The Greater Manchester Trust for Recreation
Charity number: 521234
Annual Report and Financial Statements For the Year Ended 31 March 2022
Supporting Aspiration. Creating Opportunities.
“ If I wasn’t here in this club I’d just be messing about by ours. David, 15 Salford
“ Ormside was brilliant, I was rock climbing and canoeing – and I was good at it! John, 13 Wythenshawe
“ I always look forward to club night, I’ve made loads of new friends. Tracy, 13 Partington
Contents
Charity Information 04 Charity Chair Statement 05 Trustees’ Report 06—09 Chief Executive’s Report 10—11 Fresh air, fresh perspectives: 12—13 Ormside Mill Changing communities, changing lives: 14—15 Partington Youth and Community Centre Trustees’ responsibilities 16 Independent Examiner’s Report 17 Statement of Financial Activities 18 Balance Sheet 19 Notes to the Financial Statements 20—30
03
Charity Information
PATRONS TRUSTEES PRINCIPAL OFFICE
ACCOUNTANTS
BANKERS INVESTMENT MANAGERS
SOLICITORS
Sir Warren Smith Sean Anstee CBE Helen Robinson Chair of Trustees Ralph Ellerton Trustee Robert Denson Trustee Daniel Jones Trustee Emma O’Reilly Trustee Glyn Potts MBE Trustee
Partington Youth and Community Centre Moss Lane Partington Greater Manchester M31 4FA
Donnelly Bentley Limited Chartered Accountants Hazelmere 70 Chorley New Road Bolton BL1 4BY
Barclays Bank plc
Brewin Dolphin Asset Management Division 1 The Avenue Spinningfields Square Manchester M3 3AP
Myerson LLP Grosvenor House 20 Barrington Road Altrincham WA14 1HB
Shoosmiths LLP The XYZ Boulevard Spinningfields Manchester M3 3AZ
CHARITY PERSONNEL
Chief Executive Karen Wilson DL Operations Manager Lisa Hall
04
Charity Chair Statement
2022 has been a momentous year for the Federation with several key highlights.
We opened our first Youth Centre in Partington providing support for young people with a wide range of activities and directly delivering on our charitable objectives. Our Duke of Edinburgh Award scheme ran throughout the year and the feedback we received was highly encouraging. As part of this programme we established our Duke of Edinburgh Centre at our Youth Centre in Partington giving the team a base to work from and to grow the programme further.
In addition, our team facilitated 7 residential trips to Ormside Mill in Cumbria giving 77 young people the opportunity to expand their horizons, try different skills and make new friends with 100% feeling more resilient as a result and all reporting they will continue at least 1 activity following their time with our team.
Throughout the year we have expanded our team with newcomers supporting our activities including Lee Adams, Tom Butcher, Adele New, Ann Bailey, Kaiden Burke and June Ainsworth all bringing their skills and inspiration to the Federation. They have made a significant difference and worked tirelessly to recruit a strong band of volunteers across our communities. I would like to extend my thanks to all of the Charity’s staff for their hard work and dedication over the past year.
As ever, with a growing charity such as ours, we encourage discussion to develop our vision and I pass on my thanks to our consultants who believe passionately in what we stand for, deliver beyond their brief and challenge our thinking to keep us moving forward. This applies to our Board of Trustees who give their time voluntarily and share their extensive experience and skill set freely. I am delighted to welcome two new Trustees to the Board this year and believe that Fiona Morris and Ralph Ellerton will provide guidance and expertise to our already strong team. I would like to take this opportunity to thank Gavin Evans who has retired this year as a Trustee and former Chair of the Board for his contribution to the Federation over the years.
We are grateful to a number of commercial supporters this year in Peel LLP, Truline and a private individual who contributed significantly to the Partington project.
I am pleased to report that we have exciting times ahead with an expansion of our offering to our Clubs, an increase in the exposure of our brand through our social media presence and the plan to realise the value from some of our unused sites. In the belief this plan will come to fruition this will springboard the impact of the Federation and deliver transformative and sustainable change to support creative opportunities for young people across Greater Manchester.
Helen Robinson Chair of Trustees
05
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Trustees’
Report
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The Trustees present their annual report and the financial statements of The Greater Manchester Trust for Recreation (‘the Charity’) for the year ended 31 March 2022. The financial statements have been prepared in accordance with the accounting policies set out in Note 1 of the accounts and comply with the Charity’s Trust Deed, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015).
STRUCTURE GOVERNANCE AND MANAGEMENT
The Charity is governed by the Trustees at Board Meetings. The governing document now allows for a maximum of ten Trustees, each appointed for a term of three (previously five) years. The Trustees must hold at least two ordinary meetings in each year although currently we hold six such meetings.
The current Trustees [https://gmyouthfed.org/about/#staff-and-trustees] are :
Robert Denson (re-appointed December 2020) Ralph Ellerton (appointed February 2022) Gavin Evans (resigned April 2022) Daniel Jones (re-appointed December 2020) Fiona Morris (appointed September 2022) Emma O’Reilly (appointed April 2019) Glyn Potts (appointed May 2021) Helen Robinson (appointed November 2020)
We also have our two patrons, Sir Warren Smith, Lord Lieutenant of Greater Manchester and Sean Anstee CBE. Each of these patrons brings a wealth of knowledge of Greater Manchester and we are very grateful for their kind attention to our work.
The Charity is a member of a variety of organisations including:
National Council for Voluntary Organisations (NCVO) SportEd National Youth Agency Living Wage Foundation
All of which provide comprehensive advice on good practice and changes in the law affecting charities.
06
RISK MANAGEMENT
In pursuit of the Charity’s objectives, the Trustees are agreed that they will not take any ethical or unreasonable financial risk in the management of the Charity’s assets. All new Trustees are recruited because they have appropriate qualities and expertise to bring to the Charity. Where management is delegated by the Trustees, steps are taken to ensure that appropriate skills and qualifications are held by the relevant people/entity undertaking the specific activity.
Safeguarding is a priority and safeguarding related policies are continuously reviewed and, where necessary, updated. We retain external consultants with specialist knowledge to update our policies and deliver staff training. Our consultants are also involved in training our club volunteers. As part of our affiliation requirements for 2022 we have sought to embed a culture within our Clubs designed to ensure that all of our affiliated Clubs have safeguarding as a priority and have appropriate training and Designated Safeguarding Leads in place.
GDPR provisions are up to date and remain monitored. Our Operations Manager participates in continuous training and advises the team on best practice.
In relation to our new building in Partington we have devised new and appropriate risk management policies to our work within and use of the building.
Risk management in relation to our ownership of Ormside Mill is dealt with by Ormside Mill Residential Centre (see below) and we are satisfied that risks associated with the Mill and its activities are well managed and up to date.
COLLABORATION WITH OTHER CHARITIES AND ORGANISATIONS
The Charity collaborates with and supports the member organisations, many of which are themselves registered charities. Our main collaboration is with the affiliated Clubs who provide sport and youth club activities and facilities to young people. We aim to be a supportive partner providing help, assistance and direction to our Clubs.
Most of our affiliated Clubs are run by volunteers with very few paid staff.
CUSTODIAN TRUSTEESHIP
The Charity, or its wholly owned subsidiary company Greater Manchester Federation of Boys Clubs, acts as custodian Trustee for the following organisations, segregating such assets from its own. Should any of these organisations fail to meet their obligations under the leases the ultimate responsibility would lie with the Charity.
NORBROOK YOUTH CLUB
Garthorp Road, Northern Moor, Manchester
In August 2005 The Greater Manchester Trust for Recreation entered into a 125-year lease with Manchester City Council, Greater Manchester Passenger Transport Executive and Norbrook Youth Club.
HAUGHTON GREEN YOUNG PEOPLE’S CENTRE
Lancaster Road, Denton, Tameside
In February 1998 Greater Manchester Federation of Boys Clubs entered into a 40-year lease with Tameside Metropolitan Borough Council on behalf of the club.
WHITEMOSS CLUB FOR YOUNG PEOPLE
Southdown Crescent, Blackley, Manchester
In February 2020 The Greater Manchester Trust for Recreation entered into a 25-year lease with Manchester City Council on behalf of the club.
JIMMY EGANS BOXING ACADEMY
Kings Mission Church, Royalthorn Drive, Wythenshawe, Manchester
In June 2008 The Greater Manchester Trust for Recreation entered into a 99-year lease with Willow Park Housing Trust on behalf of the club.
07
CHARITABLE OBJECTIVES AND ACTIVITIES
The Charity’s objectives are:
1) The provision and maintenance of a recreation ground for the benefit of the inhabitants of the area of benefit without distinction of political, religious or other opinions, with the object of improving the conditions of life for the said inhabitants.
2) The provision and maintenance of facilities for the recreation and other leisure-time occupation of young people and adults who are resident in the area of benefit to help and educate them so to develop their physical, mental and spiritual capacities that they may grow to full maturity as individuals and members of society and that their conditions of life may be improved.
The area of benefit is Manchester, Salford and elsewhere in the surrounding towns and districts.
In furtherance of these objects the Trustees have the following powers:
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a. To provide, maintain and equip playing fields or buildings or
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organised games.
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b. To assist the provision, maintenance and equipment of such playing fields or buildings.
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c. To establish, maintain and organise Clubs, hostels and other accommodation.
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d. To co-ordinate with other organisations established for charitable purposes and having similar objects to that of the Trust.
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e. To do all other lawful things as will further the attainment of the objects of the Charity.
The Trustees have taken advice on whether the above objects and powers are sufficient to allow the Charity to operate as Greater Manchester Youth Federation and have concluded that they are sufficient.
ACHIEVEMENTS PERFORMANCE AND PUBLIC BENEFIT
Wholly Owned Assets
The Charity owns five playing fields in Manchester and Salford. All these fields are Functional Endowment Assets. No value is placed on these fields in the Fixed Assets of the Charity. Simon playing fields in Didsbury is leased to a sports club, who are responsible for all the maintenance of the field. The land sits in the River Mersey flood basin. The rental is at a commercial rate and is subject to five yearly rent reviews.
Duncan Matheson playing fields in Salford is currently used by Swinton Football Club following the grant of a 3-year lease.
Melland playing fields and Sports Hall is currently vacant and we are in the process of looking at proposals for its future use.
Harry Dalton playing fields is unused and is the subject of a conditional contract to sell to a housebuilder subject to planning permission.
Godfrey Ermen is now a designated Town and Village Green. We have recently supported the locality by mowing the field so that it is more capable of being used for informal sports.
New Development - Partington
Partington is an area of deprivation and is ranked the most deprived area in Trafford. We have never previously had a presence in Trafford other than through a youth club in Partington. Our intention is to use the building as a hub for all of our activities and to run youth club and related activities from the building for as many evenings as possible. Our business planning envisages that the building and its uses will become self-sufficient in three years by offering it as a premises that can be rented out at various times.
Ormside Mill Residential Centre Limited
The Charity has a 50% share of Ormside Mill in Appleby in Westmorland, which is a residential centre for young people. The premises are owned by a separate charity, Ormside Mill Residential Centre Limited (charity number 1078029) (“OMRCL”). OMRCL’s shareholders are the Charity and the Lancashire Association of Boys and Girls Clubs (LABGC), with each owning 50%. Two of our Trustees and our Chief Executive, Karen Wilson, are Directors of OMRCL.
The Charity has stepped up its support for its Clubs who wish to visit Ormside Mill, and provides financial support for accommodation. Grace Beasley has been instrumental in working with our Clubs to identify and overcome a number of barriers to them going to Ormside Mill. This support is already paying dividends with seven trips from five different Clubs this year and overwhelmingly positive feedback from those who attended.
08
FINANCIAL REVIEW
Overview
The Charity’s main, consistent source of funding is investment income generated from its investments, together with grants from various trusts and funders, and donations from the business community and private individuals.
In the year, the Charity had net outgoing resources on unrestricted funds, (before transfers, realised and unrealised losses) of £78,801 (2021: £20,744) which reflects the Trustees willingness to commit historic reserves to supporting ongoing work. However, the Trustees are well aware of the need to increase income from other sources and reduce expenditure to enable the Charity’s work to be financially sustainable in the medium term.
Under the requirements of the Guidelines on Accounting and Reporting by Charities, the Trustees have assessed the format of financial statements and are satisfied that the appropriate systems are in place.
These procedures will be reviewed annually to ensure that they still meet the needs of the charity. Management accounts are prepared on a quarterly basis and are reviewed at each Trustee Board Meeting during the year.
Investment policy and performance
The Investment portfolio provides the basis of the reserves of the Charity, with the intention to hold these assets for the longer term. The Board of Trustees sets the investment policy for the Charity having taken advice from its investment managers, Brewin Dolphin and CCLA Investment Management Limited. In respect of Revenue funds, the Trustees have sought to maximise income to support the work of the Charity.
The investment portfolio has seen an unrealised gain of £249,853 (2021: unrealised gain of £894,537). The portfolio and other investments have generated income in dividends and interest of £94,718 (2021: £105,777). The Trustees were content with the level of return in 2021/22 having taken into account ongoing fluctuations in market performance.
The cost of managing the portfolio has been £24,063 (2021: £26,041).
Reserves
Total funds held by the Charity at the end of the accounting period stood at £5,089,846 including unrealised gains £249,853. Of these funds, £2,291,162 represents permanent endowment funds and £74,133 is restricted funds.
The Trustees continue to monitor the opportunities for investing in functional assets - such as land and buildings - in order to enhance the public benefit provided by the Charity whilst balancing the need for the investment income to support its existing activities which provide so much public benefit.
During the course of the current financial year the Charity will once again be reviewing its reserves policy given its current activities.
Transfers between Funds
At its most basic level, the term “permanent endowment” refers to property - cash, investments, and land - held by the Charity which cannot be spent as though it were income. There is a restriction on expenditure of these capital assets created by the donor to provide the Charity with a gift that will endure into the future. However, permanent endowment is not necessarily always “permanent” and The Charities Act 2006 introduced flexibility for Charities to better achieve their charitable purposes. The Trustees had previously determined that the Charity requires free reserves – unrestricted funds not invested in tangible assets or designated – of at least £3m, which would allow the Charity the freedom to further develop its long term strategic plan, deliver tangible benefit to its beneficiaries and avoid the current situation whereby the Charity has insufficient day to day funding. Following the sale of charitable land in a previous year, the Trustees applied to the Charity Commission for consent and authorisation to release £3m held in permanent endowment, setting out the reasons why the Trustees believed that it would be in the Charity’s best interest to now spend both the capital and income, and this consent was received dated 17 February 2021.
09
Chief Executive’s Report
A Year of Progression
2022 has been a year of exceptional results for the Greater Manchester Youth Federation with our most significant achievement being the completion of the lease for the Partington Youth and Community Centre and the refurbishment of the building which commenced in April. Works were completed in August giving the team sufficient time to move in with the majority of the building being refurbished to an excellent standard.
The centre opened for use in September, so whilst our deadlines were tight, they were met. Our highly motivated and professional team led by Lee Adams, Youth Centre Activities Leader was then able to open the centre to the young people.
The service provision at the Centre is exceptional with the large spaces on offer being utilised during each session as follows:
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Large main hall which is a light and airy space welcoming each individual when they
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walk through the door
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Chill out kitchen area with fully fitted kitchen, sofa, large table and chairs
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Digital room for video and photo editing with all equipment and software provided and
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up to date
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Arts and crafts room that is stocked with a variety of materials to encourage creativity
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Pool room with 2 tables
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Small hall that we currently use for meetings, training and DofE nights
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Duke of Edinburgh equipment storage area
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Staff office for 6 people to encourage a professional environment and collaboration
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within the team and their volunteer groups
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Quiet room for our young audience to get away from it all
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Homework area to support academic growth
Most of these spaces are already being used throughout each session and we have benefitted from generous partner support including; Peel LLP giving a large donation of computer equipment as well as configuring each machine for our digital room, Truline who were our contracting partner for the project sourcing tables and chairs for us at zero cost, and we received a private donation for the refurbishment of the Duke of Edinburgh storage area alongside being able to provide more equipment for this vital initiative. We are always appreciative of any donations and discretely seek partnerships that work for the Federation.
Our team has grown through 2022 with the recruitment of a new senior youth worker alongside a junior youth worker, two assistant youth workers (one being trained by the Federation) and the recruitment of many new volunteers from the local community. This expanding team has meant improved motivation to develop our plans for the future, stronger team spirit and a wider skill set to draw upon when considering new initiatives and ideas to share with our Club network. The future is exciting and many hands make lighter work.
In terms of our plans for Partington we have lots of ideas with the first being a new simple food programme on offer as we recognise the needs of our young audience so baked potatoes, toast and toasties will be available at zero cost.
As we await the outcome of the levelling up funding bid jointly with Trafford, we have plans to refurbish the gym/dance area which we believe will be a great space for our young people to exercise and have fun whilst generating rental income that will further support our work at Partington and in the local community.
We would like to develop a large new kitchen area at the front of the building (in the Small Hall area) which again would generate income as it could be used for external functions such as parties, gatherings and meetings. In addition, we see value in this space offering food preparation lessons for our young people who need to learn these important life skills.
Our goal is to continue to push our vision forward by listening to our audience, making the best use of our resources and servicing our young people to give them a safe space, and life skills whilst always having fun at Partington.
10
Forward Focus
There is no doubt the Greater Manchester Youth Federation has gone from strength to strength in 2022 and we have a secure and stable future. We have been working diligently to develop strategic plans to further secure our future and the outcome of these plans is awaited. The execution of the plans is dependent on Disposal of Land or Non Disposal of Land. If we are able to execute our Disposal of Land plan, we will sell two of our landholdings which will enable us to use the significant proceeds to further transform what we do for the Federation and our Club network. There are several transactions currently in play and the outcome of these deals we believe are imminent.
Alternatively, if this strategy does not materialise in a 12 to 18 month timeframe then our secondary plan (Non Disposal of Land) means we will continue with our current asset base and build on the work we have been implementing given our team is in place - progress with our work in Partington, Ormside and our extensive Duke of Edinburgh Programme. If we follow this plan then we would seek grant funding to develop our offering. In order to prepare for this, we have implemented software to monitor and evaluate our activities to capture feedback on each initiative to support grant applications.
However, if we are successful in selling a proportion of our land then we have a clear vision for our future. This strategic plan would focus on several core areas as follows:
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We would initially look to expand our team by recruiting additional youth workers to focus on targeted work with our associated Clubs with a view to increasing numbers over time. We believe that by bringing this experience into our team we would strengthen bonds with our Club affiliates and offer an opportunity to share skills, network together and develop our skill set within the Federation. It also assists our Clubs in that they are struggling to find sufficient volunteers to continue all the work they want to do.
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In addition, now we have a blueprint for a successful Youth Centre reflected in our Partington initiative, we would aim to replicate this in new locations by securing another disused building and breathing new life into it. We have a proven model and a team who can deliver.
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We would expand our use of Ormside given our increased funds to deliver transport, cover accommodation and activity costs so that more young people could benefit from the full experience of outdoor pursuits. We believe this is intrinsic to the philosophy of the Federation and everything our team can deliver.
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A full funding package for the training of youth workers would be developed to degree level if required for new and existing team members. This is essential for the acquisition and retention of our team and to keeping our team motivated, focused on our strategy and with the vision to grow our reach within the Club network.
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We would seek to widen our activity network throughout Greater Manchester so that young people can experience the arts, water based sports and interests. These activities require significantly more funding and wider skills from our team therefore greater resources from the Federation are required.
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Increased communication with our Club network to find out what resources they require and how we can help. If we have more funding available, we are better placed to support them and improve their service provision to their audiences. Alongside this if we have more resources, we can assist our Clubs with dedicated Duke of Edinburgh staff at zero cost to support more young people through the programme which we currently cannot offer on scale.
We would focus on enhancing our grant funding stream to our Club network given we would have a wider proportion of funds available to be shared.
- We would target the improvement of our facilities and activities for our young people by offering them food and a warm space in our buildings which is something so many of them lack at home thus improving their quality of life.
In essence we have a plan to cover all bases and are confident we can continue to grow and prosper during 2023. We are focused on improving our standards throughout the Federation network with the development of a more highly skilled team, comprehensive service provision with access to more challenging physical and mental activities for our young people, alongside the provision of up to date buildings that offer a safe and friendly environment.
2022 has been a year of development and evolution and in 2023 we plan to push forward and build on these solid foundations.
Karen Wilson Chief Executive
11
Fresh air, fresh perspectives
There is no doubt that the benefit of experiencing outdoor pursuits for those who live in urban areas can be life changing. The Federation has co-owned Ormside Mill in the heart of Cumbria since 1999 and through this facility has been able to provide residential trips to children who otherwise would never have the opportunity to try new skills, test their mental strength and enjoy forming new friendships in a stunning outdoor environment. Through a careful programme of engagement with the Federation’s Clubs, Grace Beasley Duke of Edinburgh and Clubs’ Engagement Officer, has developed a winning formula for all age groups, to overcome barriers such as transport and financial restrictions to take part in the offering at Ormside Mill.
The results speak for themselves.
In 2022 the Federation funded 20 nights at Ormside Mill supporting 5 Clubs (Salford Lads & Girls Club, Whitemoss Club for Young People, Barton Athletic Club, Wythenshaw Community Housing Group Youth Involvement Team and The Hideaway Partington) across 7 individual trips and giving 77 young people the chance to try new activities, form new friendships and enjoy the great outdoors – a massive achievement!
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I’m super proud of how far we have come, even just over the last year, and the motivation of the team to support our Clubs is certainly paying off. I was put through my D1 Drivers Licence so I can drive the minibus for Clubs on their trips to Ormside Mill! Seeing the young people challenge themselves with new adventurous activities, being away from home, sometimes for the first time, and enjoying the freedom that the countryside brings is exhilarating. The future looks great for Ormside and with our development plans we hope to widen our programme throughout 2023.
Grace Beasley Duke of Edinburgh and Clubs’ Engagement Officer
12
Building confidence at Ormside – Luca’s story
Luca went on one of our outdoor activity trips to Ormside Mill Residential Centre with his local youth club.
One of the many activities he did whilst there was ghyll scrambling. Before the activity Luca was uncertain, and it transpired he had never been swimming before. Kitted up in a wetsuit and buoyancy aid, the team guided and supported him into the ghyll. As Luca got knee deep into the ghyll, he shouted ‘I’ve never been this deep in water before!’ but still had a huge, yet nervous smile on his face. Slowly but surely, he was encouraged to go deeper into the water until for the first time in his life he was swimming!
He continued to work with the rest of the group going down natural water slides, through water tunnels and wading through the ghyll, completing every single challenge until he even managed the final jump.
These moments remind us why outdoor adventure activity trips are so important to young people, and why we are striving to get as many young people to experience Ormside Mill.
13
Changing communities, changing lives
Managed by experienced youth worker Lee Adams the Partington Youth and Community Centre is a significant achievement for the Charity for 2021/22. This vibrant and exciting space offers a variety of activities for a mix of age groups including school years 4-11 across 4 evenings with a view to wider opening times in 2023.
The Youth Centre was a disused building that now directly responds to local community needs where services were previously being cut or withdrawn. It has changed the atmosphere in the local area with children feeling more supported and motivated for a positive future. Currently featuring a homework area, chill out zone, multi sports and games room to name just a few activities, Lee with his team of youth workers and volunteers have grand plans for the future. Under discussion is a homework club, media club, boxing activities to develop physical and mental strength, alongside football and dance initiatives with third parties all being explored to further enhance this exceptional community space.
14
“
I believe our Youth Centre is a blueprint for others to follow and I am committed to excellence throughout. There is no doubt we have made significant progress in our first few months as we integrate with the local community and respond to their needs. We are developing ideas already with our commitment to activities that build team spirit, recognise the individual and look at how to build mental strength with real life skills for the future.
Lee Adams Manager, Partington Youth and Community Centre
I was surprised when I came to the Youth Club as we haven’t had anything like that before and it’s only 50p but we have to queue up to get in. I’ve learnt to play snooker, done some art and been able to talk to the youth team about how I feel which has been good because they listen. It’s a great place to be. “ Joe aged 13
15
Trustees’
responsibilities in relation to the financial statements
The charity Trustees are responsible for preparing a Trustees’ Annual Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The law applicable to charities in England and Wales requires Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources of the Charity for that period. In preparing the financial statements, the Trustees are required to:
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Select suitable accounting policies and then apply them consistently;
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Observe the methods and principles in the applicable Charities SORP;
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Make judgements and estimates that are reasonable and prudent;
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State whether applicable accounting standards have been followed, subject to any material departures disclosed in the financial statements; and
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Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in operation.
The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and to enable them to ensure that the financial statements comply with the Charities Act 2011, the applicable Charities (Accounts and Reports) Regulations, and the provisions of the Trust deed. The Trustees are also responsible for safeguarding the assets of the Charity and for taking reasonable steps for the prevention and detection of fraud and other irregularities.
APPROVAL
This report was approved by the Trustees on 19th January 2023 and is signed on their behalf by:
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Helen Robinson Daniel Jones
Chair and Trustee Trustee
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16
Respective responsibilities
of trustees and examiner
The charity’s Trustees are responsible for the preparation of the accounts. The charity’s Trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed.
It is my responsibility to:
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Examine the accounts under section 145 of the 2011 Act;
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Follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act; and
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State whether particular matters have come to my attention.
Basis of independent examiner’s report
My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from you as Trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a “true and fair view” and the report is limited to those matters set out in the statement below.
Independent examiner’s statement
In connection with my examination, no matter has come to my attention:
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Which gives me reasonable cause to believe that, in any material respect, the requirements:
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To keep accounting records in accordance with section 130 of the 2011 Act; and
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To prepare accounts which accord with the accounting records and comply with the accounting requirements of the 2011 Act have not been met; or
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To which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
Nicholas Baxendale FCA
For and on behalf of Donnelly Bentley Ltd Chartered Accountants Hazelmere,
70 Chorley New Road, Bolton,
BL1 4BY 19th January 2023
17
The Greater Manchester Trust for Recreation Statement of Financial Activities
(including income and expenditure account)
For the year ended 31 March 2022
| Notes | Unrestricted | Restricted | Endowment | Total | Total |
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|---|---|---|---|---|---|---|
| Funds | Funds | Fund | 2022 | 2021 | ||
| £ | £ | £ | £ | £ | ||
| INCOME AND ENDOWMENTS | ||||||
| Donations and legacies | 2 | 425 | 9,477 | - | 9,902 | 3,330 |
| Charitable activities | 3 | 845 | - | - | 845 | 1,728 |
| Other Income | 4 | - | - | - | - | 11,494 |
| Investments | 5 | 94,710 | 8 | - | 94,718 | 105,777 |
| TOTAL INCOME | 95,980 | 9,485 | - | 105,465 | 122,329 | |
| EXPENDITURE | ||||||
| Raising funds | ||||||
| Investment management costs | 6 | 4,656 | - | 19,407 | 24,063 | 26,041 |
| Charitable activities | 7 | 151,076 | 29,558 | 30,726 | 211,360 | 165,786 |
| TOTAL EXPENDITURE | 155,732 | 29,558 | 50,133 | 235,423 | 191,827 | |
| NET INCOME/(EXPENDITURE) BEFORE | ||||||
| GAINS/(LOSSES) ON INVESTMENTS | (59,752) | (20,073) | (50,133) | (129,958) | (69,498) | |
| Net gains/(losses) | ||||||
| Realised gains/(losses) on investments | - | - | - | - | - | |
| Unrealised gains/(losses) on investments | (38,917) | - | 288,770 | 249,853 | 894,537 | |
| Realised gains on fxed assets | 19,868 | - | - | 19,868 | (13,945) | |
| NET INCOME/(EXPENDITURE) | (78,801) | (20,073) | 238,637 | 139,763 | 811,094 | |
| BEFORE TRANSFERS | ||||||
| Transfers | 13 | - | - | - | - (3,000,000) | |
| NET MOVEMENT IN FUNDS | (78,801) | (20,073) | 238,637 | 139,763 | (811,094) | |
| FUND BALANCES BROUGHT FORWARD | 2,803,352 | 94,206 | 2,052,525 | 4,950,083 | 4,138,989 | |
| FUND BALANCES CARRIED FORWARD | 2,724,551 | 74,133 | 2,291,162 | 5,089,846 | 4,950,083 |
18
The Greater Manchester Trust for Recreation Balance Sheet
At 31 March 2022
| Notes | 2022 £ |
2021 £ £ |
2021 £ £ |
2021 £ £ |
£ | £ |
|---|---|---|---|---|---|---|
| FIXED ASSETS Tangible Assets Investments 9 10 |
228,435 4,163,004 4,391,439 |
136,022 4,686,848 4,822,870 |
||||
| CURRENT ASSETS Debtors Short term deposits Cash at Bank and in Hand CREDITORS Amounts falling due in one year 11 12 |
51,120 6,145 666,326 723,590 25,184 |
45,128 56,003 37,181 138,312 11,099 |
||||
| NET CURRENT ASSETS | 698,407 | 127,213 | ||||
| NET ASSETS | 5,089,846 | 4,950,083 | ||||
| FUNDS Unrestricted Restricted Endowment TOTAL FUNDS 13 13 14 14 |
2,724,551 74,133 2,291,162 5,089,846 |
2,803,352 94,206 2,052,525 4,950,083 |
The notes on pages 20 to 29 form part of these financial statements.
Approved by the Trustees, authorised for issue on 19th January 2023 and signed on their behalf by:-
Helen Robinson Chair and Trustee
Daniel Jones Trustee
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The Greater Manchester Trust for Recreation Notes to the Financial Statements
For the year ended 31 March 2022
1. ACCOUNTING POLICIES
The principal accounting policies adopted in the preparation of the financial statements are set out below.
General information and basis of preparation
The Greater Manchester Trust for Recreation is involved in the provision and maintenance of facilities for the recreation and other leisure-time occupation of young people and adults, who are resident in the area, to help and educate them.
The registered office of the Trust is Partington Youth and Community Centre, Moss Lane, Partington, Greater Manchester M31 4FA.
The Trust is governed by a scheme approved by the Charity Commission.
Basis of preparation
The financial statements have been prepared under the historic cost convention, with the exception of investments which are included at market value, and the going concern basis. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.
The Greater Manchester Trust for Recreation meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).
The financial statements have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair view’. This departure has involved following the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn.
Fund accounting
General funds are available at the discretion of the Trustees in furtherance of the general objectives of the Charity. Designated funds are those set aside by the Trustees for specific purposes and may be released to general funds at their discretion. Restricted funds are funds subject to specific restrictions and conditions imposed by donors or by the purpose of the grantor other funds received. Amounts currently classed as Permanent Endowment funds are capital funds which have been given to the Charity to be held as capital and there is no automatic right to convert them to income. Although the capital must be retained for the longer term benefit of the Charity, any investment income arising from it (e.g. dividends from shares) is then available for general purposes to support the work of the Charity.
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Income recognition
All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably, and it is probable that the income will be received.
For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.
No amount is included in the financial statements for volunteer time in line with the SORP (FRS 102).
Income from trading activities includes income earned from fundraising events and trading activities to raise funds for the charity. Income is received in exchange for supplying goods and services in order to raise funds and is recognised when entitlement has occurred.
Income from government and other grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.
Investment income is earned through holding assets for investment purposes such as shares and it is included when the amount can be measured reliably. Investment income is recognised as the charity’s right to receive payment is established.
Expenditure
All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably.
Costs are defined as follows:
Costs of raising funds
Include those costs associated with attracting voluntary income and in applying for new funding and sponsorship and the costs associated with investment management.
Charitable expenditure The costs delivering the charitable activities.
All costs are allocated between expenditure categories of the SOFA on a basis designed to reflect the use of resources. Costs directly relating to a particular activity are allocated directly and other costs (support costs) are allocated on an appropriate basis to reflect the usage of resources, in line with the Trustees estimate of core staff time spent on the various activities.
The Charity is not registered for VAT and therefore all its input tax is irrecoverable. Expenditure is analysed inclusive of VAT, where this has been incurred.
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Grants paid
The Trust administers the Young Peoples Fund which makes grants on application, to support the activities of affiliated Clubs and enable them to carry out capital improvements. Grants are accounted for in the year in which they are awarded, and the Trust does not make multiple year awards.
Pensions
The Trust operates a defined contributions pension fund for full time staff.
Fixed asset capitalisation and depreciation
Tangible fixed assets are stated at cost less accumulated depreciation and accumulated impairment losses. Costs include costs directly attributable to making the asset capable of operating as intended.
Assets costing less than £500, and not forming part of a related series, are not capitalised but written off to revenue in the year of acquisition. Depreciation is provided on the cost of tangible fixed assets in order to write off the cost after taking account of scrap values over the expected useful lives as follows:
d useful lives as follows: |
||
|---|---|---|
| Tractor, plant and equipment | 25% | reducing balance |
| Freehold buildings and fencing | 2% | straight line |
| Melland sports hall | 2.5%/10%/20% | straight line |
| Furniture, fttings and equipment | 20% | straight line |
Financial instruments
The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transactions value and subsequently measured at their settlement value.
Concessionary loans
Concessionary loans include those receivable from third parties which are interest free or below market interest rates and are made to advance charitable purposes. All such loans are measured at cost, less impairment.
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Investments
Investments are recognised initially at fair value which is normally the transaction price excluding transaction costs. Subsequently, they are measured at fair value with changes recognised in net gains/(losses) on investments in the SOFA if the shares are publicly traded or their fair value can be measured reliably. Other investments are measured at cost less impairment.
Funds are invested to produce the best possible financial return with an acceptable level of risk and to balance income and capital returns. The charity has appointed two professional investment management firms to manage these assets on a discretionary basis and in line with this policy. Managers are required to produce a valuation and performance report quarterly.
Debtors and creditors receivable/payable within one year
Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.
Cash flow statements
The Board of Management have elected to take advantage of the exemption under Update Bulletin 1 of the Charities SORP (FRS 102) not to prepare a cash flow statement.
Going concern
The Trustees have reviewed the circumstances of The Greater Manchester Trust for Recreation and consider that adequate resources continue to be available to fund the activities of the charity for the foreseeable future. The Trustees are of the view that the charity is a going concern.
Significant judgements and estimates
The preparation of these financial statements require certain judgements, estimates and assumptions that affect the reported amounts of assets, liabilities, income and expenses. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.
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2. DONATIONS AND LEGACIES
| Un-restricted | Restricted | Endowment | Total 2022 | Total 2021 | |
|---|---|---|---|---|---|
| £ | £ | £ | £ | £ | |
| GRANTS AND DONATIONS FOR ACTIVITIES: | |||||
| Donations | 425 | - | - | 425 | 333 |
| Grants | 9,477 | - | 9,477 | 17,164 | |
| Grants Returned | - | - | - | - | (14,167) |
| 425 | 9,477 | - | 9,902 | 3,330 |
3. INCOME FROM CHARITABLE ACTIVITIES
| Un-restricted | Restricted | Endowment | Total 2022 | Total 2021 | |
|---|---|---|---|---|---|
| £ | £ | £ | £ | £ | |
| Playing Fields income | 825 | - | - | 825 | 2,728 |
| Income from sports for afliated Clubs | 20 | - | - | 20 | - |
| Other income | - | - | - | - | (1,000) |
| 845 | - | - | 845 | 1,728 |
4. OTHER INCOME
| Un-restricted | Restricted | Endowment | Total 2022 | Total 2021 | |
|---|---|---|---|---|---|
| £ | £ | £ | £ | £ | |
| Salford Council Covid Grant | - | - | - | - | 10,000 |
| Job Retention Grant | - | - | - | - | 1,494 |
| - | - | - | - | 11,494 |
5. INVESTMENT INCOME
| Un-restricted | Restricted | Endowment | Total 2022 | Total 2021 | |
|---|---|---|---|---|---|
| £ | £ | £ | £ | £ | |
| Bank and other interest | 24 | 8 | - | 32 | 45 |
| Income from UK Investments | 94,686 | - | - | 94,686 | 105,732 |
| 94,710 | 8 | - | 94,718 | 105,777 | |
| Allocated to restricted funds as follows: | J G Buckley Fund | Fund for | Young People | Total 2022 | Total 2021 |
| £ | £ | £ | £ | ||
| 8 | - | 8 | 4 | ||
| Bank and other interest | - | - | - | - | |
| Income from UK investments | 8 | - | 8 | 4 |
6. INVESTMENT MANAGEMENT COSTS
| Un-restricted | Restricted | Endowment | Total 2022 | Total 2021 | |
|---|---|---|---|---|---|
| £ | £ | £ | £ | £ | |
| Investment fund management costs | 4,656 | - | 19,407 | 24,063 | 26,041 |
| 4,656 | - | 19,407 | 24,063 | 26,041 |
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7. CHARITABLE ACTIVITIES COSTS
| Un-restricted | Restricted | Endowment | Total 2022 | Total 2021 | |
|---|---|---|---|---|---|
| £ | £ | £ | £ | £ | |
| ACTIVITIES, FIELDS, GRANTS ETC | |||||
| Cost of Activities | 2,974 | 521 | - | 3,495 | 3,335 |
| Field Maintenance/Repairs/Equip Repairs | 3,478 | - | 13,255 | 16,733 | - |
| Grants,Projects,Exchange Trip | - | 29,037 | - | 29,037 | 7,390 |
| 6,452 | 29,558 | 13,255 | 49,265 | 10,725 | |
| STAFF COSTS | |||||
| Admin. Salaries | 84,136 | - | - | 84,136 | 94,355 |
| Employers Pension | 5,604 | - | - | 5,604 | 5,937 |
| TrainingCosts | 2,101 | - | - | 2,101 | (387) |
| 91,841 | - | 91,841 | 99,905 | ||
| ESTABLISHMENT COSTS | |||||
| Rent and Rates | 11,338 | - | - | 11,338 | (17,812) |
| Premises Insurance | 477 | - | - | 477 | 1,444 |
| Heat and Light | - | - | - | - | 183 |
| Repairs and Renewals | 1,259 | - | - | 1,259 | 4,956 |
| 13,074 | - | - | 13,074 | (11,229) | |
| TRAVELLING COSTS | |||||
| Motoring Expenses | - | - | - | - | 229 |
| Travelling | 768 | - | - | 768 | 40 |
| 768 | - | - | 768 | 269 | |
| FINANCIAL | |||||
| Accountancy | 5,145 | - | - | 5,145 | 7,070 |
| Professional Fees | 2,732 | - | 109,290 | 112,022 | 51,474 |
| Bank Charges | 94 | - | - | 94 | 108 |
| Consultancy | 5,078 | - | 8,910 | 13,988 | 10,800 |
| Professional Fees Capitalised | - | - | (100,729) | (100,729) | (18,726) |
| 13,049 | - | 17,471 | 30,520 | 50,726 | |
| OTHER COSTS | |||||
| Printing and Postage | 200 | - | - | 200 | 111 |
| Software | 4,271 | - | - | 4,271 | 1,365 |
| Stationery and Adverts | 12,604 | - | - | 12,604 | 2,822 |
| Telephone | 1,733 | - | - | 1,733 | 2,379 |
| Miscellaneous Expenses | 586 | - | - | 586 | 135 |
| Subscriptions | 349 | - | - | 349 | 882 |
| Insurance | 3,811 | - | - | 3,811 | 3,210 |
| Depreciation | 2,338 | - | - | 2,338 | 4,486 |
| 25,892 | - | - | 25,892 | 15,390 | |
| TOTAL CHARITABLE ACTIVITIES COSTS | 151,076 | 29,558 | 30,726 | 211,357 | 165,786 |
| Raising Funds | - | ||||
| Investment Mgt Costs | 4,656 | - | 19,407 | 24,063 | 26,041 |
| TOTAL EXPENDITURE | 155,732 | 29,558 | 50,133 | 235,423 | 191,827 |
Any expenses incurred in the administration, or protection,
of endowment investments are charged to capital.
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8. EMPLOYMENT COSTS
| 2022 | 2021 | |
|---|---|---|
| £ | £ | |
| Salaries | 80,175 | 66,148 |
| Employer pension contributions | 5.604 | 5,937 |
| Social Security costs | 3,961 | 2,707 |
| RedundancyCosts | - | 25,500 |
| 89,740 | 100,004 |
No Trustees, who are the only key management personnel, received any remuneration for their services.
No Trustees received reimbursed expenses from the Trust. No employees received total employee benefits of more than £60,000.
There were no outstanding or prepaid pension contributions at the balance sheet date.
The average number of employees, some of whom are part time, was as follows:-
| 2022 | 2021 | |
|---|---|---|
| £ | £ | |
| Raising funds | - | - |
| Direct charitable | 3 | 3 |
| 3 | 3 |
9. TANGIBLE FIXED ASSETS
| Partington | Other | Melland Sports | Plant & | Furniture Fixtures | Motor | Total | |
|---|---|---|---|---|---|---|---|
| Centre | Assets | Hall/Land | Equipment | & Equipment | Vehicles | ||
| £ | £ | £ | £ | £ | |||
| COST | |||||||
| As at 1 April 2021 | 8,790 | 88,336 | 30,940 | 35,845 | 11,343 | 15,117 | 190,371 |
| Additions | - | - | - | - | - | - | - |
| Capitalised expenditure | 14,924 | 74,670 | 11,134 | - | - | - | 100,728 |
| Disposals | (4,395) | - | - | (35,845) | (864) | (15,117) | (56,221) |
| As at 31 March 2022 | 19,319 | 163,006 | 42,074 | - | 10,479 | - | 234,878 |
| DEPRECIATION | |||||||
| As at 1 April 2021 | - | - | - | 34,452 | 4,780 | 15,117 | 54,349 |
| Provided | - | - | - | 70 | 2,268 | - | 2,338 |
| Disposals | - | - | - | (34,522) | (605) | (15,117) | (50,244) |
| As at 31 March 2022 | - | - | - | - | 6,443 | - | 6,443 |
| NET BOOK VALUE | |||||||
| As at 31 March 2022 | 19,319 | 163,006 | 42,074 | - | 4,036 | - | 228,435 |
| As at 31 March 2021 | - | 98,019 | 30,047 | 1,393 | 6,563 | - | 136,022 |
Where the Charity acts as custodian Trustee the properties are not included in the accounts.
The Charity also owns the following playing fields which were conveyed to it on the dates shown, although there are no records of the original values at the dates of conveyance.
-
Melland playing field, Gorton, Manchester. 6 January 1909
-
Duncan Matheson playing field, Salford.
* 10 March 1910 *• Simon playing field, Didsbury, Manchester. 16 November 1925 • Godfrey Ermen playing field, Abbey Hey, Manchester 24 May 1928
- Harry Dalton playing field, Whalley Range, Manchester. 7 February 1968
The Trustees do not consider that the fields have any significant immediate value, given the strict land use restrictions placed upon those fields, but they are open minded in terms of any selling opportunities that may present themselves from time to time.
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10. FIXED ASSET INVESTMENTS
| Un-restricted | Restricted | Endowment | Total | |
|---|---|---|---|---|
| £ | £ | £ | £ | |
| As at 31 March 2021 | - | - | 4,686,848 | 4,686,848 |
| QUOTED INVESTMENTS | ||||
| As at 1 April 2021 | - | - | 4,579,349 | 4,579,349 |
| Net movements | (4,290) | - | (769,407) | (773,698) |
| Net unrealised gains/(losses) | (38,917) | - | 288,770 | 249,853 |
| Transfer | 2,851,627 | (2,851,627) | - | |
| As at 31 March 2022 | 2,808,420 | - | 1,247,085 | 4,055,504 |
| OTHER INVESTMENTS | ||||
| Longterm loan to Ormside Mill Residential | - | - | 107,500 | 107,500 |
| Centre b/f and c/f | - | - | 107,500 | 107,500 |
| As at 31 March 2022 | 2,808,420 | - | 1,354,584 | 4,163,004 |
11. DEBTORS
| 2022 | 2021 | |
|---|---|---|
| £ | £ | |
| Income receivable | 4,290 | - |
| Prepayments | 3,140 | 5,128 |
| Other Debtors | 3,690 | - |
| Concessionary Loan to Barton Athletic Club | 40,000 | 40,000 |
| 51,120 | 45,128 |
12. CREDITORS: Falling due within one year
| 2022 | 2021 | |
|---|---|---|
| £ | £ | |
| Trade creditors | 14,443 | 2,111 |
| Accruals and deferred income | 7,748 | 7,409 |
| Other taxes and social security | 2,993 | 1,579 |
| 25,184 | 11,099 |
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- STATEMENT OF FUNDS
| Balance 01/04/21 | Net Income | Expenditure | Gains/Losses | Transfers | Balance 31/03/22 | |
|---|---|---|---|---|---|---|
| £ | £ | £ | £ | £ | £ | |
| UNRESTRICTED FUNDS: | ||||||
| General fund | 2,803,352 | 95,980 | (155,732) | (19,049) | - | 2,724,551 |
| 2,803,352 | 95,980 | (155,732) | (19,049) | - | 2,724,551 | |
| RESTRICTED FUNDS: | ||||||
| J G Buckley | 3,866 | 8 | (2,200) | - | - | 1,674 |
| Fund for Young People | 62,492 | - | (500) | - | - | 61,992 |
| Grants | 27,848 | 9,477 | (26,858) | - | - | 10,467 |
| 94,206 | 9,485 | (29,558) | - | - | 74,133 | |
| ENDOWMENT FUNDS: | ||||||
| Endowment | 2,052,525 | - | (50,133) | 288,770 | 2,291,162 | |
| Total Funds | 4,950,083 | 105,465 | (235,423) | 269,721 | - | 5,089,846 |
Transfers between Funds
At its most basic level, the term “permanent endowment” refers to property - cash, investments, and land - held by the Charity which cannot be spent as though it were income. There is a restriction on expenditure of these capital assets created by the donor to provide the Charity with a gift that will endure into the future. However, permanent endowment is not necessarily always “permanent” and The Charities Act 2006 introduced flexibility for Charities to better achieve their charitable purposes.
The Trustees had previously determined that the Charity requires free reserves – unrestricted funds not invested in tangible assets or designated – of at least £3m, which would allow the Charity the freedom to further develop its long term strategic plan, deliver tangible benefit to its beneficiaries and avoid the current situation whereby the Charity has insufficient day to day funding.
Following the sale of charitable land in a previous year, the Trustees applied to the Charity Commission for consent and authorisation to release £3m held in permanent endowment, setting out the reasons why the Trustees believed that it would be in the Charity’s best interest to now spend both the capital and income, and this consent was received dated 17 February 2021.
14. ANALYSIS OF NET ASSETS BETWEEN FUNDS
Fund balances at 31 March 2022 are represented by:-
| Un-restricted | J G Buckley | Fund for | Other | Endowment | Total | |
|---|---|---|---|---|---|---|
| Funds | Fund | Young People | Restricted | Funds | ||
| £ | £ | £ | £ | £ | £ | |
| Fixed assets | 4,036 | - | - | - | 224,400 | 228,436 |
| Investments | 2,808,420 | - | - | - | 1,354,584 | 4,163,004 |
| Net current assets | (87,904) | 1,666 | 62,000 | 10,467 | 712,178 | 698,406 |
| 2,724,551 | 1,666 | 62,000 | 10,467 | 2,291,162 | 5,089,846 |
Restricted funds
J G Buckley Fund
Fund for Young People
Created in memory of a former Chief Executive to provide bursaries for young people in education. No applications were received in the year.
The fund provides grant support to affiliated Clubs to support their activities and to enable them to carry out capital works. It also supports the work of the Charity. Grants are made by the Trustees through a formal application process.
Endowment Fund
The amount currently classed as endowment fund was created by the sale of Christie Fields and section of Melland playing fields. The income is available to support the general activities of the Charity and the capital may be used for the purchase and renovation of other land and buildings for charitable activities.
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15. TAXATION
The Trust is a registered Charity and is entitled to claim annual exemption from UK Corporation Tax, under sections 466 to 493 of the Corporation Tax Act 2011..
16. TAXATION
The Charity, or its wholly owned subsidiary company Greater Manchester Federation of Boys Clubs, acts as custodian Trustee for the following organisations, segregating such assets from its own.
Should any of these organisations fail to meet their obligations under the leases the ultimate responsibility would lie with the Charity.
Norbrook Youth Club
Garthorp Road, Northern Moor, Manchester.
In August 2005 The Greater Manchester Trust for Recreation entered into a 125-year lease with Manchester City Council, Greater Manchester Passenger Transport Executive and Norbrook Youth Club.
Haughton Green Young People’s Centre
Lancaster Road, Denton, Tameside.
In February 1998 Greater Manchester Federation of Boys Clubs entered into a 40-year lease with Tameside Metropolitan Borough Council on behalf of the club.
Whitemoss Club for Young People
Southdown Crescent, Blackley, Manchester.
In February 2020 The Greater Manchester Trust for Recreation entered into a 25-year lease with Manchester City Council on behalf of the club.
Jimmy Egans Boxing Academy
Kings Mission Church, Royalthorn Drive, Wythenshawe, Manchester.
In June 2008 The Greater Manchester Trust for Recreation entered into a 99-year tenant repairing lease to rent the premises in Wythenshawe known as Kings Mission Church from Willow Park Housing Trust to provide a home for the Boxing Club, an affiliated organisation, at an initial premium of £25,000 and thereafter at a peppercorn rent for 25 years. The lease and its terms have been passed on to the Boxing Club in a lease of 25 years.
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“
DofE was, and still is incredibly beneficial to me and my friends. Being able to finish off my bronze award has helped my application into a great sixth form as well as finding new passions and hobbies. I’ve discovered that I love being outdoors and am more motivated to go out walking or do outdoor fitness.
Furthermore, if it wasn’t for continuing my physical for DofE I probably wouldn’t be as conscious of my health and fitness as I am today. It has given me the confidence to try new activities which would otherwise be really daunting (like going to the gym) and allowed me to believe in myself and what I am actually capable of.
Thanks to DofE and GMYF I’ve been able to meet new people and develop my friendships with people I already know whilst having fun and developing new skills. Since I live a bit further away than all my friends, weekly sessions at the youth centre are really important, they help me stay in touch with people outside of school and keep me accountable/ committed to keeping up with my online logs.
Doing DofE and being supported by the GMYF has also been such a good way to deal with the loss of one of my friends earlier this year, and not to mention exam stress. The leaders are all amazing and the youth centre provides a safe space to go at night whilst meeting friends and completing an award which is incredibly beneficial.
Without GMYF, I wouldn’t have been able to finish DofE, since my school don’t offer it and it was interrupted due to Covid-19. I’m so grateful for everything the GMYF have done for me and my friends, we’ve all had such an amazing time and it’s been such a great opportunity for everyone involved!
Grace Robinson Duke of Edinburgh Bronze Participant at Partington
“
Thanks to the Greater Manchester Fed. We the Trustees of the Whitemoss Club for Young People, Management Committee Members and Volunteers would like to express our THANKS to the Fed for ALL their support over the last few years in offering us opportunities to provide us with funding to be able to take some of our children and volunteers at the end of July for a weekend at the Residential Centre ORMSIDE in the heart of the Lake District.
Also, when the Fed secured from their Trustees £10K towards the £20K project at Whitemoss for the new raised roof project, we had to complete this year, what a massive boost to our fundraising efforts. With this and the clubs’ own efforts and support from the NIF Funding MCC we have managed to complete the project. Thank you!
Over the last couple of years trying to get the D of E started and also last but not least the support in negotiating our new successful 25-year Lease with the City Council.
John Biggs B.E.M.
Centre Manager
Whitemoss Club for Young People
“
Salford Lads and Girls Club has had a longstanding relationship with the Greater Manchester Youth Federation going back many decades but over the past year we have developed a strong and vibrant partnership.
We have been able to use the experience and expertise of Youth Federation professionals to help develop what we offer to young people here in the heart of Salford’s poorest district.
Salford Lads and Girls Club have staged an annual club camp every year since 1904 (apart from two world wars and the pandemic) and this year we engaged the Youth Fed to help us plan and deliver our first trip to Ormside Mill.
With the guidance of Grace Beasley we took two groups of 20 boys to this part of Cumbria and engaged in activities such as abseiling, canoeing, ghyll scrambling - a completely new experience for many of our diverse range of inner city children. In October we will take a group of girls to Ormside Mill.
We are currently trying to identify and invite young people to take part in the Duke of Edinburgh award and over the next few months, with the help of the Youth Fed, hope to enrol several young people on the course.
Our partnership with the Greater Manchester Youth Federation is a huge asset to the Club and one we hope to develop further over the coming months and years.
Chris Brierly Salford Lads and Girls Club
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“ On my trip at Ormside Mill I learnt to come out of my comfort zone to grow ”
“ When I was at Ormside Mill I learnt to push myself to work harder ”
“ On my trip to Ormside Mill I learnt to not judge people because I don’t know what they have been through ”
“ I learnt at Ormside Mill that we should keep on trying because when I got to a certain point I wanted to stop, but the instructor helped me and I made it! ”
“ I learnt that team work makes the dream work when we were doing activities at Ormside Mill ”
“ When I was at Ormside Mill I learnt to be patient towards others and not rush them on their activities ”
“ I enjoyed learning all the skills I needed for my expedition including mapwork ”
“ My favourite part of doing my DofE Award was being in a group and working together ”
“ It was very exciting being in the outdoors, seeing new places and learning about the areas we were in ”
“ Coming to the DofE youth club each week was a great place to escape from exam pressures ”
“ It was great seeing new places outside of Greater Manchester ”
Gceoter Monchestec Youth Federotion gmyouthfed.org