The trustees present their annual report and financial statements for the year ended 31 March 2024.
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 charity'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).
Volunteer Cornwall is a charity dedicated to building social capital and developing the wellbeing of the individuals and communities in Cornwall. It does this by working in partnership with a wide range of organisations to promote and support active citizenship and voluntary action covering the emotional, social, environmental, and economic needs and opportunities in Cornwall.
Volunteer Cornwall’s objectives are to undertake voluntary work in health, social services, and other similar charitable activities amongst those in need.
The trustees have paid due regard to guidance issued by the Charity Commission with regards to public benefit and in deciding what activities the charity should undertake.
Climate Emergency
In 2019 Volunteer Cornwall declared a “Climate Change Emergency”, in recognition of the intergovernmental panel of Climate Change (IPCC) report findings and the need to reduce global emissions by 2030.
Throughout our work, we consider our position in relation to our climate declaration.
Connecting and Supporting
We continue to strive to cultivate strong ties between individuals, organisations, sectors, and places. Currently we are working with organisations to create a structure which allows the community to determine their own needs and identify their aspiration rather than be significantly dependent on external organisations.
With these groups we can maximise the resources available to each place to ensure that money is spent where the community feel there is a greater need.
Our support will help to assist people to access and participate in their community. As well as individuals, we encourage organisations to engage more local people in volunteering, to support the design and delivery services and to increase activities in communities to meet their local needs.
Strengthening
Through the work undertaken, we aim to strengthen and enhance the ability of organisations to maintain and optimise the delivery of services and activities. This, in turn, will help to increase the resilience of people and the sustainability of communities.
Improving
Volunteer Cornwall aims to support the development of the volunteers’ experience for the individual, and the opportunities provided by organisations and community groups.
Through our work, it is hoped that we can inspire people to achieve their potential and strengthen their physical and emotional wellbeing.
Values
The values set by Volunteer Cornwall as detailed below, are the way we behave to each other, our partners, our communities and within our environment. The focus of these values is directly related to our hope of achieving lasting outcomes for people and having a positive impact on communities:
Creative
Being creative and always exploring the “art of the possible”, to find solutions to the challenges Cornwall faces. Thinking ahead about potential issues that could impact on the resilience and wellbeing of people and the sustainability of communities. We want to be “doing” not just “talking”.
Caring
Being kind and having compassion for people we work with, both inside and outside our organisation. Seeking to understand the issues that may cause people to worry. Having respect and empathy for all people, living creatures and the world in which we live.
Collaborative
Looking for every opportunity to improve outcomes and impacts by cooperating with people and organisations. Understanding the connections within the system and the positive impact collaboration can have on people and communities. Act with honesty and integrity when working with local people and partner organisations. Build trusted relationships with people and organisations.
Challenging
Be passionate and bold about the work that we do and open to new possibilities. Challenge ourselves, and other to do better and work positively with people and partners to identify ways to improve services. Focus on the mission of the organisation challenging established practices to achieve a sustained outcome.
Working in Partnership
Volunteer Cornwall will always try and respond to new challenges in society, whether it being working with vulnerable groups or building community capacity, this is always achieved in partnership with other organisations.
We see it as important to support the community response to crisis, such as severe weather, pandemics, addressing cost of living and economic crisis.
Our work around the cost-of-living crisis has seen us working with both the NHS and local government to ensure that much needed funds are placed in the communities of those most in need, or to the individuals themselves. Not just by offering financial aid, but also through offering help and support through community groups to try and alleviate problems reoccurring.
Introduction
Our operational teams work closely together under the strategic direction of the Support and Development Manager. Collaboration is one of our values and this starts from the centre of the organisation with teams and projects supporting each other’s work.
For the last 12 months, we have been working under a place-based delivery model, focused on the requirements of the community and the location’s needs rather than organisational or top-down system targets.
This approach has changed our working practices, and has created three location-based teams, covering East, Central and West Cornwall, this is to align with the Integrated Care Areas (ICAs), of the Integrated Care System (ICS). Other Voluntary and Community Sector partners are slowly beginning to adopt versions of this model, too.
Our teams consist of two Community Makers (developing social capital in the localities), a Community Care Maker (supporting individuals with health or care needs) and a Community Volunteer Co-ordinator (increasing the number of volunteers and building capacity in communities).
The teams have continued to support the development of the now 50 Community Hubs throughout the year. The hubs provide a non-medicalised model of support and advice around health and wellbeing and, with our support, are gradually enhancing the range and scope of services they provide to their communities in partnership with the wider health & care system.
A key part of what we do is based around personalisation to address needs and aspiration of individuals and families in the context of the community in which they live. So, we always start from the perspective of the person we are supporting, taking a holistic approach to identify their issues, and developing solutions for them, which they will be happy to engage with.
Volunteer Cornwall’s East Team
Joey Cross Community Volunteer Co-ordinator
Jayne Roycroft Community Maker (part-time)
Carolyn Trevethick Community Maker
Penny Stevenson Community Maker
Sarah Gray Community Care Maker
Volunteer Cornwall’s Central Team
Joey Cross Community Volunteer Co-ordinator
Bill Davies Community Maker
Jeremy Rowe Community Maker
Kate McKenzie Community Care Maker
Volunteer Cornwall’s West Team
Judy Thomas Community Volunteer Co-ordinator
Josh Clark Community Maker
Jayne Devlin Community Maker (job share)
Philippa Macmeikan Community Maker (job share)
Sarah Jenner Community Care Maker
Each role is unique within the team and together they provide help and support to not only our clients, communities and partners but also to each other.
Volunteer Brokerage
Although massively changed from the days of the Volunteer Centre network, supporting the voluntary and community sector through volunteer brokerage remains a key function for Volunteer Cornwall, as does working with individuals and communities to take responsibility for the issues they face locally and globally and to take action.
Most of the brokerage is now automated online through the volunteer recruitment pages on our website - https://opportunities.volunteercornwall.org.uk/ - with a single member of staff looking after the content and responding to queries or supporting people who are unable to access the internet for whatever reason.
Over the last 12 months, we have had 56 new organisations, with a wide range of interests come to us to advertise volunteering opportunities and posted 200 new opportunities to the site.
That brings the total for the year to 252 organisations using our services to help them find volunteers and 2601 opportunities advertised in total.
The Community Volunteer Co-ordinators role is to recruit, support and deploy volunteers across the whole of Cornwall. In addition to the recruitment of volunteers for Volunteer Cornwall, they have a wider role in supporting recruitment across the sector and offering advice and support to smaller grass-roots organisations looking to recruit and deploy volunteers.
Volunteers are used by several of our wellbeing projects to deliver non-clinical outcomes, be it supporting stroke survivors to relearn skills or being a regular visitor to someone to make a cup of tea and have a chat to help mitigate loneliness and isolation. The skills of the individual volunteers, and their personal interests are put to good use within their own community and with the individuals they support.
These actions and the services provided by Volunteer Cornwall are tailored for the individual and can reduce the demands on the NHS and social care services, which frees these services up to focus on the more acute cases.
For last year the Community Volunteer Co-ordinators achieved the following:
| East | Central | West | Total |
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Volunteers Recruited | 39 | 49 | 31 | 119 |
Volunteers Retained | 389 | 817 | 430 | 1,636 |
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The Community Maker role is about developing connections with people, organisations and communities, building strong supportive networks across communities and between localities. They are there to support people to build their confidence and connections with others, as well as building resilience in the community around them.
They support organisations to understand, develop and strengthen the links that exist within the networks in communities, gather and disseminate intelligence about what is happening in their locality and to assist the communities to build social capital, to be more supportive and resilient.
For the North & East area, the main achievements this year are:
Development of 15 community hubs through the area
Supporting community hubs to develop 69 new health & wellbeing services to offer their users
Working closely with 94 other community groups outside of the community hub network
Within the Central area, the main achievements this year are:
Development of 15 community hubs through the area
Supporting community hubs to develop 67 new health & wellbeing services to offer their users
Working closely with 42 other community groups outside of the community hub network
For the West area, the main achievements this year are:
Development of 14 community hubs through the area
Supporting community hubs to develop 61 new health & wellbeing services to offer their users
Working closely with 44 other community groups outside of the community hub network
The Community Care Makers aim to support health and social care services in looking for alternative options to packages of care. This includes supporting people to increase their independence at home or get them home from hospital. The team needs to be creative in how they do this, offering a bespoke service based on the individual’s circumstances and needs.
The Community Care Makers have worked as part of the wider Hospital to Home Team led by Age UK and supported by CHAOS and Cornwall Neighbourhoods for Change. Referrals come directly, through MDTs or via the Community Gateway.
For the East, the main achievements this year are:
Number of discharges supported = 26
Number of direct admissions prevented = 11
Number of people supported to remain independent = 91
Within Central area, the main achievements are:
Number of discharges supported = 53
Number of direct admissions prevented = 129
Number of people supported to remain independent = 82
For the West area, the main achievements are:
Number of discharges supported = 75
Number of direct admissions prevented = 18
Number of people supported to remain independent = 319
Training and Development Team
Currently the training team works with four awarding bodies, ILM, NOCN, NUCO and AQA. Courses are designed to support the unique relationship between volunteer and host organisation (rather than the more traditional employer/employee approach) and to support our wider work as an organisation. We offer flexible delivery of courses including Information, Advice and Guidance, Quality Assurance, Safeguarding, and Volunteer Management.
We have spent considerable time this year offering Mental health First Aid and the Assist Suicide Awareness training to staff and volunteers across the community hub network to upskill them in supporting people using their services as poor mental health is on the rise locally and nationally and we are building in a first line of support at community level.
Another offer we have tailored to support the community hubs is the HOPE course which helps people build personal resilience and work towards their own goals and aspirations.
During this financial year, we have achieved overall:
571 learners
58 workshops or courses
Stroke Befriending
The Stroke Befriending service has been commissioned by the NHS since 2018. This service offers a specialist befriending service for individuals who have experienced a stroke.
Our volunteers offer companionship and conversation, emotional support, hope, direction or motivation, along with words of encouragements.
Individuals who are referred into the service are visited by a Co-ordinator before being matched with a suitable volunteer who then visits, either face to face in their homes or in a community-based venue, typically for six visits.
We recruited 6 new volunteers and received a total of 90 referrals during 2023/2024.
For more information on this project, please contact Ken Ashman: kena@volunteercornwall.org.uk
Climate and Ecological Emergency
The work of the team has continued apace, with continuing new developments:
Key achievements:
Team has increased from 3 people to a team of 4 projects officers, one data officer and a manager.
Development of a network of over 400 contacts across Cornwall and the UK.
Created a cohort of over 30 Climate and Nature Pioneers practices taking action on climate and ecological resilience and drawing down over £80,000 from Public Health for over 50 practical projects on the ground within primary care including bike racks and storage, electric bikes, community art works on human and planetary health, community and practice gardens and reusable menstrual products, meds storage and drinks canteens with wide community outreach and collaboration.
Support for launch of VCSE Climate and Environment Alliance.
Cornwall Greener Practice Online sessions with local and national experts on water, waste, blue and green prescribing; regular newsletter.
Talks, workshops, and participation in a range of research partnerships operating across Cornwall and the UK including Net Zero and Human Health UKRI Hub bid.
Over £70,000 identified savings via the primary care energy audit and more expected.
Multiple presentations at national level including BMF Net Zero Event and National QI Our Planet, our People event.
Movement on banking switch to enable practices to engage, working with national partners.
Over £9,000 secured for active travel equipment across the ICS.
Development of a SW regional network of practitioners sharing models across the region.
Contribution to an emerging health creation proposal with VSF, as part of new engagement with ICB Channel Shift using diabetes as pilot programme for health creation.
Support for Green Practice Network bid for new website including participation in successful bid from SBRI.
Total of over £275,000 funding applied for since the inception of the team, and a total of over £132,000 secured for direct investment in primary care innovation.
Development of String of Green Pearls programme, including running total of 17 green spaces for health within primary care; funding for a new Green Spaces for Health Ranger at RCHT and active participation in green spaces for health programme at CPFT site (Liskeard).
Further funding for first six months of 2024-2025 secured from ICB.
For more information, please contact: mandab@volunteercornwall.org.uk
Early Help Hub
The Early Help Hub VCS Engagement Co-ordinator role is based in the Together for Families, Early Help Hub at Cornwall Council. This role acts as a conduit of information between services, front line workers and families.
This is achieved by building relationships with VCS groups and organisations and sharing the information received with the Contact Worker team in the hub and wider Children’s Services.
The project enables the team to support groups and organisations to set up and develop by providing information, locating funding and making introductions between VCS organisations to create collaborations.
Following are some of the highlights of this year:
Signposted 394 individuals to support.
Provided information to the Early Help Hub team to enable them to sign post 4,503 families to VCS support using 137 different organisations.
Supported 32 community groups to open, re-open, expand or survive.
To learn more about this project, please contact Becky Higgins: beckyh@volunteercornwall.org.uk
High Intensity User (HIU) Service
Volunteer Cornwall co-ordinates the delivery of this project with our partners, Pentreath Ltd, Cornwall MIND, and Chaos Group. However, due to changes in funding, the team has contracted as of the end of March 2024 to focus solely on referrals from the acute end of the system (Emergency Department and 999 Ambulance calls).
The aim of this project is to work closely with the most frequent users of acute services to explore the factors driving their behaviour and then meet individual needs and aspirations which then reduces ambulance usage, emergency department attendances, non-elective admissions and bed days whilst the lasting outcome is that we help people change their lives for the better.
Clients of this project can be anyone living in Cornwall, as anyone can become an intensive user of services for any number of reasons, either physical or emotional or indeed both. The support provided for each client is very different and is tailored for their needs and wants and abilities at the time.
A new Project Manager was recruited to take the team forward and we continue to explore ways of developing the service.
Over the past year, the HIU team has received approximately 85 referrals for clients identified as "frequent users" from South Western Ambulance Service Trust, 111 Kernow Healthcare, and Cornwall Partnership Foundation Trust, which supports discharges from the county's Psychiatric Hospitals.
Throughout the year, the HIU service has fostered strong partnerships with our referrers SWAST, 111, and collaborators within Cornwall Partnership Foundation Trust. Regular meetings enable us to discuss new referrals, provide feedback on evolving client needs, and develop tailored response plans for clients with lifelong or complex conditions using frontline services.
For additional information on this project, please contact Nehemiah Smithson: nehemiahs@volunteercornwall.org.uk
Health Inequalities
Launched this year, the health inequalities work is a partnership with NHS Cornwall & Isles of Scilly, and Cornwall Council Public Health providing the funding and Volunteer Cornwall providing a co-ordination and support role to the place-based partners delivering on the ground in targeted areas.
The work is a genuine collaboration with all the Integrated Care Area partners for each area providing an overview and strategic direction role.
The initial areas have been chosen because of the poorer health outcomes faced by people living there and includes:
Newquay, St Austell, Truro and Falmouth in the Central ICA area
Camborne Pool & Redruth in the West ICA area
Bodmin & Liskeard in the North & East ICA area (due to go live in summer 2024)
We worked hard to ensure that almost all the delivery sits within the voluntary and community sector, usually in the same organisations delivering community hubs in those areas.
The aim of the project is to get alongside people and families in the area, building trusted relationships and supporting them to make better-informed decisions about their health and wellbeing and access the full range of services and support available to them.
If you would like to learn more about this project, please contact Julie Pollard: juliep@volunteercornwall.org.uk
Community Transport
We would like to say a huge thank you to all our volunteer drivers, without whom, our community support would not exist. They work tirelessly to get people to appointments, and events both in their local communities, but also travelling further afield.
As with all volunteer driver schemes throughout the country, recruitment of new volunteers is the main issue to doing more journeys, and while we have tried several different events and activities to recruit drivers, they are not quite yielding the numbers we need. This is leading to us not being able to do all the journeys that people need to attend all their appointments and events.
However, on a positive note, we still undertook 681,822 miles of travel on behalf of 12,370 passengers, which although a decrease on last year, still helped members of our communities reach their appointments. The average mileage per passenger is currently 55 miles, this is an increase on last year.The types of journeys undertaken are shown below:
2023/2024 Journey Types | ICA Area |
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Starting From | Central | Devon | N&E | West | Total |
Medical | 648 | 65 | 381 | 599 | 1,693 |
Adult Social Care/Education | 1,970 | 93 | 1,241 | 1,352 | 4,656 |
Domestic | 667 | - | 101 | 105 | 873 |
Youth Services | 568 | - | 219 | 316 | 1,103 |
Internal/Staff | 23 | - | 4 | 1 | 28 |
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Total | 3,876 | 158 | 1,946 | 2,373 | 8,353 |
There have been many very positive reactions to the service provided by our volunteer drivers throughout the year, but one which remains in the memory, is from one of our charity users, who work with young people, and the said (names and locations have been removed).
“Thank you to the three amazing drivers who transported our young people again this week. Absolutely fabulous yet again.
One driver was absolutely brilliant, and really took an interest in what we were doing and came in for a listen to our final piece of music – I think the young person who he transported really appreciated this.
Thanks to all three drivers and of course you for liaising it all. “
And the driver involved, also advised that he took a great deal of enjoyment from his interaction with this group and hearing their final piece.
The detailed results are set out on pages 19 - 43. Volunteer Cornwall’s main sources of income are:
Service charges levied on certain activities.
Projects
Training
As with all charities, income is not guaranteed and as such Volunteer Cornwall always operates against a background of uncertainty.
Much of our project income is on a short-term contract basis, which generally is reviewed year on year. This can lead to projects being stopped with relevantly short or no notice.
Training income is very much based on ensuring that the courses provided are what the market is looking for and are costed at an affordable rate as many of our participants are charities and charity workers themselves.
Fundraising Policy
As an organisation, Volunteer Cornwall receives its funding from public sector bodies, and other local and national organisations. There is also trading income from our training and transport departments, however Volunteer Cornwall does not fundraise directly or indirectly with the public.
Therefore, we make no use of professional fundraisers, nor directly approach individuals or organisations for funding.
Grant Making Policy
All grants paid by Volunteer Cornwall comply with the guidance issued by third party funders, as Volunteer Cornwall does not pay grants in their own right.
Reserves Surplus
After transfers, the unrestricted reserves show a surplus for the year of £213,395 (2023: £37,868).
After transfers, the restricted reserves show a surplus for the year of £67,444 (2023: £676,782).
Going Concern Assessment
Whilst, as with all charities, funding is a general area of concern, the budgeting and risk management strategies of the organisation has led the trustees to confirm that there are no issues, of which they are aware, which may affect the continuation of Volunteer Cornwall for the foreseeable future.
Related Parties
Trustees and key staff have confirmed, in writing, that there are no related party transactions for this financial year, other than those disclosed in Note 24.
Reserve Policy
The Directors/Trustees understand that they have a duty to ensure that all resources available to them are used as effectively as possible for the furtherance of Volunteer Cornwall’s objectives and to comply with any guidance issued by the funding body for the use of the funds.
Volunteer Cornwall has a formal reserves policy, and the Directors/Trustees consider that the current level of reserves is adequate to ensure the following:
To ensure the long-term stability of Volunteer Cornwall.
To meet monthly cashflow requirements.
To support the liabilities of the charity.
To sustain the organisation and pay its employees over a reasonable period should income be substantially reduced.
To manage the upkeep, maintenance and depreciation of Acorn House.
Future Activities
The Chief Executive, Support and Development Manager and the Board of Directors are constantly exploring new opportunities to ensure the viability of Volunteer Cornwall meeting is charitable objectives.
Using this strategy has been successful and has led to new contracts being secured, although their duration is sometimes for one year initially.
The Transport team is self-financing but has experienced a downturn in activity, partly due to a reduced number of people wishing to volunteer, which is a national problem.
Levels of Reserves
Volunteer Cornwall Development/Information Technology
The server was replaced in 2017/2018 and was upgraded in 2021/2022, however due to the age of the server, the current support organisation has advised that the support can only continue for one more year.
The decision has been made that the funds in this reserve will be used to replace the physical server with a cloud-based approach, which should make our remote connectivity easier for all staff members.
The transfer to a cloud-based server was undertaken in 2023/2024, and led to minimal expense, as there was no longer a need to purchase any expensive equipment to accommodate this.
The funds will continue to be held for any other development/information technology issues which arise.
Changes in Activity and Exit and Downturn Strategy
This fund was created to cover the possibility of Covid creating the need for a serious reduction of our staffing levels due to the cessation or reduction of any of our projects. The aim of this fund was to cover redundancy costs if the need arose.
Whilst the threat from Covid has diminished, it has been replaced with a cost-of-living crisis which has led to some funders looking more closely at the projects they are undertaking and how they are funding them.
This fund is in place to cover any decisions which are taken by funders to reduce or stop projects due to financial pressures to allow us to either continue employment for a short period until other funding is found or to cover redundancy costs.
This fund remains at £124,252.
Climate Emergency
In 2019, the Board took the decision to declare a climate emergency and allocated £30,000 from Volunteer Cornwall reserves as our commitment to this.
Work started on this project through the education of our own staff and reviewing our current environment. In addition, work is underway to share knowledge and practice with VCSE partners locally and national.
Whilst not a great deal of direct work has been undertaken for Volunteer Cornwall this year, the team has grown four-fold and is now working closely with the NHS to help with tacking their climate responsibilities.
This designed reserve fell slightly to £19,850 from £20,323.
Premises
Volunteer Cornwall owns its offices at Acorn House.
This fund has been allocated to cover all expenses incurred in the upkeep and maintenance of the building and to ensure that funds are available for any “unexpected” expenses.
It has been agreed to keep this fund at a level of £10,000 to ensure that most costs which are not anticipated can be covered through reserves.
Property
The capital cost of Acorn House and its fixtures and fitting are held in this fund. A total of £439,490 is held in this designated reserve for this purpose.
This is not a cash balance.
Volunteer Infrastructure Support
In the past, Volunteer Cornwall has always supported the Volunteer Infrastructure from unrestricted reserves.
It has been agreed to keep this fund at a level of £50,000 to ensure that most costs which are not anticipated can be covered through reserves.
Review of Reserves
The Directors/Trustees will review the allocation of the reserves and their specific purposes on an annual basis. This is in line with Volunteer Cornwall’s ongoing long-term plans and development.
This review is to ensure that the organisation maximises the safe returns available on its monies. It will also confirm that the level of reserves held are justified and sufficient for the organisations’ purposes.
2023/2024 2022/2023
Restricted Reserves £1,289,139 £1,221,695
Designated Reserves £741,582 £672,004
Unrestricted Reserves £397,549 £253,732
The level of free reserves held by the charity as at 31 March 2024 was £388,464.
The Directors/Trustees have reviewed these reserves and confirm that the levels are acceptable to meet the long-term objectives of the organisation.
There are no events which have occurred since the end of the financial year, that would materially affect the position of the organisation.
Funds received as Agent.
A new item was added to our balance sheet in 2022/2023 for funds held on behalf of third parties.
Volunteer Cornwall has no discretion regarding the use of these funds and very strict criteria has been specified as to what the funds are to be use for and how they are to be allocated and spent.
The current funds held are:
| West ICA | Cornwall and IoS ICB The Hubs | West ICA Personal Health | Clay TAWC | Watergate PCN Green Impact | Health Inequalities | Total |
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Brought Forward from 2022/2023 | 162,992 | 700,000 | 97,000 | - | 3,500 | - | 963,492 |
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Income 2023/2024 | - | - | - | 1,152 | - | 363,682 | 364, 834 |
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Expenditure 2023/2024 | 7,567 | 684,000 | - | - | - | 351,063 | 1,042,630 |
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Carried Forward | 155,425 | 16,000 | 97,000 | 1,152 | 3,500 | 12,619 | 285,696 |
Investment Policy
The charity sometimes needs to react quickly to its funding requirements and has a policy of keeping any surplus liquidity in short-term deposits that can be accessed readily.
Information Technology
Volunteer Cornwall continues to endeavour to obtain the maximum benefit and effectiveness from Information Technology.
Quality Standards
It is the ongoing aim of the Directors and staff to work together in developing and refining systems and procedures which will enable the delivery and management of our services to a standard that exceeds the expectations of our clients.
It is important that the organisation achieves an appropriate and relevant quality standard, for which the process has begun in 2023/2024 to obtain the National Association for Voluntary and Community Action (NAVCA) Local Infrastructure Quality Accreditation.
Data Security and Protection
In compliance with our NHS contracts and as a measure of good practice, Volunteer Cornwall has submitted its NHS Data Security and Protection Toolkit at the end of March 2024.
This has led to us achieving the annual accreditation needed for these contracts.
Volunteer Cornwall’s Chair and Trustees discuss the future direction of the charity at scheduled formal board meetings as well as having regular meetings with the management team. The trustees have been pleased with the exceptional work to date and the progress made on all fronts, particularly with collaboration across the VCSE and with public partners. Of note has been the developments dealing with the Climate Emergency and the embedding of this work in communities and with NHS partners. The lessons learnt from all this activity will enable us to influence our own activities and those of our partners.
Dealing with the Climate Emergency and Biodiversity loss remains an important objective for the forthcoming years and work will continue around the four key principles of Connecting, Supporting, Strengthening, and Improving the work we do with and across Cornwall’s communities.
Over the next three years Volunteer Cornwall will:
Reach out into all Cornwall’s communities to develop social and voluntary action to improve individual resilience and allow communities to flourish.
Continue to work with partners on developing and strengthening the role of Cornwall’s Community Hubs.
Continue to work with partners on the Community Gateway making it as easy as possible for people to identify and access support as necessary.
Increase the social capital in Cornwall’s communities supporting people to become involved
in the social, environmental, and economic aspects of community life.
Work with individuals, groups, and communities to address the Climate Change Emergency and reduce Biodiversity loss.
Support individuals to become active, building confidence, self-esteem, new skills, and new friendships.
Support individuals to build engaged, inclusive and supportive communities.
Championing and delivering of collaborative approaches to service development and delivery underpinned by the Changing Lives principles.
Enhance the delivery of public service by increasing community involvement in the design, development, and delivery of services.
Work with public sector partners to embed Volunteer Cornwall’s core activity across Cornwall’s changing health and wellbeing structures, particularly through Cornwall and the Isles of Scilly Health and Care System, Integrated Care Areas, and Primary Care Networks:
Support host organisations by increasing the availability of volunteers.
Work with host organisations in developing and accrediting training for volunteers.
Work with volunteers and host organisations to share capacity to meet the needs of the most vulnerable members of Cornwall’s communities.
Actively link research and practice working with academic institutions to improve service delivery.
Look at opportunities to increase employer supported volunteering.
Work with public, private, and voluntary sector partners to develop secure, inclusive,
sustainable and resilient communities.
Volunteer Cornwall is a company, limited by guarantee and is governed by our Memorandum and Articles of Association dated 13th May 1998.
In addition, Volunteer Cornwall is also a registered charity with the Charities Commission. This registration has been in place since 8th June 1998.
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:
Recruitment and appointment of Trustees
The Board of Directors must ensure that the members of the Board hold the relevant skills needed to allow Volunteer Cornwall to continue to carry out its mission statement, aims and objectives.
Individual directors and staff identify potential Board Members mainly by word-of-mouth recommendations. Details of vacancies are also posted on our website: www.volunteercornwall.org.uk
All new trustees are elected and appointed at the Annual General Meeting.
Organisation
The Board of Trustees meets on a quarterly basis, dates are provided for the following year at the Annual General Meeting.
In addition to the quarterly Board meetings, meetings are held by the Risk and Finance Committee, Data Security and Protection Committee and Safeguarding Committee on a regular basis and the findings of these committees are submitted to the Board for approval.
The day-to-day management of Volunteer Cornwall is delegated to the Chief Executive and paid staff.
Board Post holders are available to paid staff at any time to discuss issues as and when they occur.
Current Organisational Structure
Chief Executive Ian Jones
Accounts and Administration Manager Lisa Crook
Support & Development Manager Andy Brelsford
HR Manager and PA to CE Mary Baldwin
Induction of Trustees
The induction of all new members of the Board of Directors is the collective responsibility of the Board of Directors with the assistance of the Chief Executive Officer.
At the first Board meeting, a director is nominated to mentor the new director for as long as is necessary and all new Board members are expected to complete the following activities during their first year in office.
Meet with the Chair of the Board of Directors to discuss Volunteer Cornwall’s mission statement and its aims and objectives.
Meet with the Treasurer to got through Volunteer Cornwall’s financial arrangements.
Meet with the Chief Executive to discuss Volunteer Cornwall’s business plan.
At the end of the first year, an informal meeting with the Chair and Chief Executive is arranged to discuss the induction process. Emphasis is given to the main skill areas that the new director wishes to offer Volunteer Cornwall and identify any support or training that may be required.
Pay Policy for Senior Staff
The pay of all staff, including senior staff, is linked to the National Joint Council (NJC) for Local Government Services pay scales. The pay of senior staff is therefore reviewed annually, and if applicable, increased in accordance with the recommendations for these scales.
The remuneration level of senior staff within the NJC scales is determined by the Board of Directors.
Risk Management
The Volunteer Cornwall risk management policy and register are reviewed regularly and presented on a quarterly basis to the Board as a standing item on the agenda to detail any variations or adjustments.
As with all Charities, funding is one of our major risks, which Volunteer Cornwall tries to mitigate with robust future planning and creating positive relationships with funders and other partner organisations.
In accordance with the company's articles, a resolution proposing that RRL LLP be reappointed as auditor of the charity will be put at a General Meeting.
This report has been prepared in accordance with the special provision of Part 15 of the Companies Act 2006 relating to small companies.
The trustees' report was approved by the Board of Trustees.
The charity trustees (who are also directors of Volunteer Cornwall for the purpose of company law) are responsible for preparing a trustee’s annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the charity trustees to prepare financial statements for each year which gives a true and fair view of the of the charitable company and of the incoming resources and application of resources, including income and expenditure, of the company for that period. In preparing the financial statements, the trustees are required to:
Select suitable accounting policies and then apply them consistently.
Observe the methods and principles in the Charities SORP.
Make judgements and estimates that are reasonable and prudent.
State whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements.
Prepare the financial statements on the “going concern” basis unless it is inappropriate to presume that the company will continue in business.
The trustees are responsible for maintaining proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable it to ensure that the financial statements comply with the Companies Act 2006 and the Charities Act, 2011. They have general responsibility for taking such steps as reasonably open to them to safeguard the assets of the charitable company and to prevent and detect fraud and other irregularities.
Opinion
We have audited the financial statements of Volunteer Cornwall (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:
Basis for 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 sufficient and appropriate to provide a basis for our opinion.
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, except to the extent otherwise explicitly stated in our report, 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.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of our audit:
the information given in the trustees' report for the financial year for which the financial statements are prepared, which includes the directors' report prepared for the purposes of company law, is consistent with the financial statements; and
the directors' report included within the trustees' report has been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' report included within the trustees' report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
we have not received all the information and explanations we require for our audit; or
the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the trustees' report and from the requirement to prepare a strategic report.
As explained 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.
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 taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud.
As part of our audit work, we obtained an understanding of the legal and regulatory frameworks applicable to the charity and the sector in which they operate. We determined that the laws and regulations surrounding the safeguarding of vulnerable groups, health & safety, driver training and data security were most significant to the charity as well as the laws and regulations that have a direct impact on the preparation of the financial statements such as the Charities Act 2011, the Companies Act 2006 and compliance with the Charities Statement of Recommended Practice.
The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below:
Review of the disclosures in the financial statements and testing to supporting documentation to assess compliance with provisions of relevant laws and regulations described as having a direct effect on the financial statements;
Discussion with management as to how compliance with these laws and regulations is monitored;
Enquiries of management concerning actual and potential litigation and claims;
Performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud;
Reviewing minutes of trustee meetings and correspondence with regulators;
Performing audit work in connection with the risk of management override of controls, including testing journal entries for reasonableness and evaluating the business rationale of significant transactions outside the normal course of business.
We also communicate relevant identified laws and regulations and potential fraud risk to all engagement team members and remain alert to any indications of fraud or non-compliance with laws and regulations throughout the audit.
Our audit approach also considered the opportunities and incentives that may exist within the charitable company for fraud and identified the greatest potential for fraud being in respect of cut off and completion risk around revenue recognition. Under ISA (UK) we are also required to undertake procedures to respond to the risk of management override of controls. Our procedures included the following:
Undertaking transactional testing on revenue
Performing cut off testing on income
Auditing the risk of management override of controls, including through testing journal entries and other adjustments for appropriateness, and evaluating the business rationale for significant transactions outside the normal course of business
Reviewing estimates and judgements made in the accounts for any indication of bias and challenged assumptions used by management in making estimates.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Use of our report
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable 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 charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
The Company is incorporated as a limited by guarantee company under the Companies Act 2006. In the event of winding up, every member is liable to contribute a sum not exceeding £1 per member towards the debts and liabilities of the company and the costs, charges and expenses of winding up. At 31 March 2024, there were 8 members (2023: 9).
The financial statements have been prepared in accordance with the the Companies Act 2006, FRS 102 “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 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 charity is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the charity. 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.
The trustees are satisfied that the going concern basis of preparation is appropriate. In reaching this conclusion the directors, having made all necessary enquiries, have considered the level of cash reserves at the balance sheet date and post year end. The charitable company remains committed to its projects and activities with grant funding relating to next year having already been secured.
At the year end the charity had £2,097,258 in the bank and unrestricted reserves of £1,139,131 which is sufficient to cover the most prudent forecast position.
After due consideration of these factors, the trustees are satisfied that the company will be able to operate within their available facilities and continue as a going concern for the foreseeable future - being a period of no less than 12 months from the date of approval of these 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 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.
Cash donations are recognised on receipt. Other donations are recognised once the charity has 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.
Grants receivable are recognised in the Statement of Financial Activities in the year to which they relate. Grants are deferred when they relate to a specified future period. They may be repayable in certain circumstances.
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.
Costs are directly attributable to specific activities or projects. Where this is not possible costs are apportioned. This apportionment will vary depending on the practicality and the type of activity or project involved. With project support costs this apportionment will not normally exceed 15% of the total value of the project or activity. Office costs and property related costs are apportioned based on agreed amounts per funding contracts and any further negotiations to reflect staff time and resource consumption for the project. Staff costs are apportioned based on an estimate of the proportion of time spent by staff on particular activities or projects.
Intangible assets acquired separately from a business are recognised at cost and are subsequently measured at cost less accumulated amortisation and accumulated impairment losses.
Intangible assets acquired on business combinations are recognised separately from goodwill at the acquisition date where it is probable that the expected future economic benefits that are attributable to the asset will flow to the entity and the fair value of the asset can be measured reliably; the intangible asset arises from contractual or other legal rights; and the intangible asset is separable from the entity.
Amortisation 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:
Tangible fixed assets are initially measured at cost and subsequently measured at cost, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost of assets less their residual values over their useful lives on the following bases:
Land is 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 of the asset, and is recognised in the statement of financial activities.
Equipment purchased for restricted projects is charged to resources expended in the year of acquisition on the basis that the assets concerned will need to be returned at the end of the project.
Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.
At each reporting end date, the charity reviews the carrying amounts of its tangible and intangible 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 charity 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 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 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 charity’s contractual obligations expire or are discharged or cancelled.
The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.
The charity is partially exempt for VAT purposes. The charity's activities are a mixture of standard rate, exempt and non-business for VAT purposes. A large number of activities are classified as non-business and therefore outside the scope of VAT. This means that the input tax incurred on the purchases for these projects cannot be reclaimed and has been absorbed within the activities.
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.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
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.
Government grants
Cornwall Council - £244,520 (2023: £651,663) was received to help support the following projects: Climate Emergency, Early Help Hub, Green Impact for Health GP Practises, Launceston Medical Hub, Locality ICA Inequalities - West, Sustainable Food Cornwall Partnership Development and Tall Ships and Armed Forces Day.
NHS - £1,132,722 (2023; £1,659,189) was received to help support the following projects: Health Inequalities, Community Makers, Exeter University Project, Green Pearls (RCHT), HIU - Acute, HIU - Mental Health, Peer Support Project and Stroke Befriending.
Feed In Tariff Income
Transport
Training
Projects
Transport
Training
Projects
Repairs, renewals and maintenance
Stationery, computer supplies and promotion
Rent and rates
Light, power and heat
Insurance
Telephone
Postage
Subscriptions
Legal and professional
Other staff costs
Sundry expenses
Volunteer expenses
Travel and driver expenses
Irrecoverable VAT
Project costs
Travel
Stationary, computer supplies and promotion
Rent and rates
Light, heat and power
Repairs, renewals and maintenance
Insurance
Telephone
Postage
Subscriptions
Legal and professional
Trustee expenses
Governance costs includes payments to the auditors of £5,750 (2023: £4,000) for audit fees and £3,000 (2023: £2,450) for non-audit fees.
Details of the total support costs incurred are as itemised above by cost item and relate to central office functions required to support Volunteer Cornwall's activities and projects. The resources expended on charitable activities include the apportionment of support costs by project or activity. Where appropriate, costs are always allocated directly to an activity or project. Where this is not possible, costs are apportioned. The apportionment will vary slightly depending on the type of activity or project involved.
Regarding project support costs, this apportionment will not normally exceed 15% of the total value of the project or activity income, although this can vary. All support costs are normally apportioned on staff numbers based on an estimate of the proportion of time spent by staff on particular activities or projects.
The average monthly number of employees during the year was:
During the year, the Charity made statutory redundancy payments totalling £Nil (2023: £2,365) and non-statutory payments of £Nil (2023: £Nil). All amounts were fully paid at the year end.
The cost of temporary staff totalled £57,300 (2023: £29,891).
The key management personnel of the charity are the trustees, Chief Executive, Accounts and Administration Manager/Company Secretary, Support and Development Manager and HR Manager and PA to the Chief Executive. The total employee benefits of the key management personnel were:
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Included within the other creditors balance is £285,696 (2023: £963,492) which relates to funds held on behalf of third parties where the charity acts as an agent with regards to distribution of funds. During the year, the charity received £364,834 of funds in relation to these third parties and distributed £1,042,630 on their behalf. Details of the balances held as at 31 March 2024 are included within the Trustees' Report.
Deferred income is included in the financial statements as follows:
Deferred income relates to funding received in advance for activities due to commence during 2024/25.
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
Description, nature and purpose of restricted funds
Clinically Extremely Vulnerable (CEV) - Support of CEV people to support them accessing help and support post-COVID.
Community Care Makers - Support of people leaving hospital or support which will remove the need for someone to be an inpatient within the hospital system.
Community Makers - Signposting of people to support within their local community developing social capital and resilience.
Social Prescribing Community Development - Local authority funding to provide help and support to patients through the NHS and other organisations.
Climate Health - NHS - NHS Funding to look at ways that peoples environment affects both their physical and mental health, and ways to improve this, be it with ensuring open spaces for people to enjoy the out doors, or reducing people’s carbon footprint to help reduce the affects of global warning and its affects on health.
Early Help Hub - Working with Cornwall Council to signpost families to help and support in their area.
Community Health and Wellbeing Workers - Providing help and support to the patients throughout the NHS and other organisations dealing with health inequalities.
Hospital to Home - Part of the NHS Discharge and Prevention programme, enabling people to leave hospital sooner, by undertaking tasks which are needed to make the patients return home more comfortable and better for recovery.
Locality ICA Inequalities West - Providing help and support to the patients throughout the NHS and other organisations dealing with health inequalities in the West.
The Hubs - Hubs for community groups and organisations to be available to the local community.
Warmth Banks Service - NHS grant to other organisations to provide warmth spaces and other services throughout winter.
NHS - NHS funded projects.
NHS CCG - Covid Emergency - NHS Funding to help with the Covid Emergency.
Personal Health - Funding to individuals to provide help and support to try and reduce hospital admissions.
Smartline - Funding held for the Smartline project - working within social housing.
Stroke Befriending - NHS funded service to help and support stroke survivors.
Transport Vaccination - Local authority funding to provide free transportation to people to obtain their COVID vaccination.
Vulnerable Support Fund - Financial support to those in a financial need.
Peer Support Project - Mental health support funded through the NHS.
Health Inequalities Funding - This fund is an amalgamation of the Community Health and Wellbeing Workers and Locality ICA Inequalities West funds. The NHS provide funding to help and support patients and other organisations dealing with health inequalities in Cornwall.
Sustainable Foods - Held on behalf of a third party whilst they set up bank accounts to allow them to apply for funding.
Training - Provision of training to other third sector organisations, covering management skills, legal requirements of charities, safeguarding, and any other area requested by organisations.
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
Description, nature and purpose of designated funds
Centre Development / IT - Funding to cover major updates to IT systems.
Changes in Activity and Centre Exit / Downturn Strategy - To cover unexpected costs due to cancellation of projects, such as unexpected redundancies.
Climate Emergency - To cover costs incurred with the Volunteer Cornwall declared climate emergency.
Premises - To cover premises expenses.
Property Fund - Represents Acorn House that is financed through unrestricted funds.
Volunteer Infrastructure Support - Funding to help create and upkeep the volunteer infrastructure support.
Staff Training - Provision of training to our own staff, covering management skills, legal requirements of charities, safeguarding, and any other area requested by organisations.
At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
Truro Cricket Club - an organisation in which I Jones, Chief Executive is the Chair received £700 (2023: £Nil) from the charity in respect of room hire and advertising in the year. £600 (2023: £Nil) remained outstanding as at the year end.
The charity had no material debt during the year.
For the year ended 31 March 2024, the charity entered into a liability limitation agreement with its auditors, the principal terms of which limit the liability of the auditors to £3,500,000 in relation to their responsibilities as auditors of the charity. The date of the charity agreed this was 16 October 2024.