for the Period Ended 31 March 2020
Directors report | |
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 March 2020
Principal activities of the company
Additional information
Operational and strategic aims and objectives are set out in the organisation’s three-year Business Plan. The performance of the organisation against its objectives is measured through annual targets, agreed by the Board and with funders and contained in the annual work plan. MECOPP provides the following services: a multi-lingual advice and information service; advocacy and casework support; education and training opportunities; social, recreational, therapeutic and healthy living activities; individual support; and, personal development opportunities. MECOPP also provides input into policy, service, and staff development for partner organisations. Achievements and Performance In this period, MECOPP has again worked hard to ensure its ongoing financial sustainability and is pleased to report that the organisation has successfully secured additional funding from a range of sources. MECOPP is funded by Edinburgh Council for £31,446 yearly for the Chinese Healthy Living Project and this continues to be in place until March 2022. In addition, we receive funding for the South Asian Carer Support Service and the Chinese Support Service of £64,794 yearly, funded by the Edinburgh Integrated Joint Board which is in place until March 2022. In addition, we have a two-year funding from the Scottish Government to support increased access to Cancer Screening programmes. This work is part of the National Cancer Screening Strategy to address health inequalities and is in place until December 2020. MECOPP also received continuation funding of £77,186 yearly from the Scottish Government to support more general work on Self-directed Support and Community Brokerage, and this will remain in place until March 2022. MECOPP also received continuation funding of £45,000 for the 5th year running, jointly from the Scottish Government and the Robertson Trust to support our Specialist Dementia Project for the South Asian community and this project was in place until March 2020. The Chinese Dementia Project was funded by the Life Changes Trust for two and half years and is in place until December 2020. In addition, we have successfully bid for a grant of £15,000 to extend the project by six months, in order to support Chinese people affected by dementia, by providing accessible information and reduce digital exclusion and this will be in place until June 2020. The Gypsy/Traveller Carers’ Project continues to raise the profile and needs of this specific community across Scotland. An extension to our current Scottish Government funding for both the Gypsy/Traveller Carers’ Project and the Women’s Voices Project has been confirmed to the end of September 2021. The Gypsy/Traveller Carers’ Project continues to have a strong track record of arts work with the Gypsy/Traveller communities it supports. This work is funded by a grant from The Tudor Trust until September 2020. Continuation funding from Shared Care Scotland for approximately £13,000 to support short break activities with the Gypsy/ Traveller was secured and is in place for another year. (Minority Ethnic Carers of ANNUAL REPORT of the DIRECTORS (continued) For the year ended 31 March 2020 Achievements and Performance (continued) We are delighted that the MECOPP Gypsy/Traveller project will also lead on the delivery of a new two-year project to improve health outcomes within the community. The Scottish Government funding for the CEO post, to deliver on the policy and strategy goals as agreed by the Scottish Government Carers Unit Policy, has been renewed for another year. The Legal Project funded jointly by the Baring Foundation and the Life Changes Trust continued to provide advice and support to people experiencing difficulties in the new social care system of Selfdirected Support. The project was funded for three years and was in place until March 2020 and was hugely successful. During the pandemic we have been successful in applying for short-term and long-term grants to support the communities. COVID-19 has had a disproportionate impact on minority ethnic communities and vulnerable groups. A welfare benefits and income maximization service for the Gypsy/Traveller community was developed with a new short-term grant of £15,000 from the Scottish Government. A short-term grant of £24,400 was secured from the Scottish Government to provide a well-being telephone support service, for individuals at risk of mental health crisis. The support was provided by a trained counsellor and this was in place until 30th September 2020 and had huge positive impact to the Gypsy/Traveller community. COVID-19 has had some impact to aspects of our services that are normally delivered face to face. We are working remotely in keeping with the Government guidelines and public health advice. We have made some adaptions to service delivery to ensure a high quality of service delivery continues. We have continued to provide extensive advocacy, information, advice, and casework services. There have been some issues with digital barriers due to lack of access to devices, computer literacy and lack of connectivity. However, we are maintaining regular telephone contact with supported individuals on a regular basis to identify support needs, and have been able to conduct a few socially distanced meetings when restrictions have allowed. Financial Review There was a net increase in funds of £22,304 (2019: decrease of £4,634) over the year comprising an increase of £2,604 (2019: increase £13,441) in restricted funds and an increase of £19,700 (2019: decrease of £18,075) in unrestricted funds. Analysis between restricted and unrestricted funds is shown in the statement of financial activities on page 9 and further details of each fund are shown in note 11 on pages 18 and 19. Detailed analyses of grants received, and resources expended during the year are shown in notes 3 to 7 on pages 13 to 17. There has been a decrease in both income and expenditure this year. Income has decreased by £131k (18.3%) while expenditure has decreased by £158k (21.9%). The decrease in income and expenditure is the result of the cessation in the Care at Home service. Grants of £53,117 (2019: £47,536), relating to the following year, have been deferred, as shown in note 4. Reserves policy The free reserves of the charity are represented by the balance on the general fund. The aim is to maintain these reserves at a level representing at least three months of unrestricted and fixed overhead expenditure as a contingency against any break in funding. The present balance of £73,482 has achieved this target. In addition to these unrestricted reserves, restricted reserves of £108,340 were held at the year end. (Minority Ethnic Carers of ANNUAL REPORT of the DIRECTORS (continued) For the year ended 31 March 2020 Plans for Future Periods Ensuring the financial sustainability of the organisation will continue to be a priority for the directors and senior management team. Much of the new income generated to date will be in place for 2-3 years, providing a degree of surety, but this will need to be supplemented by other forms of income. We are in the process of making an application to the Scottish Government (Community and Third Sector Recovery Programme fund) for BME accessibility project for £50,000 which we hope will be successful and can be in place for 2 years. MECOPP will continue to be vigilant regarding management of cost. Structure, Governance and Management MECOPP (Minority Ethnic Carers of People Project) is incorporated as a company limited by guarantee and is a registered Scottish charity. The liability of members is limited to ten pence each. The company is governed by the terms of its Memorandum and Articles of Association. Directors are appointed to the Board from the members of the organisation at the Annual General Meeting (AGM). The members of the Board are also the trustees of the charity and are referred to as the “Management Committee” in the company’s Articles. The Board also has the power to co-opt additional Directors. Officers are elected at the first Board meeting following the AGM. There is an induction programme for each newly appointed Director. Additional training needs are identified through a training audit and the requisite training provided. Additionally, individual staff members, on a rotational basis, present an overview and update of their work at Board meetings. Day to day decision making is devolved to the Chief Executive by the Board. In exercising authority and decision-making powers, the Chief Executive is required to abide by the policies and procedures of the organisation and these stipulate when the prior approval of the Board is required in any matter. The Chief Executive reports to the Directors at Board meetings every 6 – 8 weeks. Further reference and administrative information is shown on page 1, including those who served as Directors during the year. Key Management Personnel The Directors, the CEO, the two Senior Managers (Gypsy/Traveller and Care at Home when in operation in 2019) and the Finance Officer are considered to be the Key Management Personnel. The directors are not remunerated for their services and the remuneration of the other key management personnel is set with reference to sector benchmarks and budget constraints. Risk management The Directors have reviewed the major risks affecting the charity. The key risks facing the charity are those connected with security of funding streams and the related impact on service provision, and those connected with succession planning at Board level. The charity has ongoing negotiations with existing funders and makes applications to other bodies as required to secure income streams. It is undertaking various strategies to recruit new members to the Board. The Directors consider that appropriate procedures are in place in order to mitigate the identified risks. MECOPP has developed a comprehensive Risk Register which is reviewed regularly and discussed at board meetings.
Directors
The directors shown below have held office during the whole of the period from
1 April 2019 to 31 March 2020
The director shown below has held office during the period of
1 April 2019 to 3 March 2020
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
2020 | 2019 | |
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| £ | £ |
Turnover: | | |
Cost of sales: | ( | ( |
Gross profit(or loss): | | ( |
Operating profit(or loss): | | ( |
Profit(or loss) before tax: | | ( |
Tax: | | |
Profit(or loss) for the financial year: | | ( |
As at
Notes | 2020 | 2019 | |
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| £ | £ | |
Fixed assets | |||
Intangible assets: | | | |
Tangible assets: | 3 | | |
Investments: | | | |
Total fixed assets: | | | |
Current assets | |||
Stocks: | | | |
Debtors: | 4 | | |
Cash at bank and in hand: | | | |
Investments: | | | |
Total current assets: | | | |
Creditors: amounts falling due within one year: | 5 | ( | ( |
Net current assets (liabilities): | | | |
Total assets less current liabilities: | | | |
Creditors: amounts falling due after more than one year: | | | |
Total net assets (liabilities): | | | |
Members' funds | |||
Profit and loss account: | | | |
Total members' funds: | | |
The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 March 2020
Basis of measurement and preparation
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 March 2020
2020 | 2019 | |
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Average number of employees during the period | | |
for the Period Ended 31 March 2020
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At 31 March 2020 | | | | |||
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At 31 March 2020 | | | | |||
At 31 March 2019 | | | |
for the Period Ended 31 March 2020
2020 | 2019 | |
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£ | £ | |
Trade debtors | | |
Prepayments and accrued income | | |
Other debtors | | |
Total | | |
Debtors due after more than one year: | | |
for the Period Ended 31 March 2020
2020 | 2019 | |
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£ | £ | |
Bank loans and overdrafts | | |
Amounts due under finance leases and hire purchase contracts | | |
Trade creditors | | |
Taxation and social security | | |
Accruals and deferred income | | |
Other creditors | | |
Total | | |
for the Period Ended 31 March 2020