The Trustees present their annual report and financial statements for the year ended 31 March 2023.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the Charitable company's governing document, the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)".
The charitable company's objectives include the following:
To promote the inhabitants of Chell and the neighbourhood thereof without distinction of sex, sexual orientation, race or political, religious or other opinions, by associating together the said inhabitants and the local authorities, voluntary and other organisations in a common effort to advance education and to provide facilities in the interest of social welfare for recreation and other leisure time occupation with the object of improving the general public health and welfare of the said inhabitants;
To establish or secure the establishment of a family centre and to maintain and manage the same, whether alone or in co-operation with any local authority or other person or body in furtherance of these objects.
Summary of the main activities undertaken for the public benefit
To achieve its objects, the charity operates several projects. The trustees have had regard to the guidance issued by the Charity Commission on public benefit.
As an organisation CAFAG continues to develop and consolidate its position in the third sector, delivering its services to all in the community whilst developing new opportunities and tackling new challenges in the changing world. The focus has been on health and wellbeing for the people of Fegg Hayes as well as increasing volunteering opportunities.
The Board of Trustees continue to guide CAFAG and opportunities to join the Board are still available and suitable candidates are being sought.
The Trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the Charitable company should undertake.
Achievements and Performance:
Summary of the main achievements during the year:
Nursery:
The Whitfield Valley Centre Nursery provides a childcare facility in the local area, the Nursery continues to improve its facilities and services. The sustainability of the Nursery and the Charity is being closely monitored and business plans are in place to support all social enterprises, to enable the continuation of the Charity and sustainability of the organisation and Nursery. The Nursery places have decreased between the months of January-March 2023. The Nursery are providing activities through EYPP and SEN inclusion monies and have hired one to one supervision staff for children that require direct support and show signs of additional needs, this is to help support the development of the child and to meet the need of the child by putting the relevant actions in place. A proportion of the EYPP money has also gone towards a new sliding door for the Nursery to gain access to the outdoor Nursery play area. New games and educational play have been introduced, including break out zones that enable more one to one engagement and observation on progression and development, following Early Years practise and guidelines as an Ofsted Registered Nursery.
We received a Good Standard report from Ofsted and the only advisory highlighted when numbers increase is to provide a free flow, indoor-outdoor environment for the children to explore. The Nursery staff have weekly meetings to keep updated with changes of policies and procedures, identifying the needs of each child, and developing a positive relationship not only with the child but with the parents and families. We continue to regularly monitor the financial situation of the Nursery monthly and carry out weekly meetings to keep on track of progress, staffing and development. A volunteer of the Nursery has successfully completed her level 2 diploma in Early Years and is now a staff member and has grown in confidence over the last twelve months. We have developed the Nursery setting and now have a separate office space. NSPCC Training was completed over several weeks where all staff participated and provided positive feedback. SEN inclusion funding has been received, to support SEN children.
Creche:
Our Creche service was successful in receiving continuation funding from Children in Need in March 2022, which has enabled us to continue this service for a further three years, providing a Creche service to all ages, which allows childcare to support and engage families in using additional facilities at the Centre such as the gym, café, training, charity shop and much more.
With Children in Need COVID support funding, we have been able to create an outdoor garden space for Creche and Nursery children to use to grow fruit and vegetables, plant and learn in a safe outdoor environment. Our service remains at a low cost of £1 per hour, which contributes to the running costs. Regular fundraising for Children in Need is also carried out and monies are raised annually.
Sadly, our Creche Supervisor of 14 years retired in March 2023 and due to limited staff and recruitment processes this limited the number of children we were able to accommodate for. We have now recruited a Creche supervisor, who is currently undertaking induction and development training and looking at new ways in how we can continuously improve our services.
Youth Club:
We have been lucky in receiving funding again from Henry Smith which has enabled us to continue our Youth Service for a further three years. This funding will help to cover staffing, annual residentials, trips, equipment and resources, sessional workers and contribute towards oncosts.
We have expanded our service by not only continuing to provide a youth service for young people aged between 10-19 yrs, but we have additionally creatied a Transitional Group for ages 9-12 yrs, which focuses on a small group of young people that are interested in social action, aspire to develop further, take a leadership role or would like to build in confidence. We additionally provide a play group for ages 5-10yrs as we feel there are not many services out there that target this specific age bracket. Ensuring that all ages are covered at the Centre and that there is something for everyone. We are providing regular training in different areas and specific subjects to develop the youth workers which has had a positive impact on the delivery of sessions.
Furthermore, we are also in partnership with Dizzy Heights non-profit youth service who have been delivering extra youth club sessions and trips across the holiday periods and providing workshops around, safety, e-safety, sexual health, knife crime and other specific focused subjects.
Reaching Communities:
In November 2021 we received five years of funding totalling to £498,248 that supports keeping our doors open, continue our services, cover management of the centre and contribute to the running costs of CAFAG The Whitfield Valley Centre. The purpose of this funding is to help cover our core costs, senior management salaries, and commence our business enterprise strategy to continue the longevity of this charities invaluable service.
The structure of the management team has altered slightly from last year where we now have the Charity Manager who manages the strategic running of the organisation and the Operations Manager who manages all department, project and running operations. We have completed successful recruitment and training for the Funding Officer and Business Administrator position and carry out weekly management meetings to stay on track with general administration tasks, funding, departmental services, Ofsted Registered Nursery, legal, HR, policies and procedures, maintenance and overall success and finances of the organisation. These roles have crucial involvement in managerial tasks, running of all community projects and enterprises, overseeing finances, and general administration and this provides continuation and running of its services.
Our objectives include a new business plan where we aim to increase our revenue over these next five years and our aim is that by Year five, our current enterprise projects will cover all core running costs of the Charity. We recognise that activities such as the youth club and crèche will always require funding.
We have successfully received funding from Henry Smith COVID-19 Recovery Scheme which has enabled us to set up a team of staff to support in major community services, to offer support to those affected by COVID-19 especially, and this will benefit the Community in the recovery stages from economic and emotional effect, whom to which may also suffer with complex needs and low-level poor mental health.
The Lottery funding has allowed CAFAG to provide more employability opportunities to one of the most deprived areas in the North of Stoke on Trent. The fundraising officer plays a major part in sourcing further income and revenue by writing funding bids, organising fundraising events, increasing donations received and researching and networking with other organisations and potential donors.
CAFAG’s Board of Trustee members all have a wide range of knowledge in business, management, philanthropy, environmental and community involvement. We have updated our computer systems and now evaluate our data electronically where possible, making this process easier to record, monitor and collate feedback. The Charity Manager will be starting a Chartered Management Degree with Staffordshire University funded and supported for the best interest of the Charity. Trustee meetings have now changed from monthly, to a quarterly basis to allow more time for in-depth reports to be provided and monthly finances still sent across to all trustees for review. Measurable outcomes will enable us to achieve our main aim in becoming self-sustainable. Our mission is unique in the local area as we have developed long standing relationships with our Community Members and provide a safe welcoming space and various services for all ages ranging from birth, all the way through to senior residents.
Toward the final years we are also looking at becoming more economical and energy efficient as an organisation. Looking at ecofriendly and energy efficient resources to reduce long term costs and help the environment, this will be our focus on future grant findings in the coming years. Over the last twelve months we have supported on average 7710 Community members through the services we offer. This funding has allowed for CAFAGs restructured sustainability plan to take effect, allowing us the opportunity to continue to have the facilities and provide the necessary services for the Local Community. We have involved our members when evaluating projects, carrying out a public AGM in October 2022, requesting regular feedback, online public surveys, and questionnaires. Then collating this information and evaluating so that we can continue to make improvements. This funding also contributes to the general running costs, utilities, training, and consultancy costs. Our focus in this last year, which we have achieved was to increase our networking, marketing and promotion of the Charity which has been achieved and we continue to grow as an organisation.
Café:
The Café since January 2023 has made a significantly increased amount of income, compared to the previous months, with the managers salary cost covered by Awards for All over the next twelve months. This has enabled us to recruit for a Café Manager to oversee and manage this service. Their focus is to develop the Café, restructure marketing techniques, training opportunities for volunteers and improve food quality and standard. The café has taken huge milestone in only a short number of months and continues to grow and has increased footfall since now being managed on a day-to-day basis. We plan to develop and expand our trading income over the next 12 months. The Charity Manager and Operations Manager will work together to take on a strategic project function in identifying the necessary steps that the Charity needs in aiming to become financially self-reliant including setting clear income targets for each of our social enterprises and reviewing them on a regular basis to ensure that sufficient income is being generated.
We will further develop the Whitfield Valley Centre as a community hub offering a range of services and activities aimed at breaking the cycle of social and economic deprivation that currently exists in the area. This includes expanding upon the range of contracted services which we currently offer and making ourselves procurement ready. We have secured 12-month funding to support our catering services, which will support our Community Café, catering services and internal & external catering for events and meetings. In addition to the above, we are now also providing workshops which the local community are invited to participate in, including cook and eat sessions for families, single people, healthy eating and cooking on budgets here at the Centre organised and delivered by an external organisation. We provide volunteers with refresher training for existing members and full training for all new volunteers to ensure that they all have up to date Food Hygiene qualifications. It will enable us to review our old menu and refresh, so that it meets the needs of the local community. Our community Café is currently open on a smaller scale, which is being successfully ran by the Café Manager and volunteers, overseen by the Operations Manager.
The Volunteers have shown true dedication and support for the charity and have been the heart in allowing our café to remain open to the public and this has shown a great build in confidence in the volunteers.
Gardening:
Our gardening service and gardener is at full capacity in the local and wider community areas and is one of our first self-sustainable enterprise services, generating enough income to cover salary cost, plus make a small profit that goes back into the Charity. The gardener’s salary is currently covered through funding by Garfield Weston. We also have a team of volunteers that support in both gardening jobs and maintaining the Centres gardens and grounds. We aim to set up a gardening club for the Centre who will also have access to our men in sheds workshop to complete woodwork workshops and who enjoy or have an interest in gardening. We use our gardening enterprise service as an example and template on how we can build around this through our other sources of income. Not only does this cover a salary but it also provides an affordable gardening service for all gardening enquires to those at risk of eviction or enables their gardens to be maintained at an affordable price. We are in partnership and in connection with the Stoke Council and receive referrals through for members of the public that are at risk of eviction and instead help them to maintain their gardens and offer advice, tools, and resources where they can continue to maintain their gardens at home. Our gardener is also the charities maintenance man, who can help to fix minor maintenance tasks, helping to lower maintenance costs. Not only does our gardener maintain gardens but he is also a friendly face and at CAFAG we offer additional services alongside what we do by spending the time to get to know our customers, offer any help and support where we can and signpost onto the several other services that we offer, so there is something for everyone or relevant external service.
Charity Shop:
The Charity shop funded by Awards for All came to an end in June 2022 and continues to be a great success and a good case study includes a local resident who used our Creche service then went onto her own journey with us at CAFAG and became a Charity Shop volunteer initially and after seeing such potential, growth and progression she is now our CAFAG Charity Shop Manager who runs a team of volunteers in the shop and is involved in management and running of the shop. Through the efforts of our Charity Shop Manager and Operations Manager, this now runs successfully and brings a monthly income between £400-800 per month. Not only does this service enable the charity to continue its work but also provides a shop within walking distance, upcycling materials and encourages recycling, reusing items and helping the environment at an affordable price. As the Centre is based in a deprived area of Stoke on Trent, alongside the increase in general costs, this has put pressure and caused financial impact to families.
Making Connections:
We have secured funding for a Health & Wellbeing project which we have called ‘Making Connections' three years from Henry Smith COVID-19 funding. We have begun to establish new projects, activities, and services at the Whitfield Valley Centre such as Arts & Crafts, Armchair Fitness, Dinner Club and Free Breakfast Wednesdays. A Circus event for families over Summer took place, a Race Night, Charity Shop Auction and Pumpkin Party was successful in raising funds for CAFAG and staff are continuing to plan projects and events throughout each year. Over 55s Lunch Club continues to run on a weekly basis.
This funding is also crucially part of the health and wellbeing of the community, providing low level mental health, financial and physical support where required, including moving home, supporting with PIP disability forms, joining a group, reducing loneliness by having someone to talk to and being a helping hand in pointing them into the right direction of what services will be in support and meet the needs of the individual. A befriending phone line service is in place. The Centre is also a ‘drop in’ place where all are welcome, and we are in partnership with Stoke on Trent City Council receiving referrals in which we accept as and where appropriate to what services we provide and can offer.
Room Hire:
Over this last financial year room hire bookings have increased in the last twelve months, where we hire out the multipurpose room, training room and kitchen facility at The Whitfield Valley Centre. We currently hire these rooms out to professionals, local organisations, businesses, and community members. We have longstanding professional relationships and some additionally purchase our catering services that we offer. This brings in a significant income that supports with outgoing running costs of the Centre. We permanently rent out two of our rooms within the building which is rented out to:
Aston Health & Fitness – Gym Facility
LadsXclusive – Clothing Company for storage and office use
Changes – Mental Health Wellbeing weekly
YMCA/NSPCC – Youth Provision Partnership
Weekly Yoga classes
Care Today – Training Courses
Fundraising/Networking Events:
Over the last twelve months we have been successful in receiving further external funding from Community Investment Fund to expand, upgrade and update office spaces to due to expansion in staffing. A small grant from Sport England to help provide additional trips and activities over the summer holidays. We received a small grant from Stoke-on-Trent City Council in partnership with Aston Health & Fitness, where we were able to provide a 10-week arm-chair fitness programme that supported in improving mobility and physical activity.
Funding from Henry Smith to carry out a three-year project called ‘Making Connections’ which covers three staff providing mental wellbeing support, weekly activities and expand our networking connections.
Coalfields funding provided 24 weeks of a free family dinner club weekly, providing free hot nutritious meals out to families who can have a sit-down meal together in a social environment through this current financial crisis, helping families in need struggling to source food. Additionally, we have been successful in obtaining match funding from Garfield Weston to expand our Health & Wellbeing team further.
Fundraising was an area that has been highlighted and is a need in which we need to improve on and has been evidenced over the last twelve months. Our improvements working both digitally, through social media platforms and general marketing materials has helped to advertise what we do at CAFAG, who we are and what services we offer. More people now know and understand more about the charity. We have carried out many fundraising events this year with support from the Making Connections team to deliver.
We are now in connection with many other organisations and work in partnership with The Hubb Foundation, The Hubb, Residents Association, Sylvester’s Trust, YMCA North Staffordshire, Stoke on Trent City Council, Dizzy Heights, NSPCC, Together for Childhood, The Big Local, Coalfields, The Bridge Centre, VAST plus many more.
Volunteering:
Currently, there are 23 volunteers on the books who help to support in all different areas, and we provide a range of employability experience, opportunity, confidence building, learning new skills and training/workshops that they can access. The volunteers are overseen by the Making Connections Team, Department leads and Charity Manager. We have many successful case studies of several volunteers that are now CAFAG employees. We are mainly led by the need and support from volunteers to keep our services going which includes our centre gardens, gardening jobs, charity shop, café, childcare assistants, admin, events, small projects, community inclusion and networking.
Over the last twelve months five of our volunteers have now become paid staff members here at CAFAG and have grown in confidence. We continue to help all our volunteers if that be through employability, reducing loneliness, building on skills, or starting a new hobby or interest. We obtain strong evidence in the work that we are currently doing with our community members and continue to build this with the community, helping them to thrive.
Funding:
Year 2022-2023 has been successful in terms of funding as we received the following so far in this period.
Reaching Communities (5 Year Funding) £498,248 November 2021-2026
Henry Smith (Youth Service) (3 Year Funding) £178,500 31/07/2021-2024
Children in Need (Creche) (3 Year Funding) £95,550 01/04/2022-2025
Awards For All (Café) £9,990 31st December 2022-2023 – 28th January 2024
Garfield Weston (Match Funding) £20,004 2022-2023
Small pots of funding from the local council (Stoke on Trent City Council) and Keele University (Work Experience)
Keele University £2,625
Henry Smith (Making Connections) £118,367
We have also received funding from the Community Investment Fund to upgrade The Whitfield Valley Centre’s multi-purpose room and restructure and build more office spaces within the Centre to accommodate our expanding team at CAFAG - £21,480.
Lottery Gardening (Know Your Neighbourhood) £45,000 March 2024 – March 2025
During the year income exceeded expenditure leaving net income for the year of £15,379 (2022: net expenditure £16,722). This has resulted in a deficit on unrestricted funds of £22,617 (2022: deficit £43,128) and a surplus in restricted funds of £37,996 (2022: surplus: £26,406).
It is the policy of the trustees to maintain unrestricted funds, which are the free reserves of the charity, to enable the charity to continue to operate if funding were to fall whilst replacement funding was obtained. The trustees have established a policy whereby the unrestricted funds not committed or invested in tangible fixed assets (the 'free reserves') held by the charity should be between 3 and 6 months of the unrestricted expenditure.
At present the free reserves, excluding long-term net assets stand at a surplus of £94,655 (2022: £116,307).
The trustees have considered the major risks, which are faced by the charity and confirm that systems have been established to lessen these risks.
Investment policy
The trustees have considered the most appropriate policy for investing funds and have found that CAFCash high interest bank accounts, designed for the charity sector, meet their requirements to generate both income and capital growth. The trustees consider the return on investments to be satisfactory.
Exemptions
The trustees have taken advantage of the exemptions available to small companies, including the audit exemption (see statement on balance sheet).
Funds held as custodian
No funds are held by the Chell Area Family Action Group as a custodian on behalf of others.
The Charitable company is a company limited by guarantee and is a registered charity in England and Wales. The day to day operations are undertaken using the name CAFAG and is operated under the rules of its Memorandum and Articles of Association dated 26 August 1999 and most recently amended by special resolution in February 2012. It has no share capital and the liability of each member in the event of a winding-up is limited to £10.
The Trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
The charity is required to have between five and fifteen trustees. The congregation of St Michael's Church Chell, Stoke-on-Trent are entitled to appoint up to three Trustees. The congregation of the Church of the Saviour, Chell Heath, Stoke-on-Trent are entitled to appoint one trustee. The existing Trustees are entitled to appoint the remainder.
The Trustees report was approved by the Board of Trustees.
I report to the Trustees on my examination of the financial statements of Chell Area Family Action Group (the Charitable company) for the year ended 31 March 2023.
As the Trustees of the Charitable company (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (the 2006 Act).
Having satisfied myself that the financial statements of the Charitable company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the Charitable company’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Since the Charitable company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England & Wales (ICAEW), which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
accounting records were not kept in respect of the Charitable company as required by section 386 of the 2006 Act; or
the financial statements do not accord with those records; or
the financial statements do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or
the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.
Charitable activities
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
Chell Area Family Action Group is a private charitable company limited by guarantee incorporated in England and Wales. The registered office is The Whitfield Valley Centre, Fegg Hayes Road, Stoke on Trent, Staffordshire, ST6 6QR.
The financial statements have been prepared in accordance with the Charitable company's governing document, the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)". The Charitable company is a Public Benefit Entity as defined by FRS 102.
The Charitable company has taken advantage of the provisions in the SORP for charities applying FRS 102 Update Bulletin 1 not to prepare a Statement of Cash Flows.
The financial statements are prepared in sterling, which is the functional currency of the Charitable company. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
At the time of approving the financial statements, the Trustees have a reasonable expectation that the Charitable company 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.
Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors 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.
Donations, are recognised when they have been communicated and received in writing with notification of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period.
Legacy gifts are recognised on a case by case basis following the granting of probate when the administrator/ executor for the estate has communicated in writing both the amount and settlement date. In the event that the gift is in the form of an asset other than cash or a financial asset traded on a recognised stock exchange, recognition is subject to the value of the gift being reliably measurable with a degree of reasonable accuracy and the title to the asset has been transferred to the charity.
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably.
All expenditure is accounted for on an accruals basis. All expenses, including support costs and governance costs, are allocated or apportioned to the applicable expenditure headings in the statement of financial activities.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
The directors consider that freehold properties are maintained in such a state of repair that their residual value is at least equal to their net book value. As a result, the corresponding depreciation would not be material and therefore is not charged in the profit or loss account.
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
At each reporting end date, the Charitable company reviews the carrying amounts of its tangible assets to determine 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).
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.
The Charitable company has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the Charitable company's balance sheet when the Charitable company 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 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.
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 amortised.
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.
Financial liabilities are derecognised when the Charitable company’s contractual obligations expire or are discharged or cancelled.
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 Charitable company is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
Taxation
Chell Area Family Action Group is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.
In the application of the Charitable company’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.
At the year end there were no estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.
Room hire
Other Centre activities
Nursery fees
Gardening Activities
Charitable activities
Other charitable expenditure
Food purchase
Printing and stationery
Sundry expenses
Legal and professional fees
Repairs and maintenance
Other costs
Independent examination fees for the year were £2,700 (2022: £2,580).
The average monthly number of employees during the year was:
The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxationof Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.
All tangible fixed assets are held for direct charitable purposes.
The freehold land and buildings are subject to a legal charge in favour of the Secretary of State for Health, which will take effect if the charity fails to comply with the conditions set out in the Memorandum of Grant dated 30 June 2000.
Deferred income is included in the financial statements as follows:
Children in Need: To provide crèche and play facilities to children aged 0 – 9 in a highly deprived area. Through the positive support and engagement children will improve their personal and educational development and their social skills.
Henry Smith Making Connections: Supporting those who are lonely and/or isolated, those with mild mental health issues, providing opportunities for people to connect, to integrate back into society and therefore to improve their health & wellbeing. The main beneficiaries of the project will be those people who are most in need, under-represented, people who struggle to access mainstream provision, who have fallen through the mainstream provision net or for whom mainstream provision is not appropriate and those who struggle to overcome barriers to education, work and healthcare.
Awards for All:Ensuring a high quality, standard and regulated Cafe for community members. Nutritious healthy meals will be provided, additionally setting up cooking workshops to teach families how to cook at home. Plus use our CAFAG gardens to enable residents to grow their own fruit and vegetables. Providing affordable low-cost nourished meals to reduce malnutrition and create a social space where people can connect. Local, wider residents, volunteers and community members will benefit from this service. Encouraging more members to use the Centre and the other facilities we have to offer.
Community Investment Funding: This is funding towards the renovation of the multi-purpose room and replacement of carpet with wood flooring.
Social Care: Work with Locality Connectors within Social Care to deliver support to people in the community who have been discharged from hospital.
Refurbishment of Building: A restricted fund provided by Stoke on Trent City Council for the refurbishment of the charity's cafe and kitchen.
National Lottery Reaching Communities: Through the employment of a Community Enterprise Officer, a Community Café Cook and a Community Gardener we will deliver community enterprise projects that not only meet the needs of individuals, communities and organisations but, will also increase the employability and development skills of those individuals volunteering within these projects. Initially the project will focus upon the establishment of community enterprises such as a Community Café, Community Gardening Project and Meals on Wheels. The funding will also cover a percentage of the Centre Manager’s time and a Project Administrator role.
Henry Smith Youth Project: This is 3 years of continuation funding for the Youth Project which includes three youth session per week targeting 10 to 19 year olds and includes one issue based workshop per week in addition to outreach and detached youth sessions, an annual residential stay and day trips to provide young people with new experiences. The project is staffed by a fully-qualified Youth Worker and two part-time Peer Youth Workers.
Unrestricted Funds
Restricted funds
Unrestricted Funds
Restricted funds
There were no disclosable related party transactions during the year (2022 - none).