The Cellar Trust 15 Impact report 2023-24
Contents Summary Who we are and what we do What we're proud of Our insights Jargon buster Our servlces 8-22 Pathways to Employment HOPE MAST 13 Trust Therapies 15 Reach 17 Safe Spaces 19 Training Our smaller services 21 22 Our organlsatlon 23-66 Estates 24 Our people 25 Our communiti8S 27 Report of the Trustees Independent Auditor's Report to the Trustees of The Cellar Trust 29 36 Statement of financial activities 41 Notes to the Financial Statements for the year ended 31 March 2024 44
The Cellax Trust Impact Report 2023-24 Summary By our CEO, Kim Shutler, MBE Following on from the pandemlc, this year has s88n the Impact of the economic crisis hit our communitles hard. The Cellar Trust already operates In areas which are amongst the most deprived in the country. We know that this Is worsening for people With our poorest communltles experlencing a 3% hlgher inflatlon rate than average because much ottheir Income Is spent on dally essentials Ilke food and energy (Bradford Councll, 2024). We also know that rates of depression and serious mental health problems are known to be higher in communities that find it hard to afford housing costs and energy bills (House of Commons Library, 2024). Locally and nationally, we are seeing a crlsis in statutory funding within our local authority and the NHS, and our team continue to experienced first-hand the growing mental health crisis in our community with the knock on effect on overwhelmed public services. In the face of this we have doubled down on our efforts to r8ach more peop18, to adapt and to innovate with our statutory and voluntary and community sector partners to respond. The number of support sessions we have delivered has increased by 40 /. to 34,269 and 90/0 of people who fed back said that we had supported them to improve their mental health. This y8ar we were also able to confirm funding to develop our Shipley site as a new health and wellbeing community hub which will open in 2025. The Cellar Trust is steadfast in its commitment to delivering exceptional services as well as playing a key partnership and leadership role. Despite this we see the demand outstripping capacity, people in our community becoming increasingly unwell without the right support at the right time, and no immediate sign of this improving. In this face of this ongoing challenge for our communities The Cellar Trust is steadfast in its commitment to delivering exceptional services as well as playing a key partnership and leadership role in the voluntary and community sector, in health and care, across the District and beyond. As we move into the coming year, we have new and innovative new services launching and exciting, ambitious plans. We are incredibly grateful to our colleagues, volunteers and supporters for enabling us to be here for the people we senie.
Who we are and what we do We are a registered charity provldlng mental health and wellbeing support across Bradford. Airedale, Wharfedale and Craven. We offer a range of services and approaches to meet the needs of our people and communities, where and when they need us. In 2023-24: We supported 11.981 people, We delivered 34,269 sessions of support. Working in partnership with other organisations, we provide support to h81p people live positively and independently, to build a brighter future. A number of our services are delivered by peer support workers who have their own lived experience of mental health problems. Our t8ams mainly work with people with o severe mental illness (SMI) or multiple complex needs. We trained 246 people in Peer Support. We helped 3240 people develop skills and knowledge in mental health. My worker has been very human, non- judgemental, easy to relate to, easy to talk to and she has always spoken to me with complete kindness. I have genuinely looked forward to our sessions. She has made me feel less alone, less stressed, and I've been helped to break things down a step at a time. She's just been amazing and she has made me feel very safe to talk about things. Our services Pathways to Employment HOPE MAST Trust Th8rapies Reach Safe Spaces Training Services in partnership 99. Samlna, HOPE cllent
The Cellar Trust Impact Report 2023-24 What we're proud of 00 Our people 000 We're a team of 89 plus 30 associates but we manage to deliver so much. For every individual we help we are also giving reassurance to their family and friends. Our staff are our biggest asset, they use their lived experience and expertise to support thousands of people in our district every year and we are incredibly proud of them. Awards and recognition HOPE 3rd Sector Compassion Award Finalists Safe Spaces 3rd Sector Collaboration (Integration) Winners Trust Therapies supported 57 % more people and delivered 43 / more sessions this year. 99 / of the people we surveyed said they would recommend the service. 91 / of people surveyed reported an excellent improvement in wellbeing. MAST dellvered 64 % 191 % of people we surveyed had a positive experience of Pathways to Employment. more sessions of support in our hospitals this year. 91 % of the people we supported did not re-present at A&E with the same issue. In our 2024 client survey: 90 % felt improved wellbeing. We have staff working with or in our District's hospitals mental health hospitals, GP practices, community centres, Job Centres and CMHTS. We are always looking to reach our communities when and where they need us. 90% could manage their mental health more. 80 / felt more positive about the future. HOPE increased the number of sessions by 55 % this yearwith 95 % of respondents saying the service helped them feel listened to. 79 % of people improved with an average improvement score of 76 % .
Our insights Our staff have'on the ground, experience providing valuable insights into mental health and service challenges. These insights help to inform our service development and delivery. Each service has unique insights specific to them but there are some organisation-wide themes we have gathered here: Increased complexity in our cases As a consequence, symptoms of stress within the staff teams have risen as cases are more difficult and can impact on staff mental wellbeing. We value our staff's lived experience of mental health and continue to provide a range of support mechanisms to help them stay well in challenging times. The complexity of the challenges faced by the people we support contlnues to Increase because otwlder pressures on the healthcare system. We have seen an upturn in referrals for people with autism, a learning disability (diagnosed or on a waiting list for a diagnosis) physical disabilities or chronic conditions affecting their physical health. Across our teams we are finding people are increasingly calling their support worker in crisis andlor attending sessions in crisis, going into crisis during sessions, or in between sessions. Increased demand and waiting list pressures Ongoing demand for our services thls year has put a significant pressure on waiting lists, For our HOPE and Trust Therapy services this m8ant we had to temporarily close our waiting list for part of the year to ensure we can operate safely.
'n,I,',ll:I Iiji I More people facing financial andlor social challenges We continue to see the real impact of the cost-of-living crisis. We saw an increase in people experiencing financial difficulties which directly impacts their mental health. We also saw more people applying for PIP benefits but having difficulties accessing benefit support and a greater need for signposting to other services such as food banks, debt help services, homelessness support services and other benefits support. People are also struggling with immediate expenses associated with accessing the support they need such as travel costs. In addition to homelessness, the team have experienced an increase in social housing issues. Perceived safety in their local area, poor relationships with neighbours, anti-social behaviour, alcohol and drug use in their locality are issues affecting people and this often takes up time during sessions befor8 their mental health can even be addressed. W8 ar8 experlenclng more people relerred wlth more complex soclal challenges and barrlers alongslde thelr mental health problem. There Is a very real and prevalent link between practical issues around housing, finance, language barriers and mental health challenges that can complicate cases and take time to address. Despite improvements in diversity across our staff team, we are increasingly using translators to be able to support people no matter their preferred language. This reflects the work our Communities Team has done to make our services more accessible for people from ethnically diverse communities.
Jargon buster We use some terms and abbreviations that might not be clear to everyone. Here's a few: pip Personal Independence Payments. cyp Chlldren and Young People. CMHT Community Mental Health Teams. PTSD Post-traumatic stress disorder. It's defined by the NHS as a mental health condition caused by very stressful, frightening or distressing events. Complex trauma Traumatic experiences involving multiple events w5th interpersonal threats during chlldhood or adolescence. (UK Trauma Council) Rellectlve Practlce A group setting support mechanism for our client-facing staff. Discusslons include problem solving, sharing learning and challenges. Co-productlon As defined by the Social Care Institute for Excellence: "Co-production is not just a word, it's not just a concept, it is a meeting of minds coming together to find a shared solution. In practice, it involves people who use services being consulted, included and working together from the start to the end of any project that affects them." slgnpostlng We're not always the best people to help but we can point clients in the right direction to get the help they need. Sometimes, this may also include a referral to another service. SMI Severe Mental Illness, defined as people with psychological problems that are often so debilitating that their ability to engage in functional and occupational activities is severely impaired. (gov.uk) Soclal Prescribing An approach that connects people to activities, groups, and services in their community to meet the practical, social and emotional needs that affect their health and wellbeing. (NHS England) Dual Diagnosis or Co-occurring Conditions Where people have another diagnosis alongside their mental health disorder, such as a substance use disorder or autism diagnosis. Frailty Sn medicine, fraiSty defines people who are at highest risk of adverse outcomes such as falls, disability, admission to hospital, or the need for long-term care. (NHS England)
The Cellar Trust Impact Report 2023-24 Our services The next few pages cover each of our services and their impact in more detail. oo I came in as a service user very broken and very isolated and my greatest fears, worries and anxieties came ahead and took me into a very dark space. My support workers patience, .1,10 j{. professionalism, rapport an&¥j:;, empathy lifted me. 99
Pathways to Employment In 2023-24 we supported 328 people in their employment journey through 2,361 sessions of support. ervice explainer CS c3Highlights Who we support: People who are accessing secondary mental health services or whose mental health affects their ability to find or sustaln employment. What we do: Working with people for up to12 months we offer: Pr8-8mploym8nt support to help people overcome the barriers stopping them from moving into employment. Employment and retention support to help people find, or return to, work and liaising with employers. A Youth Employment Specialist Where to find us: In community venues close to where people live as well as drop-in sesslons and In-reach into community hubs, CMHTS and Job Centres. How the service is lunded: NHS and Bradford Council Adult Social care. 91°A respondents had positive experience of the service. 60°/0 respondents agreed service has helped them to increase their skills. 29°/47 of people who accessed the employment support part of the service moved into paid employment or returned to work after long-term absence. Insights 410/0 of p80ple supported have a SMI diagnosis, a14/0 increase from 2022-23. 25°/0 of people with SMI, were not receiving any secondary care. 14Y• of people accessing the service had co-occurring conditionsldual diagnosis. We have seen an increase in young people who are self-harming.
The Cellar Trust Impact Report 2023-24 Amara's story oo The Cellar Trust helped me to overcome my social anxiety and depression, flnd employment, and regain my confidence. l am so grateful for their support. 99 When l approached The C8llarTrust, I was exp8rl8nclng severe soclal anxlety and d8pr8sslon. It was dlff Icult lor me to face people. Everythlng started from a bad experience at work, and after that, I was afrald to go to Jobs. My support worker provided me with the help and guidance I needed to manage my social anxiety and depression and find employment. The one-to-one support made me feel comfortable with the person I was in contact with. This slow process helped me to open up and share my thoughts and feelings. My support worker took the time to chat with me which made me feel more at ease. They guided me through the job application and interview process and introduced me to Smartworks, which is a charity that helps unemployed women to get back into work by providing them with clothes and coaching. Another thing that The Cellar Trust did that no one else could have done was to make me familiar with the places where I was going for interviews or to work which made me feel less alone and more confident. They also provided me with emotional support and practical advice, which was invaluable. The Cellar Trust helped me to overcome my social anxiety and depression, find employment, and regain my confidence. l am so grateful for their support. 10
HOPE In 2023-24 we supported 331 people on their mental health journey through 3,199 sessions of support. ervice explainer c3tsHighlights Who we support: People who have experienced long term andlor complex trauma and have had difficulty engaging with other services or find they do not meet their needs. This can mean people who often access A&E or other blue light services on a regular basis. What we do: Int8nsive peer support, for up to 12 weeks, with a focus on early engagement to build a trusting relationship and help people to achieve their goals. Where to lind us: Our person-centred approach means our work ranges from visiting people's homes and community spaces to supporting people to attend local activities, as well as telephone support. How the servlce is funded: Big Lottery Reaching Communities, NHS. We delivered more sessions of support in 2023-24 with an Increase of 55°A on last year. 95 /• people we surveyed agreed that service has helped them feel listened to. 83 /• of people felt that they received support from the service that they couldn't have got anywhere else. 790A of people showed an improvement in their wellbeing score with an average increase of 76%. 74 /• of people we supported were new and first-time users of the service 70°% of people offered support have a SMI and 30Yo were from ethnically diverse communities. 25/0 of the people we supported were LGBTQ+ We have seen an increase in people with PTSD (54V• of people seen) and with a history of child abuse (77°A) or sexual abuse (55y.).
The Cellar Trust 7111 ,lllu)act Report 2023-2 Aisha's story oo I now feel more In contr have coping skills tha have before. I know where to go if l ." need support in the future (d I am feeling hopeful for th re. nd 99 Alsha was struggllng wlth severe anxlety and felt very Isolated due to not speaklng Engllsh. She was struggllng to leave her home and to flnd the rlght support, whlch was havlng a severe Impact on her mental wellbelng. She needed a service whlch could provide support with interpreter assistance and the space and time to talk about her feelings. She also needed support In referring into other appropriate services, We provided sessions with an interpreter and gave Aisha the time to talk about how she was feeling. We also referred her into our Trust Therapies service and gave her links to websites that had coping techniques in her own language, for when she was feeling overwhelmed. We encourage Aisha to feel more in control and to independently manage her wellbeing. We referred into other local services, and she is now attending a support group and making new friends and has started to learn English. The peer support worker shared some of their own personal experiences with anxlety which helped Aisha to feel heard, accepted and more supported. It gave her hope that thlngs can improve. Alsha is now better able to control her anxlety and wants to leave her home instead of isolating herself. She now has a daily routine in place, Is sleeping better and spending more time with her family. "The sessions have really helped me relax, as I have been able to say how I feel and In my own language with the help of the interpreter. I now feel more in control and have coping skills that I didn't have before. I know where to go if I need support in the future and l am feeling hopeful for the future.. 12
MILST Multi-Agency Support Team In 2023-24 we delivered 7.484 sessions of support in hospital and 2,253 sessions in our communities. ervice explainer
c3Highlights Who we support: We support people via A&E and as in-patients at either Bradford Royal Infirmary or Airedal8 General Hospital. Our support continues in the community upon discharge. What we do: Our peer support workers provide people with the help they need to get to the root of the challenges they face, seeking to lessen repeat attendance at A&E or longer stays in hospital. Our multi-agency approach means we can provide specialist support around mental health, alcohol, frailty and social prescribing. Where to flnd us: In Bradford Royal Infirmary and Airedale General Hospital and out in the community clos8 to where people need us. Howthe servlce Is funded: NHS and Bradford Council Adult Social Care. We delivered 64°A more sessions of support in our hospitals. 91 /• of people did not re-present at A&E with the same issue (86 % in 2022-23). The people we supported rated the team on average 4.94 out of 5. 44 /• increase in the number of people who reported being able to manage their own physicailmental wellbeing after our support. 44 /0 increase in the number of people reporting they had tho tools to manage their distress when in crisis after our support. 66 /0 increase in the number of people reported they knew the services available to them after our support. 470A increase in the number of people who said they felt supported and connected to the wider community after our support. Our partners: We have seen increased demand, particularly for community support with the highest level of demand being for mental health. project khL Keighley Healthy Living We have seen more people struggling with both mental health and alcohol use and many hospital re-admittance cases are related to alcohol misuse. @5gHALE (gcarers, We have more referrals for people experiencing mobility issues and inability to access support due to physicall psychologicol challenges. Htallh AciioTh Local En9a9ement ledl+L L., resource y•t Oar¢ftsrth( C47Y¢frr 13
The Cpllar Trust wei(f lo 8rathrd Royal Infirmary Ga MAST is a fantastic example of collaborative working across health and care services and sectors for the benefit of a community of people. The project's concept and design enables NHS W8St Yorkshire, as the commissioner, to blend funding with the Local Authority and work in equal partnership with the voluntary and community sector. There ore multiple benefits and positive results from the project, primarily more tailored and effective care for local people in their communities. The NHS benefits in a variety of ways, including mental health and acute services working more effectively, and enabling service users to access more appropriate core. Having met someone recently who benefitted from the project, she shared that it had in some ways saved her life. I share MAST as a best practice example of our work across sectors in our West Yorkshire Health and Care Partnership, especially with NHS colleagues nationally. The MAST team have b8come an integral part of the ED team supporting us to give holistic care, supporting patients with complex health and social needs and reducing health inequality, Working with the MAST team looking at high intensity users in ED and developing plans to support them in ED and the community has had a huge impact in supporting a complex group of potients and reducing unnecessary attendances to ED. The ED team really benefit from having this alternative pathway to refer patients to and the collaborative working between ED, the MAST team and other services allows patients to get the right care in the right place at the right time. 99 Emma Clinton, ED Service Manager, Bradford Royal Infirmary 99 Cathy Elliott, Chair of NHS West Yorkshire 14
Trust Therapies In 2023-24 we supported 1,270 people overcome challenges through 5,506 sessions of support. ervice explainer c3Highlights Who we support: We support people across Bradford, Airedale, Wharfedale and Craven, from aged 13 and upwards. What we do: Our counselling and psychotherapy offers a variety of different therapies to help clients explore, and cope wlth, a range of emotional challenges. People can access between 6 and12 sessions. Some people may be eligible for NHS fully-funded sessions, whilst others will contribute on a means tested basis. Sessions are delivered by a mlx of qualified therapists and volunteers, as well as supervised placement students. Wher8 to find us: Sessions are dellvered at our sites in Shipley and Keighley as well as onllne, How the service is funded: NHS, Earned Income. We have supported 57/0 more people. We have delivered 43 /0 more sessions this year, in part due to our successful student programme. 99% of the people we survoy8d said they would recommend the service. 91 /• of people surveyed reported an excellent improvement in wellbeing. With growing walting lists for children's statutory services, we have seen an increase In ', demand for this age group and have responded by recruiting and training more specialist staff. There has been an increase in people struggling with somatic illness - when a focus on pain causes emotional problems or a mental illness or trauma is the trigger for physical illness or pain. Also, stress and workplace anxiety are more prevalent and may be the result of Covid and the world returning to normal. We have seen an increase in female clients referring on the grounds of Perimenopause, Menopause and hormonal imbalances and their impact on mental health. 15
The Cellar Trnst . Impact Report 2023-24 Clara's r story 41 Clara was able to become aware of how her past had impacted on how she struggled to show and accept positive emotions and feelings. Clara came to us when she recognlsed a growlng sense of low mood and feellng dlsconnected from her lamlly. As a chlld. Clara had been orphaned and raised In care and had always struggled wlth aspects of her upbrlnglng but kept busy as a way of coplng. With age and health deterloration. she was lindlng It harder to cope wlth how sh8 felt. She needed a space to offload what she called 'baggage', to improve her relationships with others and herself. Clara's sessions with her therapist were an opportunity to shore her life experiences and earliest memories and to feel validated and reassured. As she explored these experiences and with use of reflection, Clara was able to become aware of how her past had impacted on how she struggled to show and accept positive emotions and feelings. With time and space to talk, she was able to accept how challenging her life had been through no fault of her own. As a result, Clara wos able to b8gin hugging h8r family and recognise how good this felt, She was able to identify how this was never taught to her via parental role models or personal experience in her past acknowledging that, until this point, she perhaps hadn't known how to accept or show love. At the end of our sessions, the client shared how our time together had helped her gain permission to be herself and felt more empowered to deal with the future. 16
Reach In 2023-24 we supported 378 people towards their goals through 2,507 sessions of support. ervice explainer . O c3Highlights Who we support: People struggling with SMI who are currently being supported in secondary mental health services in Bradford District. What we do: One-to-one support for up to six months; identifying personal goals and working together towards achieving them. The goals people identify are very varied depending on where they are in their recovery journey. Alongside our partner, HALE, we can offer a range of specialist expertlse within the team including: dual diagnosis workers 'transition' support to help people access mainstream opportunities and groups following on from thelr period of support with the team Where to find us: The service is co-located with the CMHTS, however, we deliver our work in the community close to where people live. How the service is tunded: Bradford Council Adult Social Care. We appointed a Transition Worker to develop links with mental health hospitals, to ensure people with a SMI leaving hospital are supported with their transition back into the community. Our transitional work offers up to 6 months of support from dlscharge and aims to promote social inclusion and reintegration into the wider community. We appointed a Co-Productlon Worker to strengthen our relationships with CMHT'S, deliver steering groups to capture feedback from clients and lead professionals and shape our service. We have been working collaboratively with HALE, to develop community networks and expand our cllent- centred groups and activities. Increasing referrals from people with drug or alcohol dependency, who frequently experience crisis. Although this service is up to 6 months, we are seeing an increase in re~referrals for additional support. We see first-hand the pressures experienced in statutory services, for example the high caseloads and high turnover of staff in the NHS. A lack of available inpatient beds means a higher level of complexity, acuity of mental health problems and risk being held in organisations like ours.
The Cellar Trust Impact Report 2023-24 Joély story oo No amount of training would ever sho teach the compassion, understanding, an patience that I have received. Fo&that l atn truly grateful. 99 Joel was struggllng wlth mental health problems alongslde complex physlcal health Issues. He Is the maln carer for hls wlfe who also has complex physlcal health needs. They have a teenager at home wlth addltlonul needs and they have not lelt supported wlth thls. Joel lived and slept in the lounge and had not slept in a bed for about 7 years. As a full-time carer, he is often up during the night. His mental health was being affected by his inability to cope and lack of sleep. He often felt suicidal and would drive and park the car up just to get away from homelife. When Joel came to us it was important for him to meet his support worker outside of the house to give him a break and to have some time out for himself. His Reach support worker met with him on a regular basis, signposting Joel for further support such Making Space Carers, men's support groups such as Men's Sheds, workshops, local churches with drop-in sessions so he can pop in for a chat and a drink. Joel also received information on autism support groups, seminars and parent support as well as other specialist support for his child. "The service provided hos been fantastic. I feel the 6 months has gone very quickly and I have appreciated the sessions to get out of the house, have someone neutral to talk to and with information given on groups and services. Her input has very much been appreciated, more than I can tell you. No amount of training would ever show or teach the compassion, understanding, and patience that I have received. For that l am truly grateful." 18
Safe Spaces In 2023-24 we supported 2,593 people in crisis through 13,170 sessions of support. ervice explainer (stsHighlights Who we support: Children and young people (cyp) and adults in emotional distress or crisis. What we do: Safe Spaces, which is jointly led with Mind in Bradford, offers urgent mental health support, 365 days a year, from our trained crisis support workers. People can access Safe Spaces by calling First Response or Guide-Line to get a same-day appointment or turn-up to our regular drop-ins. We also provide crisis support for children and young peopSe 7 days a week from 3pm-9pm. Where to Ilnd us: All age hubs in Bradford and Keighley and a CYP hub in Shipley. We also have14 drop-in locatlons across the District delivered by our partner organisations. How is thls servlce dellvered: Led in partnership with Mind in Bradford and delivered by Brathay, Bangladeshi Youth Organisation, Pioneer Projects, Touchstone SELFA, Khidmat Centre, Girlington Centre Project 6 and Missing Peace. How the service is funded: NHS Increase of 42°A in people supported. Increase in sessions by 105 / from 2022-23, Distress scores across the year demonstrated an average 55 /• reduction in distress following a session with us. We launched our direct conveyance route with Yorkshire Ambulance Service in November 2023. From November to April 2023-24, 53 people came through this referral route, reducing pressures on A&E and providing an approximate cost saving of £41.605 in ambulance mental health resources. We redeveloped our CYP offer launching our new service in February 2024 to provide a 365 day per year, one-to-one and group support service for CYP. Our crisis drop-ins have provided approximately 3,300 support attendances this year. We employed an Inequalities Llnk Worker to raise awareness ond understand what people from diverse backgrounds need when it comes to crisis support. safe spaces Most clients referred have a diagnosed mental health condition, with depression the most common diagnosis. Suicidal thoughtslideation and loneliness are some of the primary reasons for accessing the service. 19
023-24 oo oo staff are lovely, very professional and courteous. Other services could learn a lot from Safe Spaces. 5-star service from Mental Health Response Vehicle Team and highly regarded by patients we refer. The place is a literal haven from the panic and insecurity I have sometimes felt. It is a life-saver, and such a comfort to know that someone can speak to you in person during periods of isolation. 99 Yorkshire Ambulance Service 99 Ann, Safe Spaces service user oo oo Absolutely brilliant - I felt acknowledged and seen. It's the small things that have made such a huge difference. I feel like such a weight has been lifted - cannot even find the words to explain how much it helped. l am so grateful" Really straightfon+vard and impressive how quickly people are seen, this has significantly reduced the amount of time we would have had to spend with them in A&E. 99. West Yorkshire Police 99 Tom, Safe Spaces seniice user 20
Training In 2023-24 we trained 2520 people in mental health and delivered 409 sessions of training. Service explainer c3 c3Highlights Who we support: We support people who want to better understand and manage their own mental health or support others. We also help organisatlons who want to develop mentally healthy workplaces and support the people they employ. What we do: We deliver a range of training Including our own Level 3 accredited Peer Support Training and Talking Therapies Psycho-Education courses to individuals and organisations locally and nationally. How the servlce is funded: NHS Talking Therapies (Bradford District Foundation Care Trust), West Yorkshire Police, Earned Income Our Peer Support Training (Level 3) was delivered to 246 individuals with an average feedback score of 4.7 out of 5. Over 1,000 West Yorkshire Police staff have received mental health training with an average 42°A increase in outcomes. NHS Talking Therapies sessions delivered to over 1,200 individuals. A41 21
The Cellar Trust Impact Report 2023-24 Our smaller services We are part of a number of smaller multi-agency teams, delivering partnership work across the District. Each of these services includes a part-time colleague delivering as part of the service. SMI-LE Short-term emotional support for people who are receiving support from or on a waiting list for a CMHT, working with Mind in Bradford, Horton Housing and Inspired Neighbourhoods. oo I honestly don't know if I would still be here, you have saved my life. When you called me, you knew I needed help instantly. Wharle Valley Pathways and Kelghley Pathways Mental health and employment support working with a range of different VCSE organisations including Keighley Healthy Living and Project 6. vv Martin, HOPE Modality client oo Thank you for listening to me, I have HOPE Modallty Offering a12-week peer support service, been all alone most of my life and it helping people experiencing a variety of really helps having a safe space to off mental health difficulties. When attending load where I don't feel judged. I can just a GP in the Modality partnership - clients be me. can be referred through for weekly sessions, with one of our peer support workers. This is to give them additional help in a safe and confidential space and alleviating some pressure on GPS. Peter, HOPE Modality client 22
Our organisation The next few pages cover more about our people, place and finances. ntranGe *1 al, oo Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the only thing that ever has. 99 Margaret Mead, Anthropologist 23
Estates This year saw continued engagement around our major capital development as part of the Shipley Towns with planning permission for the redevelopment of our Farfield Road Office confirmed. We said a temporary goodbye to the former St Walburgh School and our home for over 20 years and relocated our Shipley-based team to nearby premises. Following a tender process, we were pleased to appoint local contractors Whitaker and Leach to work alongside local architects, Rance 800th Smith, to deliver our new site due for completion in Summer 2025. 24
Our people We are an organisation of 89 employees plus 30 therapy associates. Creating a great place to workwhere people We also reviewed and redeveloped and can thrive and dellverlantastlc services is a simplified our pay-scales including ensuring key strategic priority for our us. Followlng the continued commitment to th8 Real Living previous year of significant organisational Wage. This was essential for us, as amidst a growth Including a merger and TUPE from 4 cost-of-living crisis, we recognised that lower different organlsations. the focus lor this year than market rates had started to lead to us was on making sure that we have fit-for- losing great people. purpos6 HR systems, policies and processes. The pay increase accounted for much of the agreed financial deficit for 2023124 and was reflective of a strat@gic decision by the Board to continue to invest in our colleagues so that we can recruit and retain the best people for our services and pay them as fairly as we can within our means. This year we carried out an organisational restructure, redeveloped all our main People Policies, implemented a new HR System and restructured our People Team including appointing our first Director of People. Our staff: Non-blnary 11 /0 of our colleagues are LGBTQ+ which compares to 3.3 /0 of the population identified as LGB in the 2022 Annual Population Survey 25% Male 73% Female oo Ethnically dlverse 30°A There is no role quite like o hope peer support worker. I love my role because it is a privilege to meet others but that they also trust me with their emotions and how they are feeling. I do not take it lightly how hard this can be. UK white 70%
ar tyrus r.fTTPF. Jodie's story l always used to think 'oh I will never be able to do that. and every time I was asked 'why not?, With the continuous support and encouragement, I now manage the team l inltially started volunteering for. 99 Before Jolnlng The Cellar Trust. I had a varled employment hlstory- I stlll couldn't declde what I wanted to be when I grew up! After my daughter was born my partner ut the tlme unfortunately became unwell wlth hls mental health and I had to make the cholce to glve up work to care for both hlm und o newborn. It was during thls tlme I finally had that 'llghtbulb' moment. My partner had accessed The Cellar Trust for support, seeing the work that was done wlth him and the results whlch came from the support he recelved Insplred me to pursue a career withln Mental Health. During the 7 years I have been with The Cellar Trust I have had the continued support from managers even when times have been challenging. Just having that belief in me, whlch I didn't have in myself, has really driven me to continue to better myself. I have had the opportunity to complete a Diploma in NLP, complete management training and l am currently undertaking a Level 5 Qualification in Coaching and Mentoring. l always used to think 'oh I will never be able to do that. and every time I was asked 'why not?, With the continuous support and encouragement, I now manage the team l initially started volunteering for. The Cellar Trust genuinely changed my life, and my daughter's life for the better. I certainly wouldn't have been able to access the opportunities or made some of the major life changes I have, without the support from the amazing team here. l initially started volunteering within the Employment Service at The Cellar Trust, supporting co-facilitated groups. I loved seeing the difference these groups made to people's wellbeing and seeing them grow in confidence. In 2017,1 was offered a part time role and within 18 months I had progressed to working full time and managing the contract I was working on. l am so proud to be able to look back and see the journey I have been on and l owe a lot of that to the support I have received. 26
Our communities Equity, diversity and inclusion (EDI) We're a large mental health charity in our local area, so we feel a strong sense of responsibility to do everything we can to help to tackle the wider health inequalities and social injustice. It's who we are. We continue to make positive progress to enhance the diversity of our workforce and to improve our reach and remove barriers to accessing our services. We recently carried out a review of our EDI strategy to look at progress made since the launch in 2022. Theme l - Delivering accessible and inclusive services Taking insight from listening and learning, th8 team have started a programme of work on a service-by-service basis, as w811 as an organisation, to look at how improvements can be made, and new ideas trialled. For example, we have been streamlining our referral processes and redeveloping our website to improve accessibility. One of the most significant meaningful changes that we can make is through the design and delivery of our major contracts and how we work with smaller diverse organisations through services such as Safe Spaces, Our focus has been to spend more tlmè In the local community and engage wlth people through a rang8 of events and grassroots organlsatlons. Raising awareness of our work but, cruclally, to Ilsten and understand the barrlers to accesslng support. We are gradually building hard-won trust. And it's worth it. Building this trust takes time but things are changing slowly as people see us take meaningful actions. Vital to this work is the role of grassroots organisations- our trusted partners. They help us reach into ethnically diverse communities and make connections. This year we piloted an approach to funding and working collaboratively with five community organisations to capacity-build around peer support skills. Working alongside colleagues at Connecting Roma, The Girlington Centre, New Libya Society, The Good Shepherd and Karmand Centre, we provided accredited peer support training to establish peer support groups for the local communities. oo stigma in some of our communities around mental health will change but it it will come from the communities themselves and our role is to support them on this journey. 99 You can read about our Community Engagement project here: Scan the QR code with a mobile device:
The Cellar Trust Impact Report 2023-24 Theme 2- Recruiting and retaining a diverse workforce, and ensuring an inclusive workplace where colleagues can thrive We are on a journey to improve dlversity in Therefore, it's a given that we have a high our workforce and we are proud to be level of staff who would classify themselves making the changes needed as an as having a long-term health condition. This organisution. And we've been truly rewarded year, however, we have seen an increase in In our ethnic diversity and other protected colleagues with concurrent chronic physical characteristics that add so much to our health conditions or disabilities. dynamlc. In addition, whilst a key focus of the There is no single action that has led to this organisation has been on improving the improvement, however, fundamental changes ethnic diversity of the workforce, creating an to our recruitment process, gathering inclusive environment where people can be workforce data, our presence in the themselves is something which makes a community, our communications and difference to us all. 11 /0 of our colleagues are marketing, and proactive approaches around LGBTQ+ which compares to 3.3 /0 of the employee communications, involvement and population identified as LGB in the 2022 engagement have led to a significant change. Annual Population Survey conducted by the And we will continue to strive to be truly ONS. But we know many LGBTQ+ people hide representative of the communities we serve. their sexuality at work, and we will strive to In-line with our strategy, for a number of improve to make our place o place where years, we have proactively recruited people people can be themselves. with experience of mental ill-health. Theme 3: Leadership and governance After we dlversltied our Bourd In 2022, we Externally, our CEO Kim Shutler plays a dual role have seen signlficant improvements In between The Cellar Trust and West Yorkshire the overall ethnlc diversity of the wlder Health and Care Partnership which have shared staff team. We know w8 have some way ambitions around driving change. to go In terms of the leadershlp team and this wlll take time but wlll be a key focus as we implement our refreshed strategy. Our work around leadership and governance is 2-fold: Enhancing the diversity of our leadership within the organisation. Th8 allyship and advocacy we undertake in the wider health and care system. Our greatest leadership and governance challenge is to continue to retain the high profile and investment in EDI as an organisation at a time when we face increased financial constraints. The Board and Leadership Team, have continued to recognise the crucial strategic importance of this work as fundamental to the success of our organisation and the impact we can have. oo I work with groups that are from diverse communities and Kim has been an integral part of my work in terms of her leadership position and influencing powers. She has been the trailblazing leader in the Women in Governance work that I have been leading on. This piece of work is the first of its kind in the country that aims to get women of all geographical areas of Bradford and all protected characteristics into Board positions. Kaneez Khan, Coordinator, Near Neighbours and Chair, West Yorkshire VCSE Voices 28
Report of the Trustees Year Ended 31st March 2024 The trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31st March 2024. The trustees have adopted the provisions of 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 (FRS102) (effective l January 2019). Objectlves and Activlties The objects of the Charlty are: To promote, protect and safeguard good mental health amongst and support the rehabilitation of people in the district of Bradford and elsewhere ("the area of benefit") who are or have been mentally ill or who are at rlsk of becoming mentally111 ("the beneficiaries" To relieve poverty and distress arising among the beneficiarles. The objects wlll be achieved by providing education and training facilitles, workshop facilities, crisis response and psychological therapy services and other approprlate assistance to asslst the beneflciaries In increasing their independence and enhancing thelr quality of Ilfe, and improving their employment prospects Publlc benetlt The Charity is constituted as a company limited by guarantee and is therefore governed by a memorandum and articles of association. These were updated in 2016 when the organisation made some minor adjustments to the articles of association. The aims, objectives and activities of the charity are reviewed annually and assessed. When reviewing the aims and objectives of the charity and in planning future activities, the trustees have complied with the duty in section 17 of the Charities Act 2011 to have due respect to public benefit guidance published by the Commission. summaryof main actlvities The Cellar Trust delivers in 3 main areas; Pathways to employment: a range of support for people on theirjourney towards employment including employer engagement and training, and job retention Crisis, acute and specialist support: a range of support for people in emotional distress or crisis, as well as goal focused recovery work for people with a serious mental illness andlor experiences of trauma Wellbeing: a range of support, activities and training to enhance psychological wellbeing
Financial Review Review of flnanclal position The Cellar Trust has experienced another year of growth with income up from income £3,204,951 to £3,600,271: an increase of 12.3¥0 on the prior year. This was mainly due to funding to support the redevelopment of our Shipley site following on frorr securing ,; £3,000,000 from the Government's Levelling Up Fund, via The City of Bradford Metropolitan Borough Council (BMDC) as the accountable body. The funding agreement for £2,850,000 was finalised during the year. To access the funding the Charity has entered into a fixed charge arrangement with BMDC, details of whlch are disclosed in note 23. The tendering for the work by local contractors has taken place with a contract slgned in May 2024 for the refurbishment of the current premises. The financlal assistance recelved in the current year was £227,185. ..::.. The Cellar Trust had a posltive but challenging year in the current economic climate i and the Board of Trustees set a deficit budget for the year in line with an agreed strategy of investment for quallty and organisational development - primarily enabllng salaries to be uplifted and for the organisation to remunerate staff in line 11th the Real :: Living Wage standard. The Board agreed to a deficit on the unrestricted funds for 2024 of £124,000 and the performance for the year is an operating deficit of £95,403. The continued investment from charitable funders including the Stone Family Foundation, Garfield Weston and Henry Smith, with their focus on core funding, has enabled the organisation to also continue to invest in continuous improvement to ensure that we operate efficiently and effectively in the light of continued groKvth. Golng concern Trustees and the Executive Team have reviewed the current financial position of The Cellar Trust, prepared a detailed budget for 202412025 based on known sources of income, looked at 3 years forecasts and have determined, after due consideration of the current levels of secured funding and cash reserves, that it is appropriate to prepare financial statements on a going concern basis.
Reserves policy Reserves remain strong. The Trustees are pleased, therefore, to report that The Cellar Trust is in a robust financial position to meet the growing needs across the spectrum for mental health and wellbeing services across the Bradford District, Craven and West Yorkshire. The trustees have reviewed the reserves policy during the financial year to ensure that there is a clear basis to ensure financial strength and sustainability of the organisation and that the rationale is easy to understand ond can be monitored. In setting the policy, the trustees have considered the followlng: l. The need to meet the charity's financial commitments and cover expenditure 2. The need to cover salaries and redundancy liabilities 3. The ability to fund new projects and activities and bridge funding gaps 4. Funds to repair and replace charity assets as required 5. Sufficient funds to build resilience and respond to unexpected opportunities or difficulties From reviewing the reserves as at 31 March 2024, the levels of unrestricted and I,,I' designated reserves required to meet these needs have been calculated as: General Fundty": ' £403,044 Designated - Reinvestment £333,601.,: Deslgnated - Therapy . £207,852 Designated - Redundancy £201,019 Designated - Refurblshment £50,000 Total General Funds £1,195,516 . The Trustees have designoted certain funds and they have the authority to change the designation, the Total General funds of £1,195,516 relates to 4.8 months expenditure, based on the 2024125 budget, as a contingency to ensure ongoing continuity. The designated reinvestment reserve is to allow for investment in nelv assets, buildings or projects. This includes the proceeds from the sale of fixed assets in prior years of £173,692, and a reserve of £30,000 to cover budgeted losses on the Peer Support Training Program oiler 2 years, and the revaluation gain on Farfield Road. The designated redundancy reserve is to allow for the calculated redundancy liabilities at the year end tor the whole staff team. The designated refurbishment reserve has been established to cover the replacement of large capital items, the target reserve of £50,000 has been achieved this year, to cover building costs and £30,000 for IT and kitchen equipment.
Principal funding sources - The main sources of funding for The Cellar Trust continue to be from Bradford District and Craven Health and Care Partnership (now via the West Yorkshire Integrated Care System), Bradford District Care Foundation Trust, and City of ; Bradford Metropolitan District Council: a total of £2,303,185. The NHS funded Sate Spaces contract which we are the lead provider for and commenced July 2022 (in.. partnership with Mind in Bradford over 3 years) was in its 2nd year and continues to be of importance. Future plans Building works are now under way and it is antlcipated that the new building followlng development of Farfield Road will reopen in the summer of 2025. The vision is for an Integrated hub in the heart of the Shipley community which brings together a range of hollstic health and wellbeing provision, delivered by different partner organisations to meet the needs of residents of Shipley and surrounding areas. The Cellar Trust was succéssful at the end of 202312024 in securing a number of new grants and contracts to start in 202412025 including:- _ Trust Therapies Employment: an additional employment contract integrated with '. NHS Talking Therapies Breathing Space: provision of peer support as part of the new Crisis House (delivered by Creative Support) T Rehabilitation and Enablement Services: provision of peer support as part of ': residential accommodation CORE: vorkIng as a bridge between primary and secondary mental health services as part of the Bradford District and Craven Community Mental Health Transformation. Mobilisation of these new areas will be a major focus in 202412025. The Cellar Trust continues to operate in an extremely challenging economic climate which is having a significant impact on the finances of the public sector as well as the Voluntary, Community and Social Enterprise Sector and it is anticipated that this will continue. This comes alongside ongoing demand for our services and growing waiting Anticipating a further period of rapid growth and development (with associated work force growth) there is a rolling programme of activity focused on developing policies, processes and systems including key areas such as IT so that they are commensurate with the size of the organisation and are maximising efficiency and effectiveness. This also includes our continued work on key cross-organisational pieces of ivork including the implementation of our Equity, Diversity and Inclusion Strategy and our Data and Insight improvement programme, both of which have been making strong progress with demonstrable results.
structure, Governance and Management Charlty constitution The Cellar Trust is constituted as a company limited by guarantee, registered number 02304802, and is governed by its Memorandum and Articles of Association, the company limited by guarantee was incorporated on 13 October1988. The charity is registered with the Charity Commission, registered number 701982, the charity was registered on19 September1989. Recrultmentand appolntmentof newtrustees All directors of the business are also trust8es of the charity and members of the Board of Trustees. ;,:: They are listed opposite. Following an external recruitment process, in June 2023 and we welcomed Anthony Waddington as the new Chalr of Trustees in July 2023. We would like to thank Laura Flatman (Vlce Chair) who was Acting Chair for the months leading up to this new appointment. All dlrectors give their time voluntarily. Any expenses reclaimed by directors from the charlty are set out In note10 to the accounts, 4:°" Organlsatlonal structure lyl,, Trustees retain overall responsibility for the business affoirs of the organisation with roles and Ii.I,',,.: responsibilities clearly laid out in the Board Rol8s and Competencles. I'll: The Chief Executive Officer is responsible to Board for matters that are delegated to management. The following is a list of matters not delegated to management. Unless prevented by law, regulatory ,:j':i;£ j: requirement, or The Cellar Trust's own Memorandum and Articles, the Board may choose to delegate matters to Committees or individual Trustees including the specific responsibllities of the Chair, Vice-chair and Treasurer. The CEO and members of the Executlve Team have day to day responsibility for the leadership and OP8rational delivery of the Charity. *1.4'-" Board development including induction and tralning of trustees, The induction programme for new trustees includes o formal briefing with the Chief Executive and .li Chair of the Board. An induction pack is also available for n8W trustees. The ongoing development needs of the trustees are reviewed on an annual basis, or as appropriate to ensure that the trustees are familiar with any new development or leglslation affecting their role, and that the Board is developed to ensure high performance and strong governunce. In the past year the Board has had a key focus on the role of The Cellar Trust on tackling health inequalities and further developing our work on Equity, Diversity and Inclusion: Rlsk mahagement The trustees have a duty to identity and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud ond error, Llablllty ofmembers Every member of the charity undertakes to contribute to the assets of the charity in the event of it being wound up during the time helshe is a member, or within one year afterwards, for thè payment '..,: of the debts and liabillties of the charity contracted before the time at which helshe ¢eases to be o member and of the costs, charges and expenses of winding up the charity, and for the adjustments of th8.rights of the contributors among themselves such amount as may be required: not exceeding .: :.
Trustees U E Archibong (appointed 19 July 2022) R J Carroll (resigned 2 July 2024) L Flatman (resigned 15 October 2024) M J Ingleson (appointed19 July 2022) S Khalid (appointed 19 July 2022) S Mclean (appointed Ig July 2022) H M Rolo OBE (appointed 30 July 2019) S Rouse (resigned10 October 2023) A G Voinea (appointed 19 July 2022) A J Waddington (appointed17 July 2023) The following trustees hold the office of: A Waddington (from17 July 2023) Acting Chair L Flatman (from17 July 2022 to 26 September 2023) .. . ... Vice Chair L Flatman (to 31 July 2024) Treasurer H Rolo OBE (from 21 October 2019) I,Iil Audltors BK Plus Audlt Limited, 11,4 Statutory Auditor Chartered Certifled Accountants 52 St Johns Lane Hallfax West Yorkshire HXI 2BW Sollcltors Gordons LLP l&li I i New August street :. Bradford I,'il Bankers CAF Bank Ltd 25 Kings Hill Avenue Kings Hill Iwest Malling Kent ME19 4JQ Flagstone Ist Floor Clareville House 26-27 Ovenden Street London SWIY4EL Senlor management- Kim Shutler Heather Tattersall Michael Tomlinson -- Linda Haynes Helen Horsman Shaun Rafferty Chief Executive Deputy Chief Executive Director of Finance £-" Director of Transformation and Integration Director of Operations =_ Director of People (Resigned 2610112024) Event since the end of the year Information relating to events since the end of the year is given in the notes to the financial statements.
statement of Trustees. Responsibilities The trustees (who are also the directors of The Cellar Trust for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to: select suitable accounting policies and then apply them consistently. observe the methods and principles in the Charity SORP; make judgements and estimates that are reasonable and prudent; prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware: there is no relevant audit information of which the charitable company's auditors are unaware. and the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that intormation. Audltors The auditors, BK Plus Audit Limited, will be proposed for re-appointment at the forthcoming Annual General Meeting. Approved by order of the board of trustees on: 31ia Signed on behalf of the board of trustees by: Anthonywaddington, Chair
Independent Auditor's Report to the Trustees of The Cellar Trust 19 September 2024 Opinion We have audited the financial statements of The Cellar Trust (the 'charity') for the year ended 31 March 2024 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements: give a true and fair view of the state of the charitable company's affairs as at 31 March 2024 and of its incoming resources and application of resources, for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance with the requirements of the Companies Act 2006. Basis lor opinion We conducted our audit in accordance with International Standards on Auditing (UK) (ISAS (UK)) and applicable law, Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is suff icient and appropriate to provide a basis for our opinion. Concluslons relating to golng concern In auditing the financial statements, we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
other information The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Matters on which we are required to report by exceptlon We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion: the information given in the financial statements is inconsistent in any material respect with the trustees. report; or sufficient accounting records have not been kept; or the financial statements are not in agreement with the accounting records; or we have not received all the information and explanations we require for our audit. Responslbllltlos of trustees As explalned more fully in the statement of trustees. responsibilities, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
Auditor's responsibilitles for the audlt ol the financial statements We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder, Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users token on the basis of these financial statements. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below. A further description of our responsibilities is available on the Financial Reporting Council's website at: https:11 www.frc.org.uklauditorsresponsibilities. This description forms part of our auditor's report.
other matters Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non~compliance with laws and regulations, was as follows.. The engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non- compliance with applicable laws and regulations; We identified the laws and regulations applicable to the company through discussions with directors and other management, and from our commercial knowledge and experience of the industry sector; We focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company, including the Companies Act 2006, taxation legislation and data protection, anti- bribery, employment, environmental and health and safety legislation; We assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspond8nce; and Ensured laws ond regulations wer8 communicated within th8 audit team regularly and the team remained alert to instances of non-compliance throughout the audit. We assessed the susceptibility of the company's financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by: Making enquiries of management as to where they considered there was a susceptibility to fraud, their knowledge of actual, suspected and alleged fraud,. Considering the internal controls in place to mitigate risks of fraud and non- compliance with laws and regulations; and Understanding the design of the company's remuneration policies. To address the risk of fraud through management bias and override of controls, we; Performed analytical procedures to identify any unusual or unexpected relationships; Tested journal entries to identify unusual transactions Assessed whether judgements and assumptions made in determining the accounting estimates set out in note 2 were indicative of potential bias; and . Investigated the rationale behind significant or unusual transactions. In response to the risks of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to: Agreeing financial statement disclosures to underlying supporting documentation; Reading the minutes of meetings of those charged with governance; Enquiring of management as to actual and potential litigation and claims; and Reviewlng correspondence with HMRC, relevant regulators and the company's legal advisors.
There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from the financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. Use of our report This report is made solely to the company's members, as a body, in accordance with section 391 of the Companies Act 2014. Our audit work has been undertaken so that we might state to the company's members those matters we are required to state to them In an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company's members as a body, for our audit work, for this report, or for the opinions we have formed. Victoria Atkinson FCA (Senior Statutory Auditor) for and on behalf of BK Plus Audit Limited Pivs AM&l¥& Chartered Certified Accountants statutory Auditor q Oitombv 1* 52 St Johns Lane Halifax West Yorkshire England HXI 2BW BK Plus Audit Limited is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section1212 of the Companies Act 2006.
statement of financial activities including income and expenditure Account for the earended 31 March 2024 Unrestrlcted Funds 2024 Rostrlcted Funds 2024 Unrestrlct Funds 2023 Restrlcted Furbds 2023 Income from: Notes Total 2024 Total 2023 Donations and legacies 1,022,060 2,065,490 3,087,550 1,082,206 1.479,914 2,562,120 Charitoble octlvitles 372,734 48,896 421.630 573,043 573,043 Investments 91,091 91,091 69,788 69,788 Totol Ineom¢ 1.485.885 2.114.386 3.600.2X 1.725.037 1,479.914 3,204,951 Expendltur¢ on: Ralslng Funds Unrestrlcted Funds 2024 Restrlcted Funds 2024 Unrestricted Funds 2023 Restrlctod Fund$ 2023 Total 2023 Not¢s Totql 2024 Fundrolslng and publiclty 13,662 13,662 27,401 27,401 Tradlng costs 16,554 16,554 73,662 13,662 43,955 43,955 Charitable activlties 1,567,626 1,897,031 3,464,657 7,648,007 1,720,660 3,368,667 Total expendlturo 1.581.288 1,897,031 3.478.319 1.691.962 1.720.660 3,412,622 Net Income •xp?ndlture (95,403) 217,355 121,952 33,075 (240,746) (207,671) Transfers beNJeen funds (22,216) 22.216 (749) 749 Net movement In tund$ (117,619) 239,571 121,952 32,326 (239,997) (207,671) Reconclllatlon offuhds: Fund balances at I April 2023 1,313,135 267.787 1,580.922 1,280,809 507,784 1,788,593 Fund balances gt 37 March 2024 1.195.516 507.358 1,702.874 1.313,135 267.787 1.580.822 The statement of financial activities includes oll gains and losses recognised in tha year. All income and expenditure derive from continuing octivities. The notes on poges 44 to 66 form part of these finoncial statements.
Balance Sheetas at 31 March 2024 2024 2023 Notes Flxed ass•t$ Tanglble assets 13 716,512 487,677 Currentassets stocks 14 918 Debtors 15 971,775 649,815 Cash at bank and in hand 1,072,686 1,166,273 2,044,461 1.817,006 CTedltor*: amounts lulllng duè wlthln one year 16 (1,058,099) (723,761) Nat eurrenl asset8 986,362 1.093,245 Total a$sets1oss current Iloblllt106 1,70Z874 1,580,922 Net assets excludlng ponslon Ilablll¢y 1,702,874 1,580.922 The funds ol th• charlty Restilcted Income funds 19 507,358 267,787 Unrestricted funds 1,195,516 1,313,135 1,702,874 1,580.922 The notes on pages 44 to 66 form part of these financial statements. The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 Murch 2024, although an audit has been carried out under section 144 of the Charities Act 2011. The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements. The members have not required the company to obtain an audit of its financial statements under the requirements of the Companies Act 2006, for the year in question in accordance with section 476. These financial statements have been prepared in accordance with the provisions applicable to companies s bject to the small companies regime. The financial statements were approved by the trustees on ....Q.3 A J Waddington (Chair) Trustee Company registration number 02304802 (England and Wales)
statement ofcash flows for the year ended 31 March 2024 2024 2023 Notes Cash flows from operatlng octlvltlas Cash generated from/(absorbed by) OP8rotions 24 52,338 (248,680) Inv88llng acllvltles Purchase of tangible fix6d ossets (237,076) 918 Investment income received 91,091 69,788 Nat ¢u8h (usèd In)Igenerat6d from Investlng actlvltl•8 (145,925) 68,832 Not¢oGh used In Ilnun¢lng octlvlt1è8 Net decrease In cash und ¢ush •qulvalents (93,587) (179,848) Cash and cash equival8nts at beglnning ol year 1,166,273 1,346,121 Cashund ¢08h equlvalènls atend ot year 1.072,686 1,166,273 The notes on pages 44 to 66 form part of these financial statements.
Notes to the Flnancial Statements fortheyear ended 31 March 2024 l Accountlng pollcies Charlty Information The Cellar Trust is a private company limited by guarantee incorporated in England and Wales. The registered office is The Old School, Fairfield Road, Shipley, West Yorkshire, BD18 4QP. l.l Accounting convention The flnancial statements have been prepared in accordance with the charity's [governing documentl, the Companies Act 2006, FRS102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" ("FRS 102") and the Charities SORP "Accounting and Reporting by Charities.. Statement of Recommended practice applicable to charlties preparing thelr accounts in accordance with the Financial Reporting Standard applicabl8 in the UK and Republic of Ireland (FRS102)" (effective l January 2019). The charity is a Public Beneflt Entity as deflned by FRS 102. The financlal statements are prepared in sterling, whlch is the functional currency of the charity. Monetary amounts In these financial statements are rounded to the nearest £. The financial statements have been prepored under the historical cost convention, [modified to include the revaluatlon of freehold properties and to include investment properties and certain financial instruments ot fair value]. The principal accounting policies adopted are set out b81ow. 1.2 Golng concern At the time of approving the flnancial stat8ments, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements. 1.3 Charltable funds Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectiV8S. Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements. Endowment funds are subject to specific conditions by donors that the capital must be maintained by the charity. 1.4 Income Income is recognised when the charity is legally entitled to it after any performance conditions hove been met, the amounts can be measured reliably, and it is probable that income will be received. Cash donations are recognised on receipt. other donations are recognised once th8 charity hos been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation. Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known. and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.
l Accounting policies (Continued) 1.5 Expendituve Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each actlvlty. Dlrect costs attributable to o single activity are allocated directly to that activlty. Shared costs which contribute to more than one actlvity and support costs which are not attributable to a slngle activity are apportioned between those octivities on a basis conslstent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portlon of the asset's use. 1.6 Tanglble fixed assets Tangible fixed assets are initially measured ot cost and subsequently measured at cost or valuation, net of depreciation and any impairm8nt losses. Depreciotion Is recognis8d so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases.. straight line over 30150 years Freehold land and buildings Freehold improvements Not depreciated until completion Flxtures ond fittings straight line over 4 years Computers straight line over 3 years Assets in the course of construction are not depreciated. The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value ol the osseL and is recognised in the statement of financial activities. 1.7 Impalrment of flxed assets At each reporting end date, the charity reviews the carrying amounts of its tongible assets to det8rmine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). 1.8 Stocks Stocks are stated at the lower of cost and estimoted selling price less costs to complete and s@11. Cost comprises direct materials and, where applicable, direct labour costs and those overheads that have been incurred in bringing the stocks to their present location and condition. Items held for distribution at no or nominal consideration are measured the lower of replacement cost and cost. N8t realisabl8 value is the estimated selling price less all estimated costs of completion and costs to be incurred in marketing, selling and distribution. 1.9 Cash and cash equlvalents Cash and cash equivalents include cash in hand, deposits held at call with banks, other short- term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
l Accounting pollcles (Continued) 1.10 Financial instruments The charity has elected to apply the provisions of Section11 'Basic Financial Instruments, and Section 12'0ther Financial Instruments Issues, of FRS 102 to all of its financial instruments. Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument. Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. Basic linanclal assets Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised. Baslc financlal Ilabllltles Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument Is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortlsed. Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method. Derecognitlon of Ilnancial Ilabllltles Financial liabilities are derecognised when the charity's contractual obligations expire or are discharged or cancelled. 1.11 Employee benellts The cost of any unused holiday entitlement is recognised in the period in which the employee's services are received. Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Notes to the Flnancial Statements (continued) 1.12 Retirement benefits Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due. 2 Crltlcal accounting estlmates and judgements In the application of the charity's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
Notes to the Financial Statements (continued) 3 Ineome from donatlons and legacles Unrestylcted Funds 2024 Restricted Funds 2024 Total 2024 Unrestrlcted Funds 2023 Restricted Funds 2023 Total 2023 Incomè Itom: Donations ond glfts 25,192 25,192 30,969 30,969 Grants recelved 996,868 2.065,490 3,062.358 1,051,237 1,479,914 2,531,151 Total 1,022.060 2.065.490 3.087,550 ,082,206 1.479.914 2,562,120
Notes to the Financial Statements (continued) 3 Income from donatlons and legacies (continued) Unrestrlcte d Funds 2024 Restricted Funds 2024 Unrestricte d Funds 2023 Restricte d Funds 2023 Total 2024 Total 2023 Income from: Grants rfjcolvable 8rodford Clinlcal Commlsslonlng Group - Hoven 76,059 76,059 Bradford Distrlct Care Foundation Trust 115,183 75,000 190,183 Brodtord Dlstrlct Care Foundation Trust - My Wellbeing College.. Assessment hub 33,930 33,930 14,267 14,267 Bradford Teaching Hospitals 22,500 22,500 CAF 95,397 95.397 city of Bradford MDC - CRF 21,000 21.000 City of Bradford MDC Disobility grants 9,880 9,880 City of Bradfrod MDC - Health and Wellbing Hub . Mental Health Training 520,543 520,543 242,364 242,364 City of Brodford MDC - Local Authority Funding 235,721 235,721 City of Brodford MDC - Shipley Towns Fund 227,785 227,185 Co-operotive Local Fund 4,078 4,078 European Social Investment Fund (ESIF) 19,232 19,232 Tha Forrester Familty Trust 25,000 25,000 25,000 25,000 Forum Central 1500 1,500 Garfield Weston Foundation 33,000 33,000 34,000 34,000 GSK Impact 40,000 40,000 The Harry and Mary Foundation 5,000 5,000 Health Education England 48,790 48,790
Notes to the Financial Statements (continued) 3 Income Irom donations and legacies (continuéd) Unrestricted Funds 2023 Restricted Funds 2023 Total 2023 Income from: Grants reeelvable (contlnued) Unrestricted Funds 2024 Restrlcted Funds 2024 Total 2024 Th8 Henry Smlth Charity 57,000 57,000 Keighley Community Foundation - Power to Change 15,000 15,000 Ken and Edna Morrison Charltable Trust 15,000 15,000 Kickstart 16,640 16,640 MIND 7,650 7,650 27,172 27,112 Modality Partnership 83,838 83,838 NHS West Yorkshire - ICB 336,527 1,185,000 1,521,527 915,000 915,000 The National Lottery Community Fund - Check In 9,271 9,271 The National Lottery Community Fund - Reaching Communities (ID: 20167788) 124,762 124,762 82,864 82,864 The Power to Chonge Trust 8,000 8,000 Project 6 213,904 213,904 223,870 223,870 Shlpley Town Fund 31,060 31,060 Souter Charitable Trust 5,000 5,000 The Stone Famlly Foundation 125,269 125,269 102,672 102,672 The VCS Alliance 11,822 11,822 23,399 23,399 West Yorkshire Police 28,928 28,928 19,292 19,292 Totul 996.868 2,065,490 3.062.358 1.051.237 1.479.914 2.531,151
Notes to the Flnuncial Statements (contlnued) 4 Incomefyom charitable actlvltles Restricted Funds 2024 Restricted Funds 2023 Income from: charitable actlvlties Unrestricted Funds 2024 Unrestricted Funds 2023 Total Total General charltablo activitles Catering income 2,465 2,465 31,286 31,286 Training income 34,200 34,200 29,635 29,635 Peer support work 3,887 3,887 staff costs recharges 3,890 3,890 other income 796 796 Crises Speclallst Support staff costs recharges 48,896 48,896 36,794 36,794 Therapy Services AWC I BCS sales 332.179 332,179 465,710 465,710 MyWellb61ng Collego other income 4,935 4,935 Total 372.734 48.896 421,630 573,043 573,043 5 Incomo from Invostments Unrestrlcted Funds 2024 Unrestrlcted Funds 2023 Rental incom8 48,693 62,718 Interest receivable 42,398 7,070 Total 91.091 69,788
Notes to the Financial Statements (continued) 6 Expendlture on raising funds Expenditure on: raislng funds Unrestricted Funds 2024 Unrestrlcted Funds 2023 Fundralsing and publlclty other fundraising costs 7,332 18,763 staff costs 5,083 5,639 Support costs 1,247 2,g99 13.662 27.401 Tradln9 costs Cafe costs 16,554 Total cost8 13.662 43,955
Notes to the Financial Statements (continued) 7 Expenditure on charitable actlvlt5es General charitable actlvltles 2024 Communltles ond peer support2024 Complex support 2024 Crlsls speclallst support 2024 Pathwoy to Employment 2024 Therapy Servlces 2024 Trulning und dlgital dallvery 2024 Dlract costs Total 2024 stofl costs 592,802 120,353 669,271 313,895 203,284 164,353 101,279 2,165,237 D8preciation impoirment 8,181 8,181 Premlses costs 70,913 2,712 20,166 29,750 3,140 3,857 69 130,607 Cleaning, malntenance ond repalis costs 50,951 889 1,715 53,555 Office costs 24,482 1,038 7,071 2,708 1,943 1,722 5,277 44,241 Marketlng and PR costs 883 3,578 102 4,436 5,969 890 15,798 staff and volunteer costs 295 4,494 1,327 308 1,275 866 183 240 Training costs 15,738 ioo 55 55 15,948 Motor ond travel costs 490 442 2,830 44 771 17,013 4,414 8,022 Legal and professlonal costs 28.719 80 6,143 4,680 85 (37) 39,670 Sub Contractors and Clinical Supervision 51,542 790,752 86,658 4,510 934,433 969 Internal recharges (148,845) 92,260 46,660 955 (3,660) (12,330) 300 Bad debts (1,554) 48 (1.506) Irrecoverable VAT 513 201 32,410 31,590 36 59 other costs 2,424 18 336 4,950 281 527 8,538 684,660 126,406 861,417 1.202,546 212.763 258,870 109.625 3,456,287
Notes to the Financial Statements (continued) Share of support and governance costs (see note 8) General churltabla actlvltles 2024 Communltles und peer support 2024 Complex support 2024 Crisis specialist support 2024 Pathwoy to Employment 2024 Therupy servlces 2024 Training und digital delivery 2024 Total 2024 Govarnance 8,370 8,370 693,030 126.406 861.417 1,202.546 212.763 258.870 109,625 3,464,657 Analysls by fund Unr9Strlcted tunds 1,567,826 600,107 126.406 220,916 46,646 205,162 258,764 109,625 Restrlctgd funds 92,923 640,501 1,155.900 7.601 106 1,897,031 Total 693,030 126,406 861.417 1,202.546 212.763 258.870 109,625 3,464,657
Notes to the Financial Statements (continued) 7 Expenditure on ¢harltable activities General charitablo aclivitles 2023 Crisls specialist support 2023 Troining and digital délivery 2023 Communitlos and peer support 2023 Complex 8UPPOrt 2023 Pathway to Employmenl 2023 Tharapy servlcès 2023 Previous yoar: Total 2023 staff costs 537,274 232,890 431,075 217,317 200.027 218,682 104,583 1,941,848 Depreclutlonl Impalrment 12,720 12,720 Premises costs 57,498 8,729 7,201 28,473 1,217 15,796 8,959 127,873 Cleaning, mulntenance and repalrs costs 43,226 34.797 12 490 406 78,931 Office costs 29,269 2,059 5,109 2,281 2,508 3,466 6,229 50,921 Marketing and PR costs (8,881) 27 270 26,596 27,539 1,801 5,840 staff und volunteer costs 2,174 137 129 326 2,766 Trolnlng costs 5,399 4,920 72 726 550 66 7,066 18,799 otor and travel costs 1,411 922 4.022 71 2.773 140 299 9,638 L8gal and prolessional costs 106,259 30 (1,403) 6,888 13,174 124,948 Sub Contractors ond Clinical Sup8rvision 61,238 24,660 42,118 524,879 250 231702 15,405 901,252 Client servlce costsl restricted costs 5,619 20,769 26,388 Internal recharges (135,092) 53,457 28,902 34,643 4,745 16,130 2,785 Bad debts 373 240 613 Irrecoverable VAT 25,942 496 983 16 1,705 20 29,162 other costs 1,295 127 25 3,170 554 125 5,296 Total 739,732 361.585 517.250 856,355 212,125 487.418 186,071 3.360,536
Notes to the Financial Statements (continued) Share of support and governance costs (see note 8) General charltable activitles 2023 Crlsls speclullst support 2023 Tralnlng and digltal delivery 2023 Communltles and p¢er support 2023 Complex support 2023 Pathway to Employment 2023 Theyapy Gervlces 2023 Provlous yèar: Total 2023 Gov8rnance 8,131 8,131 747,863 361,586 517,250 856,355 212.125 487,418 188,071 3,368,667 Analysls byfund Genèral charltable actlvltlè$ 2023 Complox Support 2023 Crlsis spoclallst support 2023 Pathway to Employment 2023 Therapy $ervlces 2023 Tralnlng und dlgltal dellvary 2023 Communltles and peer support 2023 Prevlou8 yèar: Totttl 2023 Unrestricted tunds 186,071 1,648,007 182,511 352,314 279,473 36,795 194,036 416,807 R8Strlcted funds 237,777 18,089 70,611 1,720,660 565,352 9,271 819,560 747,863 361,585 517,250 856,366 212,125 487,418 186,071 3,368,667
Notes to the Financial Statements (continued) 8 Support costs allocated to activities General charitable activitia$ 2024 Total 2023 Governance 8.370 8,137 2024 2023 Goveynanca costs comprlsa: Audit fees 5,497 6,686 Finance costs 2,873 1,445 8.370 8,131 e Net movement In lunds The net movement in funds is stated after chargingl(creditlng): Fees poyable for the audit of the chority's financial stotements 5,497 6,686 Depreciation of owned tanglble fixed assets 8,181 12,720 10 Trustees None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year. 11 Employo6S The averoge monthly number of employees during the year was". 2024 Number 2023 Number Direct charitable work 78 88 Manogement l Administration 18 17 Total 96 105
Notes to the Financial Statements (continued) 8 Supportcosts ullocated to activitles 2024 2023 Employee costs Wages and salaries 1,969,267 1,765,454 Sociol security costs 149,576 128,454 other pension costs 57,477 53,579 2,170,320 1.947,487 There were no employees whose annual remuneration was more than £60,000. Remuneratlon of key management personnèl The remuneration of key manogem8nt personnel wos os follows.. Aggregate compensation 264,430 219,623 12 Tuxatlon The chority is exempt from taxation on its activities because 015 its income is applled for charitable purposes.
Notes to the Financial Statements (continued) 13 Tanglble flxed assets Freehold land and bulldlngs Freehold Improvements Fixtures and flttlngs Total Computers Cost or valuatlon At l April 2023 500,001 84.626 71,358 655,985 Additions 227,716 6,713 2,587 237,016 Disposals (59,000) (59,000) At 31 Morch 2024 500,001 227.716 32,339 73,945 834.001 Depreciatlon and Impalrment At l April 2023 13,333 83,989 70,986 168,308 Depreciatlon charged in the year 6,112 842 1,227 8,181 Eliminated in respect of dlsposols (59,000) (59,000) At 31 March 2024 19,445 25,831 72.213 117,489 Carrylng amount At 31 March 2024 480,556 227.716 6.508 1,732 716,612 At 31 March 2023 486,668 637 372 487.677 Land and buildings with o carrying amount of £485,900 were revalued at11 March 2022 by Hayfield Robinson Property Consultants, independent valuers not connected with the charity on the basis of market value. The valuation conforms to International Valuation Standards and was based on recent market transactions on arm's length terms for similar properties. At 31 March 2024, had the revalued assets been carrled at historic cost less accumulated depreciation and accumulated Impairment losses, their carrying amount would have been approxlmately £349,825 (2023 - £357,639). 14 Stocks 2024 2023 Finished goods and goods for resale 918
Notes to the Financial Statements (continued) IB Debtors Amounts falling due within one year: 2024 2023 Notes Trade debtors 835,193 589,662 othar debtors 1,332 Prepayments and accrued income 136,582 58,821 971.775 649.815 16 Credltors Amounts folling due within one year: 2024 2023 other taxation and soclal security 4,466 6,075 Deferred income 17 861,209 529,880 Trade creditors 75,666 83,521 other creditors 4,958 Accruals and deferred Incom6 116,758 99,327 1.058.099 723,761
Notes to the Financial Statements (continued) 17 Defeyred income 2024 2023 othar deferred income 881,209 529,880 Deferred income is Included In the Ilnanclal statements as tollows: Delerred Income Is included withln current Ilabillties 861,209 529.880 Movements in tho year: Deferred income at 7 April 2023 529,880 251,480 Raleosed from prevlous periods (1,112,104) (1,095,063) Resources deferred In the year 1,443,433 1,373,463 Deferred income at 31 March 2024 861,209 529,880 IB Retlrement beneflt schemes Deflned contributlon schemes 2024 2023 Chorge to profit or loss in respect of defined contribution schemes 51,477 53,579 The charity operates a defined contribution pension scheme for all qualitying employees. Tha ossets of the scheme are held separately from those of the charity in on independently administered fund.
Notes to the Financial Statements (continued) 19 Restricted funds The restricted funds of the charity comprise the unexpended bolances of donations and grants held on trust sublect to specific conditions by donors as to how they may be used. Atl April 2023 Incoming resources Resources •xpènded Transfers At 31 Murch 2024 AWC - Grief and Loss 29,390 50 29,440 Bradford MDC Disabllity Grants 9,880 9,880 Henry Smlth Foundation 3,720 3,720 Notional Lottery Communlty Fund - Covid (ID: 20126573) 134 134 National Lottery Communlty Fund - Reaching Communiti8S 29,906 124,762 (122,229) 32,439 Omicron 4,085 4,085 Power to Change 7,054 (7,600) 546 Reach 82,891 520,543 (518,272) 85,182 Safe Spaces 95,440 7,233,896 (1,202,546) 126,790 Shlpley Towns Fund 5,287 (26,957) 21,670 Shipley Town- CDEL 193,200 (518) 192,682 Shipley Town - RDEL 33,985 (10,958) 23,027 Leading the Way 8,000 (8,000) 267.787 2.114.386 (1,897.031) 22.216 507,358
Notes to the Financial Statements (continued) 19 Restrlcted funds (continued) Atl April 2022 Incoming resources Resources expended Transfers At 31 March 2023 ARG fund 14,450 (14,450) AWC - Grief and Loss 25,000 75,000 (70,609) 29,391 Barclays Transition (HOPE) 77,100 (77,472) 372 Bradford MDC Disability Grants 9,880 9,880 CAF Resili8nce Fund (HOPE) 209,663 95,397 (305,417) 357 Co Op Volunt88rs 4,078 (4,098) 20 Hènry Smith Foundation 3,741 (22) 3,719 National Lottery Community Fund - Covid (ID., 20126573) 134 9,271 (9,271) 134 National Lottery Community Fund - Reaching Communities 25,346 82,864 (78,304) 29,906 Omlcron 5,191 (1,106) 4,085 Parents online 27,656 (27,656) Percy Bilton Charity 51 (51) Power to Change 10,143 15,000 (18,089) 7,054 Reach 242,364 (159,473) 82,891 Safe Spaces 915,000 (819,560) 95,440 Shipley Towns Fund 109,309 31,060 (135.082) 5,287 507,784 .479.914 (1.720.660) 749 267,787
Notes to the Financial Statements (continued) 20 Unrestrlcted funds The unrestricted funds of the charity comprise the unÈxpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they moy be used. These include deslgnated funds which have been set aside out of unrestricted funds by th8 trustees for specific purposes. Atl Aprll 2023 Incoming resources Resources expended Transfers At 31 March 2024 General fund 557,038 1,485.885 (1,581,288) (58,591) 403,044 Designatad fund - Reinvestment 333,601 333,601 D8signated fund - Radundancy 164,644 36,375 201,019 Designated fund - Infrastructure 50,000 50,000 Deslgnated fund- Therapy 207,852 207,852 1,313.135 1,485,885 (1.581,288) (22,216) 1,195,516 Previous yéar: At l Aprll 2022 Incoming rosources Rasources èxpended Transters At 31 March 2023 General fund 617,143 1,725,037 (1.691,962) (93,180) 557,038 General fund - AWC 134,762 (134,762) General fund - BCS 73,090 (73,090) Designated fund - Reinvestment 333,601 333.601 Designated fund - Redundancy 72,213 92,431 164,644 Designoted fund - Infrastructure 50,000 50,000 Designated fund - Therapy 207,852 207.852 1,280,809 1.725.037 (1.691.962) (749) 1.313,135
Notes to the Financial Statements (continued) 21 Analysis ol net assets between tunds At 31 March 2024: Unrestricted Funds 2024 Restrfcted Funds 2024 Total 2024 Tongible assets 488,796 227,716 716,512 Current assetsl(liabilities) 706,720 279,642 986,362 1.195.516 607.358 1,702.874 21 Analysls of not assets between funds At 31 March 2023.. Unrestrlctad Funds 2023 Rastrleted Funds 2023 Total 2023 Tangible assets 219,890 267,787 487,877 current assetsl(Ilablllties) 1,093,245 1,093,245 1.313.135 267,787 1,580,922 22 Related party transactions There were no dlsclosable related party transactions during the year (2023 - none). 23 Contlngent liobility Funding has been received during the year from The City of Bradford Metropolitan District Council relating to Project F - Health Wellbeing and Community Campus - Shipley. A condition of the funding requires a legal charge to be established, in favour of the funder, which was registered with Companies House at19 September 2023. The charge is a fixed charge over the land ot Foirfield Road, A further condition of the funding is that there is o'restriction on title. following completion for o period of10 years. The liability tor defoult is limited over the period of10 years as below, on the basis of percentage of property value.. Up to l year lOO/ After l year and up to 3 years 75% After 3 years and up to 5 years 50Y. After 5 yaars and up to10 years 25°A After10 years O/. As at 31 March 2024, the value of asset created was £227,716 and no defoult events have occurred whlch affect the restrictions In place, and therefore no financial liability is recognised in these financial statements.
Notes to the Financial Statements (continued) 24 Cash generated from operations 2024 2023 Surplusl(deficit) for the yeor 121.952 (207,671) Adjustments for: Investmant income recognised in statement of financial activities (91,091) (69,788) Dèpreciation and impairment of tangible fixed assets 8,181 12,720 Movements In worklng capltal: Decreosel(increase) in stocks 918 (268) (Increase) in debtors (321,960) (348,670) Increase In creditors 3,009 86,597 Increase In deferred income 331,329 278,400 Cash generated Iroml(absorbed by) operatlons 52,338 (248,680) 25 Analysis ot changes in net funds The chority had no materiol debt during the year
The Cellar Trust Reference and Admlnistrative detalls Registered Company number 02304802 (England and Wales) Registered Charity number 701982 Registered office The Old School Farfield Road Shipley West Yorkshire BD18 4QP How to contact us 01274 586 474 receution@thecellartrust.org thecellartrust.org The Cellar Trust, Park View Court, st Paul's Road, Shipley BD18 3DZ Follow us facebook ITheCellarTrust bNitter @CellarTrust instagram @thecellartrust