls.
In the year we have seen some Changes lo our Senior Leadership Team and we have said goodbye lo
a number of Trustees, I would like lo pass on my and the organisalion's sincere gratitude lo those
colleagues who have left us this past year
Page 3 of 45

Makin9 Space l Annual Repoil 2022-23
Trustees, Annual Report
Incorporating the Directors, and Strategic Report
l extend a warm welcome lo our new colleagues Nick Farmer and Paul Turney who join the Senior
Leadership ream, and lo our new Trustees. as we create a unitary Board together and enter 8 new era
for the organisalion. In welcoming our new colleagues, l am confident that our governance and leadership
will be refreshed and that our bold ambitions are in good hands.
Everything that Making Space achieves is possible due to the dedication and resolve of (he people we
support," our employees and volunteers. The Board warmly thanks them all for Iheir individual and
ollective contributions lo Making Space's work lo achieve our vision lo pul wellbeing al the heart of
health and social care We present our annual report lo you wishing everyone involved wilh Making
Space Ilie very best and our kindest thoughts
Professor Mike Thomas
Chair ol Trustees
7" OLIiL*Mb£71 1013
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Maklng Spac8 l Annual Report 2022-23
Trustees, Annual Report
Incorporating the Dire¢tor$' and Strategic Report
Chari
Ob'ects and Public Beneflt
obpds Of￿ Chanty are the rel￿ of peop￿ are w) need by reason of any physical or ff*ntal Ik)ess or
disability arising from age, accident, disease or infection. inclLkling bjl without limitation leaming disabilitses aTh
dementsa and relief ol their f￿llieS a￿j caier5.
The TrL*slees, in exercising their powers and duties, have complied with their duly in section 4 of the
Charities Act 2011 to have due rogard lo the public benetit guidance published by the Charity
Commission. Aclivilies for 2022-23 continue lo deliver public benefit by supporting individuals, their
families and carers when facing the challenges associated with physical or mental illness or disabilily,
learning disability and dementia.
Our vision is lo pul wellbeing al the heart of health and social care. This is supported by our mission to
build relationships. connect communities and provide quality care as unique as the people we support.
Everything that we do at Making Space is done in the belief Ihal..
Everyone mallers and deserves a chance
Everyone has a voice which is worth listening to
Anyone can be arfecled by poor health
Poor health should not be a barrier lo finding joy and purpose in life
Support should be there lor anyone who wanls il
Support should be there al the point, and in the form, Ihal il is needed
We Can and do improve and change lives
There is so much more still lo do.
Our values determine who we ao. how we live our lives, how we Ireal k￿pIe and every decision that
we make. 11 is importanl for us as a health and social care provider to have the right values. 11 is even
more important to have a workforce that shares these values. We have 5 co-produced values that
represent what we stand for. Each value has a clearly defined list ol behaviours that help us lo Iranslale
them into day-lo-day actions.
Kind Hearts.. Generously building empathy and conneclion lo create a sense ol belonging
We care about people
We are compassionate, underslandlng and fair
We actively listen wilhoul judgement and develop our understanding of other5
We act with kindness, transparency and warmth
We encourage each other lo be OUfselve$
Tailof-making.. Nurturing unique relationships to make every day count
We lake the lead from the people we support
We aim lo adapt and evolve based on what people need and want
We reflect on the Impact our behaviour may have on others
We have the right skills and training
We work together lo share information and find solutions
Oreaming Big Harnessing imagination we generate confidence in ourselves and others lo lake the first
step
We find ways to meet or exceed people's expectations
We are ambitious. creative and flexible
We encourage and support each other lo explore new ideas
We recognise that small successes can be everything
We actively seek the views of the people we support lo help improve our services
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Mdking Space l AnnuÈl Report 2022.23
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Incorporating the Directors, and Strategic Report
Having Courage". Commilling bravely lo working in ways that lake us lo new places
We believe in doing the right thing
We lake action and speak up lo make positive change
We try new things
We 12ke managed risks together
We accept and learn from our mistakes
Being Ready.. Responding lo whatever comes our way by moving forward together
We anticipate change
We use our knowledge and insight lo plan ahead
We nurture IrLJsI through aulhen11c, honest communication
We build collaborative relationships
We never slop learning
Our services
Making Space have been supporting adulls with care and support needs, and their carers, lo lead
independent and lullilling lives lor over 40 years We provide services from Cumbria lo Cambridge,
%upporting people In their own home, in their local community and with specialist support seivice5. Our
Services include
Residential and nursing homes
Supported living
Extra care
Floating support
Independent hospital
Community support and social inclusion
Psychological therapies
We provide our services lo people wilh an Identified health or social care need, including people with
complex nienlal health needs, learning disabilities, living with dementia as well as older pèople and their
carers. Our professional and caring teams strive lo go above and beyond lor the people we support,
helping them lo live happy, fulfilling and enriched lives and focusing on positive outcomes for each
individual.
Here al Making Space, everything is done with dignity, respect and compassion for both the people we
support and their families. Co-production is al the heart of services and by following ils principles and
encouraging others lo do the same, we promote high-qualily, person-cenlred care, 2nd support services
lo enable people using services lo say"
I live the life I waryl ap.d keep safe and well.
I have the information I need when I need it.
I have acce5S to a range of support that helps me live my life.
l am In control of my support, in my own way.
I have considerate SLlPPOrt delivered by compelenl slatt.
I can decide the kind ol support I need.
Soiirce.. Think Loc81 Acfr Personal (TLAP)
Making Space operates acioss England and all services are supported by corporate seNices based in
a head office, based In Warringlon, In the heart of the North West of England. We are arranged into three
divisions, all led by a leam of dedicated Regional Head of Operations. experienced in managing health
and social care provision in either regulated services,. supported living". or community based servI￿s.
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The majority of our provision is in the North of England with a growing presence and portfolio aeross the
Midlands area. Each direclorale delivers services across our continuum of support that is based in the
local community, in people's homes and specialised support,
We are commissioned by Local ALJlhorilies and the NHS lo provide services that meet the principles of
the Care Act 2014, which is built upon reviews and reforms lo provide a coherent approach lo adult social
care in England.
ate
Review
To achieve our ViSiOF) of pulling wellbeing al the heart of health and social care we have idenlilied four
strategic enablers. The enabling pillars that support all th81 we do are..
Co-produced services
Digital capability
Care designed for the future
A dedicated and commilled workforce
The assumptions for our strategic plan recognise the following significant factors lor the people we
support..
Dem8nd for social care relating lo the vulnerable and older people will continue lo increase
Increasing complexity of need and increasing levels of care in the home is expected
On-going pressures on stalulory funding will Increase
strong employment markets will impact on workforce recruilmenl and retention
Commissioners will look lo providers for new. Innovative and efficient models of care
Regulatory requirements from cac and Charity Comniission will increase
Transformation ol front-line care will ulilise digital technology
The Board of Trustees measure the delivery of OLJr strategy through a series of Key Performance
Indicators that are reviewed annually and focused upon four key aclivilies.
Services we deliver
People we support
Increase di9ilal capacity in service
design
CQC Compliance in lop quartile
Service utilisalion compared lo
¢onlracl requirements
Active involvement in design and
delivery of services
Varied choice of volunteering roles in
oui services
servi￿ satisfaction audits
People working with us
Finance and Governance
Employee Vacancy rates
Employee Turnover 4/0
Operational workforce with a level
2 qualification
Actual lolal surplusldeficil v8 budgeted
surplusldeficit
Annual growih
income whilst
generating a reasonable surplus
Actual reserves vs policy largel
Annual Trustee skills and experience
audit
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Making Space l Annual Report 2022-23
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Incorporating the Directors, and Strategic Report
eo
In the last twelve months we have supported 14,500 (2022.. 11,2451 people across the country accessing
the following setvices.
Service Type
No. of people using the services
Psycliological Wellbeing Services
3,150
Community Based Dementia Services
Social Inclusion/Day Services
2,404
396
Carer Support
Support Accommodation Provided
Support Accommodation Not Provided
Extra Care ICQC Regisleredl
Care Homes Wilhoul Nursing ICQC Regisleredl
Nursing Homes ICQC Regisleredl
Independent Hospitals
Total
6,757
644
412
459
222
39
Strate
ies for achievin Aims & Ob ectives and Ke
Performance Measures
Ke
deliverables for the
ear lo 31 March 2023 were.
Increase the voice and visibilit of thg
or
anisation.
eo lewesu
ort into the
overnance of the
OLiring the year. Dlaking Space maintained the commitment lo involve people we Support in slaff
recruilmenl, with 440/0 of posts having some form of user involvement and engagement. As part of our
response lo the Care Quality Commission's regulatory requirement lo have a Service User Guide in
place across registered Se￿iCe$, a new guide and information handbook was co-produced and designed
for use across Making Space Additional support was provided ID Making Change group members and
volunteers throughout the COVID-19 period with positivè feedback around online events and meetings.
lement a
hased di ital su
and communit based services.
ort and care
lan
latform across s
ecialist residential
Following a comprehensive assessment of the market place. Nourish, an experienced provider of digital
care plans was contracted lo support the roll out of a project iniplemenlalion plan. This is a key element
of the Shine project, lo enhance digital capabilities across the organisalion and enhance the opportunities
afforded through innovation and technology,
We will com
rocess.
lete the Trusted Charit Level One self-assessment and accreditation
Following changes lo the Nalional Council for Voluntary Oiganis81ions, the Tru81ed Charity programme
was temporarily suspended pending the idenlificalion of a new provider Making Space have
commissioned a governance review from an allernalive external provider.
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Makin9 Space l Annual Report 2022-23
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InGorporating the Directors, and Strategic Report
We will review safe
uardin
and
re
ulator
han
es and re
ulations.
ualit
assurance
rocesses in li
ht of emer
in
The Quality Assurance Team reviewed all safeguarding and quality assurance processes, which resulted
in improving online guidance and reporting processes. In addition a quality audit framework and regional
dashboard has been introduced lo give an ovenjiew of service performance on a quarterly basis.
U date our workforce reward and reco
nition strate
This year we have been updating our reward and recognition strategy. We have increased the allowance
for our cycle lo work scheme and we have also introduced a car maintenance scheme. In January we
launched Wageslream, a financial wellbeing Initiative that helps colleagues lo.. track their pay in real lime,
stream 30°k of earned wages when they need it. save money and access advice on managing money.
So far, 22010 of our employees have signed up lo Wageslream, and we plan lo increase this engagement
further. We have also increased our business mileage rates from 35p lo 40p a mile for all employees
and have also introduced a life assurance benefit fiom the start of April 2022.
To recognise the achievements of our employees we have again taken part in a nLJmber of external
awards in the last year including the National Care Awards, Markel 3rd Sector Awards and Gre81 British
Care Awards and have 27 colleagues reaching the national and regional linals.
Develo
a new 5Uite of ke
erformance indicators which su
ort the new strate
lan.
We have now developed and agreed our key performance Indicators lor the coming year. These KPIS
support our new strategic plan and are summarised below.
Performance against our Key Performance Indicators for 2022-2023 is summarised below:
KPI
Benchmark
Q/0 of services with
electronic care plans
place
against
implemenlalion
largel.
Tar
900/0
above.
et
Actual
Narrative
Nourish
implemenlallon
has
been completed. Work
remains ongoing lo
fully embed the system
lo
Making Space
re
uiremenls.
There are 20 CQC
registered services. Of
these one is rated a5
'Inadequ21e', and one
as
'Requires
Improvement,,
the
other 18 are rated as
ood,.
During this year we
have improved our
performance
monitoring and data
collection lo enable us
lo
more effectively
monitor our delivery
and performance.
Increase
our
digital
ability
lo
measure our impact
and outcomes for the
people we support.
and
Provide
high
quality care for the
people who use our
services.
CQC compliance In
lop quartile /0 of
services rated as
good or above.
90Yo
above.
and
900/0
3. Ensure services
are
delivered
accord2nce
with
agreed perfo¥mance
and quality levels.
Service
compared
contract
req￿IreMentS
actual
delivered
planned
hours.
ulilisalion
lo
80Yo
above.
and
100,10
and
hours
verses
delivery
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Making Sp8c& | Annual Report 2022-23
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Incorporating the Directors, and Strategic Report
4. Actively involving ,' Ok of services with a
people we support in
'Making il Real Plan,
the
design
and
in place
delivery of seNiGes.
and
Every service now lias
in place a Making 11
Real Plan. The plans
are kept conlinutsusly
under review lo ensure
that they reflect the
nuances
each
service.
Our volunteer criteria
has been redefined lo
ensure that there Is a
consislenl largel and
measure across the
organisalion A new
volunteer strategy is
currently
being
develo
ed.
I Sei'vices have a wide
I range of PTocesses
and engagemeiil tools
In
place lo
gain
feedback lo enable LIS
lo
continuously
Improve services lor
the
eo
lewesu
ort.
Vacancy rate for the
yeai peaked in March,
mainly Impacted by
posl
COVID
and
Brexit. High relenlion
levels are consislenl
acioss the sector with
unprecedented levels
of leavers.
Approx
20°k of seNices have
had
re¢ruilmenl
challenges,
isn't
widespread and
sliowing
signs
rovemeNI.
Turnover has gone
down ffom 35Q/o in
April, we have also
seen improvements in
new starter relenlion.
Pay
was
further
i uplifted belween 5-
above.
Connecting
people
lo
Iheii-
communities
and
others
Ilirough
volunteering
of services with
volunteer
roles,
actual versus plan.
80./0
above.
and
48Q/o
6 Listening lo the
people we support lo
Improve
our
services.
0/0 ol services with
service
user
feedback
mechanisms
plaTr.
80,/0
above.
in
7. Allracl the right
people with the right
values in the right
number.
Vacancy
compared lo 2020
Ski158
for
Care
Report of 7 30/..
6.5,1
below.
and
8 Have a workforce
that feels valued and
rewarded.
Turnover
compared lo 2020
Skills
for
Care
Report 0130 4 /0
250/.
below
and
30 90/0
Develop
our
people's skills lo
their lull polenlial.
Operational
colleagues qualified
lo al least level two
compared lo 2020
Skills
For
Care
Report o148.0¢/0
and
This has been slowly
improving all year. We
have more than 100
colleagues
working
towards awards, we
have also improved
our
system
lor
recordin.g new staffs
above.
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Making SpacÈ l Annual Aeport 2022-23
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Incorporating the Directors, and Strategic Report
ualificalions,
The main driver for this
negative performance
was the recruitment
issues fell across the
company resulting in
higher agency usage.
This
led lo
an
overspend on staff
related
costs
of
£1,000.009.
Decreased income by
1.3.10 driven by the
closure
ol Monet
Lodge and the loss of
income lolallin9 £1.6m
10. Djlaintain
financial viability.
our
Achieve
agreed
annual budget deficit
of £128,861.
Belter
budget.
than
Actual
deficit
£1,366,607
11. Continue to grow
so that our positive
impact is fell Inore
widely.
Achieve growth in
income
whilst
generating
reasonable surplus.
Income larger
than prior year.
Income
has
decieased
from
£31.4m lo
£31.Om
When agreeing KPIS with the Executive Management Team, Trustees look lo set largels, which improve
performance by benchmarking against industry average information and by looking for continuous
improvement. Initially service user outcomes and Care Quality Commission compliance were
benchmarked against industry averages, However. Making Space now look for continuous improvement
in this area as performanTr is well above industry averages. Employee-relaled KPIS are benchmarked
against care sector average information mainly derived from Skills lor Care
an
ew
Despite the pressures associated with coming out of the COVID-19 pandemic across the charity, financial
and olherNise. we continued lo deliver on our Strategic Plan 2020-2024 by investing in our people and
care-improving lgchnology In year we continued OLir commitment to 81 least pay the Real Living Wage.
Our operating deficit for the year was £1,366,607 which does not compare well lo our prior year operating
deficit of £872,737 The key driver lo this negative movement in financial performance Is the £1,000,009
delicil generated wilhin staffing costs. Recruitment of staff ha5 been particularly difficult in year resulting
in a higher use of ag&ncy lo cover our regulated services.
Our lolal income declined from £31,365,221 in 2021-22 10 £30,975,371 in 2022-23 which represents a
decrease of 1.30/L¥. This decrease in Income was driven by the closure of Monet Lodge due lo fees
received not covering costs resulting in the loss of £1,584,635 of income. This was offset by lender
successes lolalling £1.152.000.
Total expenditure before gains and losses rose from £32.237,959 10 £32,341,977 which represents an
increase of 0. 3¥0. This was a result of the clifficully in recruilmenl and resulting increase in agency costs.
There are a number of plans lo reduce this going foThvard. These include agreeing now more favourable
rates and reviewing our recruilmenl strategy.
There was an overall nel decrease in balance sheet funds from £17,923.348 10 £16.556.741.
Reserves and Goin
Concern
We continue to regularly review and monitor our reserves position to ensure that we have adequate
funds to support the work of the charity. Our reserves policy al the time of last year's report was lo
maintain an emergency operating reserve as a cash ba18nce of two months expenditure which equalled
£5, 323,042. Our policy was lo invest any free reserves over the emergency op8raling reserves into new
seNices.
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Making Space | Annu81 Report 2022-23
Trustees, Annual Report
Incorporating the Directors, and Strategic Report
We are currently working with a local authority on a plan open a number of community living seNices.
The full exlenl of this would be lo spend £1.5m ol reserves on new properties. This process is underway
with the development of a supported living scheme with a cost of £0.3m.
Our balance of cash and short-lerm Investments as al 31 March 2023 was £8,427,953. As of this dale
the two month emergency operating reserve was £5,343,814. Under last year's reserves policy
£3,084,139 would have therefore been free lo invest in new services As slated above only a maximum
of £1,500,000 will be spent on purchasing new property until there is a clearer picture of how inflation is
going lo impact oui finances. The planned maintenance reserve currently stands al £71,172. The
F3,084.139 01 available ieserves Iherelore need lo be reduced by the possible £1,500.000 Inveslinenl
together with the planned maintenance reserve of £71,172 giving excess reserves £1,512.967 Prudence
di¢lales that any plan5 to spend these are pul on hold until a budget lor 2024-25 and lorècasls for future
years are thoroughly reviewed and agreed.
An updated reserves policy will be agreed in 2023-24 which lakes account of financial challenges lacing
the social care sector.
Investments
As a maller of policy, the Trustees review annually the investment 51ralegies of Making Space. The
Trustees have endoised a conlirTrualion ol the risk-averse policy lo invest in cash with a number of
credil-referenced UK registered banks
Interest rate quotes are sought from credil-referenced banks each lime cash Is placed on deposit
lo meet the objective of maximising interest received from this limited nlimber ol banks.
Subsidiaries
Footsteps 2000 Ltd became Making Space's first subsidiary on 1°, April 2021 Foolsleps 2000 Ltd
made a deficit of £7,103 on income of £120,119 in the year lo 31 March 2023. Footsteps has a
bank balance of £40,826 with a nel assets balance of £10,478.
Making Space has not produced consolidated accounts due lo the comparatively immaterial size
of the finance of Footsteps 2000 Ltd.
Fundraisin
Practices
Making Space employs a Fundraising Manager and a Fundraising Coordinator. Both of these
employees are given delegated authority lo make g¥anl applications on the charity's behalf and lo
promote public appeals. eversls and challenges. Our employed lundraisers al80 encourage other
Making Space employees, volunteers and supporters lo raise funds for the charity We do not
engage a professional fundraiser or a fundraising agency.
The charity is registered wiilh the Fundraising Regulator and fully adh>r#s lo the regulalor'o
Fundraising Code. To Ihe best ol our knowledge the charity has complied lully with all regulatory
fundraising standards.
Employees, volunteers and supporters who fundraise on our behalf are offered guidance, advice
and supervision from our Fundraising Manager and Coordinator.
No complaints have been received concerning fundraising activities during the year.
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Making Space always acts responsibly to protect vulnerable people whilst undertaking fundraising
activities. We avoid fundraising in settings where people may lack capacity lo make decisions, and
we do not seek lo fundraise from any people that we support. All fundraising donations are recorded
and appropriate checks are made to assure ourselves of the probity of the donation. If we have any
reason to question a donation then it will be returned. We proactively engage donors to ensure that
they understand the purpose for which their gift will be used.
Risk Mana
ement
The Trustees are responsible for the management of risks faced by Making Space, working to an
established risk management process lo assess business risks and implement risk management
strategies. This has involved identifying the types of risks faced, prioritising risks in terms of potential
impa¢l and likelihood of occurrence, and identifying means of mitigating the risks.
Processes in place regarding risk management and internal control include the following..
A comprehensive integrated quality assurance framework,
Detailed terms of reference for the Board and sub-cornmiltees.
A robust organisational structure with clear lines of reporting and aulhorisation levels.
A risk management policy and associated pra￿dureS which are regularly reviewed.
The overarching risk lo the charity is damage to our reputation as a trusted health and social care
provider. The principal risks and uncertainties lo which the Charity is exposed are..
Quality of care and support.. Robust systems are in place to ensure that people using our services are
in a safe environment. Quality performance indicators are in place to satisfy the Board that our services
are delivering agreed outcomes for our beneficiaries and matters which require Intervention Gan be
identified and actions for improvernenl agreed. Our monthly divisional management meetings are moving
towards a digital dashboard, for more timely information that can be sense checked against other
indicators to be able lo inform and suggest actions to ensure that our priorities can be mel
Financial resilience. The Charity is faced with a challenging economic climate as much of our income
is linked lo local authority provision, which is itself under increasing financial pressures. Income levels
are continually monitored and there is ever increasing focus on maintaining and enhancing sources of
income. The Board approves the annual budget and ongoing oversight is provided through the Finance
and Business Development Committee which meets quarterly. Operational financial management is
provided through monthly management accounts and business reviews continuously review the ongoing
financial viability of individual setNiCeS.
Compliance with regulatory and ststutory requirements. A Board Assurance Framework is being
developed to slrengthen existing internal systems. We operate in a highly regulated sector and the
Charity complies with the requirements of the Charity Commission, Charities Acts and Companies Acts,
seeking consent, filing returns and publishing accounts as required. Compliance updates go to each
meeting of the two sub committees of the Board. A small number of our services are registered with and
subject to inspection by the Care Quality Commission.
Attracting the right people to work and volunteer with us. A detailed people plan is in place which
includes a range of approaches that support the delivery of the strategic plan and our drive lo become a
preferred employer or volunteering choice within the health and social care market.
Changes in commissioning environment. The Charity is highly reliant upon statutory funding lo deliver
services which is a rapidly changing environment. The Charity has a BLJsiness Development team that
sits within a Project Management Office which reports directly lo the Chief Operating Officer and works
collaboratively across the business functions of the organisalion.
Page 13 of 45

Making Space l Annual Report 2022-23
Trustees, Annual Report
Incorporating the Directors, and Strategic Report
IT Security and cyber threats. The Charity is obliged lo report cyber security breaches that involve
personal information lo the Information Commissioner's Office {ICOI and Charity Commission. In this
reporting year there have been no breaches to report. The Charity has a detailed policy and procedure
that sets out the measures to be taken by all trustees, employees and volunteers in order to protect the
organisalion's information and cornrnunication technology systems, media, infrastructure, data assets
and all other relevant equipment from IT security or cyber Ihreats whether internal, external, deliberate
or accidental.
Governance. The BDard has adopted the principles of the Charity Commission Code of Governance
and has a partnership with a governance consultancy lo ensure robust oversight of the charity. This year
Trustees have been updating our approaches in a number of areas to ensure compliance with the revised
Code and lo deliver beller governance overall. This year we appointed a Chair of Trustees through an
external recruitment campaign and three new TrLSStee appointments were made to compliment and
strengthen the existing skills ar*d experience of the Board.
Ener
and Carbon Re
ortin
Making Space recognises the challenges presented by climate change and the responsibility il has in
reducing the negative impact the charity has on the environment. We are committed lo reducing our
energy and fuel use as well as waste.
Carbon Footprint (Greenhouse gas emissions)
e of emission
Activi
2022-23
tC02e
350
2021-22
IC02e
384
174
Direct Isco
ell
Ener
Indirect
Gas
Electricil
Sco
Intensit
metric
Number ofem
Tonnes of CO2e
ees
1,024
1,079
0.52
Assessment
arameters
Environmental lead
Methodology used
Paul Turne
Chief Finance Officer
UK Government Green House Gas conversion
factors for com
an
re
ortin
We will:
Launch our strategic plan 2024-2027
Implement a new corporate website
Agree an environmental action plan
Strengthen our data collection to improve oversight on service performan
Develop and implement a new Dementia Strategy
Develop and Implemer)l a new Volunteer Strategy
Develop and implement an enhanced quality governance and audit framework
Review OLJr service offer for Learning Disability, Mental Health and Older People
Benchmark Making Space Servi￿ costs against industry standards so as to ensure a value for
money offer lo Commissioners.
Implement a new Board Assurance Framework
Page 14 of 45

Making Space l Annual Reporf 2022-23
Trustees, Annual Report
Incorporating the Directors, and Strategic Report
Administrative Details
Making Space is a charity {Regislered ¢harily number 512907) and a company limited by guar8nlee
(Company Registration number 016420331.
Registered Office.. 46 Allen Street, Warringlon, Cheshire WA2 7JB.
Trustees
Names of all who served as Trustees duiing the reporting period, and up to the dale ol signing..
A Teague
A Broadhursl
E Johnslone
Appointed 25, September 2014 - Resi
oinled 25th Se
lember 2014
Appointed 22 Jur)e 2017, Chair between 2314 June 2022 _ 81h
December 2022
oinled 6111 November 2019
A2poinled 6, November 2019 - Resi
A oinled 6th November 2019
App.oinled 6, November 2019- Resi
A oinled 18 November 2021
oinled 191h November 2021 Resi
Chair - A
-pointed 81h December 2022
ned 2314 June 2022
Thd
N Hormozi
S Hump.hre
M Jenkinson
K Porceddu
ned 10Ma
2022
ned 81h December 2022
W 8onnelin
Thomas
ned 24 Au
LJSI 2022
Co.0
ted Trustees
In accordance with Section 3.9 of the Articles of Association the Trustees may at any lime co-opt any
individual who Is qualified lo be appointed as a Trustee lo fill a vacancy in their number or as an
additional Trustee A Co.opled Trustee holds office only until the next AGM. Names of all who were Co-
opted during the reporting period, and up lo the date of signing. are as follow".
Vuk
on
T Quinlan
V Carvalho
oinled 23rd March 2023
oinled 23" March 2023
oinled 22ThJ June 2023
Chief Officers of Makin
ace
Chief ExecLJtive
Chief Finance Officer
Chief O
eralin
Officer
Chief Peo
le Officer
Com
an
Secretar
R Peacock
P Turne
N Farmer
p orton
P Turne
Solicitors
Hempsons Limited
100 Wood Street
London
EC2V 7AN
Anthony Collins Solicitors LLP
134 Edmund Slreel
Birmingham
B3 2ES
Bankers
Lloyds Bank PIC
Town Hill
Warrington
WA1 2LP
Auditor
Mazars LLP
One Si Peter's Square
Manchester
M2 3DE
Page 15 of 45

Making Space l Annual Report 2022.23
Trustees, Annual Report
Incorporating the Directors. and Strategic Report
Making Space is governed by its Memorandum & Articles of Association. 11 Is an Incorporated tharily
registered with the Ch3rily Commission. There is a maximum of 16 Trustee positions on the Board. Al
the end of the year, 6 posts were filled. Trustees are elected al the Annual General Meeting IAGMI and
hold office for 3 years. subject lo the terms ol Ihe Memorandum & Articles of Association. Trustees can
seek re-election for a fuFlliei lerm of office up lo a maximum of three terms of three years.
The Board has an active desire lo recruit addilional Truslees and appSicalions or nomin81ions lor Trustee
positions are re￿iVed and reviewed by the Board against a skills matrix and role description. In
accordance with the Trustee Recruilmenl Policy and Procedure. Prospective Trustees are Interviewed
lo assess their competency and suilabilily lor a Trustee position before gaining the support ol the Board,
prior lo nomination and approval al Ilie AGM. A romprehensive IndLiclion programme Is Iniplemenled for
each new Trustee. which includes visits lo services. menloriiig from Executive Officers and on-going
support from the Chairman and other Board members.
Daily operational running of the organisalion is delegated lo the Ghief Execulive an(J the Senior
Leadership Team based al Head Office In Warringlon The Head Office houses the Senior Leadership
lunLtions for finance. operations. hiiman resources, and quality. DLiring the year, the Chief Executive
and the Senior Leadership Team presented reports regulaily lo the Board and Hospital Managers
Committee and Quality and Assurance Committee on strategic and operational issues relevant lo the
Board's oversight ol the organisalion.
For the purposes of the Menlal Heallh Act 1983 IMHAI, Making Space is the detaining authority and
therefore "Hospital Managers" for patients who may be detained under a section of the Mental Health
Act, within our Independent Hospitals. The Board ol Tru51ees as Hospilsl Manageis. are responsible
for all the patients detained in the hospitals including In respect of the duties and powers lo discharge
patients. The Tiuslees have the power lo appoint experienced "Associate Hospital Marlagers. lo help
them undertake their Hospital Manager responsibility.
In addition. the Trustees niusl ensure the responsibility and commitment of Making Space as the
Registered Provider lo evidence based care and Irealmeril alld quality of patient experience. All new
and existing Truslees follow Ihe agreed policie8 and proGedures laid out in the Trustee Handbook. These
include policies and procedures for effective induction of new Trustees and a thorough learning and
development programme for all Trustees.
Trustee induction includes an inlroduclion lo The Charity Commission's Charity Governance Code and
the seven pillars of good governance The Charity Commission Code of Governance is adopted by the
charity and Making Space is compliant in all areas. Trustees are introduced lo their legal responsibilities
by working through The Essential Trustee before gelling arn understanding of the seven principles of
leadership, inlegrily, decision-making, risk and control, board effectiveness, diversity, openness, and
accoun12bilily. These principles form the basis of how Making Space is governed and managed. This
was assAssed in the prior period and there has been no change in the ¢iJrrent period. Trusleps musl
complete online mandalofy training.
A review of the pay of Chief Officers was undertaken using information from external data reSoUr￿s.
The Board of TrLislees and the CEO agreed the actual pay placing them within the appropriate range
identified by these exlernal resources.
The only Trustee role which il is possible lo pay under Making Space's governing documents is that of
Chair. The Trustees look the decision in 2014 to start paying fo¥ the role of Chair. This decision was
taken following legal advice and receiving Charity Conimission approval A remuneration rale of
£10,000 per year was agreed following a benchmarking exercise with payments made lo the Chairs ol
similar charities. The Chairs chose lo receive payment in the year lo 3151 fvlarch 2023, the amount lolalled
£7,722.
Pa8e 16 0145

Making Space l Annual Report 2022.23
Trustees, Annual Report
Incorporating the Director5, and Strategic Rèport
lo
eeEn
ement
We continued lo maintain pay levels in line with the Real Living Wage. In April 2023 we made betwean
a 5 % and 11.20/0 pay award lifting our lowest levels of pay from £9.90 10 £10 90 an hour. We also
maintained the pay differentials between other operational posts in line with our pay and reward strategy.
We held our first Annual Colleague Awards. With more than 250 nominations we held the ceremony in
Manchester in September 2022 which was allended by nearly 150 colleagues. A number ofjudges from
external partners, Iruslees and others helped judge the awards which was hugely successful.
We have continued with our monthly Living our Values Awards. We made 12 awards in the last year and
we continue lo develop the awards, now opening up nominations lo teams as well as individuals
Improving the way we communicate with our colleagues has continued to evolve and over the course of
the year we have been working on the launch of a new Inlranel 'Our Space,. Bringing together policies
and procedures, news stories, polls and a recognition hub, Our Space was launched in January 2023.
We have also continued lo provide colleague communications through a quarterly video update from our
CEO.
To help colleagues in the role with providing access lo clear and Concise policies afjd procedures we
have reviewed and launched a new sèt of People-based policies
To recognise the achievemenls of our colleagues we have again 12ken part in a number of external
awards in the last year. We were delighted lo have won several regional events al the Great British Care
Awards along with winners at the Social Care Leadership Awards, WAG awards and Housing with Care
Awards.
We have become accredited with Cares for Employers and are presently working through an action plan
lo beller understand how we can support carers al work as well as build upon existing policies in place.
Positive about Disabili
We are a Disability Confident Employer Level 1, this means that Making Space is taking action to ensure
that people with disabilities and long term health conditions feel supported, engaged and able lo fulfil
their potential in the workplace.
These steps include offering interviews to all candidates who meet the minimum criteria for the role and
being flexible with our recruitment processes. For example, allowing CV applications ralh&r than only
application forms where that's a supportive slep and supporting flexible working pallerns where possible.
It also means that we lake active steps lo make adjuslmenls in the workplace lo support colleagues with
disabilities. We also provide Equality & Diversity training including Dementia. learning disabilities and
Mental Health awareness lo our workforce.
Quali
indemni
rovisions
The charitable company has pul in place qualifyir¢g third party indemnity insurance provisions for all of
the Trustees of Making Space.
Related Partles and Co-
roduction with other Or
anisations
Footsteps 2000 Ltd which is a carers service 8peci8lising in supported the families of those impacted by
addiction became a subsidiary of Making Space on 1 $1 April 2021.
Making Space continues lo be an active member of the National Association of Mental Health Providers,
which aims lo bring consistency and professionalism across the voluntary mental heallh sector.
Making Space remains committed lo working in partnership with similar charitable organisalions housing
associations. local aulhorilies, commissioners, universities and government bodies elc. lo deliver Ihe
Page 17 ol 45

Making Space | Annual Report 2022.23
Trustees, Annual Report
Incorporating the Directors, and Strategic Report
Ofganisalional objectives and the services required by commissioning bodies.
Cash held on trust
The charity holds money, which is not material, on behalf of service users both in cash and in Making
Space bank account. Making Space has no control over this and il is therefore excluded from the
accounts. The value held ainounls lo £56,98912022'. £56.8491.
Statement of Compliance with Section 17211) Companies Act 2006
The board ol Trustees of Making Space consider that both Iiidividually and together for the year ended
31 sl March 2023 they have acted in the way they consider, in good faith, would be the most likely lo
promole the success ol the Company loi the benefit of ils members as a whole and having regard lo
the mallers sel out in s.172111 lal lo lfj as below..
The likely consequences of any decision In the loiig leim..
The Interests of the Charity's employees..
The need lo losler the Charity's business relationships with suppliers, custoniers and others",
The impact ol the Charity's operations on Ihp coniinunily and the environment.,
The desirability of the Charity maintaining a reputation for high slandaids ol business conduct.,
and
The need lo act fairly between nieinbers ol the Charity.
bl The likely consequences of any decision in the long term..
The Iruslees acknowledge that all the decisions they lake should have regard lo the long term interests
of the Company and ils stakeholders. The Impact of any decision is discussed and one of the laclors
weighted in that discussion is Its lasting implications.
cl The interests ol the Charity's employees..
The Iruslees affirm that the Charity cannot ILinclion wilhoul the goodwill. hard work and dedication ol
Ils employees. They know that the key lo maintaining this relationship lies in ensuring that the
employee's inlefesls align with those of the Charity The Charity regularly seeks the views of Ils staff.
Regular updates on company news and performance is shared with all eniployees.
The Charity also carries out frequent benchmaiking exercises where il measures itself against other
mployers lo ensure (hal il continues lo be seen as an employer of choice by prospective candidates.
These assignments examine the salariès and oll?er benelils offered by competitors in the same or
similai employrnenl markets. Making Space Is commirted lo al least paying the real living wage.
dl The need lo foster the Charity's business relationships with suppliers. customers and olhers"
The trustees recognise that one of their core respon5ibililies is lo encourage the development of ils
connections with suppliers and customers Employees are expected lo maintain good relationships kvilh
its partners outside the organi5alion and that Iliis is crucial lo the success ol the Company. Managers
are expected lo foster positive working relationships with NHS and Local Aulhorily commissioners.
Users of our services are regularly asked lor feedback on the quality ol the setvices we deliver. A
service usei led Making Change GroLlP undertakes quality audits and leeds into service development
and improvement.
el The irnpacl of the Company's operations on the oommunity and the environment..
The Iruslees know that the Making Space services need lo contribute positively lo the communities in
which they operate. Both Making Space service users and employees are encoLtraged lo volunteer for
good causes in their localities.
The Charity also ensures that il complies with best practice where possible lo minimise ils environmental
Page 18 0145

Mak¥ig Space | Annual Report 2022-23
Trustees, Annual Report
Incorporating the Directors, and Strategic Report
affect in all arenas.
O The desirability of the Charity maintaining a reputation for high standards of business conduct
The Irusl8es of the Charity recognise their important duly lo ensure that the Charity complies with the
laws and regulations. The directors understand that repulalional damage Is a major risk lo the Charity
and strive lo ensure that the policies and practices lo avoid and miligale this risk are of the highest
standard.
Thè Charity also lakes very serioL¢sly the need lo pay ils suppliers on lirne as a rneans of maintaining its
standing in the sector.
gl The need lo act fairly between members of the Charity..
The Iruslee8 know Ihal the Charity needs lo pay regard lo the inte￿$tS of its members equally. 11 also
recognises that there will be occ3sions when the interests of members are in conflict and that any
conlesl should be resolved in a way that balances those competing inleresls. Member views are sought
if such a situation arises, and any decision taken is documented and explained in an open and
accountable way so that all the members can see what actions were taken lo reach a selllemenl.
Statement a5 to disclosure of informatlon to audi
ors
In $0 far as the Trustees are aware al the lime of approving our Trustees, Annual Report..
There is no relevant inlorrnalion, being information needed by the auditor in connection with
preparing their report, of which the Making Space's auditor is unaware," and
The Trustees, having made enquiries of fellow directors and the charity's auditor that they ought
lo have individually taken, have each taken all steps that hel she is obliged lo lake as a director
in order lo make Iheniselves aware of any relevant audit information and lo establish that the
auditor is aware of that information.
This Annual Report is signed by the Chair on behalf of Ihe Board of Trustees. The Trustees also approve
the Strategic Report, which is contained within this report, in their capacity as company directors.
By order of the Board of Trustees
Professor Mike Thomas
Chair of Trustees
Dale".
7" DÉCL￿1￿1 1023
Page 19 of 45

Making Spate | Annual Reporf 2022-23
Trustees, Responsibilities
The Trustees (who are also directors of Making Space for Ihe purposes of company lawl are responsible
for preparing the Trustees, Aiinual repori. which Includes the strategic report and the finan¢ial slalenienls
in accordance with applicable law and regulations.
Company law requires the Trustees lo prepare financ131 statements lor each financial year in
accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting
Stand2rds 2nd applicable lawl. Under company law the fruslees musl not approve the financial
statements unless they are satisfied that they give a true and f31r view of the slate of affairs ol the Charity
and of the incoming resources and application of resources, including the income and expendilurÈ. of
the charity for that period.
In preparing these financial slalemenls, the Trustees are required lo..
Select suitable accounting policies and then apply them consislenlly.,
Make judgements and accounting eslimales Ihal are reasollable and prudent.,
Slate whether applicable UK Accounting Standards have been followed, subject lo any malerial
departures disclosed and explained in the financial slalements..
Prepaie the financial slalemenls on Ilie going concern basis unless il Is inappropriate lo
presume that the charity will continue in business
The Trustee5 are responsible for keeping adequate accounting records that are sufficient lo show and
explain the charity's Iransa¢lions and disclosè with reasonable accuracy al any lime the fir)ancial
position ol the charity and enable them lo ensure that the financial slalemenls comply with the
Companies Act 20n6 They are a150 responsible for safeguarding Ilie assets ol Ihe charily arid hence
for taking reasonable steps lor the prevention and dele¢lion ol fraLJd and other irregulaiilies.
Financial statements are published on the charity's website in accordance with legislation in the Uniled
Kingdom governing the preparation and dissemination of financial slalemenls, which may vary from
legislation in olhei jurisdictions. The maintenance and inlegrily of the charity's website Is the
responsibility of the Trustees. The Trustees, responsibility also extends lo the ongoing Integrity of the
fir)ancial slalemenls contained Ihei"ein.
Approved on behalf of the Board of Trustees
Professor Mike Thomas
Chair of Trustees
Page 200145

Making Space l Annual Fleport 2022.23
Independent Auditor's Report
to the Members of Making Space
Opinion
We have audited the linan¢ial slalemenls of Making SpaTr {Ihe 'charily'} for the year ended 31 March 2023
which comprise the Slalemenl of Financial Aclivilies, Balance Sheet, Cash Flow Slalemenl and notes lo the
financial stalemenls, 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 SiarTrdards, including FRS 102 "The Financial Reporting Standard applicable in the UK
and Republic of Ireland {Uniled Kingdom Generally Accepted Accounting Praclicel.
In our opinion. the financial slalemenls..
give a true and lair view of the slate of the charity's affairs as al 31 March 2023 and of ils income and
expenditure for the year then ended.,
have been properly prepared in accordance with Uniled Kingdom Generally Accepted Accounting
Practice., and
have been prepa￿d in accordance with the requirements ol the Companie$ Act 2006.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and
applicable law. Our responsibilities under those slandaids are further described in the "Auditor's
responsibilities for the aLidit of the financial slalemenls. section of our report. We are independent of Ilie
company in accordance with the ethical requirements that are relevant lo our audit of the financial 5131emenls
in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in
accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and
appropriate lo provide a basis lor our opinion.
Conclusions relating to going concern
In auditing the financial slalemenls, we have concluded that the directors, use of the going concern basis Df
accounting in the preparation of the financial slalemenls is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating lo ev8nls
or conditions that, individually or collectively, may cast significant doubl on the company's ability to continue
as a going concern for a period of al least twelve months from when the financial slalemenls are aulhorised
for issue.
Our responsibilities and the responsibilities of the directors with respect lo going concern are described in the
relevant sections of this report.
Other informalion
The other information comprises the information ir)cluded in the annual reporl, other than the financial
slalemenls and our auditor's report Ihereon The trustees are responsible foi the other information contained
within the annual report. Our opinion on the financial slalemenls does not Cover the other information and.
except lo the exlenl otherwise explicitly slated in our report, we do not express any form of assurance
conclusion Ihereor),
Our responsibility is lo read the other infornialion 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 lo be materially misstated. If we identify such material Inconsistencies or apparent material
misslalemenls, we are required lo determine whether this gives rise lo a material misslalemenl in the financial
statements themselves. If, based on the work we have performed. we conclude that there is a material
misslalemenl of this other information, we are required lo report that fact.
Page 21 of 45

Making spa￿ | Anllual Repod 202?-23
Independent Auditor's Report
to the Members of Making Space
We have nothing lo report In this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion. based on the work undertaken in the Course of the audit..
the information given in the Trustees, Report which includes the Strategic Report and the Direclois,
Report for the financial year for which the financial slalements are prepared is consislenl with the
financial slalements", and
the Strategic Report and the Directors, Report included within the Trustee's Report have been
prepared in accordance with applicable legal requirements
Matters on which we are required to report by exceptlon
In light of the knowledge and understanding ol the company and Ils envifonmenl obtained in the course of
the audit, we have not identified material misslalemenls irTr the strategic report or the directors, report.
We have nothing lo report in respect of the following maller8 in relation lo which the Companies Acl 2006
requires us lo report lo you if, in our opinion..
adequate accounting records have not been kept, or returns adequate for our audit have not been
received Iroin branches r)ol visited by us., or
the fin2ncial slalemenls are not in agreenienl with the accounting records and returns., or
certain discloslires ol directors. remuneration specified by law are not made., 01
we hÉve not receivèd all the information and explanations we require for our audit
Responsibilities of Directors
As explained more lully in the direclor8' responsibilities slalemenl sel OLII on pag& 20, the directors are
responsible for the preparalioii ol the financial slalemonls and lor being satisfied that they give a true and lair
view, and foi such internal control as the directors determine is necessary lo enable the preparation of
financial slalemenls that are free from material misslalemenl, whether due lo fraud 01 error.
In preparing the financial slalemenls, the directors are responsible lor assessing the company s ability lo
continue as a going concern. disclosing, as applicable. matters related to going concern and using the going
concern basis of accounting unless the directors either Intend lo liquidate the company or lo cease operations.
or have no realistic allernalive bul lo do so.
Auditor's responsibilities for the audit of the financial statements
Ouf objectives are lo obtain reasonable assurance about whether the financial slalemenls as a whole are
free froiii Inalerial misslalemenl, whether due to fraud or error, and lo issue an auditor's report that includes
our opinion. Reasonable assurance is a high level of assLJrance bul is not a guarantee that an audit conducted
in accordance with ISAS IUKI will always delecl a material misslalefnenl when il exists. Misslalemenls can
arise from fraud or error and arA Tronsidered material If. indiijiduallii or in the aggregate, they pould reasonabli
be expected lo influence the economic decisions of users taken on the basis of the financial slalemeiils
The exlenl lo which our procedures are capable of delecling irregularities, including fraud is detailed below.
Irregularities, including fraud, are iiislances of non-compliance with laws and regulation5. We design
procedures in line with our responsibilities, outlined above, lo delecl material misslalemenls in respect of
irregulaiilies, including fraud.
Page 22 0145

Making Spa* | Annual Report 2022-23
Independent Auditor's Report
to the Members of Making Space
Based on our understanding of the charity and ils activities, we ￿dentifIed that the principal risks of non-
compliance with laws and regulations related lo the Charities Act 2011, employment regulation and health
and safety regulation, anli-bribery, corruption and fraud, money laundering and we considered the exlenl lo
which non-compliance might have a material effect on the financial slalemenls. We also considered those
laws and regulations that have a direct impact on the preparation of the financial slalemenls, such as the
Companies Act 2006.
We evaluated the IrLJslees' and management's incentives and opportunities for fraudulent manipulation of the
financial slatemenls lincluding the risk Df override of controls) and determined that the principal risks were
related lo posting manual journal entries lo manipulate financial performance, managemenl bias through
judgements and assumptions in significant accounting eslimales, in particular in re131ion lo revenue
recognition (which we pinpointed lo the cut-off assertion), the classification of iricome and expenditure. fixed
asset depreciation and significant one-off or unusual Iransaclions.
To help u5 identify instances of non-compliance with these laws and regulations, and in identifying and
assessing the risks of material misslalemenl in respect lo non-compliance, our procedures included, bul were
not limited to..
Inquiring of managemenl and, where appropriate, those charged with governance, as lo whether the
company is in compliance with laws and regulations, and discussing their policies and procedures
regarding compliancè with laws and regulations,
Inspecting correspondence, if any, with relevant licensing or regulatory authorities.,
Communicating idenlified laws and regulations lo the engagement team and remaining alert lo any
indications of non-cotnpliance throughout our audit., and
Considering the risk of acts by the company which were contrary lo applicable laws and regulations,
including fraud.
We also considered those laws and regulations that have a direct effect on the preparation of the financial
slalemenls, such as lax legislation, pension legislation. the Companies Act 2006 and the Charities Act 2011.
In addition. we evaluated the Iruslees, and management's incentives and opportunities lor Iraudulenl
manipulation of the financial slalemenls, including the risk of management override of controls, and
determined that the principal risks related lo posting maniial journal entries lo manipulate financial
performance, management bias through judgements and assumptions in significant accounling estimates.
3nd significant one-off or unusual Iransaclions.
Our audit procedures in relation lo fraud included but were not limited lo.,
Making enquiries of the directors and management on whether they had knowledge of any actual,
suspected or alleged fraud..
Gaining an understanding of the inleinal controls established lo mitigate risks related lo fraud",
Discussing amongst the engagement team the risks of fraud., and
Addressing the risks of fraud through management override of controls by performing journal entry
lesling.
There are inherent limilalions in the audit procedures described above and the primary responsibility for the
prevention and detection of irregularities inoluding fraud rests with management. As with any audit, there
remained a risk of non-deleclion of irregularities, as these may involve collusion, forgery. inlenlion81
omissions, misrepresenlalions or the override of internal controls.
A further description of our responsibililies for the audit of the financial statements is located on the Financial
Reporting Council's website al www.Irc.org.uklaudilorsresponsibililies This description forms part of our
auditor's report.
Page 23 of 45

- ~~�
� 

�
�����~~ 

- �!"#$ %
% 



Moking Space l Annual Report 2022-23
Statement of Financial Activities
Iln¢orporating the sumrnary income and expenditure account)
Year ended 31 March 2023
Note
Restated
Unrestricted Restricted Total funds Total funds
funds
funds
2023
2022
INCOME AND ENDOWMENTS
FROM:
Oonalions and legacies
Charitable activities
Other trading activities
Investments
Other
TOTAL INCOME AND
ENDOWMENTS
218,873
30,407,314
7,620
130,231
165,433
30,929,471
218,873
89,287
45.900 30,453,214 31,196,729
7.620
8,040
130,231
47,180
165433
23,985
45,900 30,975,371 31.385,221
RESOURCES EXPENDED
Charitable activities
7,8,10
32,248,829
93,148 32,341,977 32,237,959
TOTAL EXPENDITURE
32,248,829
93.148 32,341,977 32,237.959
EXPENDITURE BEFORE
GAINSIILOSSESI
{1,319.358}
(47,2481 11,366,6071
1872,7371
Actuarial gains on defined benefit
pension schemes
163,000
24
NET MOVEMENT IN FUNDS
1,319358
47,248
1,366,607
709 737
RECONCILIATION OF FUNDS:
TOTAL FUNDS BROUGHT
FORWARD
17,138,539
784.808 17,923,348 18,633,085
TOTAL FUNDS CARRIED
FORWARD
20
15,819,181
737,560 16,556,741
17,923,348
All the above results derive from continuing operations. All gains and losses recognised in the year a
Included above
Page 25 0145

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Makino Space | Annual Report 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
Year Ended 31 March 2023
2023
2022
Cash flows from operating activities:
Net cash provided lused inllby operating activlties
Cash flows from investing activities:
Dividends, interest and rents from investments
Proceeds from the sale ol properly, plant and equipment
Purchase of properly, plant and equipment
Proceeds from sale ol investments
Purchase of investments
Nel cash provided used in investing activities
(2,439,188)
85,122
130,231
635,738
(663,297)
943.812
47,180
1,000
1734,839}
1902,5971
(1,392,703) {1.504.1341
Cash flows from financing activities..
Repayment of borrowing
Cash inflows from new borrowing
Receipt of endowment
Net cash provided by financing activities
Change in cash and cash equlvalents in the reporting period
Cash and cash equivalents at the beginning of the reporting period
Cash and cash equivalents at the end of the reportlng period
{1,392.7031 11,504,134)
3,212,074
4,716,208
1,819,371
3,212,074
Reconciliation of net expenditure to net cash flow from opgrating activities
2023
2022
Net expenditure for the reporting period las per the statement of tinancial
activities)
Adjustments for:
Depreciation charges
Oividends, interest and rents froffl investments
Profil on sale of fixed assets
Decre8se in stocks
Ilncreaselldecre2se in debtors
Increaselldecreasel in creditors
Decrease in pension liability
Net cash provided lused inllby operating activities
{1.366,6071
1709,737)
279,091
(130,231)
(140,7721
299,708
(47,180)
461
329,577 (1,128,567)
11,410,245)
1.833,437
163,000
2,439,188
Analysis of cash and cash equivalents
2023
2022
Cash in hand
Total cash and cash equivalents
1,819,371
1,819,371
3,212,074
3 212,074
Page 27 of 45

Making Space l Annv81 Repori 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
1. Accounting Policies
Company status
Making Space is a private company, limited by guarantee, and a charity, registered ancl incorporated in
England & Wales, under the Companies Act and Charity Act. The Trustee Report includes the address
of the registered office and the principle activities of the charity.
Basis of Preparation
The accounts have been prepared in accordance with Accounting and Reporting by Charities.. Statement
of Recommended Practice applicable lo charities preparing their accounts in accordance with the
Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS1021 leffeclive 1 Januaiy
2019} - (Charities SORP 2019 IFRS1021 the Financial Reporting Standard applicable in the UK and
Republic of Ireland {FRS1021 and the Companies Act 2006.
The particular policies adopted by the Trustees are described below and have been applied consistently
throughout the current and preceding year.
Making Space meets the definition of a public benefit entity under FRS 102. Assets and liabilities are
ir)itially recognised al historical cost or transaction value unless otherwise slated in the relevanl
accounting policy notelsl.
Preparation of accounts on a going concern basis
The charity's forecasts and projections show that the charity should be able to operate within its current
working capital resources. The Charity has considerable financial resources and the Trustees believe it
is well placed to manage its business risks successfully despite the current uncertain economic outlook.
After making enquiries and after having reviewed the Charity's forecasts and projections, taking into
account reasonably possible changes in trading performance, the Trustees have reasonable expectation
that the Charity has adequate resources to continue in operational existence for the foreseeable future.
Thus. the Trustees have adopted the going concern basis of accounting in preparation of the financial
statements.
Judgements in applying accounting policies and key sources of estimation of uncertainty
In preparing these fiTran¢ial slalemenls, the directors have made judgements where appropriate, The
judgement subject to the greatest uncertainty is the provision for bad debt. All debts older than five
months as ai 31 March 2023 are Irealed as doubtful debts
Other key sources of estimation uncertainly include..
Depreciation of tangible fixed assets and impairment - Tangible fixed assets are depreciated over their
useful lives taking into account residual lives, where appropriate. The actual lives of the assets and
residual lives are assessed annually and may vary depending upon a number of factors. In assessing
asset factors such as technological innovation, product life cycles and maintenance programmes are
taken into account In considering whether indications of impairment exist, factors taken into
onsideralion include the economic viability and expected future asset.
Incoming resources
All income is recognised in the slalement of financial activities when the conditions for receipt have been
mel and there is reasonable assurance of receipt. The following accounting policies are applied lo
income..
Page 28 of 45

Making Spa£x | Annual Reptsrt 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
Grants. rents and service oharges receivable
Grants receivable and rents receivable are accounted lor on an accruals basis.
Donations
Donations and all other receipts from fundraising are reported gross and the related lundraising costs
are reported in other expenditure Cash collections which the charity is enlilled bul which il has not
received by the year end are included in incoming resources in the slalemenl of financial activities and
shown in the balance sheet.
Invastmenl income
Investment income is accounted for when receivable.
Cash al bank and cash in hand includes cash in the current bank a¢counl.
Investments consist of cash held on deposit for periods of twelve monlhs.
As a maller of policy the Trustees review annually the investment strategies of Making Space. The
Trustees have endorsed a conlinualion of the risk averse policy to invest in cash with a number of credit
referenced UK registered banks.
Legacies
Legacies and donations are accounted lor when conditions for their receipt have been mel. The Charity
regards a legacy as receivable when il becomes reasonably certain that the legacy will be received and
the value of the incoming resources can be measured with sufficient reliability.
Resources expended
Resources expended are recognised in the period in which they are incurred and are gross of
irrecoverable VAT. The Charity's operating costs in¢lude staff costs, premises costs and other related
Costs. Such costs are allocated between ch2rilable activities and governance costs. Staff costs are
allocated according lo the costs of staff working directly in the relevant aclivily. INhen costs are not
directly allribulable lo any aclivily. they have been apportioned according lo the total of all other costs
relating lo each activily.
Costs of generaliiig funds
Costs of generating funds include all expenditure directly related lo the objects of the Charity and
comprises..
Charitable activities
This comprises the costs associated with providing supported housing, residential hornes, independent
hospitals, carer support, crisis houses, psychological therapies and social inclusion seNices.
Gov&r178nce costs
Governance costs represents expenditure incurred in the management of the Charity's assets,
organisalional adminislralion and compliance with conslilulional and slalutory requir8menls.
Page 29 of 45

Making Space l Annual Rtport 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
Fund accounting
The Charity maintains various types of funds as follows..
Restrictèd funds
Restricted funds represent grants, donations and legacies received which are alSocaled by the donor for
specific purposes. Any costs of rai8ing 01 administering such funds are charged against specilic funds.
Cash held on trust
The charity holds money on behalf of seivice users both in cash and in Making Space bank account.
Making Space has no control over this and Il Is therefore excluded from the a¢¢oLsnls
Unrestricted funds
Gei)ercJl iinrestricted funds
General unreslricled fLinds represent funds which are expendable al the discretion ol Trustees In
furtherance of the objects ol the Charity. Such funds may be held In order lo finance both working capital
and capital inveslmenl.
Desigi?aled luiids
Designated funds ¢oniprise unreslricled funds which have been PLIt aside al the discretion ol the
Trustees
Tangible Fixed Assets
Fixed assets Iwilh the exception ol freehold landl are slated al cost less depreGialion.
Repairs and rnaintenance are charged lo the SOFA during the period in which they are incurred.
Depre¢i21ion is provided on the following tangible fixed assets al rates calculated lo write off the cost on
a slraighl line basis over their expected useful economic lives as follows..
Leasehold buildings
Land
Freehold buildings
Fixtures and equipment
Motor vehicles
Computers
40/0 per annum or the term of the lease if less than 25 years
Not depreciated
2Q/o per annum
20Yo per annum
250/0 per annLim
200/0 per annum
Pension costs
Pension schemes operated by the Charity are as follows,.
al Defined benefit scheme
Aaking Space has employees in three defined benefit schemes.
The expected cosl ol providillg pensions in this scheme, as calculated periodically by professionally
qualified actuaries. Is charged lo the SOFA so as lo spread the cost over the service lives ol employees
iii the scheme, In such a way that the pension cost Is a subslanlially level percentage of current and
expected future pensionable payroll.
Page 30 0145

Making Space l Atinual Report 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
bl Making Space contributes lo four group personal pension schemes.
Contributions are charged to the SOFA account when payable.
Termination Policy
Termination benefits are provided for when the chaiily offers voluntary redL*ndancy before normal
relirernenl dale or when the charity decides lo lerminale employment. Termination benefits in
accordance with FRS 102, Employee Benefits. are recognized as a liability and an expense when the
entity can no longer withdraw the offer of those benefits.
Taxation
The company is a registered Charity and has no liability lo corporation lax on ils charitable aclivilies.
Stocks
Stocks are no longer valued due to the low value of stocks held.
Leases
Where assets are financed by leasing agreements that give rights approximating lo ownership Ifinan
leases), the assets are Irealed as if they had been purchased oulrighl. The amount capilalised is the
present value of the minimum lease payments payable over the term of the lease. The corresponding
leasing commitments are shown as amounts payable lo the lessor. Depreciation on the relevant assels
is charged lo profil or loss over the shorter of eslimalèd useful economic life and the term of the lease.
Lease payments are analysed between capital and interest componenls so that the interest element of
the payment is Charged lo profil or loss over the term of the lease and is calculated so that il represents
a constant proportion of the balance of capital repayments oulslanding.
The capital part reduces the amounts payable lo the lessor.
All other leases are Irealed as operating leases. Theii annual renlals are charged lo profil or loss on a
slraighl-line basis over the term of the lease.
Reverse premiums and similar incentives received lo enter into operating lease agreements are released
lo profil or loss over the term of the lease.
Impairment of fixèd assets
Fixed assets are assessed al each reporting dale lo determine whether there is any indication that the
assets are impaired. Where there is any indication that an asset may be impaired, the carrying value of
the asset (or cash-generaling unil lo which the asset has been allocaledl is lesled for impairment.
An impairment loss is recognised for the amount by which the asset's carrying amount exceeds ils
recoverable amount. The recoverable amount Is the higher of an asset's lor CGU'S) fair value less costs
lo sell and value in use. For the purposes of assessing impairment, assets are grouped al the lowest
levels which there are separately identifiable cash flows ICGUSI. Fixed assets that have been previoLisIy
impaired are reviewed al each reporting dale lo assess whelhef there is any indication that the
impairment losses recognised in prior periods may no longer exist or may have decreased.
Government grants
Government grants represent the assistance by government in the form of a transfer of resources lo a
charity in return lor past or future compliance with specified conditions relating lo the operating activities
of the charity lor ils SLJbsidiaryl. Government refeFS lo government, governmgnt agencies and similar
Page 310145

Making spa￿ | Annual Repotl 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
bodies whether local, national or international.
Financial instrumenls
Debtors and creditors
Debtors and eredilors receivable or payable in one year are recorded at transaction price.
Cash and Cash eq(iivalenls
Cash and cash equivalents in the balance sheet con51sI ol cash al the bank and notice accounts with
original malurily ol three months or less.
Allocation of support Costs
Support costs are alSocated based on contract size.
Interest receivable
Interest Is recognised using the effective Interest method.
2. INCOME FROM CHARITABLE ACTIVITIES
Restated
Restricted
funds
2022
Restated
Total
Unrestricted
funds
2023
Restricted
funds
2023
Total
Unrestricted
funds
2022
2023
2022
Resident121
care homes
and
Independent
hos
So¢i8
9,140,438
9,14(1.438
10,684,707
9.430,630
907.946
907.946
1.459,6S2
1.554,092
servi¢es
Improve
access lo
psychological
Iheia
ies
Carer
support
services
Gluding
¢8rer breaks
Community
Based
Demenlia
SupEort
Supported
housin
Exlia Care
Total
445.839
445,839
462,890
350.505
1.310.866
45,gOQ
1,356.766
1,040.269
45,000
504.543
694,314
694.314
511,948
780.860
13,285,470
13,285.470
12,668.416
10,972,412
4,622 441
30,407.314
4.622.441
30,453,214
4,323,846
31,151.729
3.528,161
J1,196,729
45,900
45,000
Page 32 of 45

Making Space | Annual Report 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
3. INCOME FROM OTHER TRADING ACTIVITIES
2023
2022
Rental income
7,620
7,620
8,040
8,040
4. INCOME FROM INVESTMENTS
2023
2022
Interest received
130,231
130.231
47.180
47,180
6. OTHER INCOMING RESOURCES
2023
2022
Gain on disposal of tangible fixed asset
Sales of Goods
Management fees
Miscellaneous income
140,772
4,681
5,170
19,980
165,433
18,815
23,985
6. GOVERNMENT GRANTS
Income from government grants comprises perforniance related grants made by local authorities lo
fund the activities outlined in Note 22
Page 33 of 45

Making Spa* l Annual Report 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
7. ANALYSIS OF EXPENDITURE ON CHARITABLE ACTIVITIES
Direct Grant funding
costs
of activities
Support Governance
costs
Costs
Total 2023
Head office
Governance
Residential homes and
Independent hospitals
Social In¢lLisionlDay
Services
Improve access lo
psychological therapies
Carer sUPPOrt services
Including c2rei breaks
CommLinily Based
Dementia Support
Supported housing
Extra Care
Total
4,095,153
4,095,153
165,857
165,857
9,058,321
9,058.321
789,502
789,502
403,038
403,038
1,236,170
1,236.170
513,461
11.374,499
4,705,976
28,080,967
513.461
11,374,499
4 705,976
165,857 32, 341 977
4,095 153
Unreslrioled
Reslricled
Total
27,987,819
93,148
28,080,967
4,095,153
165,857 32,248.829
93,148
165,857 32, 341,977
4,095,153
Direct Grant funding
costs
of activities
Support Governance
costs
costs
Total 2022
Head office
Governance
Residential homes and
independent hospitals
Social InclusionlDay
Services
Improve access lo
psychological therapies
Carer support services
including carer breaks
Community Based
Dementia Support
Supported housir)g
Extra Care
Total
3,546,627
3,546.627
73,735
73,735
11.238.755
11,238,755
1.214.014
1,214,014
423,478
423.478
973,871
973,871
460,104
10,250,901
4.056,473
28,617,596
460,104
10.250,901
4.056,473
32,237.959
3,546,627
73,735
UnTeslricled
Resliicted
28,522,641
94,955
28,617,596
3,548,627
73.735
32,143,003
94,955
32,237,959
Total
3,546,627
73,735
PaEe34 0145

Making Sp3cÈ l Annual Report 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
8. SUMMARY ANALYSIS OF EXPENDITURE AND RELATED INCOME FOR CHARITABLE
ACTIVITIES
Restated
Net cost
funded from
other
income
2022
Net cost
funded from
other
income
2023
Restated
Income
2022
Income
2023
Costs
2023
Costs
2022
Head office
Governance
Residential
homes and
independent
hospitals
Social
InclusionlDay
SeNices
Improve access
lo psychological
therapies
Carer support
services including
arer breaks
Community
8ased Dementia
Support
Supported
housing
Extra Care
Furlough Scheme
4,095,153
165,857
14,095,153)
1165,8571
3,546,627
73,735
13,546,627)
173.7351
9.140,438 9,058,321
82,117 10,684,707 11,238,755
1554.0481
907.946
789,502
118,444 1.459,652 1,214,014
245,638
445,839
403.038
42,801
462.890
423,478
39,412
1,356,766 1,236,170
120,596 1,085.269
973,871
111,399
694,314
513,461
180,852
511,948
460,104
51.845
13,285,470 11,374,499
4,622,441
4,705,976
1,910,971 12,668,416 10.250.901
183,535) 4,323,846 4,056,473
2,417,515
287,373
30.453,214 32,341.977
1,888,763
31, 196,729 32.237,959
1,041,230
Page 35 0145

Making Sp3ce l AniTrual Report 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
9. ANALYSIS OF SUPPORT AND GOVERNANCE COSTS
Support Governance
costs
costs
2023
2023
Total Support
costs
costs
2023
2022
Governance
costs
2022
Total
costs
2022
Chief
Executive
Business
Services
314,289
314,289
171,601
171,601
185,850
185.850
255,206
255,206
Finance
565,461
565,461
392,865
392,865
Development
285.950
285,950
271.634
271,634
483.551
483,551
474.584
474.584
HLiman
resources
597,438
597.438
593,244
593,244
Marketing
Quality
assurance
Central
management
Membership,
Voluntary
2nd User
InclLAsion
245,004
245,004
213.618
213,618
370,530
370,530
380,748
380,748
391,502
391,502
203,956
203.956
104,641
104,641
88,212
88,212
Other
550,937
550,937
500,959
500,959
39.070
Audit lees
43,550
43,550
39.070
Trustee
costs
Trustee
indemnity
insurance
121,307
121,307
33,686
33,666
1,000
1,000
1,000
1,ODO
4,095,153
165,857
4,261.010
3,546.627
73,735
3,620,362
Page 36 0145

Making Space | Annual Report 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
10. ANALYSIS OF TOTAL RESOURCES EXPENDED
Amortisation &
Depreciation
2023
Staff costs
2023
other
2023
Total
2023
Charitable expenditure
Direct charitable expenditure
Governance costs
Total resources expended
23,079,070
7,820
23,086,890
8.817.959
158,037
8,975,996
279,091 32,176,120
165,857
279,091 32,341,977
Amortisation &
Depreciation
Staff Costs
2022
Other
2022
Total
2022
2022
Charitable expenditure
Direct charitable expenditure
Governance costs
Total resources expended
23,553,012
1,020
23,554,032
8,311,504
72,715
8,384,219
299,708 32,164,224
73,735
299,708 32,237,959
11, NET INCOMINGI{OUTGOING) RESOURCES
2023
2022
Net incominglloutgoingl resources for the year are stated after
chargingl(crediling).
Rentals under operating leases
Depreciation of tangible fixed assets - owned
ISurplus)Ideficit on disposal of fixed assets
Auditor's remuneraliDn for the audit of the Charity's annual
accounts
177,018
279,091
(140,772)
261,029
299,708
43.550
39.070
12. INFORMATION REGARDING EMPLOYEES AND TRUSTEES
The average monthly number of employees during the year was
made up as follows..
Actual employees
2023
2022
No
28
50
1,001
1.079
Management
Administration
Operational
29
34
981
1,024
Page 37 of 45

Making spa￿ | Annual Repoil 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
Number of employees whose emolumenls amounted lo over £60,000 in the year were as follows..
2023
2022
No.
£80,000 to £90,000
£90,000 to £100,000
£110,000 10 £120,000
£120,000 to £130,000
£130,000 to £140,000
Retirement benefits are accruing under a defined contribution scheme for these six employees (2022
four). Total contributions paid in the year for the six employees was £108,760 {2022 - £73,182).
PENSION COSTS
The charity operates a defined contribution scheme. The assets of the scheme are held separately from
those of the company in an independently adrninislered fund. There are also defined benefit pension
schemes which are disclosed in Note 24.
TERMINATION AND REDUNDANCY COSTS
£205,794 has been paid in redundancy and termination costs due to a reslructure of both our operations
and senior leadership team.
TRUSTEE EXPENSES
Professional indemnity insurance has been taken out on behalf of Trustees at a cost of £1,00012022-
£1,000)
The secretarial and administrative cost to the Board of Trustees was £113,585 (2022-£33,6661 for Ihe
eleven Trustees who served in 2023 (2022-lenl. Within this lolal an amount of £1,060 was paid lo
trustees as expenses12022-£2921.
Remuneration of £7,722 {2022'.£0) was paid lo one (2022.'£0I trustee during the year. In line with our
articles of association, £10,000 per year can be paid.
KEY MANAGEMENT COSTS
Key management personnel for the charity is made up of Iruslees and the five strong executive
management team. The total employee benefits of the executive management team was £711,638
12022-£532,352}.
Page 38 of 45

Making Spate l Annual Report 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
13. TANGIBLE AND FIXED ASSETS FOR USE BY THE CHARSTY
Assets
Freehold
Long
Fixtures
Under
Land and Leasehold
and
Motor
Construction Buildings Property Equipment Vehicles
Tangible
fixed assets
Total
Cost
As al 1 April 2022
Additions
Disposals
Transfer
As al 31 March 2023
300,991 8,739,155 2,353,109
314,672
277,600
17001 1545.0731
300,291
296,415
314,672 8,768,097 2.353.109
299.529
81,857
37,431
33,594
0 131,9841
3,876
340,836
11,774,641
663.297
1577.7571
83,467
11.860.181
Accumulated
depreciation
As al 1 April 2022
Charge lor the year
Disposals
Transfers
As al 31 March 2023
0 1,590.232 1,709.957
156,600
51,265
161,3051
125,230
45.195
56.950
14,276
0 121,4861
3,470.614
279,091
182,7911
0 1,685,527 1,761,222
182,180
37,985
3.666.914
Net book value
As al 31 March 2023
314,672 7,082,570
300,991 7,148,923
591,887
643.152
158.656
174,299
45,482
36.662
8,193,267
8,304,027
As al 31 March 2022
Freehold land 2nd buildings include a specific property with a nel book value of £661,071 12022-
£684,279). The lille dèeds of this property contain provision such that on any eventual sale 811 proceeds
should be remilled lo the relevant Health Authorily.
Long leasehold include a specific property with a nel book value of £24,47512022-£48,953}. The lille
deeds of this Property contain provision such that on any eventual sale all proceeds should be remilled
lo the relevant Health Aulhorily.
14. STOCKS
2023
2022
Equipment, publications and goods for resale
15. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2023
2022
Trade debtors
Other deblors
Prepayments and accrued income
1,587,736
30,001
1,899,259
3,516,996
2,588,659
39,326
1,218,587
3,846.573
Page 39 0145

Making Space i Annual Rèport 202Z-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
16. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Restated
2022
2023
Trade ¢redilors
Other creditors
Accruals
Deferred income
Taxation and social seeurily
288,865
748,654
784,336
1,355,668
403.957
3,581,474
373,908
620,246
1,542.361
1,971,926
483,279
4,991,720
17. DEFERRED INCOME AND AMOUNTS INVOICED IN ADVANCE
Restated
2022
2023
Balance 311 Apr'il
Fees deleired In the year
Fees released from previous yeais
Balance at 31 March
1,971,926
1.355,668
1.971,926
1,355,668
639.738
1.971,926
639,738L
1.971,926
Dèferred lees relate lo income received in the current year lor woi'k lo be undertaken in fiilure years.
18. ANALYSIS OF NET ASSETS BETWEEN FUNDS
Unrestricted Restricted
funds
funds
2023
2023
Total Unrestricted Restricted
funds
funds
2022
2022
Total
2023
2022
Tangible fixed
assets
Intangible fixed
assets
Stock and debtors
Cash al bank
(including short term
inveslmenlsl
Current liabilities
pe￿S1on liability
7,507,780
685,486 8,193.266
7,570,794
733,233
8,304,026
3.516,996
3,516,996
3,846,573
3,846,573
8,375,879
52,074 8.427,953
10,712,893
51,576 10,764.469
{3,581,4741
0 13,581,474) 14,991,720)
0 14,991,720)
15,819,181
737,560 16,556,741
17,138.539
784,808 17,923,348
19. TRUSTEES
The company is limited by gLJarantee bul not having and share capital 2nd is a registered charity under
the Charities Act 2011.
The liability of each Iiuslee is limited lo £112022-£11,
Eleven people served as Iruslees in year12022-lenl.
Page 40 0145

Making Space l AnTru81 R8POrt 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
20. STATEMENT OF FUNDS
Restated
As at 01-
Apr 2022
Investment 8alan¢e at
gains or
31-Mar
losses
2023
Income Expenditure
Transter
Unrestrlcted
funds
General funds
Desi9naled funds
Operating cost
reserve
Total
unrestricted
funds
11,732,699 30,929,471 {32,248,8291
82,799
19,1461
{11,6271
a 10,404,194
71,172
5,323,042
20,773
5,343,814
17,138.539 30 929,471
32,248,829
0 15,819,181
Restricted funds
Land and
buildings
Revenue grants
Total restricted
funds
733,233
51,576
{47.747)
45,401
685,486
52.074
45,900
784,808
45.900
93,148
737,560
Total funds
17.923,348 30 975,371
32,341,977
0 16,556,741
Restated
Asat
01-Apr
2021
Restated
Balance
31-Mar
2022
Investment
gains or
losses
Restated
Income Expenditure
Transfer
Unrestricted
funds
General funds
Designated funds
Operating cost
reserve
Total
unrestricted
funds
13,409,958 31,320,221 132,143,0031 11,017,477)
82,799
163,000 11,732,699
82,799
4,388,364
934,678
5.323,042
17,798,321 31 320,221
32,143,003
163,000 17,138,539
Restrleted funds
Land and
buildings
Revenue grants
Total restricted
funds
780,979
53,785
147,7471
47.209
733,233
51.576
834,764
45,000
94,955
784,8Q8
Total funds
18,633.085 31,365,221
32.237.959
163,000 17,923,348
Page 41 of 45

Making Spare l Annual Report 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
21. COMMITMENTS
UNDER OPERATING LEASES
As al 31st March 2023 the Charity had total fLilure minimuni commitments under non_cancellable
operating leases as sel out below".
2023
2022
Operating lease commitments which are owed..
Within one year
In two lo live years
After five years
197,768
85,256
151,935
65.461
1,166
218,562
283,024
PENSIONS
There are no unpaid defined conlribulion pension commitments al year end See Retirement Benefit
Scheme note lor details of defined benefit pension commitments
22. RESTRICTED FUNDS
Restated
Balance
01-Apr
Incoming
2022 resources
Balance
31-Mar
2023
Outgoing
resources
Ashwood Courl Building
Ashwood Coiirt Land
Kingshill Building
CSW Bolton
8radford Carer Breaks
Bradford Carer Training
540,995
143,284
48,953
46.159
275
5.142
784.808
{23,2691
517.726
143,284
24,475
46,658
275
5,142
737.560
124,4781
145,401)
45,900
45,900
93,148
Ashwood Court land and building relates lo the dwelling lor the use as a residential home.
Kingshill building relates lo the dwelling lor the use as a residential home.
Bolton CSW is money paid for delivering support lo carers.
Bradford carer breaks is money paid lo deliver breaks lo carers
Bradford carer training is money paid lo deliver training lo earers.
Restatèd
Balance
Restated
01-Apr
Incoming
2021 resources
Rgst3tBd
Balance
31-Mar
2022
Outgoing
resources
Ashwood Court Building
Ashwood Court Land
Kingshill Building
CSW Bolton
Bradford Carei Breaks
Bradford Carer Training
564,264
143,284
73.432
48,368
275
5,142
834,764
123,2691
540,995
143.284
48.953
46.159
275
5,142
784.808
124,4781
147,2091
45,000
45,000
94.955
Page 42 0145

Making Spao l Annual Report 2022.23
Notes to the Financial Statements
For the Year Ended 31 March 2023
23. FINANCIAL INSTRUMENTS
FINANCIAL ASSETS
2023
2022
Cash
Investments
Trade debtors
Other debtors
AccrLJed Income
1,819,371
6,608,583
1,587.736
30,001
1,301,045
11,346,735
3,212,074
7,552,395
2,588,659
39.326
632,883
14,025,337
FINANCIAL LIABILITIES
2023
2022
Trade credilois
Other Creditors
Accruals
288,865
748,654
784,336
1,821,855
373,908
620,246
1,542,361
2,536,515
Reconciliation of net debt
Reconciliation to net cash flow to movement in net debt
At 1 April
2022
Cash
flows
Other
Changes
At 31 Mar¢h
2023
Cash and cash equivalents
3,212,074 11,392,703>
7.819,371
Page 43 of 45

md￿ng sPd￿ | Aniiual Reporl 2022 23
Notes to the Financial Statements
For the Year Ended 31 March 2023
24. RETIREMENT BENEFIT SCHEMES
Making Space currently operates seven pension schemes..
a) Four defined contribution personal pension schemes lor efflpSoyees not eligible lo join the defined
benefit schemes. The assets of these schemes are held separately from those of the Charily in funds
under the control of trustees Contributions lo the schemes are charged lo the slalemenl of financial
activities when payable. The pension cost charge for the year in relation to these schemes amounted
10 £512,001 12022 £498,160)
bl National Health Service peiision lund This is a defined benefit peMsiDn scheme for all eligible
employees The assets ol these schemes are held separately by their National Health Service
Super2nnualion Scheme Contributions lo the scheme are charged lo the SOFA so as lo spread the
cost over the service lives of employees iii Ilie sclienie Tlie pension scl)eine does not have a
pensioii fund, bul as a slaluloiy scheme, benefits are fully guaranteed by the Governmenl. This extra
cost is not mel by contributions Ironi Scheme members and employers. Contributions from both
members and employers are paid lo the Éxchequer, which meets the costs of increasirig ben&fils
each year by the rale of Inflation As 2 result of the nalLire of the pension scheme there are no
separately identifiable assets and liabilities which can be Identified as relating lo Making Space,
Ilierelore as periiiilled by FRS102. the schenie has been accounted lor as a defined contribution
scheille. The pension cost charge loi the yeai amounted lo £3.86012022 £7,338)
cl Wesl Yorkshire Pension Fund. This is a defined benefit scheme for all eligible employees. The
scheme is currently in surplus Iherefoi"e no contFibLilions are being made The pension cost charge
lor Ihe year amounted lo £012022 £0}.
dl The Lincolnshire Local Government Pension Fund. This is a defined benefil scheme for all eligible
einployees. and the related costs are assessed in accordance with Ihe advice of professionally
qualified acluaries. The scheme is now closed. The pension cost lor the year amounted lo £012022
£5,579)
el Darlinglon Pension Fund. This 15 3 defined benefit scheme for all eligible employees. Under TUPE
agreements all additional contribution requirements are mel by the funding aulhorily. As a result of
the nalure ol the conlracl agreement this scheme has been accounted lor as a defined contribution
scheme. The pension cost charge lor the year amounted lo £19,15812022.' £22,680).
The amounts recognised in the balance sheet are as follows..
2023
£'ooo
2022
£'ooo
Reconciliation of present value of plan liabilities
Al the beginning of the year
Transfer in acquired scheme obligation
Current Se￿[ce cost
Interest cost
Contributions by scheme participants
Actuarial losses
Benefits paid
588
15881
Al the end ol the year
Page 44 0145

Makin9 SpacÈ l Annual Report 2022-23
Notes to the Financial Statements
For the Year Ended 31 March 2023
2023
£'ooo
2022
£'ooo
Composition of plan liablllties
Schemes wholly or partly funded
2023
£'ooo
2022
£'ooo
Reconciliation of falr value of plan assets
Al the beginning of the year
Tr2nsfer in acquired scheme assets
Interest income on plan assets
Actuarial gains
Contributions by group
Contributions by scheme participants
Benefits paid
425
14251
Al the end of the year
25. RELATED PARTY TRANSACTIONS
Related party Irans8clions between M3king Space and Footsteps were £30.17312022- £10,640) this
year. This is n)ade up of".
2023
£'ooo
25,534
4.639
30,173
2022
£'ooo
9,665
975
10,640
Staff costs
Other
There are no outstanding amounts at the year end.
POST BALANCE SHEET EVENTS
There are no post balance sheet events.
26. PRIOR YEAR RESTATEMENT
Income received in the form of a deficit funding grant was accounted for in restricted income. 11 has
been determined this should have been accounted for under deferred income. This has necessilaled
a prior year reslalemenl of £216,079 of money held, moving from reslricled funds lo current liabilities.
27. MONEY HELD ON TRUST
The charity holds money, which is not material, on behalf of service users both in cash and in Making
Space's bank account. Making Space has no control over this and il is therefore excluded from the
accounts. The value held amounts lo £56,989 (2022-£56,8491.
Page 45 0145