WCT Annual Report 2012 - 2013

VISION:
Releasing Communities’ Potential
MISSION:
Working together to find the best ways
to shape and deliver activities, services
and experiences that create a greater
sense of community and belonging

2012-2013
ANNUAL REPORT
Together We Can

56943 WCT Annual Report 2012 - 2013 V3.indd 2

www.worcestercommunitytrust.org.uk
Tel: 01905 453453
05/12/2013 16:31

Trustee Information
Val Yates

Val was a founding member of Westside Worcester and is currently the Director of Access and
Inclusion at the University of Worcester.

Pam Clayton

Pam Clayton is a founder member of Worcester Community Trust and was Chairman of Warndon
Community Centre and a City Councillor. She is a Parish Councillor for St Peters Worcester and
Chairman of Worcester`s Family and Community Forum, a Member of the Play Council, and Chairman
of Worcester`s Crime Prevention Panel. A retired Assistant Head Teacher, she writes for the European
Association of Teachers and is married to Philip Clayton, a retired Head Teacher at the Chantry High
School, Martley.

George Davidge

Originally from East London, George has worked and lived in many places in England and Wales and
has lived in Warndon since 1997. He is a member of a number of Council and Housing Association
panels, and played a role in the establishment of the new Warndon Youth and Community Centre.
George retired in 2009 and is married with one son.

Sally Ellison

Sally is currently Chief Officer at Worcester Volunteer Centre which promotes and supports the local
voluntary and community sector in Worcester. Sally chairs and sits on a number of active boards
across the region which aims to support local communities and individuals.

Sarah Hemming

Sarah, 33, was born and brought up in Bromsgrove and now lives in the Cathedral area of Worcester.
From 2001 to 2007 she worked in the Human Resources and Equality Departments at West Mercia
Police. For the past six years she has worked at Hereford and Worcester Fire Service where she is now
Human Resources Officer.

Adrian Newman

Adrian initially trained and worked in the mechanical engineering sector, and became a part-time
youth worker with Worcestershire County Council in 1975. In 2000 he took on a full-time youth worker
post, and retired in 2011 as Service Delivery Manager for Children and Young People. He is a founding
member and executive director of Youthcomm, and a member of the Worcester Local Children’s
Partnership. Adrian is also an occasional lecturer on youth and community work at Worcester
University, where he facilitates a professional development group for degree level students.

Jabba Riaz

Councillor for Cathedral Ward and an original founding member of WCT. Jabba served as Cabinet
Member for Safer & Stronger in Worcester City Council’s Administration between 2012-13 and served
as Chair of Licensing between 2010-2011. Jabba is a keen sportsman and currently works at Air
Products PLC as a Distribution Manager. Jabba believes strongly in empowering local communities
and also sits on WCT’s Business Development sub-group.

Adam Scott

Adam Scott recently retired as a Director in local government and returned to his home town of
Worcester where he has become involved with local community activity. His experience in regeneration
and environment and as a senior manager is being put to good use with WCT.

Robin Sykes

Robin lives in Worcester and is married with two children and two grand-children He spent 20 Years
in industry as the Chairman of companies in Europe and South America, and also as owner of Actis,
a strategic management company with clients in the UK, France, Malaysia and Singapore. He is a
founding member of St Pauls Hostel for the single homeless, a member of the Worcester Palestine
Friendship Group, and hears mental health appeals as an Associate Hospital Manager for Worcester
Health and Care NHS Trust.


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Senior Management Team
Simon Murphy - Interim CEO

Simon grew up in Droitwich and is a long term resident of Worcester where he lives with his wife
and two children. A former university tutor (he holds a PhD in Northern Irish politics) Simon has been
a local government Director, a chamber of commerce Chief Executive, and was also a Member of the
European Parliament representing Worcester. He chairs a company that builds GP health centres in
the Black Country, and is a Trustee of the charity Groundwork West Midlands. In his spare time he
coaches junior rugby at Worcester RFC on Sunday mornings.

Edd Terrey - Service Development Manager

Prior to joining WCT in 2010, Edd was a Senior Youth Worker for Worcestershire County Council in
Redditch and led a countywide anti-social behaviour project for Warwickshire Youth Offending Service.
He is currently a Director of Your Ideas Youth & Community Project based in Redditch and is married
with a two year old daughter.

Deborah Barrow - Business Support Manager

Deb joined WCT 2 years ago initially as the Training Co-ordinator and now leads the business
support teams which include HR, Customer Service and Facilities. Previous roles have included
Diversity Manager with both West Mercia Police and West Mercia Probation Trust. As Worcester
Alliance Co-ordinator for Worcester City Council she founded the city’s Community Engagement
Forum. Other interests have included being a trustee for Asha Women’s Centre and Worcester
YMCA and leading WCT’s DAWN (domestic abuse) and Jobcafe projects. Deb is married to Norman, a
retired fire officer, and lives in the country near Martley with 18 year old twin sons.

John Denton - Business Development Officer

John has worked in the charitable sector for over thirty years and has been Chief Executive of two
arts organisations, Milton Keynes Community Workshop Trust (now Artworks MK) and Worcester
Arts Workshop which he ran for eighteen years. He joined the Trust in August, 2011, and has
responsibility for day-to-day financial matters. He has a degree in Economics and is a practising
musician outside of his duties with the Trust.

Our Values
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Putting the needs of communities at the heart of everything we do
Supporting the empowerment of communities, staff and volunteers to make a real impact
Making democratic decisions with integrity
Embracing diversity, innovation, enterprise and partnerships
Taking responsibility, always improving and being solution focused to become the best we can be
Working together – One team, one aim


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Chair’s Report
The volume and variety of work detailed in this year’s annual report makes a strong case for community-led
non-statutory organisations such as Worcester Community Trust.
In the shadow of significant reductions in local authority resources, a challenging local employment climate
and the burgeoning effects of the austerity measures, the Trust has continued to deliver high quality youth and
community development programmes that have improved the lives and life chances of the people within the
communities that we serve.
The Trust has, against the backdrop of a Transfer of Undertakings – Protection of Employment (TUPE) process and
a considerable reduction in resource, built a diverse body of work. This includes both intervention programmes like
the community DAWN project and Improving Futures, and development programmes including youth mentoring
and personal and social development work. The participation in Trust activity from within the local community is
considerable and we must congratulate the staff, members and volunteers for their commitment, professionalism
and enthusiasm which have driven this year’s successes. We must also be mindful going forward that the Trust will
face many challenges in maintaining our current levels of activity.
We must explore every avenue to build up the Trust’s capacity to deliver the excellent work developed throughout
the year. We must continue to invest in our staff and volunteers to ensure that the Trust has the skills and expertise
necessary to meet these challenges, and the Trust must be prepared to make clear strategic decisions on the
direction and nature of our work.
The period following the transfer of staff to the Trust from both local authorities was difficult for all involved.
Decisions about terms and conditions, staffing levels and the subsequent redundancy process were managed
successfully through the sensitivity and commitment of all the staff.
The Board and myself, as Chair, have been continually grateful to the Trust senior management team for their
handling of these processes.
At the conclusion of this process, Esther Passingham, the Trust Chief Officer, whose appointment was made
specifically to oversee this process, indicated her desire to move on and pass on the leadership of the new
organisation. Esther accomplished this role with upmost professionalism, commitment and skill and can be
proud of the journey through which she led the Trust and the organisation as it now stands.
We wish Esther every luck in her new endeavours.
We also said goodbye to John Argent and Paul Chaplin both of whom served as members of the Trust Board.
Our thanks to both for their input, skill and expertise throughout their time with the Trust.
We welcomed three new Board members, Adam Scott, Adrian Newman and Robin Sykes, all of whom bring a
wealth of experience.
We have continued to benefit greatly as an organisation from the support and input of the officers of both the City
and County Councils. Our thanks to them for their continued commitment to the success of the Trust.


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STRUCTURE, GOVERNANCE AND MANAGEMENT
The charity is controlled by its governing document, a
deed of trust, and constitutes a limited company, limited
by guarantee, as defined by the Companies Act 2006.
The Trust is a registered charity, number 1112342, and
a company limited by guarantee and is constituted under
its memorandum and articles amended in March 2010.
The trustee board was established from the Chairs and
Vice Chairs of the 3 charities that amalgamated on 1st
April 2010: Horizon, Westside Worcester and CAP360.
The members of the charity each guarantee a sum not
exceeding £10 in the event of it being wound up
as insolvent.

Recruitment and appointment of
new Trustees:
The Trustee recruitment process is carried out by
existing Trustees on behalf of the members of the Trust.
The minimum number of Trustees is 3; there is no
maximum number of Trustees that can be appointed but
current practice is to limit the maximum number to 12
with no more than 4 new Trustees appointed in any one
year. Trustees may serve for 3 years after which they may
put themselves forward for re-appointment.

Induction and training of new Trustees:
On appointment, a new Trustee signs a disqualification
form to ensure their eligibility to be a trustee. The
induction process involves meetings with the Chair and
the Trustees, Chief Officer, Company Secretary, Service
Development Manager and other staff members as
deemed appropriate by the Trustees. An information
pack provides a brief history of the Trust, a copy of
the Memorandum and Articles, the most recent set of
approved accounts, a copy of Charities Commission
“Essential Trustee” and copies of any other documents
deemed necessary.

Governance:
All Trustees give their time freely and no Trustee
remuneration was paid within the year. Trustees have
provided details of all relevant interests and registered
them with the Chief Officer. At the start of each Trustee
board meeting any possible conflicts of interest have
been requested and noted. Where a conflict of interest
has existed, that Trustee has withdrawn from the
discussion or decision. At the bi-monthly Board of
Trustees meeting, Trustees agree the broad strategy and
areas for activity for the Trust, including consideration for
reserves, risk management, policies and performance.
Day to day administration is delegated to the Chief
Officer or, in his/her absence, any other staff member
or members as deemed appropriate by the trustees.
Two sub-committees assist and advise the full board


of Trustees, consisting of Trustees, staff members and
other persons with expertise and knowledge as deemed
desirable by the Trust from time to time. The two subcommittees are Finance and Resources, and Business
Development, Service Delivery and Monitoring.

Staff monitoring and performance:
All managers and supervisors have regular 1:1 sessions
with their team members, annual appraisals with 6
monthly reviews. Staff collect qualitative and qualitative
data from activities and services. This data is then
analysed and reported to the Trustees.

Risk management:
The Trustees have considered the major risks to which
the charity is exposed and have reviewed those risks and
established systems to manage those risks.
The Trustees worked closely with Worcester City
Council’s Community Development team and
Worcestershire County Council’s Youth Support team
throughout the Transfer of Undertaking (Protection
of Employment) (TUPE) process which transferred
Worcester City Council and Worcestershire County
Council staff seconded to the Trust to employment by
the charity with effect from 1 September 2012. Specialist
advice was provided through Roots HR for HR expertise
throughout this process and constructive engagement
undertaken with trades unions to ensure a smooth and
successful transfer.

Objectives and aims:
As defined in the Trust’s Memorandum and Articles the
objects of the charity are:

(i) To promote the benefit of the inhabitants of Worcester
City (‘The area of Benefit’) without distinction of age, sex,
sexual orientation, race or of political, religious or other
opinions, by associating together the inhabitants and the
local authorities, voluntary or other organisations in a
common effort to advance education, relieve poverty and
sickness and to provide facilities in the interests of social
welfare for recreation and other leisure-time occupation
with the object of improving the conditions of life for the
inhabitants of the area of benefit.
(ii) To establish or secure the establishment of
community facilities and to maintain and manage the
same, whether alone or in co-operation with any local
authority or other person or body. Ensuring our work
delivers our aims The Trust will be locally driven, owned
and controlled thus encouraging a community voice,
ownership and democratic participation.

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STRUCTURE, GOVERNANCE AND MANAGEMENT
Membership is open to the following persons:
Membership shall be open, irrespective of sex, sexual
orientation, age, disability, race, nationality, or political,
religious or other opinions to:
• Individuals aged 18 and above:

• Who live within the area of benefit, who shall be known
as full members;
• Who live outside the area of benefit, who shall be
known as associate members.
• Individuals under the age of eighteen years, whether
living within or outside the area of benefit, who shall be
known as junior members;
• The Trusts and organisations, whether corporate or

unincorporated, (and including branches of national or
international organisations) which operate solely or in
part within the area of benefit, are voluntary or non-
profit-distributing and which wish to support the
Objects, which shall be known as affiliated members;
• Statutory authorities in whose administrative area the
area of benefit lies, which shall be known as statutory
authority members.

Achievements:
Service Delivery:
Service Delivery vision:

“Through social and personal development WCT will enable
children, young people, families and communities to access
a wide range of positive opportunities and experiences that
will unlock potential, make their voices heard and create a
greater sense of responsibility,
significance, security and solidarity with others.”
This is achieved through:
• Supporting families
• Promoting achievement and aspirations
• Promoting individual and community responsibilities,
rights and voice
• Recognising the unique and diverse needs of
individuals and communities
• Improving opportunities and early support

• Reaching out to those with fewest advantages
• Embracing enterprise
2012-2013 saw huge organisational change take place
across WCT. The City and County Council TUPE took place
in September 2012 which culminated in a staffing restructure of the Service Delivery team during Oct 2012 –
Jan 2013.
WCT is not alone in having to manage significant change
within a difficult financial climate but we are now on a clear
path with clear aims and objectives crucially underpinned
by an appropriate culture that will allow for continued
development and improvement.


This year has also seen a new vision, mission and strategic
goals being set along with new ways of tracking progress
against these targets.
One target is to establish itself as a key organisation
addressing issues of social and economic inequality within
Worcester and its surrounding areas, contributing to greater
social cohesion & well-being. WCT have made significant
progress against this key objective, particularly through
clearly identifying three key Service Delivery themes;

Community and Families:

Supporting communities and the whole family to identify
their own needs and enable them to create their own
solutions to live a better life

Children & Young People:

Children and young people are given the tools and
opportunities to become active, responsible and happy
members of their community

Education, Employment & Learning:

Giving people the tools and opportunities to develop
their own skills, self-confidence and ability to succeed
and achieve
To achieve this WCT have worked hard to create a highlymotivated, skilled and professional staff team supported by
an expanding team of volunteers, employing the latest IT
technology to maximise flexibility and efficiency. WCT has
also worked hard to have a much greater and improved
profile, both with the local authorities, partner agencies
and other community-focused organisations regionally and
nationally along with the wider public.
WCT continually aspires to have an appropriate level of
community representation on its management board and
robust channels and processes to ensure that it constantly
reflects and responds to the needs of the communities it
is serving. This has led to WCT’s Community Consultation
“Think it, Say it, Change it” being launched in early 2013 and
supporting a WCT volunteer and local resident to become a
Trustee of the charity.
WCT’s emphasis has been on making a real difference
to the outcomes and life chances of those young people,
families and communities who engage with our services
and activities. This can be evidenced in our new approach to
measuring impact through Outcomes Stars and use of new
technologies.
This past year has also seen WCT develop and branch
out into new areas of work such as the launch of Dawn,
a community based domestic abuse project that has
supported nearly 100 women and their families within
Warndon and Gorse Hill alone.
WCT were also selected as the local partner by South
Worcestershire Clinical Commissioning Group to support
Turning Point recruit and train 17 local people to help redesign health services.

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WCT were selected to become a partner in a national BIG
Lottery pilot project ‘Improving Futures’. This project is
about redesigning family support services by placing choice
and control direct with families through personal budgets
that are used to purchase services and support. WCT
Catering Services was also launched this year. This service
now provides catering for all of WCT activities, external and
internal buffets and party packages for WCT customers
along with the food for a local nursery that is based at a
WCT centre.
These new areas of work highlight the importance of WCT
looking to develop new income streams and its commitment
to deliver new and innovative services and programmes.
Other key developments have seen the launch of WCT
Job Cafes, offering local people support in CV writing, job
applications and job searches. Just over 100 people have
accessed this new service with 33 directly being supported
back into employment. We have also changed the way
in which play services are delivered across WCT sites.
By accessing external funding sources and developing
stronger partnerships we were able to deliver a new style
of community based open access play provision during
summer 2012 along with weekend provision.


WCT has supported the creation of WCT Raiders FC, a
community based football and netball club based at KGV.
The club has gone from strength to strength both on and
off the pitch with 100’s of local people engaged each week.
Along with new areas of activity WCT has continued to
deliver open access and targeted youth and community
provision based around a strong Outcomes Framework.
This included:
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Open access youth clubs
Targeted youth provision i.e. teenage pregnancy,
substance misuse, smoking cessation, personal
& social development programmes, mentoring,
self-esteem and confidence programmes
Volunteering opportunities
Sports development programmes
Residential opportunities
Alternative provision for young people who struggle
with formal education
Social action projects
Holiday schemes
Play sessions for 5-12 year olds
Community cafés, lunch clubs and snack and chats
Community led activities and events
Older peoples exercise services
Family trips

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Case Study 1: Dawn Project Service User
“I joined the DAWN project group after being asked by a friend, and initially thought the group wasn’t for me as I wasn’t
being domestically abused, but agreed to go along to support her and have a better understanding of what she was
experiencing at that time.
I am a reasonably intelligent, strong, outgoing woman raising two great kids as a full-time stay-at-home-mum. I am no
sap. I do not cower in corners. I am not “the type” that people imagine as being a victim of domestic abuse and yet prior to
starting the course I read some of my friend’s previous coursework and... well, now I know I was!
I had overlooked, excused, or denied the abusers previous behaviour. This is especially true when the abuse was
psychological, rather than physical.
The DAWN project made me realise that the impact of domestic abuse does not end when the abuse stops! It is a safe,
non-judgemental, discussion group which reaches out to community members where we live and work and by doing so
strengthens informal social networks.
It has certainly helped me understand what domestic abuse is, including its prevalence, the common effects and signs
of abuse, and the characteristics of a perpetrator. The project leaders are committed to assisting all victims of domestic
abuse without prejudice and in confidence and offer one-to-one sessions if required and has a thorough knowledge of what
other services are available to victims of abuse.
My awareness of the impact of domestic violence and how we respond has certainly been raised. To have such a group like
the DAWN project running on my doorstep within the community allows me to feel safe, protected and heard. Community
projects like this are much more able to encourage and support people to work together to build, strengthen and transform
communities by addressing issues that are important to them. Raising awareness and understanding through education
and community development projects such as this may also act as an effective deterrent to future abusers too.
I have found the DAWN project so useful that I am now giving up some of my own time to help set up a support group
for victims of abuse where we hope to raise funds, have social gatherings and have informative guest speakers and
representatives attend to continue the support long into the future.”

Case Study 2: Ronskwood Youth Centre Youth Cafe
“Our Youth Café at Ronkswood provides a relaxing area for
the young people to socialise, interact and enjoy cheap but
healthy snacks and drinks. The idea for the Café came from
us as the current youth room was very often really busy with
different activities and lots of members attending.”
“We got together a load of ideas and then applied for
funding to our local councillor (who kindly donated £250.00!).
This was great as we could buy loads of new equipment for
the café and it gives the centre a better feel.” CD, 13,
“We have a rota and share the responsibility of preparing
and serving the healthy snacks. We are learning lots of skills
such as budgeting, food preparation and there are plans to
start a small allotment. All the money we make from the café goes to restock ingredients and any profits are used to
provide new equipment for the youth club. It’s a place to have fun with your mates and get some nice food!” BW, 13

Quotes from a range of WCT provision:
“I heard about the project through my key worker who recommended it to get experience towards my goal of being a
youth worker. I’ve really enjoyed the two months I’ve been volunteering, especially as it combines two areas of interest
for me – football and youth work”
KO, 19, WCT and Barclays ASB Prevention Project Volunteer
“I’m really enjoying help plan what is going to happen in the new youth club including the new youth café. I think it will be
good for the estate because the old youth club needed doing up, people are helping design this, it’s going to be great!”
A, 15 Dines Green


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“Since starting my work experience at the youth centre, I’ve learnt a lot about the professional media business and how
difficult it is to get a part in it’ I was really lucky to get my work experience here and get a real taste of what it’s like to
do a job in the media environment. I also learnt how to control my voice on air and how to speak slowly so people can
understand. It has been amazing and I’d love to carry it on in the future”.
MP, 14, Work Experience student at St Johns Youth Centre
“I’ve attended The Big Lunch in Tolladine for three years now and this year’s has been the best yet by far. WCT should
be really proud of what they have achieved, it’s been a great day.”
Local resident, Tolladine
“I love coming to lunch club, everyone makes me feel happy as I have no confidence but love coming here. Without this
I would not come out of my home as I cannot walk very well and have poor mobility.”
Warndon lunch club member
I’ve been coming to lunch club for 8 years. The staff were my rock when my mum died. They encouraged me to join lunch
club even when I said no to going they would pick me up. I now feel part of the community, it helps me to make friends,
I love coming.
Warndon Lunch Club member

Organisation Update:
September 2012 staff from Worcestershire and Worcester City Councils were TUPE’d across and a month later a staffing restructure
for the delivery team was undertaken. There were no compulsory redundancies but a number of staff took voluntary redundancy.
Existing and new staff were recruited to the new posts from December 2012.
Existing cultures were identified and needed addressing as WCT went through a period of change management. Whilst the
organisation had a reputation of being a nice and friendly place to work the levels of accrued lieu time and sickness rates of staff were
not sustainable in the current economic climate. Absence from work alone cost WCT c£25,000 per annum.
As a consequence a robust process to manage sickness was implemented which included Back to Work interviews and annual leave
bonuses for staff with a zero sickness record. A staff survey revealed high levels of lieu time, so this was addressed ahead of staff being
TUPE’d across from Worcestershire and Worcester Council.
Following TUPE we consulted with all existing staff on their contract terms and conditions; Unison were involved. Terms were
harmonised across 3 separate contract types, especially in relation to sickness benefits and annual leave where there was a range
of 21-35 days leave. New contracts of employment were issued with affordable but reduced sickness benefits and annual leave was
raised to a minimum of 25 days per annum.
In August 2012 the Customer Service team underwent a restructure with a Manager and Co-ordinator based at the hub based at
Warndon Community Centre. Seven centres are now available for hire – Warndon, Ronkswood, King George V, The Tolly, Horizon,
The Green Centre and St Johns Youth Centre. Lettings income continues to rise with KGV and Warndon bringing in the most income
from our external customers. We continue to provide a bookings and management service to St Peters Village Hall. Our partners,
Worcestershire Family Intervention Project have their office located at The Tolly Centre and The British Legion have a branch office at
Warndon. Also located at Warndon is a day nursery, open 5 days a week, which also offers nursery places for WCT staff.
Staff performance is measured by a balanced scorecard RAG system for staff supervisions and sickness stats are produced to track
long and short term trends.
A recruitment process has been implemented to refresh Board membership which included addressing gaps in skills, experience and
diversity. Other volunteers are involved in our many projects e.g. DAWN domestic abuse project and our volunteers have also acted as
a pool to recruit staff on permanent contracts and sessional staff on casual agreements. WCT has encouraged staff to pursue their
career development through acquiring mentors, taking up internal secondments and embarking on work based qualifications.
WCT has continued to improve its communication internally through Board sub-groups, weekly senior management meetings plus
regular team meetings and 1:1 staff supervisions. Externally, a new website www.worcestercommunitytrust.org.uk and social networks
have heightened its accessibility and visibility from the wider Worcester community.


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Worcester Community Trust

Report of the Trustees
for the Year Ended 31st March 2013
The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report
with the financial statements of the charity for the year ended 31st March 2013. The trustees have adopted the
provisions of the Statement of Recommended Practice (SORP) ‘Accounting and Reporting by Charities’ issued in
March 2005.
The Charity is constituted as a company limited by guarantee and is, therefore, governed by a memorandum and
articles of association (incorporated 3 April 2003). The Articles were amended in March 2010 to define the “area of
benefit” as Worcester City.
The Charity was incorporated as Communities Around the Park and then changed its name to CAP360 Worcester on
1 September 2005. On the 1 April 2010 CAP360 Worcester took over the operations and charitable activities of Horizon
Worcester and Westside Worcester. On 20 April 2010, CAP 360 changed its name to Worcester Community Trust.

REFERENCE AND
ADMINISTRATIVE DETAILS

Trustees
R E Berry

Charity number
1112342

Company Secretary
Mrs T J Chance

Company number
4722577 (England and Wales)

Auditors
The Richards Sandy
Partnership Ltd
Chartered Accountants
Thorneloe House
25 Barbourne Road
Worcester
Worcestershire
WR1 1RU

Registered office
The Green Centre
Gresham Road
Dines Green
Worcester
Worcestershire
WR2 5QS
Principal address
The Green Centre
Gresham Road
Dines Green
Worcestershire
WR2 5QS

Trustee

Mrs P Clayton
A J Riaz
Ms V Yates
J D Argent
P R G Chaplin
Mrs S A Ellison
Mrs L A Casley
A C H Scott

Trustee
Trustee
Chairperson
Trustee
Trustee
Trustee
Trustee
Trustee

R I Sykes
Miss S Hemming
G W Davidge
A G Newman

Trustee
Trustee
Trustee
Trustee

- resigned 31.5.12
- resigned 6.12.12
- resigned 22.1.13

appointed 1.2.13
appointed 1.6.13
appointed 1.7.13
appointed 1.7.13
appointed 1.6.13

Governing document

Recruitment and appointment
of new trustees

The charity is controlled by its governing document,
a deed of trust, and constitutes a limited company, limited
by guarantee, as defined by the Companies Act 2006.

The trustee recruitment process is carried out by existing
trustees on behalf of the members of the Trust. The
minimum number of trustees is 3; there is no maximum
number of trustees that can be appointed but current
practice is to limit the maximum number to 12 with no
more than 4 new trustees appointed in any one year.
Trustees may serve for 3 years after which they may put
themselves forward for re-appointment.

The Trust is a registered charity, number 1112342,
and a company limited by guarantee and is constituted
under its memorandum and articles amended in March
2010. The trustee board was established from the Chairs
and Vice Chairs of the 3 charities that amalgamated on
1st April 2010: Horizon, Westside Worcester and CAP360.
The members of the charity each guarantee a sum not
exceeding £10 in the event of it being wound up as insolvent.


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Induction and training of new trustees
On appointment, a new trustee signs a disqualification
form to ensure their eligibility to be a trustee. The induction
process involves meetings with the Chair and the trustees,
Chief Officer, Company Secretary, Service Development
Manager and other staff members as deemed appropriate
by the Trustees. An information pack provides a brief
history of the Trust, a copy of the Memorandum and
Articles, the most recent set of approved accounts, a copy
of Charities Commission “Essential Trustee” and copies of
any other documents deemed necessary.

Leases
The Trust leases the following properties in order to
carry out its purposes:
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The Tolladine Community Centre
The Horizon Community Centre
The Warndon Community Centre
The KGV Community Centre
The Ronkswood Community Centre
The Green Centre
The St John’s Youth Centre

Each lease includes a liability for internal maintenance
which until 1st October 2014 is limited to £200 for each
incident. After that the maximum liability is £1,750 per
centre until 1st October 2016 from which date the trust
may assume full liability for internal maintenance. The
trust currently rents these properties for £1 pa. This will be
reviewed on 1st October 2014.
Each lease, with the exception of the St John’s lease,
commenced on the 1st October 2010 for a term of 30
years. The situation with regard to the lease of St Johns
Youth Centre is unclear. The Trust is currently operating it
on a day to day basis in line with the Heads of Agreement
entered into in 2012.

Governance
All trustees give their time freely and no trustee
remuneration was paid within the year. Trustees have
provided details of all relevant interests and registered
them with the Chief Officer. At the start of each trustee
board meeting any possible conflicts of interest have been
requested and noted. Where a conflict of interest has
existed, that trustee has withdrawn from the discussion
or decision. At the bi-monthly Board of Trustees meeting,
trustees agree the broad strategy and areas for activity
for the Trust, including consideration for reserves, risk
management, policies and performance. Day to day
administration is delegated to the Chief Officer or, in
his/her absence, any other staff member or members
as deemed appropriate by the trustees.


Three sub-committees assist and advise the full board
of trustees, consisting of trustees, staff members and
other persons with expertise and knowledge as deemed
desirable by the Trust from time to time. The three subcommittees are Human Resources, Finance & Quality
and Performance.

Volunteers
Volunteers are a valuable asset of the Trust. The Trust
recognises Volunteering as a two-way relationship as
both parties should gain from the relationship.
The Trusts volunteer recruitment policy includes
the following:
• Job descriptions and include the expected time
commitment
• Compliance with Equal Opportunities and Diversity
• Application forms
• References and checks such as Rehabilitation of
Offenders Act, and Criminal Records Bureau checks
where appropriate
• Interviews
• Payment of expenses
• Induction
• Support, supervision and an annual review
• Training
• Complaints
• Compliance with the organisation’s policies
• Process if the Trust believes the volunteer is
unsuitable
The Trust actively recruits, trains and supports volunteers.

Staff Monitoring and Performance
All managers and supervisors have regular 1:1 sessions
with their team members, annual appraisals with 6
monthly reviews. Staff collect qualitative and qualitative
data from activities and services. This data is then analysed
and reported to the trustees.

Risk management
The trustees worked closely with Worcester City Council’s
Community Development team and Worcestershire County
Council’s Youth Support team throughout the Transfer
of Undertaking (Protection of Employment) (TUPE)
process which transferred Worcester City Council and
Worcestershire County Council staff seconded to the Trust
to employment by the charity with effect from 1 September
2012. Specialist advice was provided through Roots HR
for HR expertise throughout this process and constructive
engagement undertaken with trades unions to ensure a
smooth and successful transfer.

05/12/2013 16:31

Objectives and aims
(i) To promote the benefit of the inhabitants of Worcester
City (‘The area of Benefit’) without distinction of age, sex,
sexual orientation, race or of political, religious or other
opinions, by associating together the inhabitants and the
local authorities, voluntary or other organisations in a
common effort to advance education, relieve poverty and
sickness and to provide facilities in the interests of social
welfare for recreation and other leisure-time occupation
with the object of improving the conditions of life for the
inhabitants of the area of benefit.
(ii) To establish or secure the establishment of
community facilities and to maintain and manage the
same, whether alone or in co-operation with any local
authority or other person or body. Ensuring our work
delivers our aims The Trust will be locally driven, owned
and controlled thus encouraging a community voice,
ownership and democratic participation.
Membership is open to the following persons:
Membership shall be open, irrespective of sex, sexual
orientation, age, disability, race, nationality, or political,
religious or other opinions to:
• Individuals aged 18 and above:
• Who live within the area of benefit, who shall be known
as full members;

How our activities deliver public benefit
We have referred to the guidance contained in the Charity
Commission’s general guidance on public benefit when
reviewing our aims and objectives and in planning
future activities. Our guiding mission is ‘releasing
communities’ potential’, through ‘working together
to find the best ways to shape and deliver activities,
services and experiences that create a greater sense of
community and belonging’ supported by the following
values: putting the needs of the community at the heart
of everything we do; supporting the empowerment of
communities, staff and volunteers to make a real impact;
making democratic decisions with integrity; embracing
diversity, innovation, enterprise and partnerships; taking
responsibility, always improving and being solution
focused to become the best we can be; and working
together - one team, one aim. We provide public benefit
through the provision of facilities and activities in the
community centres and services to support local people
to meet their potential, particularly those whose life
chances may be limited by deprivation. We also provide
a base for the support of a variety of groups undertaking
educational, recreational and community development
activities. Public benefit will continue to be increased
through the delivery of a number of new initiatives in the
coming year (refer to “Future Developments”).

• Who live outside the area of benefit, who shall be known
as associate members.
• Individuals under the age of eighteen years, whether
living within or outside the area of benefit, who shall be
known as junior members;
• The Trusts and organisations, whether corporate or
unincorporated, (and including branches of national
or international organisations) which operate solely
or in part within the area of benefit, are voluntary or
non-profit-distributing and which wish to support the
Objects, which shall be known as affiliated members;
• Statutory authorities in whose administrative area the
area of benefit lies, which shall be known as statutory
authority members.


05/12/2013 16:31

Who used our services
The community centres and facilities were used
throughout the year by numerous local organisations
and clubs, providing a valuable focal point and resource
for the local populations. Activities were provided across
a wide age range: Youth & Play Activities for children
and young people included parent & toddler sessions,
dance and drama sessions and targeted projects
such as Funky Trunk, a healthy eating programme for
teenagers; Community Games, a fun day of sporting
and other activities attended by several hundred young
people; a Diversity Project aimed at developing cultural
understanding; the DAWN project disseminating
information about domestic abuse and supporting
individuals suffering abuse; a Quit Smoking Campaign
in partnership with a local clinical commissioning group;
work with the traveller community. Extend - a physical
well-being project, and Snack & Chat, which provides
nutritious meals at affordable prices within a social
context, were provided for people aged 50 plus.
The year saw the further successful development of an
extensive football project for young people aged from
5 - 16, with professional coaching and providing a
structured progression for boys and girls, targeted
particularly at those living in areas of highest need.
Other activities included an extensive summer play
programme in partnership with Worcester Play Council,
a community firework event which attracted over 8,000
people and trips for elderly people from disadvantaged
areas in Worcester.
Some highlights include the continued success of
WCT’s domestic abuse service, DAWN (domestic abuse
Worcester network) which has now supported 76
victims and 127 children.
This year has also seen the launch of Improving
Futures, a national pilot working with families using a
‘personalisation’ approach to using personal budgets
to meet their own Family Action Plans.
As well as delivering new pieces of work WCT continues
to deliver high quality youth and community development
through the provision of open access and targeted
support. This year WCT has:


• Worked with over 1,200 children and young people and
300 families
• Delivered 1,856 sessions for children and young people
and 565 community sessions
• Given one2one support to over 250 individuals totalling
over 4,500 hours
• 150 people have accessed WCT Job Clubs with 35 being
supported into work.
• Run 12 large community events
• Circa 53,518 attendances to WCT events and sessions
• Supported 1,138 organisations and community groups
to use its facilities totalling 9,320 booking
• Delivered holiday play schemes for 5-12 yrs olds
The future delivery of WCT services will be based on
the findings from WCT’s Community Consultation that
took place in June 2013, as well as continuing to deliver
current services. WCT will also position itself to take
on emerging areas of service delivery such as health
contracts and NEET’s provision.

How our activities deliver public benefit
We have referred to the guidance contained in the Charity
Commission’s general guidance on public benefit when
reviewing our aims and objectives and in planning
future activities. Our guiding mission is ‘releasing
communities’ potential’, through ‘working together
to find the best ways to shape and deliver activities,
services and experiences that create a greater sense of
community and belonging’ supported by the following
values: putting the needs of the community at the heart
of everything we do; supporting the empowerment of
communities, staff and volunteers to make a real impact;
making democratic decisions with integrity; embracing
diversity, innovation, enterprise and partnerships; taking
responsibility, always improving and being solution
focused to become the best we can be; and working
together - one team, one aim. We provide public benefit
through the provision of facilities and activities in the
community centres and services to support local people
to meet their potential, particularly those whose life
chances may be limited by deprivation. We also provide
a base for the support of a variety of groups undertaking
educational, recreational and community development
activities. Public benefit will continue to be increased
through the delivery of a number of new initiatives in
the coming year (refer to “Future Developments”).

05/12/2013 16:31

ACHIEVEMENT AND PERFORMANCE
Financial Review
The year has been characterised by substantial progress
in developing income-generating capacity, both selfgenerated (lettings and services) and grant-raising, and
cost challenges resulting from a number of exceptional
circumstances.
In comparing this year’s outcome with that of the
previous year, it should be noted that the Big Lottery
‘transition’ grant of £110,000 available in 2011/12 was
not available for 2012/13. Nevertheless the restructuring
associated with transition continued in 2012/13.
In the course of restructuring the business for viable
operation as a charity, redundancies with a gross cost
of £38,236 were incurred; although the Local Authorities
contributed £23,920 to this, the charity had to meet
£14,316. These staff changes reduced the annual salary
bill for the Trust by circa £46,600 (including pension
contribution), although the in-year impact was circa
£11,000. Delays in arranging the staff transfers from
the local authorities meant that the management
grant associated with the transfers did not begin to be
paid until 1/9/12, a loss against budget of £125,264.
Whilst the delay also meant that the local authorities
continued to pay the related salaries until 1/9/12, the
related saving to the Trust was an estimated £104,700
- a difference of £20,564, a difference to which the
Local Authorities contributed £10,000. The Trust also
wrote-off certain capitalised landscaping and equipment
costs, purchased for one of the three pre-existing
charities that merged to become WCT. Consequently,
depreciation for the next financial year (2013/14) will be
£8,670, excluding new items - a difference of £14,561
against this year’s charge. Additionally, the hard winter
and cold spring contributed to a 19% increase in gas
and electricity consumption from £49,594 (2011/12)
to £62,371. Bearing in mind that all supply contract
prices for the year were fixed at the same rate or lower
than the previous year, substantially all of the increase
can be attributed to extreme weather factors. The
gross in-year costs of these exceptional items totalled
£86,138 towards which the Local Authorities contributed
£33,920 leaving the Trust to carry £52,218. Although
these factors contributed significantly to this year’s
reduction in reserves, the underlying ongoing financial
health of the Trust has been significantly strengthened
by the structural changes and the resulting increased
operational efficiency. The full annual value of these
changes indicate that, other things being equal, 2014
could be expected to be over £84,000 better than 2013.

Youth and Community work and a contribution towards
Management costs. These have an annual value of
£471,000 and represent secure income until March 2015.

Post year end events
General and Centre Management support from the Local
Authorities fell from a total of £114,061 in 2012/13 to an
annual rate of £72,130 in 2013/14. Cost savings continue
to be made through strict controls on expenditure and
recruitment and thus, despite the reduction in support,
management accounts show a surplus of around £7,000
in the first quarter together with a projected outcome
that should enable a contribution of £43,000 towards
rebuilding the reserves to be made by the year end.
The financial sub-committee has been strengthened by
the addition of a Trustee with considerable experience
in this role. The Trust’s management team has been
strengthened by the appointment of an interim CEO
with a demonstrable record of success in delivering
sustainable improvements to third sector organisations
such as this Trust.

Reserves policy
The trustees aim to raise free reserves in unrestricted
funds to a level that equates to a minimum of 3 months
of unrestricted charitable expenditure. The trustees
consider that this level will provide sufficient funds
available to cover variations in staffing and governance
costs. At the end of March 2013, the balance held as
unrestricted funds was £55,638 against a budgeted 3
month average spend of £200,981 in 2013/14. As noted
above, the Trustees expect to be able to restore the
reserves to around £100,000 by the end of March 2014
and will seek further strengthening in 2014/5.

Investment policy and objectives
The charity does not, currently, have any investment
policy or strategy as it does not enjoy the luxury of
significant “free” reserves. As the charity develops
the trustees will monitor funds and take advice, when
appropriate, in respect of investment strategies.

Whilst making these structural changes, the
underlying business succeeded in growing its letting
revenues from £134,667(2011/12) to £175,889 and net
revenues from special projects and activities from
circa £11,750(2011/12) to circa £24,000. Service Level
Agreements with the City and the County covering


05/12/2013 16:31

FUTURE DEVELOPMENTS
During this period Worcester Community Trust has
completed negotiations with Worcester City Council
leading to the signing of leases for the six community
centres and a three-year management agreement for
St John’s Youth Centre, has undertaken a TUPE transfer
to the Trust employment of staff from both Worcester
City Council and Worcestershire County Council and
undertaken a full re-structuring of Trust staff. The Trust
can now look forward to a period of relative stability as
it enters the second year of three-year Service Level
Agreements with the two councils. Planning for a future
beyond the current contracts requires the trust to
analyse existing areas of work to measure their fitness
for purpose, impact and sustainability, whilst exploring
new potential avenues of income that will enable the
organisation to reduce its reliance on the local authority
funding. While there is every confidence that the Trust
will be well placed to secure future contracts with
Worcester City Council and Worcestershire County
Council to deliver the same or similar services, the
downward pressure on local government funding
suggests that levels of funding on offer will be lower.
The earliest firm indication of likely levels of funding for
which we might bid will be December, 2013. The Trust is
examining a number of possible scenarios and preparing
a longer term strategy. Resources will be devoted over
the next two years to sector-research, capacity-building
and the development of partnerships to optimise the
Trust’s position to successfully bid for a wide range of
commissions. Development of a commercial strategy
will also be of key importance over the next period. The
Trust will continue to expand lettings in the centres,
building on the above-target growth achieved in 2012/13;
significant capacity still exists to substantially grow
this area of business. Future strategic development
will be predicated on the desirability of diversifying
income streams and reducing reliance on the two
service level contracts with Worcester City Council and
Worcestershire County Council; at this point in time
a mix of income generated through the Trust’s own
activities and a portfolio of contracts and commissions
from a range of sources would appear to be the ideal
outcome to ensure long-term viability.

STATEMENT OF TRUSTEES
RESPONSIBILITIES

the financial statements in accordance with applicable
law and United Kingdom Accounting Standards (United
Kingdom Generally Accepted Accounting Practice).
Company law requires the trustees to prepare financial
statements for each financial year which give a true and
fair view of the state of affairs of the charitable company
and of the incoming resources and application of
resources, including the income and expenditure of the
charitable company for that period. In preparing those
financial statements, the trustees are required to
• Select suitable accounting policies and then apply them
consistently;
• Observe the methods and principles in the Charity
SORP;
• Make judgements and estimates that are reasonable
and prudent;
• Prepare the financial statements on the going concern
basis unless it is inappropriate to presume that the
charitable company will continue in business.
The trustees are responsible for keeping proper accounting
records which disclose with reasonable accuracy at any
time the financial position of the charitable company and
to enable them to ensure that the financial statements
comply with the Companies Act 2006. They are also
responsible for safeguarding the assets of the charitable
company and hence for taking reasonable steps for the
prevention and detection of fraud and other irregularities.
In so far as the trustees are aware:
• there is no relevant audit information of which the
charitable company’s auditors are unaware; and
• the trustees have taken all steps that they ought to
have taken to make themselves aware of any relevant
audit information and to establish that the auditors are
aware of that information.

AUDITORS
The auditors, The Richards Sandy Partnership Ltd, will
be proposed for re-appointment at the forthcoming
Annual General Meeting.

The trustees (who are also the directors of Worcester
Community Trust for the purposes of company law) are
responsible for preparing the Report of the Trustees and

ON BEHALF OF THE BOARD:
...................................................
Ms V Yates - Trustee


Date: .............................................

05/12/2013 16:31

We have audited the financial statements of Worcester
Community Trust for the year ended 31st March 2013 on
pages nine to sixteen. The financial reporting framework
that has been applied in their preparation is applicable
law and the Financial Reporting Standard for Smaller
Entities (effective April 2008) (United Kingdom Generally
Accepted Accounting Practice applicable to Smaller
Entities).
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 auditors’ 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.

Respective responsibilities of
trustees and auditors
As explained more fully in the Statement of Trustees
Responsibilities set out on page seven, 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.
Our responsibility is to audit and express an opinion on
the financial statements in accordance with applicable
law and International Standards on Auditing (UK and
Ireland). Those standards require us to comply with
the Auditing Practices Board’s Ethical Standards for
Auditors.

Scope of the audit of the
financial statements
An audit involves obtaining evidence about the amounts
and disclosures in the financial statements sufficient to
give reasonable assurance that the financial statements
are free from material misstatement, whether caused by
fraud or error. This includes an assessment of: whether
the accounting policies are appropriate to the charitable
company’s circumstances and have been consistently
applied and adequately disclosed; the reasonableness of
significant accounting estimates made by the trustees;
and the overall presentation of the financial statements.
In addition, we read all the financial and non-financial
information in the Report of the Trustees to identify
material inconsistencies with the audited financial
statements. If we become aware of any apparent
material misstatements or inconsistencies we consider
the implications for our report.


Opinion on financial statements
In our opinion the financial statements:
• Give a true and fair view of the state of the charitable
company’s affairs as at 31st March 2013 and of its
incoming resources and application of resources,
including 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.

Opinion on other matter prescribed
by the Companies Act 2006
In our opinion the information given in the Report of the
Trustees for the financial year for which the financial
statements are prepared is consistent with the financial
statements.

Matters on which we are
required to report by exception
We have nothing to report in respect of the following
matters where 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
• certain disclosures of trustees’ remuneration specified
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 Report of the Trustees.

Rob Richards ACA CTA FCCA
(Senior Statutory Auditor)
for and on behalf of The Richards Sandy
Partnership Ltd
Chartered Accountants
Thorneloe House
25 Barbourne Road
Worcester
Worcestershire, WR1 1RU
Date: .............................................

05/12/2013 16:31

2013

Total Funds
£

59,955
-

525,092
217,463

416,844
189,417

682,600

59,955

742,555

606,261

741,952
5,469
747,421

58,296
58,296

800,248
5,469
805,717

612,415
3,838
616,253

(64,821)

Total incoming resources
RESOURCES EXPENDED
Charitable activities
Community wok
Governance costs
Total resources expended

Total Funds
£

465,137
217,463

Incoming Resources
Incoming resources from generated
funds
Voluntary income
Activities for generating funds

2012

Unrestricted Funds Restricted Funds
£
£

1,659

(63,162)

(9,992)

3,540
(61,281)

(3,540)
(1,881)

(63,162)

(9,992)

116,919
55,638

38,582
36,701

155,501
92,339

165,493
155,501

4

Net incoming / (outgoing)
resources before transfers
Gross transfers between funds
Net incoming / (outgoing) resources
Reconciliation of funds
Total funds brought forward
Total funds carried forward

15

2013

FIXED ASSETS
Tangible assets
CURRENT ASSETS
Debators
Cash at bank and in hand
Creditors
Amounts falling due within one
year
Net current assets
Total asset less current liabilities
Net assets
Funds
Unrestricted funds
Restricted funds
Total funds

2012

Unrestricted Funds Restricted Funds
£
£

Total Funds
£

Total Funds
£

11

8,920

3,597

12,517

28,053

12

48,230
55,941

5,230
38,334

53,460
94,275

64,946
82,387

(57,453)

(10,460)

(67,913)

(19,885)

46,718

33,104

79,822

127,448

55,638

36,701

92,339

155,501

55,638

36,701

92,339

155,501

13

15
55,638
36,701
92,339

116,919
38,582
155,501

These financial statements have been prepared in accordance with the special provisions of Part 15 of the
Companies Act 2006 relating to small charitable companies and with the Financial Reporting Standard for
Smaller Entities (effective April 2008).
The financial statements were approved by the Board of Trustees on 29th October 2013 and were signed on its
behalf by:

.............................................

.............................................

Ms V Yates -Trustee

Mr R I Sykes -Trustee


05/12/2013 16:31

Notes to the Financial Statements
for the Year Ended 31st March 2013
1. ACCOUNTING POLICIES
ACCOUNTING CONVENTION
The financial statements have been prepared under the historical cost convention, and in accordance with
the Financial Reporting Standard for Smaller Entities (effective April 2008), the Companies Act 2006 and the
requirements of the Statement of Recommended Practice, Accounting and Reporting by Charities.

INCOMING RESOURCES
All incoming resources are included on the Statement of Financial Activities when the charity is legally entitled
to the income and the amount can be quantified with reasonable accuracy.

RESOURCES EXPENDED
Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all
cost related to the category. Where costs cannot be directly attributed to particular headings they have been
allocated to activities on a basis consistent with the use of resources.

ALLOCATION AND
APPORTIONMENT OF COSTS
Most expenditure is allocated directly to the fund to which it relates. General overheads are recharged to funds
via a management fee which is determined by the trustees, dependent on the project.

TANGIBLE FIXED ASSETS
Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful
life. From 2013-2014, new assets with a value of less than £1,000 will not be capitalised.

TAXATION
The charity is exempt from corporation tax on its charitable activities.

FUND ACCOUNTING
Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.
Restricted funds can only be used for particular restricted purposes within the objects of the charity.
Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

PENSION COSTS AND OTHER
POST-RETIREMENT BENEFITS
The charitable company operates a defined benefit pension scheme for 5 employees transferred from Local
Authority employment. No other pension scheme is currently operated. Contributions payable to the pension
scheme are charged to the Statement of Financial Activities in the period to which they relate.


05/12/2013 16:31

2. VOLUNTARY INCOME

5. SUPPORT COSTS

2013
Grants

£
525,092

£
416,844

Grants received, included in the above, are as follows:

2013
LA grants and contracts (2012)
LA grants and contracts (2013)
- Youth
Community
Redundancy
Management grant
Centre support
Contribution to TUPE delay
Small project specific costs
Big Lottery Fund - Transition
Big Lottery Fund Improving Futures
Worcester Play Council
Barclays Space for Sports
Santander Foundation
Community Development
Foundation
Perdiswell Young Peoples
Leisure Club
Turning Point
West Mercia Police
Co-operative Foundation
Worcester Community Housing
Birmingham City Council
Nunnery Wood High School
Job Centre Plus

291,799

128,333

-

103,341
19,247
42,076
71,985
10,000
70,624
-

110,000

35,340

-

15,559
7,031
5,609

8,890
-

4,624

-

4,420

-

2,500
1,500
1,000
960
500
443
525,092

1,915
1,200
3,040
416,844

3. ACTIVITIES FOR GENERATING
FUNDS
2012

£

£

185,796
15,981
14,936
750
217,463

134,677
18,150
28,688
7,902
189,417

4. CHARITABLE ACTIVITIES COSTS
Direct costs

Support costs

Totals

£

352,253


Community
work

Total
activities

Wages
Rates and water
Insurance
Light and heat
Telephone
Postage and stationery
Advertising
Catering and hospitality

£
223,320
4,976
6,581
61,396
11,646
206
2,950
3,906

£
175,714
8,245
10,369
49,594
11,582
306
9,882
5,426

Training

1,083

2,906

Travel and subsistence
Licences and subscriptions
Computer costs
Cleaning and repairs
Payroll processing costs
Photocopier costs
Consultancy fees
Redundancy
Depreciation of fixtures & fittings

2,336
4,779
19,782
29,415
1,922
6,993
5,237
38,236
23,231
447,995

3,680
3,429
28,492
27,352
1,831
2,757
28,117
369,682

6. GOVERNANCE COSTS
2013
Accountancy
Auditors’ remuneration

2012

£

£

3,894
1,575
5,469

2,338
1,500
3,838

7. NET INCOMING/(OUTGOING)
RESOURCES

2013
Room hire
Subscriptions and activities
Recharges
Other grants and donations

5. SUPPORT COSTS - continued

£

-

£
447,995

Community work

2012

£

Community work

Management and
administration

2012

£

447,995

800,248

Net resources are stated after charging/(crediting):

2013
Depreciation - owned assets

2012

£
1,575
23,231

£
1,500
28,117

8. TRUSTEES’ REMUNERATION
AND BENEFITS
There were no trustees’ remuneration or other
benefits for the year ended 31st March 2013 nor for
the year ended 31st March 2012.

05/12/2013 16:31

TRUSTEES’ EXPENSES
There were no trustees’ expenses paid for the year
ended 31st March 2013 nor for the year ended
31st March 2012.

9. STAFF COSTS
2013
Wages and salaries
Other pension costs

2012

£
498,204
9,341
507,545

£
337,635
337,635

There was an average of 48 employees during the year
(full time equivalent: 31).
No employees received emoluments above £60,000.

10. MATERIAL TRANSFERS
Transfer between funds usually relate to management
charges to cover overheads. Any transfers to the Capital
Equipment Fund relate to assets purchased using grant
income from another restricted fund.

11. TANGIBLE FIXED ASSETS

At 1st April 2012
Additions
At 31st March 2013
DEPRECIATION
At 1st April 2012
Charge for year
At 31st March 2013
NET BOOK VALUE
At 31st March 2013
At 31st March 2012

Fixtures and fittings
£
115,124
7,695
122,819

13. CREDITORS: AMOUNTS FALLING
DUE WITHIN ONE YEAR
2013
Trade creditors
Social security and other taxes
Other creditors
Accrued expenses
Deferred income

2012

£
18,614
10,471
1,721
26,647
10,460
67,913

£
9,730
10,155
19,885

14. OPERATING LEASE COMMITMENTS
The Trust leases the following properties in order to
carry out its purposes:
• The Tolladine Community Centre
• The Horizon Community Centre
• The Warndon Community Centre
• The KVG Community Centre
• The Ronkswood Community Centre
• The Green Centre
Each lease includes a liability for internal maintenance
which until 1st October 2014 is limited to £200 for each
incident. After that the maximum liability is £1,750 per
centre until 1st October 2016 at which date the Trust
may assume full liability for internal maintenance.
The trust currently rents these properties for £1 per
annum. This will be reviewed 1st October 2014.
Each lease commenced on the 1st October 2010 for a
term of 30 years.

87,071
23,231
110,302
12,517
28,053

12. DEBTORS: AMOUNTS FALLING
DUE WITHIN ONE YEAR
2013
Trade debtors
Other debtors
Accrued income
Prepayments


2012

£
34,592
4,976
12,654
1,238
53,460

£
56,275
903
7,768
64,946

05/12/2013 16:31

15. MOVEMENT IN FUNDS
£

Net movement in Transfer
between funds
funds
£
£

At 1.4.12

At 31.3.13
£

Unrestricted funds
General fund
Restricted funds
Worcester District Youth Council
Domestic Abuse Working Network
Capital Equipment Fund
Big Lottery Fund - Improving Futures

116,919

(64,821)

3,540

55,638

5,000
16,667
16,915
-

4,082
(13,737)
11,314

(3,959)
419
-

5,000
16,790
3,597
11,314

Total funds

38,582
155,501

1,659
(63,162)

(3,540)
-

36,701
92,339

Incoming
resources
£

Resources
expended
£

Movement
in funds
£

Net movement in funds, included in the above are as follows:

Unrestricted funds
General fund
Restricted funds
Capital Equipment Fund

682,600

(747,421)

(64,821)

22,192
2,423
35,340

(18,110)
(16,160)
(24,026)

4,082
(13,737)
11,314

Total funds

59,955
742,555

(58,296)
(805,717)

1,659
(63,162)


05/12/2013 16:31

16. RESTRICTED FUNDS
A description of each restricted fund is detailed below:

Capital equipment fund
This fund represents grants made for the purchase of capital equipment. The balance on the fund at the year
end represents the net book value of the restricted tangible assets shown on the balance sheet.

DAWN is a domestic abuse project which provides assistance to women and their children experiencing
domestic abuse and provides education and training to raise awareness about this issue and the impact on
families and communities. Grants are received from a number of different bodies.

The aim of the Improving Futures programme is to develop more joined-up and earlier support to families with
multiple and complex problems. The Worcestershire project will provide support to 100 families in Redditch,
Worcester and Pershore, helping them to address the difficulties they face as a result of the inability to access
local services. A family worker will work with the families, helping to resolve any immediate family crisis, and
developing a family plan to help the family commission the support and services they need to transform their
lives.


05/12/2013 16:31

2013
£

INCOMING RESOURCES
Voluntary income
Grants
Activities for generating funds
Room hire
Subscriptions and activities
Recharges
Other grants and donations
Total incoming resources
RESOURCES EXPENDED
Charitable activities
Wages
Pensions
Cost of trips and activities
Governance costs
Accountancy
Support costs
Management and administration
Wages
Rates and water
Insurance
Light and heat
Telephone
Postage and stationery
Advertising
Catering and hospitality
Training
Travel and subsistence
Licences and subscriptions
Computer costs
Cleaning and repairs
Payroll processing costs
Photocopier costs
Consultancy fees
Redundancy
Fixtures & fittings
Total resources expended
Net expenditure


2012
£

525,092

416,844

185,796
15,981
14,936
750
217,463
742,555

134,677
18,150
28,688
7,902
189,417
606,261

274,884
9,341
68,028
352,253

161,921
80,812
242,733

3,894
1,575
5,469

2,338
1,500
3,838

223,320
4,976
6,581
61,396
11,646
206
2,950
3,906
1,083
2,336
4,779
19,782
29,415
1,922
6,993
5,237
38,236
23,231
447,995
805,717
(63,162)

175,714
8,245
10,369
49,594
11,582
306
9,882
5,426
2,906
3,680
3,429
28,492
27,352
1,831
2,757
28,117
369,682
616,253
(9,992)

05/12/2013 16:31





WORCESTER
Volunteer Centre

Together We Can

Worcester Community Trust would like to thanks its
funders and partners for their continued support.

05/12/2013 16:31

WCT Annual Report 2012 - 2013

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