CHARITY COMMISSION FIRST CONTACT ACCOUNTS RECEIVED

CHARITY COMMISSION FIRST CONTACT

2 7 FEB 2020

ACCOUNTS RECEIVED

BARTON HILL SETTLEMENT

Contents

Report of the Settlement Board of Trustees 2-16

Report of the Auditors 17 - 20

Statement of Financial Activities 21

Comparative Statement of Financiai Activities 22

Balance Sheet 23

Cash Flow 24

Notes forming part of the financial Statements 25 - 34

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BARTON HILL SETTLEMENT Trustees' report for the year ended 31 March 2019

The Settlement Board of Trustees presents its annual report for the year to 31 March 2019 prepared under the Companies Act 2006 and the Charities Act 2011, together with the audited financial statements for the year to 31 March 2019. The accounts comply with the Companies Act 2006, the Charity's governing document and the relevant Statement of Recommended Practice applicable to Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2015). The Trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the Charity Commission's general guidance on public benefit, 'Charities and Public Benefit'.

CHAIR'S REPORT

We are pleased to share with you our report for this financial year and hope you find it interesting. I have been so excited by the projects we have been developing for the future, especially our merger with Wellspring Healthy Living Centre and the Micro Settlement, that I have taken a bit for granted just how much we do every day. We have taken a lot of time to get to know the Wellspring Healthy Living Centre trustees and work through all the benefits and risks of merger. The shared positive belief in the benefits to the community has taken us through some of the more difficuit areas and hard work. I think we have come out of this well placed for the final part of due diligence and look forward to welcoming the new organisation which we will build together.

It has also been rewarding to see the developing relationship with Bristol University and to have successfully raised funding from a variety of sources for the Micro Settlement. Getting on site has been a bit delayed by the planning process however it has given us a bit longer to think through how the new development will work. I have been listening to stories from staff and others about how the community is doing in this continuing time of difficulty, with Brexit and austerity measures affecting us strongly. The Board has been making sure everything we do is designed to be as relevant to the issues the community is facing as possible and for as many people as we can. As well as understanding the difficulties faced by people, we have also been keen to see how people have been progressing and I am constantly amazed at how strong and talented people are. Of all the issues reported to us, the concern for our young people remains the highest on the list.

Thanks so much to everyone who has continued to support us over the last year by being a great partner or stakeholder; valued funder; hard working volunteer, member of staff or trustee and most of all to the members of the community who we work with every day.

Magda Kowalik- Malcolm

Chair of Barton Hill Settlement

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The charity exists to promote the benefit of the inhabitants of the Barton Hill, Redfield and surrounding areas in Bristol, and to manage a centre at Barton Hill for the benefit of the community.

Our principal activities to achieve these objects are the provision of a diverse range of centre-based and outreach services and activities, involving the participation of local residents and in partnership with others.

Vision

Our vision is 'Barton Hill Settlement is a source of inspiration contributing towards strong, confident, cohesive communities'.

The pillars of our approach are:

• Empowerment • Advocacy • Enterprise • Collaboration • Agility

Aims

We revised our aims and they are: to reduce inequality and disadvantage, reduce social isolation, increase social cohesion, improve health and wellbeing, improve individual's resilience and improve service provision.

To this end, the charity operates projects organised in the following main impact/activity areas:

• Stronger Families offers a range of services to support local families with children under five. The Family Centre has activity days every weekday throughout the year, an outreach service and activities in school holidays. The team offers parenting courses including Strengthening Families Strengthening Communities which operates across the inner City area and is for families with children and young people up to the age of 25 and includes 1:1 family support. Courses, available on site through our partnership with the Workers Education Association, and other activities for parents, are often supported with childcare through providing a Creche.

o Our Community Inclusion projects reach out to local residents to increase community participation, bolster the voices of local residents to influence change and to improve community cohesion through The Network which is a partnership with three other agencies (Bristol Somali Resource Centre, Wellspring Healthy Living Centre and St Werburgh's City Farm). The team

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supports local activists in community-based initiatives, as well as volunteer-led programmes. In a linked scheme, called the Social Action Hub, a strong programme of community organising training and development is operating. The work includes the Community Navigator Partnership project which seeks to involve the most isolated older people in community life and The SPAN Research project.

• Community Economic Development includes Boost Finance which is a partnership offering a range of financial services with community development support, designed to help people achieve their financial aspirations in a safe and planned way. This project works closely with the West of England Works team who offer those furthest from the employment market extensive opportunities so that they can move towards their employment goals.

• The Settlement also acts as a Landlord, providing tenancies to primarily voluntary organisations offering local and city-wide services not already provided by the Settlement. We are at full capacity with 11 tenant organisations.

• We use our meeting and training rooms to offer people multiple opportunities to be involved in a wide range of activities which further our vision and values. Our community hall is earmarked for events which are run by and for local people and these all help to further local community strength, trust and cohesion.

• Our cafe is open during weekdays to encourage people to socialise and get to know each other.

• Each year we look at the main issues arising from local research and intelligence and revise our objectives and actions to ensure we are meeting local need. We have been looking beyond the service areas listed above to focus on the increasing financial needs of all age groups and the level of community integration as well as continuing issues of isolation.

• Volunteers continue to play an important part in the work of the Settlement. All of our projects have volunteers who work in the range of services provided and do everything from helping prepare and serve food in the cafe to assisting people to write CVs for job applications. As well as offering volunteer opportunities within each service, we are pleased to hear ideas from people about what volunteering experience they would like and this has been from painting and decorating to running clubs for children. We have a core group of 39 volunteers who volunteer every week for between 2 and 12 hours as well as others who volunteer for term times or for periods of several months. In total they offer this community over 12,000 hours a year.

ACHIEVEMENTS AND PERFORMANCE We have been conscious of the continuing impact of austerity measures on people in this part of Bristol and have hundreds of stories of people who are working hard but their income, often from several jobs, does not cover the bills. Our response has been to continue to focus on how we can maximise our efforts to build the broadest range of sustainable and long-term activities which most help people, create opportunities for the area and are efficient and cost effective. To this end the priorities have been:


1. Continue to develop the Micro Settlement and Social Justice Project We completed the designs for the Micro Settlement construction, sought planning approval (gained in July 2019) and raised the funding for phase 1, which is the ground floor containers for organisations. The project went on site in September 2019. We continued to develop the ideas for the Social Justice Project with our partners and have expanded those so that we have both Bristol Universities involved as well as the Law Centre, Burges Salmon, the Engine Shed, Bristol and Bath Regional Capital, Knowie West Alliance, Windmill Hill City Farm and Black South West Network. We have been focussing on collective actions to bring a fresh look at working on entrenched problems of poverty and inequality across the City and hope to influence the work of the One City Plan and further afield too.

2. Complete a feasibility study assessing merger with Wellspring Healthy Living Centre

The feasibility study was completed and agreed by both Boards in February. It provided compelling reasons for merger with benefits for local residents as the most persuasive of them. Work has continued through due diligence and the full merger will take place on 1 s t February 2020.

3. Agree a new strategy for youth work in the area

Local residents are concerned about the lack of social and physical opportunities for young people and about the numbers of young people being drawn to alternative criminal activities. We have been working with young people, residents and other agencies to agree a menu of activities which they would like. Local residents are keen that we use The Swan, if we successfully acquire the building, for use by young people. It continues to be work in progress to ensure we build local support and get the right blend of sustainable activities for all young people.

4. Work and report to the objectives agreed in our strategic plan 2018-23

We report on a quarterly basis to our Board against our objectives, highlighting the achievements as well as any problems or high-risk areas. A discussion this year has been housing as this is a significant problem for many local residents, including those facing eviction through being in arrears with payments, overcrowding and poor conditions. The Board decided it was not our specialism and too large a subject for us to take on however instructed staff to do some further work to identify the role we will play.

All objectives are underway although progress on some is slower than we wanted due to new priorities.

Community Canvass

During this year Barton Hill Settlement conducted a community canvass of Lawrence Hill to capture resident's ideas for our short and long term development agenda. Our

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aim was to understand what is working within the ward and where there are localised issues that we can play a role in supporting residents. To this end we have begun to develop a Youth Strategy, increased provision regarding employment support, and have a plan to deliver more adult education services. We have looked at how we promote our services, improved our social media presence and plan to leaflet local flats and houses with a What's On flier. One of our projects, The Network, is supporting more local residents to set up community projects that improve the local area, share cultural traditions and encourage people of different ages to socialise together, all of which were identified in the canvass as challenges in the local community.

Our impact areas achieved the following during this period:

Stronger Families

The purpose of the family centre services is to reduce inequalities between the most and the least disadvantaged families through the delivery of a high-quality menu of accessible family support interventions. Local families have benefited from services delivered over 4 days per week with access to outreach in the home and various locations. Parents with children 0-5 years have accessed services for all families with multiple attendances to universal family drop-in groups. During this period 412 adults and 620 children have engaged in universal drop-ins. Attendance to the postnatal service recorded 103 new parents and 124 babies 0-18 months. Targeted support includes women accessing Domestic Violence and Abuse groups and 1:1 meetings, to which 35 women registered plus 15 women who wish to remain anonymous. 53 children benefitted from Special Educational Needs interventions. We have successfully reached out to families very early on in their journey as new parents and parents moving into the area with 162 new adults registering in this period and 216 new children. Families accessing services are representative ofthe diverse community with the majority of families being British or Black African.

A reduction in funding forthis annual reporting period resulted in attendances reducing due to 1 day less of delivery and the monitoring no longer including family support interventions atthe local nursery/primary schools and two-year-old provision.

Parents have been fully involved in the review and development of family centre services with 17 parents registered to the Parent in Partnership group. Many ofthese parents have made personal progression such as planning a family camp and becoming members of the SPAN history research group. Many other parents have accessed other Barton Hill Settlement and partner services as a result of family workers building positive trusting relationships with parents and identifying needs early on before families reach crisis point therefore improving family outcomes.

SPAN Parenting Support Team

The 20 plus workshops the team delivered sometimes included specialist speakers such as from the NSPCC, many focussed on keeping children safe, keeping parents up to date with drug and alcohol issues, how to manage parental abuse and keeping children safe from grooming and trafficking as well as managing difficult behaviour.

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They delivered 4 improving self-confidence workshops for parents. They developed the workshops as a result of conversations about need with parents, professionals, schools, groups or in 1:1 appointments. The Somali Support Worker has set up a Somali Parents Weekly Coffee Morning in Barton Hill Settlement's Family Centre and this has been a useful safe space and helped in forging relationships and building trust. The women are becoming more confident around identifying need and attending workshops.

Our equalities monitoring shows that we are working with a diverse range of clients including 72 women and 11 men, most ethnicities are represented, the largest BAME group that we support are Somali, the Somali parents are from Somalia, Kenya, Yemen and Europe. Our Somali Parents Weekly Group has 34 parents with 27 0-5's registered with our Children's Centre. Our Diverse Worker has 52 clients, 22 are BAME.

The SPAN team also delivered 5 Strengthening Families Strengthening Communities programmes in a range of venues and these identified that parent's needs are increasing, and the team are getting more referrals including self-referrals.

This year Community Inclusion achievements include:

The Network

The Network Team have had 463 one to one conversations in 3 wards. 154 resident-led events that have engaged and impacted 1671 local people and we delivered events that engage 778 local people.

Through the Network we have delivered a range of training courses to help people develop skills that they can apply within their local community. The inspiration for these courses and workshops has come directly from needs expressed by the local communities and groups we are working with. This year we have delivered:

• Arts Leadership training - training for how you can use art as an engagement tool to connect with your neighbours

- Social Media training - helping people to use social media strategies for community outreach

• Playing Out training - training for people who want to run a street party

• Fundraising training - basic fundraising to help people raise funds for their group

• A 6-week training course in "Setting up a Community Group" for people just starting out with their projects. Included sessions in bringing people together, developing constitutions, fundraising, group dynamics and dealing with conflict.

Where possible, we have tried to support people to gain experience of putting the skills they have learned into practice within their community context. For example, one

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woman who attended the Arts Leadership training recently joined us for one of our park pop-ups. To help her prepare we introduced her to the Scrapstore, where she bought a range of materials to run an "Under the Sea" themed craft session with children and parents. On the day she ran a session for a small group, all of whom took something they had made away with them.

We have also facilitated a range of conversations and opportunities for people to share knowledge and skills within the community. For example, earlier this year we ran a series of "Let's Talk About..." events where local people and relevant agencies could come together to discuss issues that were coming up as local priorities through our conversations in the community. The topics covered included "Gentrification" and "Dealing in the Parks" in St. Pauls and "Drugs" and "Overcrowding in the Blocks" in Barton Hill.

Play and Stay at Barton House - Lawrence Hill

In January 2019 two residents of Barton House, Shukri and Amal, met with The Network to discuss their idea of developing a local children's activity group. They had identified that there were many after school clubs for children within the Somali community, but they were all based around enhancing their education. Their dream was to bring the community together, build relationships and create a weekend opportunity for creative activities to enhance children's emotional development through play and art.

Working alongside The Network they created an action plan to develop a Play and Stay activity, identifying that they needed both a venue and someone with arts and crafts experience to deliver creative activities with the children. After some joint exploration of local venues, the Network connected them with the Bristol City Council Housing Team and the residents managed to secure Barton House community room every other Saturday morning free of charge.

Social Action Hub

We have run the CERTA Level 3 Award and Certificate in Community Organising and have had 26 learners in total. We have prioritised developing opportunities for the Community Organisers to practice skills, take theory out ofthe classroom, developed a learning site (housing in Barton Hill for newly trained Community Organisers to put their training into practice) supporting some to use the learning within existing projects. Forexample, a project where a Community Organiser who previously set up a Housing Cooperative is now working towards linking all housing co-ops in the city together to create a united voice. Now that we have trained the target numbers of Community Organisers, we are working to encourage a 'movement' of Community Organising in Bristol working in partnership with Bristol City Council and other organisations and collecting stories and evidence of the work to share more widely.

Community Navigator

Barton Hill Settlement, in association with Community Navigators Bristol in Bristol Community Health, has been running a support service dedicated to reducing isolation

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and loneliness in the over 50's. A navigator from Barton Hill Settlement has engaged 70 over 50's into support during this year. This is a social model rather than a medical model and has had great success in linking clients into social and support services that tackle isolation. The process is that clients go through triage, a series of questions with the individual to ascertain the appropriateness of the referral, if appropriate a home visit is arranged, a relationship based on needs established and linking in, including hand-hold to threshold support to encourage over 50's to get involved in activities that decrease isolation.

SPAN Hands On History Project

This is a 2 year project in partnership with University of Bristol, Barton Hill Settlement and Feminist Archive South. The aim is to research and archive the history of Single Parent Action Network from its beginnings in 1990 until it's closure in 2016. During this period we have planned and implemented a co-produced research project which has included employing a Community Worker to engage local people as community researchers and developing a programme for the community researchers designed with the partners and also establishing management roles and responsibilities for all involved. The archive has been installed in Barton Hill Settlement. The group will be trained in research skills and over the next year will decide on a research question and then undertake data collection.

Community Events & Activities

During this year we worked in partnership with Somali Resource Centre, Somali Forum and United Youth of Bristol to stage a very large Eid event on The Netham. This was open to and attended by all members ofthe community. 1800 attendees had a day of fun, food and meeting support services including the emergency services.

During this year our Community Inclusion team has been involved in engaging in consultation events regarding major developments in Lawrence Hill including Temple Quarter Development, St Phillips Marsh plans, a proposal for a new school in the ward and our own plans regarding the Micro-Settlement. Going forward our aim is to make sure that the community has a voice in these proposals which will change this ward in the future quite dramatically

Community economic development

Within our Increasing Community Economic Resilience area of work, we have continued to directly deliver the BOOST Finance project and during this period the service has had a total of 1123 attendances by 234 individuals. Despite the current climate of austerity, just under 50% of those attending were able to identify a longer term goal beyond the crisis they immediately presented with.

The West of England Works project had a difficult year however overcame the issues to successfully to work with 154 people who were referred, of whom 49 officially started on the project. 18 people made significant achievements which included 8 into work, 2 into education or training and 8 independently job searching. The achievements are greater than they may seem as all the people are those who are furthest from

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employment, often never having worked or from families who haven't worked and so have made life changing steps through this project for themselves and often for their families too.

We have also been part of a partnership approach 'Wider than Work' led by the Southmead Development Trust, Wellspring Healthy Living Centre, The Park and Knowie West Health Park, funded directly by DWP to offer direct 1:1 provision to those who are economically inactive and are experiencing mental health barriers. This partnership provides an opportunity to not only develop greater delivery links with two of Bristol's other geographic hubs, but also be directly commissioned by the DWP to deliver a piece of targeted work.

We have been involved in an Entrepreneurial Partnership with the Engine Shed, Ashley Community Housing and West of England Combined Authority. The post was recruited to in September 2018 for a year period and will be exploring through both on the ground provision and through feedback form other providers what barriers there are to the refugee and migrant communities in accessing business support and finance.

The Cafe continues to provide a good service and has increased its income through the year. The meeting rooms and community hall were busier than ever before, operating seven days a week all day and evenings.

More than 35,000 people attended events and activities in our training rooms and community hall this year which gives a good picture of how busy our team were in managing this. In addition to this our services worked with 1389 individuals who each attended an average of 22 times during the period. These are people who we work with on a more intense level and are from the immediate area around us. Although we see more women than men, the profiles ofthis group of people match our demographic base. We worked with a further number of just over 10,000 people during the year in either one off events, short courses or on a small number of occasions and these also represented the profile of our local community.

We have looked at the implications of Brexit and they fall into two main categories: one is the impact on our community and one is the impact on our services. The first is unknown as local people are still unsure how it will affect their status or their future location. We have brought in people to offer advice on this and so far have not seen any discernible movement in the population. We had one contract which was part EU funded and were unsure if it would go to a second phase because of Brexit but the funders have approved phase 2. There are no other direct consequences of Brexit that we can see however we are conscious there may be some and will ensure we keep up to date with all advice on this as we go through the next year.

The organisation continues to be linked to other organisations and their work through the Chief Executive being involved nationally on the Power to Change Business Panel, the Board of the International Federation of Settlements and Voscur in Bristol. Other

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members of the management team are also involved in the sub-groups of the City Fund as well as many other partnerships and collaborations.

The Statement of Financial Activities (SoFA), set out on page 21 is designed to reflect all incoming resources receivable in the year.

Gross income of £1,089,489 (2018: £994,026) increased by £95,463, an increase of just under 10%.

Charitable expenditure increased by 5% to £1,072,684 for the year (2018: outgoing resources £1,018,950). Ofthe total outgoing resources, £606,963 relates to restricted projects and £465,721 to unrestricted projects.

General reserves now stand at £765,222 and the restricted fund balances amount to £726,529.

The local authority granted the organisation a total of £303,082 in a number ofservice level agreements, with charitable foundations and trusts granting £421,250. We have seen an increase of 32% on local authority income both from service level agreements and grants, charitable foundations and trusts have increased slightly. Our room hires and letting incomes were consistent with the previous year to £271,155 from £270,444 in 2018. j

Investment Policy

The organisation does not hold any investments other than cash on deposit.

Reserves Policy

Within the General Reserve, there are no free reserves (unrestricted reserves not tied up in tangible fixed assets). At 31 March 2019 there are £765,222 of unrestricted reserves and £726,529 of restricted reserves.

It is the policy of the Board of Trustees to establish free reserves equivalent to six months running costs which at 31 March 2019 would amount to c£536,000 (2018: £509,000).

The Board of Trustees recognises the financial risks associated with the low level of funds and is working towards Identifying ways of increasing the level of the free reserves over the medium term. This is a main priority for the Trustees.

Current policy requires that, in circumstances where there is no agreed funding arrangement in place, expenditure commitments can only be made with the prior approval the Board of Trustees.

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The Board of Trustees routinely examines the major strategic, business and operational risks which the Charity faces as part ofthe strategic planning process, and has systems in place to monitor and mitigate the impact that they may have.

Barton Hill Settlement managed two main risks during this year: one continued to be cash flow although it was not as critical as the previous two years, the second was the potential uncertainty ofthe merger decision.

Cash was managed throughout the year and there were only two short periods during which cash was tight. The merger process has been lengthy but this has ensured that issues have been explored in depth with a consistent agreement that the benefits to our beneficiaries are all important and strong.

The overall risks were discussed at Board meetings 6 monthly.

Barton Hill Settlement also continued to seek grant funding and was successful in securing a significant awards from Power to Change of £293,000, £50,000 from The Clothworker Foundation and £25,000 from The Nisbet Trust towards the Micro Settlement.

Income from room hires and tenancies continued to develop well.

Plans for future periods

Our plans for the next year are as follows:

• Complete the merger with Wellspring Healthy Living Centre and begin the full integration of services

• Purchase the Swan public house and redevelop into community space and affordable accommodation

• Complete the construction of phase 1 of the Micro Settlement and confirm tenants for all units

© Start a new asset development plan including phase 2 of the Micro Settlement © Conduct our second annual survey of residents and develop a new action plan

from the results

REFERENCE AND ADMINISTRATIVE DETAILS

The company, formed on 2 February 2004, is a private company limited by guarantee (No.5031499) and is registered as a charity (No. 1103139).

Under the terms of a transfer agreement in 2004, the assets and undertaking of the unincorporated association of the same name (registered charity No.301709) transferred to the company on 1 November 2004. All operations have been conducted

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through the company since then. Charity No. 301709 was closed in 2013.

The present Trustees, and any past Trustees who served during the year, are given below together with the names of the senior executive staff and external advisers.

Company Registered Office and Address of the Principal Office and Base of Operations

43 Ducie Road, Barton Hill, Bristol. BS5 OAX

The charity is governed by its Memorandum & Articles of Association adopted on 5 January 2004 and amended as stated above.

Recruitment and Appointment of Trustees

The Board of Trustees is responsible for the overall governance of the Charity with Trustees elected at the Annual General Meeting by the membership.

The Articles of Association provide for no maximum number, but a minimum of six Trustees to comprise representatives as follows: two from each of the core project management committees, one of whom to be a local person; five local people; three representatives of local community groups which are members; one person, at least 18 years old, representative of youth members; and not more than three persons co-opted by the Trustees.

The Chair and Treasurer are elected at each Annual General Meeting. Two Vice Chairs are elected by the Trustees present at the first meeting following the Annual General Meeting.

One third ofthe Trustees must retire at each Annual General Meeting, those longest in office retiring first and the choice between any of equal service decided by drawing lots. A retiring Trustee may be re-appointed for a maximum of three consecutive terms of office. A co-opted trustee holds office only until the next Annual General Meeting. A Trustee's term of office automatically terminates if they resign or are removed from a project or group from which they were appointed.

Induction of Trustees

Newly appointed Trustees receive an induction pack and participation in training sessions for the whole Board is encouraged as arranged Ihroughout the year.

Board decision-making

The Board usually meets once each month. The Board delegates the exercise of certain powers in connection with the management and administration of the Charity as set out below. This is controlled by requiring regular reporting back to the Board,

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so that all decisions made under delegated powers can be ratified by the full Board in due course.

Health and safety

This is discussed twice yearly at full Board meetings to promote, review and scrutinise health and safety with delegated powers only when urgent action needs to be taken.

Chief Executive - senior management and how pay is set

The Chief Executive is responsible for the day-to-day management of the Charity's affairs and for implementing policies agreed by the Board of Trustees and is assisted by the other member ofthe senior management team.

The senior management team is comprised of the Deputy CEO, the Finance and Centre Manager, the Economic Development Manager, the Community Development Manager and Stronger Families Manager. The directors consider the Board of Trustees and the senior management team comprise the key management personnel of the charity in charge of directing and controlling, running and operating the organisation on a day to day basis. All Trustees give of their time freely and no director received remuneration in the year. Details of Trustees expenses and related party transactions are disclosed in note 3 to the accounts.

The salaries are set at a pay point on the same scales as the rest ofthe staff and are scored following annual appraisal using the organisation's Job Evaluation system.

Public Benefit

Barton Hill Settlement's objectives, aims and activities are for the public benefit. The services are targeted primarily at people who live close to Barton Hill Settlement, but are also open for any others who want to book rooms and attend many ofthe services. Some ofthe services require a low charge, whilst others are free. The Trustees' policy is that no-one is excluded through inability to pay.

Statement of Trustees' Responsibilities and Corporate Governance

Under charity law, the Board of Trustees is required to prepare financial statements for each financial year that give a true and fair view of the Charity's financial activities during the year and of its financial position at the end ofthe year.

In preparing the financial statements the Board of Trustees should follow best practice and

« Select suitable accounting policies and then apply them consistently;

« Make judgments and estimates that are reasonable and prudent;

« Follow applicable accounting standards and the Charities SORP, disclosing and explaining any departures in the financial statements;

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• Prepare the financial statements on the going concern basis unless it is inappropriate to assume that the association will continue in operation.

The Board of Trustees is responsible for keeping accounting records which are such as to disclose, with reasonable accuracy, the financial position of the Charity at any time, and to enable them as Trustees to ensure that the financial statements comply with charity law.

The Board of Trustees is also responsible for safeguarding the charities assets, and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The Board of Trustees is also responsible for ensuring that the assets are properly applied in accordance with charity law.

Statement of Disclosure to the Auditors

a) So far as the Trustees are aware, there is no relevant audit information of which the company's auditors are unaware, and

b) The Trustees have taken all the steps that they ought to have taken as trustees in order to make themselves aware of any relevant audit information and to establish that the company's auditors are aware of that information.

BOARD OF TRUSTEES

Magda Kowalik-Malcolm -first elected 15/11/2011. Elected Chair since17/12/2015. (re-elected Chair 20/11/18) - previously Vice Chair.

Mike Phipps - first elected 17/12/ 2015. Elected Vice Chair since 23/06/2016 (reelected Vice Chair 20/11/18)

Will Bee -first elected 23/01/2012. Elected Treasurer since 17/12/2015 (re-elected Treasurer 20/11/18) - previously Vice Chair)

Jendaye Selassie -first elected 22/10/2014, re-elected 20/11/ 2018. Resigned -06/05/19

Tom Meacock -first elected 17/12/2015, re-elected 20/11/18

Jackie Stunt-first elected 19/12/2016, re-elected 20/11/2018.

Abdihakin Asir - first elected [co-opted] 20/02/18, re-elected 0/11/2018

Jon Woodward - first elected [co-opted] 12/12/2018

Abdullahi Farah - first elected 20/11/2018

Yvonne Deeney - first elected [co-opted] 23/07/2019

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Rosalie White -first elected [co-opted] 23/07/2019

Chief Executive Officer

Joanna Holmes

Senior Management Team

Joanna Holmes (CEO)

Paul Simpson (Deputy CEO)

Elaine Martin (Stronger Families Manager)

Anya Mulcahy-Bowman (Economic Development Manager)

Tracey Massey (Centre and Finance Manager)

Annie Oliver (Community Development Manager)

Auditors

Mazars LLP, 90 Victoria Street, Bristol, BS1 6DP

Bankers

Lloyds Bank plc, 102 Regent Street, Kingswood, Bristol. BS15 8HT

Soiicitors

Burges Salmon, 1 Glass Wharf, Bristol BS2 0ZX

The Trustees have prepared this report in accordance with the provisions applicable to companies subject to the small companies regime.

Approved by the Board of Trustees of Barton Hill Settlement on 23 r d December 2019 and signed on its bebalf by:

/OA Magda Kowalik-Malcolm

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Independent auditor's report to the members of Barton Hill Settlement

Opinion

We have audited the financial statements of Barton Hill Settlement (the 'charity') for the year ended 31 March 2019 which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

• give a true and fair view of the state of the charity's affairs as at 31 March 2019 and of its income and expenditure for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis 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.

The impact of uncertainties due to the United Kingdom exiting the European Union on our audit

The Directors' view on the impact of Brexit is disclosed on page 10.

The terms on which the United Kingdom may withdraw from the European Union are not clear, and it is therefore not currently possible to evaluate all the potential implications to the charity's trade, customers, suppliers and the wider economy.

We considered the impact of Brexit on the charity as part of our audit procedures, applying a standard firm wide approach in response to the uncertainty associated with the charity's future prospects and performance.

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However, no audit should be expected to predict the unknowable factors or all possible implications for the charity and this is particularly the case in relation to Brexit.

Conclusions relating to going concern

We have nothing to report in respect ofthe following matters in relation to which the ISAs (UK) require us to report to you where:

• the trustees' use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or

• the trustees have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the charity's ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees' Report, other than the financial statements and our auditor's report thereon. 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.

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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 ofthe audit:

» the information given in the Trustees' Report which includes the Directors' Report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the Directors' Report included within the Trustees' Report has been prepared in accordance with applicable legal requirements.

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Matters on which we are required to report hy exception

In light ofthe knowledge and understanding ofthe 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 and proper 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

• certain disclosures of trustees' remuneration specific by law are not made; 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' exemption in preparing the Trustees' Report and from the requirement to prepare a Strategic Report.

Responsibilities of Trustees

As explained more fully in the trustees' responsibilities statement set out on page 14, the trustees (who are also the directors of the charitable company for the purposes 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 charity or to cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

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.

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A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.orq.uk/auditorsresponsibilities. This description forms part of our auditor's report.

Use of the audit report

This report is made solely to the 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 company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company's members as a body for our audit work, for this report, or for the opinions we have formed.

u • • 1 ' >!- ' Signed:

Richard Bott (Senior Statutory Auditor)

for and on behalf of Mazars LLP

Chartered Accountants and Statutory Auditor

90 Victoria Street, Bristol, BS1 6DP

Date: 24th December 2019

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BARTON HILL SETTLEMENT Statement of Financial Activities for the year ended 31 March 2019

Unrestricted Fund

Restricted Funds

Total 2019

Total 2018

Note £ £ £ £

Incoming Resources Donations and Legacies Income from Charitable activities:

Central Projects Strong Families

Economic Resilience Community Inclusion

3,112

82,454 10,188

12,083

75,000 189,846 224,222 127,427

3,112

157,454 200,034 224,222 139,510

3,650

64,366 254,318 175,599 128,808

4 107,837 616,495 724,332 626,741 Income from other trading activities:

Other user fees and charges Income from Rents and Lettings

94,002 271,155

- 94,002 271,155

96,841 270,444

Total 472,994 616,495 1,089,489 994,026 Resources expended

Expenditure on charitable activities:

Operation of community centre and associated projects

(465,721) (606,963) (1,072,684) (1,018,950)

Total 5 (465,721) (606,963) (1,072,684) (1,018,950)

Net income / (expenditure) 7,273 9,532 16,805 (24,924)

Reconciliations of funds:

Total Funds brought forward at 1 April 757,949 716,997 1,474,946 1,499,869

Net movement in funds 7,273 9,532 16,805 (24,924)

Total Funds carried forward 15 765,222 726,529 1,491,751 1,474,946

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BARTON HILL SETTLEMENT Statement of Financial Activities for the year ended 31 March 18

Unrestricted Fund

Restricted Funds

Total 2018

Note £ £ £

Incoming Resources Donations and Legacies Income from Charitable activities:

Central Projects Strong Families

Economic Resilience Community Inclusion

3,650

40,000 24,366 254,318 175,599 128,808

3,650

64,366 254,318 175,599 128,808

4 43,650 583,091 626,741 Income from other trading activities:

Other user fees and charges Income from Rents and Lettings

96,841 270,444

- 96,841 270,444

Total 410,935 583,091 994,026 Resources expended

Expenditure on charitable activities:

Operation of community centre and associated projects

(22,605) (996,345) (1,018,950)

Total (22,605) (996,345) (1,018,950)

Net income / (expenditure) 388,330 (413,254) (24,924)

Reconciliations of funds:

Total Funds brought forward at 1 April 735,374 764,495 1,499,869

Net movement in funds 22,575 (47,499) (24,924)

Total funds carried forward 15 757,949 716,997 1,474,946

22

BARTON HILL SETTLEMENT Balance sheet as at 31 March 2019

Note Unrestricted Restricted c

T o * a l 3 1 I M f I Funds 2018

Fixed assets: Tangible Assets 10 2,290,821 752,114 3,042,935 3,050,903

Current assets:

Stock 11 548 - 548 548 Debtors 12 150,239 - 150,239 160,198 Cash at bank and in hand 37,132 37,132 19,081 Total Current Assets: 187,919 - 187,919 179,827

wimiM^ 1 3 (367,523) (25,585) (393,108) (339,280)

Net current assets/ (liabilities)

Total Assets less Current liabilities

(179,604) (25,585) (205,189) (159,453)

14 2,111,217 726,529 2,837,746 2,891,450

Creditors: Amounts falling due after one 14 (1,345,995) - (1,345,995) (1,416,504) year Net Assets 765,222 726,529 1,491,751 1,474,946

Funds Unrestricted Funds 15 765,222 - 765,222 757,949 Restricted Funds 15 726,529 726,529 716,997

Total Reserves 765,222 726,529 1,491,751 1,474,946

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies' regime and in accordance with the provisions of FRS 102 Section 1A - small entities.

Approved by the trustees on 23rd December 2019 and signed on their behalf by:

Magda Kowalik-Malcolm Chair of Trustees

23.

BARTON HILL SETTLEMENT Statement of Cashflow for year ending 31 March 2019

Cashflows from operating activities: Surplus / (deficit) for the year

Adjustment for non-cash items Depreciation Decrease in debtors Increase / (decrease) in creditors Interest payable

Net cash flow from operating activities

Cash flows from investing activities Purchase of plant, property and equipment Net cash used by investing activities

Cash flows from financing activities Interest paid Interest element of finance lease rental payments Repayments of amounts borrowed Net cash used by financing activities

Increase in cash and cash equivalents in the year

Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year

2019 2018 £ £

16,805 (24,923)

90,245 90,649 9,959 38,108

53,828 (59,100) 26,066 30,292

180,098 99,949

(82,277) (82,277)

(26,066) (30,292) - (648)

(70,509) (61,324) (96,575) (92,264)

18,051 (17,238)

19,081 36,319

37,132 19,081

24

BARTON HILL SETTLEMENT Notes to the accounts for the year ended 31 March 2019

1. General! nformation

The company, formed on 2 February 2004, is limited by guarantee (No.5031499) and is a registered charity (No. 1103139). The charity is registered in England and Wales. The charity's registered office is 43 Ducie Road, Barton Hill, Bristol, BS5 OAX

2. Accounting Policies

a. Basis of preparation and assessment of going concern

The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective January 2015) and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Companies Act 2006.

The trust constitutes a public benefit entity as defined by FRS 102.

The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern due to the increase in longer term grant income and the addition of several new projects. The financial statements are prepared in sterling which is the functional currency of the charity and rounded to the nearest £. Comparative information relates to the year ending 31 March 2018.

b. Compliance with accounting standards

The charitable company has adapted the headings and sub-headings of its financial statements due to the special nature of its business in accordance with the Companies Act 2006.

The company is a registered charity and so achievements cannot be measured by normal commercial criteria of profit and loss. Accordingly, as permitted by the Companies Act 2006, the Trustees have presented a Statement of Financial Activities instead of a Profit and Loss Account as in their opinion this will better reflect the special nature of the charitable company's activities.

c. Funds Structure

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by the donor.

Unrestricted income funds comprise of those funds which the trustees are free to use for any purpose in furtherance ofthe charitable objects. Unrestricted funds include designated funds where the trustees, at their discretion, have created a fund for a specific purpose.

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d. Income recognition

All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably. Donations, are recognised when the Trust has been notified in writing of both the amount and settlement date. Rental income is recognised on a receivable basis. Grants from government and other grants, whether 'capital' grants or 'revenue' grants, are recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

e. Expenditure recognition

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.

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. Irrecoverable VAT is charged against the expenditure heading for which it was incurred.

f. Allocation of support and governance costs

Support costs have been allocated between governance costs and other support costs. Governance costs comprise all costs involving the public accountability of the charity and its compliance with regulation and good practice. These costs include costs related to statutory audit and legal fees together with an apportionment of overhead and support costs.

Governance costs and support costs relating to charitable activities have been apportioned based on total salary costs of each project and premises costs are allocated by the square footage used by each project. The allocation of support and governance costs is analysed in note 6.

g. Tangible fixed assets and depreciation

All assets costing more than £1,000 are capitalised and included at cost including any incidental expenses of acquisition. Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost on a straight line basis over their expected useful lives as follows:

Freehold land Nil Freehold buildings Over 50 years Plant & Machinery Over 15 years Project and office equipment Over 10 years Computer equipment Over 3 years Refurbishments & Vehicles Over 5 years

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h. Operating leases

Rentals under operating leases are charged to the Statement of Financial Activities on a straight-line basis over the lease term.

i. Stocks

Stocks are valued at the lower of cost and net realisable value after making due allowance for obsolete and slow-moving stocks.

j . Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid in respect of future periods.

k. Cash at bank in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

I. Liabilities and provisions

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. Liabilities are recognised at the amount that the charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding ofthe discount is recognised within interest payable and similar charges.

m. Financial instruments

The Trust only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

n. Pensions

The company operates a contributory pension scheme. Employees of the charity are entitled to join the company's group pension plan in line with the auto enrolment regulations set out by central government. The company has no liability beyond making its contributions and paying across the deductions for the employee's contributions.

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o. Members' guarantee

Members promise that if the Settlement is dissolved in the year of their membership or within 12 months of their membership ending, to pay up to £10 towards the cost of dissolution and the liabilities incurred by the charity while they were a member.

3. Related party transactions and trustees' expenses and remuneration

The trustees all give freely their time and expertise without any form of remuneration or other benefit in cash or kind (2019: £nil). Expenses paid to the trustees in the year totalled £285 (2018: £554). These expenses were made up of 1 trustee reimbursed for their travel expenses (2018: 2 trustees).

During the year the insurance charge included cover for Trustees', Directors' and Officers' liability. No separate charge is identifiable.

4. Income from Charitable Activities

2019 2018 £ £

Local Authority Grants 303,082 207,436

Other 421,250 419,305

724,332 626,741

5. Charitable expenditure

Salary Costs

Other Other 2019 2018 Salary Costs

Direct Allocated Total Total Salary Costs

Costs Costs Costs Cost £ £ £ £ £

Costs Associated with Lettings - 36,713 - 36,713 36,714 Strong Families 184,136 8,308 294,821 487,264 570,594 Economic Resilience 89,687 35,214 144,873 269,774 194,903 Community Inclusion 65,874 37,830 165,687 269,392 206,441 Governance - 9,541 - 9,541 10,298 Premises 37,837 205,540 (243,377) - -Admin, HR, Finance, IT & 296,313 65,691 (362,004) Management

673,847 398,837 - 1,072,684 1,018,950

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6. Allocation of Support and Governance costs 2019 2018

Support costs £ £ Staff costs 334,150 321,268 Property costs 134,260 157,418 Cafe 14,611 12,226 IT 26,966 10,851 Administration 3,503 2,477 Finance 4,127 3,577 Management 16,482 6,021 Supplies & Services 71,280 47,853 Total 605,381 561,691

Governance costs Audit 7,200 7,044 Assistance with financial statements 2,055 2600 Trustee Expenses 285 554 Subscription - 100 Total 9,541 10,298

Support costs are allocated as follows: Premises costs are allocated on space, other costs are allocated on payroll costs.

7. Analysis of staff costs and remuneration of key management personnel

Staff costs Staff costs were as follows: Salaries and wages Social Security Costs Pension Contributions

2019 2018 £ £

606,461 589,693 48,085 46,070 19,301 19,144

673,847 654,907

The average number of employees analysed by function was:

2019 2018 Strong Families 13 13 Economic Resilience 3 3 Community Inclusion 3 2 Administration, Finance, IT 1 7 1 7

and Management 36 35

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The Charity considers its key management personnel comprise of the Board of Trustees, the Chief Executive Officer, Deputy CEO, Finance and Centre Manager, Family Centre Manager Community Development Manager and Development manager. The total employment benefits including employer pension contributions of the key management personnel were £260,602 (2018: £250,573). No employees had benefits in excess of £60,000 (2018: none).

8. Auditor's remuneration

The auditor's remuneration constituted an audit fee of £7,500 (2018: £7,044) and assistance with the financial statements of £2,055 (2018: £2,600).

9. Net expenditure

This is after stating:

Depreciation of tangible fixed assets Interest payable Hire purchase interest

10. Tangible Fixed Assets

Freehold WIP Fixtures Computers Vehicles Total

Cost As at 1 April 2018 Additions

£ 3,957,802

£

31,246

£ 110,683 51,031

£ 115,371

£ 13,200

£ 4,197,056

82,277 As at 31 March 2019 3,957,802 31,246 161,714 115,371 13,200 4,279,333

Accumulated Depreciation As at 1 April 2018 Charge in Year

932,511 79,163

- 86,171 9,982

115,371 12,100 1,100

1,146,153 90,245

As at 31 March 2019 1,011,674 - 96,153 115,371 13,200 1,236,398

Net Book Value As at 31 March 2019 2,946,128 31,246 65,561 3,042,935

As at 31 March 2018 3,025,291 _ 24,512 _ 1,100 3,050,903

2019 2018 £ £

90,246 90,649 26,066 30,292

648

30


11. Stocks 2019 2018 £ £

Bar stock 4 2 3 ^

Coffee machine ingredients

548 548

12. Debtors 2019 2018

£ £

Grants receivable 44,209 56,020

Trade Debtors 83,612 94,345

Prepayments & Sundry Debtors 22,418 9,833

150,239 160,198

13. Creditors: Amounts Falling Due Within One Year 2019 2018

£ £ Income received in Advance 91,275 128,088 Trade Creditors 92,669 36,812 Loan repayments due within 12 months 72,717 72,717 Taxation and social security costs 103,998 82,405 Other Creditors 24,045 12,758 Accruals 8,404 6,500

393,108 339,280

Income received in advance relates to funding for projects for completion in Future periods for which there are performance conditions to be met before the income can be recognised:

2019 2018 £ £

Balance at 1 April 2018 128,088 172,107 Funding released (128,088) (172,107) Funding received 91,275 128,088 Balance as at 31 March 2019 91,275 128,088

31

'#


14. Creditors over 1 year (including provisions) 2019 2018

£ £ Bank Loans Other Loans

218,005 288,514 1,127,990 1,127,990 1,345,995 1,416,504

The original loan with Lloyds TSB bears interest at a rate of 6.95% and was taken out in November 2009. The charity took a second loan with Lloyds TSB with an interest rate of 7.205%, repayable over 10 years, in March 2011. The loans are secured by a legal charge over 22 - 28 Bright Street and 3 - 9 Morley Road. The Farmhouse Building rebuild was part funded by a loan from Futurebuilders England, repayable over 21 years commencing on 1 March 2021. Interest is charged at 0.5% until November 2019, then at 5% for three years and is the subject to an annual review. This loan is secured by a legal charge on the Farmhouse building. During the year ended 2017 the bank overdraft was converted to a third loan with Lloyds, repayable over 10 years with interest payable at bank rate plus 3.85%.

Repayments due after 12 months Due 1 to 2 years Due 2 to 5 years After 5 years Total

2019 2018 £ £

72,598 72,598 260,325 260,325

1,013,072 1,083,181

1,345,995 1,416,104

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15. Analysis of charitable funds

Balance Income Expenditure Transfers Balance at at 1 April 31 IVIarch 2018 2019

£ £ £ £ Unrestricted Funds General fund 757,949 472,994 (448,492) (17,230) 765,222 Restricted Funds Farmhouse Development 537,390 - (33,513) - 503,877 NHS Building Fund 92,500 - (2,000) - 90,500 John James Funding - 55,500 - (1,200) - 54,300 Farmhouse George Wills Hall - 45,000 - - 45,000 Microsettlement - 30,000 (28,754) - 1,246 Central Projects 24,366 - - 24,366 Strong Families 7,240 189,846 (254,318) 64,472 7,240 Economic Resilience - 224,222 (175,599) (48,623) -Community Inclusion - 127,427 (128,808) 1,381 -Total Restricted Funds 716,997 616,495 (624,192) 17,230 726,529

Total Funds 1,474,946 1,089,489 (1,072,684) _ 1,491,751

Restricted Funds

Farmhouse development - balance reflects the amount funded by Futurebuilders England less non-capital spending on the project to redevelop the Farmhouse.

NHS Building Fund - balance reflects the contribution by the NHS to tenant specific requirements for the Farmhouse development.

John James Fund - was funding received to contribute to the cost ofthe Farmhouse rebuild.

George Wills Hall - the charity received funds from Bristol City Councils CIL fund, these funds will be used for a new roof and the addition of accessible facilities at the venue

Microsettlement - this fund will be used in the construction of the new building project as outlined in the Report from the Trustees.

Strong Families - this fund includes both the Family Centre Project from previous years together with our SPAN project. The Family Centre received funding form St Pauls Children's centre and Children in Need whilst SPAN'S grants include Impact Funding from Bristol City Council together with funding to deliver Strengthening Families Strengthening Communities courses.

33


Economic Resilience - encompasses BOOST Finance and West of England Works projects, funding is aimed at improving local people's economic prospects.

Community Inclusion - funding to provide community activities and reduce isolation for local people and to engage in Community Organising.

Central Services - these are restricted monies received by Barton Hill Settlement for various different community projects. Transfers between unrestricted and restricted funds have been made in the year to cover Central Services costs such as salary which are to be paid from restricted funds.

Transfers - transfers between funds were made in cases where general funds were being utilised to supplement funding received for certain projects and also to reallocate central costs to restricted projects where this was allowable under the terms of the grant agreement.

16. Pension commitments

The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The pension cost charge represents contributions payable by the company to the fund and amounted to £19,301 (2018 £19,144). At 31 s t March 2019 contributions of £14,730 (2018 £6,406) were payable to the fund.

17. Post Balance Sheet Events

At our AGM on 12 th December 2019, thefoliowing resolutions were taken and agreed:

Ordinary Resolution

1) That the proposed merger with Wellspring Healthy Living Centre is approved in principle and the trustees are authorised to finalise the terms of the merger at the next meeting on 8 t h January 2020

Special Resolutions

1) To agree the name change to Wellspring Settlement following the merger. 2) To approve and adopt the new Articles of Association.

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Documents

CHARITY COMMISSION FIRST CONTACT ACCOUNTS RECEIVED