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2021-03-31-accounts

Name Position Sub Committee Sub Committee Membership Membership
John Church Chair Trustee Board
Rory Lea Deputy Chair Corporate (Chair), Finance &
Major Projects
Victor Badger Treasurer Finance & Major projects (Chair)
Nigel Bruce Trustee Finance & Major Projects
Robert Burgess Trustee Corporate
Suzanne
Booth		 Trustee Corporate
Lesley Smith Trustee Corporate
Christina
Upton		 Trustee Families (Chair)
Ruth Ankers Trustee iFamilies
Janet Butler Trustee Families
Matthew
Adam		 Trustee Families

Save the Family Business Commitment
1
We will be clear about our operational
and financial
models ofpractice.
e will have an annual
Business Plan, Department
Plans and individual
oblectives
e will develop a 9 year business
and financial
plan w
ich will tocus on the development		 ot business sustalnaoiii y
e will establish a robust performance
management
tramework
which
will mtroduce
a		 comp ete set or perrormance
indicators for each business
area, prepared
and reviewed
monthly
and to a move to include		 'tolerance'
reporting		 in 3rd
qtr. 21
Ris Management plans wil
be reviewed
during our operational
and governance
meetings
e wil
deliver the business
priorities throug
our strong governance
model and carry out an annua		 review
e wi
manage		 an
review our
nanna
management
pra
ces, pans an
targe amon		 y roug our opera ons an
governance
framework
Monthly/ongoing
Save the Family Business Commitment
2
We will continually
review, evaluate,
and improve
our performance
by ensuring
all stakeholders		 have a voice.
We will develop our engagement
and consultation
framework
to be reported
through		 operation and governance
meetings.
We will report regularly
demonstrating
our learning
and
will include
trend
analysis
so		 as to promote continuous
improvement.
We will produce a continuous
improvement
tool to capture and report on outcome
learning		 and change activity
Routinely,
we will establish
service evaluations
using trustees,
families,
and staff feedback

Save the Family Business Commitment 3
We will create an environment
where people c nose to work, mnve, ana aeveiop
e wm ensure our sta
receive a ro ust mauction,
regular
supervision,
clear		 SMART objectives,
and		 we will develop
the potential ofall.
e wm ensure tnat ai stan have an annual
appraisal
to bot
encourage
an		 develop their
skill base		 in line with the
needs ofboth the staff and the core services ta families
e wlii Invest
in our sta
so they
will be aa e to
evelop and deliver speaalist
work programmes
far		 our vulnerable
families
e wi
i ensure
our renumeratian
ana terms ana conaibons
of employment
are competitive
and ena		 le us to attract
and retain good staff.
e will establish
a culture where everyone
upholds our CREATE values and aenvers		 wimin mat framewarx.
e wm aeveiop
a strong
focus on wellbemg
af all at save the
Family
through		 the development of an innovabve
wellbeing
strategy.
e will
nve torward
our pursuit for technology
that enables us to deliver aur		 wor more smart y an e iaent y
e wm grow our reputati oii, seeK opportunities
to engage with a wider audience,		 advocate for our fami ies, now ana
In the future and educate at every opportunity.
Save the Family Business Commitment 4
We will grow our multi-agency
and working
and harness strong partnerships		 to assist in the delivery ofour work.
We will develop/join/engage
in strong effective partnerships
with churches,		 local and national
third		 sector agencies
and interest
groups to ensure
that we are at the forefront
of conversations		 that better
identify		 and address the
vulnerable
in our society.
We will explore with CW&C opportunities
for us to jointly harness the full potential		 from the comprehensive
facilities
at Cotton Hall to the benefit of both our families and CWfkC service delivery.
Our volunteer
strategy
will be bold
and enable
us to work
with
a range of supporters
that support		 us to deliver,
enhance
and grow our service.

Save the Family Business Commitment the Family Business Commitment the Family Business Commitment 5
We will excel in delivering services for our families, using a needs led menu of support framed by our use ofTrauma
Based Practice.
Our families will co-author their
own		 development
plan,
helping		 us understand and respond to their needs and
aspiradons.
Afi staff will receive training in Care ofthe Family's 'Time Out for Parents' programme alongside The Salihull Approach
Foundation Training
programme
which		 underpins our delivery.
Our facilities will enrich the lives of families
and		 staff by ensuring that our standards of accommodation and offices
are welcoming,
equipped
and fit for purpose.

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2021 2020
Notes f
Fixed assets
Tangible assets 14 4,831,638 4,929,388
Current assets
Debtors 15 25,374 43,583
Cash at bank and in hand 645,553 325,439
670,927 369,022
Creditors: amounts falling due within one
year 17 (75,661) (63,049)
Net current assets 595,266 305,973
Total assets less current liabilities 5,426,904 5,235,361
Creditors: amounts falling due after more
than one year 18 (2,472,413) (2,473,517)
Net assets 2,954,491 2,761,844
Capital funds
Endowment
funds		 1,117,860 1,152,354
Income funds
Restricted funds 131,900 176,725
Unrestricted
funds		 - designated 210,000 155,000
Unrestricted
funds		 - general 1,494,731 1,277,765
2,954,491 2,761,844

2021 2020
Notes g 6
Cash flows from operating acti vltl es
Cash generated
from operations		 22 330,445 60,165
Investing activities
Purchase oftangible fixed assets (4,500) (18,595)
Interest received 169 712
Net cash used in invesgng acbvities (4,331) (17,883)
Financing a cavities
Repayment
of bank loans		 (6,000) (26,680)
Net cash used in financing activities (6,000) (26,680)
Net increase in cash and cash equivalents 320,114 15,602
Cash and cash equivalents at beginning ofyear 325,439 309,837
Cash and cash equivalents at end ofyear 645,553 325,439

Unrestricted Restricted fatal Total
funds funds 2021 2020
E E E.
Donatians
and gifts		 83,613 1,472 85,085 76,202
Legacies receivable 6,145
Grants 86,594 556,178 642,772 407,690
170,207 557,650 727,857 490,037
Forthe year ended 31March 2020 126,047 363,990 490,037
Covid Emergency
Funding
Homeless
Link		 91,000 91,000
Charities
Aid		 Foundation 80,534 80,534
HM Government
and		 The National Lottery 66,507 66,507
Cheshire Community Foundation 7,047 7,047
Lloyds React Fund 10,547 10,547
Steve Morgan Foundation 30,000 30,000
Government Rate Relief Grant 25,000 25,000
lab Retention Scheme 19,094 19,094
44,094 285 635 329,729

3 Donations
and		 legacies (Continued)
unrestricted Restricted Total Total
funds funds 2021 2020
Grants receivable for core activities
Dak Foundation Grant 38,500 38,500 39,000
St Bridget's Trust 4,000 4,000 2,000
Mana Marina 55,000 55,000 75,000
BBCChildren
in		 Need 51,266 51,266 15,555
Barbara Ward Children's Foundation 5,000 5,000 5,000
Charles Hayward Foundation 10,000 10,000 10,000
Sir Donald and Lady Edna Wilson Trust 35,000 35,000 35,000
National
Lottery		 Community Fund 65,106 65,106 15,639
Lloyds Bank Foundation 30,000 30,000 45,000
Edsential 6,033 6,033 5,769
Help the Homeless 600 600 2,347
Cash for Kids 910 910 3,000
Screwfix Foundation 5,000 5,000
Aviva Crowdfund 4,628 4,628
Money Supermarket 1,000 1,000
Healthbox 1,000 1,000
Steve Morgan
Foundation		 9,166
StJames' Place 9,513
Garfield Weston Foundation 60,000
Marjory Boddy Charitable Trust 10,000
Ursula
Keyes		 8,008
The Pilkington
Charities		 Fund 5,000
The Clothworkers'
Foundation		 15,000
The Morrison's Foundation 12,698
The Toy Trust 2,000
National
Lottery		 Awards for All (Wales) 9,995
National
Lottery		 Awards for All (England) 10,000
E LRathbone 3,000
42,500 270,543 313,043 407,690

Family Family activities
aNivities
2021 2020
6 f
Housing benefit income 200,226 228,028
Utilities income 28,323 34,714
income from sales 2,635 1,935
231,184 264,677
5 Fundraising income
Unrestricted Restricted Total Total
funds funds
general
2021 2021 2021 2020
6 6 6 6
Fundraising income 13,212 1,099 14,311 22,508
Forthe year ended 31March 2020 21,044 1,464 22,508
6 Investments
Unrestricted Total
funds
2021 2020
6 6
Interest receivable 169 712
7 Other Income
Unrestricted Total
funds
2021 2020
f 6
Rent received 158,967 160,829

8 Raising funds Raising funds
Unrestricted Total
funds
2021 2020
f f
Fundraisin tradin Cost of nods sold and other costs
Function and fundraising costs 1,968 5,443
1,968 5,443

Unrestricted Restricted 2021 2020
6 6
Staff costs 32,420 465,648 498,068 502,153
Depreciation
and impairment		 57,433 57,433 58,083
Equipment
hire		 9,082 9,082 8,664
Rent 11,303 11,750 23,053 23,555
Rates and water 6,442
Insurance 6,418 12,501 18,919 17,042
Light and heat 23,162 14,887 38,049 50,878
Repairs and renewals 30,278 57,830 88,108 52,958
Bad debts 5,373 5,373 5,056
Training 2,092 2,092 3,217
Activities and outings 153 5,107 5,260 6,823
Cleaning 304 111 415 449
Subscriptions 768 89 857 698
Sessional workers 11,238 1,770 13,008 42,255
General expenses (PPE) 46 2,376 2,422
Motor and travel 5,329 5,329
Charitable
activities		 190,070 577,398 767,468 778,273
Share ofsupport costs 126,235 6,176 132,411 134,439
Share ofgovernance costs 3,500 3,500 3,500
Support and governance costs 129,735 6,176 135,911 137,939
Total 319,805 583,574 903,379
For the year ended 31March 2020 657,266 258,946 916,212

Support costs
Support costs Governance 2021 Support costs Governance 2020
costs costs
Staff costs 99,999 99,999 90,065 90,065
Office supplies
and
telephone 9,489 9,489 11,293 11,293
General expenses 244 244 1,523 1,523
Legal and professional 8,883 8,883 11,564 11,564
Motor and travel 2,282 2,282 10,263 10,263
Depreciation
oftangible
fixed assets 10,323 10,323 8,592 8,592
Profit on disposal of
vehicles (120) (120)
Bank charges and interest 1,191 1,191 1,259 1,259
Audit fees 3,500 3,500 3,500 3,500
132,411 3,500 135,911 134,439 3,500 137,939
Analysed
between
Charitable
activities		 132,411 3,500 135,911 134,439 3,500 137,939

2021 2020
Number Number
Families Team 13 11
Children/Youth 3 4
Estate management 2 3
Management and administration 4 4
22 22
Employment costs 2021 2020
E E
Wages and salaries 567,076 562,969
Social security costs 20,038 18,547
Other pension costs 10,953 10,702
598,067 592,218
2021 2020
Endowment fund freehold property depreciation 34,494 34,494
34,494 34,494

14 Tangible fixed assets
Land and Fixtures, gtangs Meter vehicles Total
buildings a equipment
E E E
Cost
At 1April 2020 6,302,010 307,832 91,469 6,701,311
Additions 4,500 4,500
At 31March 2021 6,302,010 307,832 95,969 6,705,811
Depreciation
and impairment
At 1April 2020 1,400,757 293,642 77,524 1,771,923
Depreciation
charged		 in the year 91,927 4,549 5,774 102,250
At 31March 2021 1,492,684 298,191 83,298 1,874,173
Carrying amount
At 31March 2021 4,809,326 9,641 12,671 4,831,638
At 31March 2020 4,901,253 14,190 13,945 4,929,388
15 Debtors
2021 2020
Amounts
falling due within one year:		 E E
Trade debtors 6,293 27,654
Other debtors 4,995 4,500
Prepayments
and accrued income		 14,086 11,429
25,374 43,583
16 Loans and overdrafts
2021 2020
E E
Otherloans 2,494,197 2,500,197
Payable within one year 21,784 26,680
Payable after one year 2,472,413 2,473,517

17 Creditors: amounts falling due within one year falling due within one year
2021 2020
Notes 6 f
Otherloans 16 21,784 26,680
Other taxation and social security 18,841 11,444
Trade creditors 22,367 15,924
Other creditors 3,695 1,674
Accruals and deferred income 8,974 7,327
75,661 63,049
18 Creditors: amounts falling due after more than one year
2021 2020
Notes 6 6
Otherloans 16 2,472,413 2,473,517
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20 Movement
in funds
At1.4.20 Income Expenditure Transfers At31.3.21
6 6 6 E
Unrestricted
income fund		 1,277,765 573,739 (321,773) (35,000) 1,494,731
Designated
funds:
Fun draising
Contingency		 Provision 125,000 55,000 180,000
Sinking Funds 30,000 30,000
155,000 55,000 210,000
Restricted funds
e. Family and Children's
Activities		 1,375 10,130 (3,383) 8,122
b. Maria Marina
Foundation		 Parenting
Project 24,148 40,000 (64,148)
c. Resident Welcome Hub Project 10,000 (7,852) 2,148
d. George Speed Memorial Fund 1,650 1,650
e. Children
&Young People		 Wellbeing
Project 10,970 56,266 (51,604) 15,632
f. Family Friend Fund 25,187 10,000 ( 27,633) 7,554
9. Safeguarding
Manager
Fund		 14,396 35,000 (27,593) 21,803
h. Family Mentoring
Outreach		 Project 15,367 65,106 (55,511) 24,962
Lloyds Bank Foundation 40,547 (40,547)
j. Garfield Weston Foundation 40,000 (20,000) 20,000
k. Edsential Summer Programme 6,032 (6,032)
ITHardware
Fund		 9,770 15,000 (9,770) 15,000
m. Facilities and Refurbishment Fund 5,000 5,600 (7,693) 2,907
n. Vehicle Fund 8,498 (2,114) 6,384
o. Trim Trail Fund 5,000 (5,000)
p. Youth Project (Wales) 1,304 (1,304)
q. Youth Project (England) 4,060 (2,550) 1,510
r. Steve Morgan
Foundation		 30,000 (30,000)
a. HM Government
and The		 National
Lottery 66,507 (66,507)
t. Homelessness
Response		 Fund 91,000 (86,772) 4,228
u. Charities
Aid Foundation		 80,534 (80,534)
v. Cheshire Community
Foundation		 7,027 (7,027)
176,725 558,749 (583,574) (20,000) 131,900

20 Movement in funds (Continued)
At 1.4.20 Income Expenditure Transfers At31.3.21
Endowment funds
Plas Begin 725,180 (22,516) 702,664
Morgan Cottages 95,426 (2,837) 92,589
Boswell Hall capital fund 331,748 (9,141) 322,607
1,152,354 (34,494) 1,117,860
TOTAL FUNDS 2,761,844 1,132,488 (939,841) 2,954,491

21 Movement
in funds - continued		 (Continued) (Continued)
HM Government
in Partnership		 with The National Lottery granted f66,507 Covid19 Emergency funding towards
operational
costs over a 6 month		 period during the Pandemic.
The Homeless
Link granted f91,000 Covid19 Emergency		 funding to cover costs to give financially stability during
Covid19 Pandemic.
The CAF Resilience fund off80,534funded key mentor and support staff during the pandemic.
Cheshire
Community
Fund donated f7,047		 tha provided ITequipment and furniture within the resident hub to help
families improve their connectivity with the outside world during the pandemic.
22 Cash generated
from operations		 2021 2020
f f
Surplus/(deficit)
for the year		 192,647 (17,386)
Adjustments
for:
Investment
income recognised
in		 statement offinancial activities (169) P12)
Depreciation
and impairment
oftangible fixed assets		 102,250 101,170
Movements
in working capital:
Decrease/(increase)
in debtors		 18,209 (17,965)
Increase/(decrease)
in creditors		 17,508 (4,942)
Cash generated
from operations		 330,445 60,165

2021 ZOZO
E E
INCOMING
RESOURCES
Voluntary
income
Donations 85,085 66,587
Legacies 6,145
Grants 642,772 407,690
727,857 480,422
Activities for generating funds
Fundraising
income		 14,311 22,508
Investment
income
Deposit account interest 169 712
Incoming resources from charitable activities
Housing benefit —Cotton Hall 200,226 228,028
Amenities 28,323 34,714
Income from sales 2,635 11,550
231,184 274,292
Other incoming resources
Rent income 158,967 160,829
Total incoming resources 1,132,4SB 938,763
RESOURCES EXPENDED
Fundraising
trading: costofgoods		 sold and other costs
Function &fundraising costs 1,968 5,443
Charitable
acdvities
Wages 498,068 502,153
Hire ofplant and machinery 9,083 8,672
Rent expense 23,053 23,555
Rates and water 6,442
Insurance 18,919 17,042
Light and heat 38,049 50,878
Repairs and renewals 88,108 52,958
Training 2,092 3,217
Activities &outgoings 5,260 6,823
Carried forward 682,632 671,740

2021 2020
6 6
Brought forward 682,632 671,740
Sessional workers 13,008 42,255
Cleaning 415 449
Subscriptions 857 698
Freehold property depreciation 91,927 92,569
78S,839 807,711
Governance
costs
Auditors'
remuneration		 3,500 3,500
3,500 3,500
Support costs
General office &finance staff 99,999 90,065
Office supplies
&telephone		 10,680 12,552
General expenses (including PPE 2021) 2,666 1,523
Legal and professional 8,883 11,564
Sad debts 5,372 5,056
Motor expenses 7,611 10,263
Fixtures and fittings and motor vehicle depreciation 10,323 8,472
145,534 139,495
Total resources expended 939,841 956,149
Net expenditure 192,647 (17,386)