## ## ## ## ## |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.|||||||||||||| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |||||ta0|||0
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«C| ## ## ## ||||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| ||||IU
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P.|||||||||||||| ## ## |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)|