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A summary of
Includem's year
610
young people and their
families supported
across Scotland
15,743
calls to our 24/7 support helpline
22,534
hours of direct support with young
people outside normal working
hours (that's 41%)
"My confidence was non-existent. I was
struggling just to get from day to day.
Then Includem helped me to see I did
have a future - a better future. Without
them I don't know where I'd be now"
Claire, aged 16
Pages16to21comprise the Directors' Report for the year ending 31 March 2017.
Chair's
Introduction
In the last annual report I noted the launch of our We received exemplary reports from the Care
five year strategy which is focused on growing Inspectorate in the past year which have
Includem to reach more young people. I am highlighted our continued investment in robust
pleased to report in the year under review that our policies and procedures supporting a dedicated,
strategy has started to come to fruition with a highly trained and motivated workforce.
number of new services and projects starting.
This year is the final report from Angela Morgan
Our focus on growth has been about our who in early 2018 will retire from the Chief
recognition of the unmet need of hundreds of Executive post at Includem after 10 years with us.
young people across Scotland and firm evidence
that where we have the opportunity to assist young Over that time Angela has provided visionary
people improved outcomes are delivered. leadership driving the whole organisation
forward and focusing not just on how we
The areas where we have grown in the past year continuously improve what we do but also on
show that by innovating our core model of a developing new approaches to reach the young
relationship based service in the community we people who rely on our support.
can reach young people in different ways who
might otherwise not receive the support they need. Angela will be a hard act to follow, but I am
confident that the organisation and people she
In 2015/16 I reported a deficit of 142,181. This year leaves behind will attract the highest calibre
I can report a surplus of 239,517. This surplus has candidates and consequently ensure Includem
been designated for further investment in our continues to be a vibrant and dynamic entity
IMPACT and Transitional Support servicesto make going forward.
up any shortfall in funding necessary to maintain
the service at current levels. The Boards thanks go to Angela and the entire
staff team at Includem for another successful year
The Board recognises the importance of these two and to all Includems partners, funders and
projects and is pleased that significant independent supporters for their support.
funding was awarded to continue this work into the
future.
6
Chief Executive's
Review
After ten years in post this is my final report as Diversifying how we reach young people is a core
Chief Executive. It feels an appropriate time to take part of our innovation intervening as early as
stock, reflect on our past and look to the future. possible. This approach has led to work directly
with schools to improve pupil attendance and
Includem opened its doors 17 years ago with a engagement and also in local authorities returning
radical model supporting young people who were young people from high-cost, out of authority
deemed too difficult for mainstream services. It placements.
took determined and visionary leadership to
recognise there is no such thing as too difficult We know this way of working has improved
and Includems single-minded focus on those outcomes for young people but as part of our
most at risk has never wavered. influencing of policy we also know it has made
significant savings to the public purse.
My aim was to protect our founding mission and
improve on the critical success factors in our Most powerfully the evidence of success lies in our
model. The financial crisis and subsequent public Moving On reports of the complexity and chaos
sector austerity made survival a day to day goal. ofthe young people's lives and the care, skill and
We adapted and focused on the key areas of our determination of Includem colleagues. The
service. We reviewed and modernised our comments from young people and parents, the
governance and management processes to ensure observations of our external stakeholders and of
transparency and accountability. We invested in regulators have echoed the same key themes over
our workforce, in a culture of performance and the years.
improvement and in technology.
I am immensely proud to be part of Includems
This year Includem has shown significant signs of history and very pleased to be in a position to
growth to reach more young people. This is the hand Includem on with strong foundations and at
result of those years focusing on the key an exciting time of growth, recognition and
underpinning drivers of our success and has put us influence.
in a robust position for the challenges whatever
they may be of the years ahead.
8
Claire's Story
Claire experienced abuse from a young age. As a At times of crisis, Claire used Includem's 24/7
result she had a long history with mental health helpline for support. During a particularly low
services and was diagnosed with an eating disorder period she called the helpline late at night
and depression. She had attempted suicide. verbalising suicidal thoughts.
Claire had increasingly given up on life. She was Our flexible support meant she was able to talk to
socially isolated and training and education a worker she knew and trusted. That worker was
programmes had become too difficult for her to able to go out to see her in person to ensure she
cope with. This further impacted on her emotional, was safe.
mental and physical health.
Following significant progress with her health and
Claire was referred to our Transitional Support wellbeing, Claire chose as part of her support
Service to improve her health and wellbeing and planning, to move onto work around education
reduce her social isolation. and training. She spent time with her worker
thinking about the future and her aspirations.
Includem workers used our toolkit 'A Better Life' to These were then broken down into smaller, more
address her wellbeing through coaching achievable steps.
conversations and active sessions with the aim of
encouraging her to leave the house. After slowly Claire was supported to apply for college, prepare
increasing her engagement and physical activity, for her interview and access funding for her
Claire started to attend a fitness class, supported course. They also encouraged her to access other
by her Includem worker. support services at college so there was a
framework in place for when she moved on from
This had an almost immediate notable impact on Includem.
both her physical and mental health. Her
confidence grew and her social circle expanded. After 18 months of Includem support Claire was
managing her mental health issues, was focusing
Claire was supported by Includem workers to on education, had rebuilt her family relationships
transition into adult mental health services. Her and had gained confidence and self-esteem.
worker attended appointments with her and
helped to build a relationship of trust with the
Community Psychiatric Nurse.
10
Shaped by young
people
Includem has an open culture where staff at all The Lens
levels are encouraged to contribute to decision
making, put forward suggestions and test out Includem partnered with three other Scottish
innovation. charities and with The Lens in a shared programme
of intrapreneurship the first of its kind.
Our service is also shaped by the young people we
support from their direct involvement in support Hundreds of ideas for improvement and
planning to participation in recruitment of staff and innovation were generated by staff from across the
in policy influencing. organisation and two finalists were selected to
pitch their idea with the opportunity of a stake of a
In the past year we have enhanced our young 20,000 investment to bring it to life.
people participation work by engaging young
people directly in our recruitment processes with More details are available at:
young people at the heart of decisions around includem.org/the-lens-final/
which candidates are successful.
12
Employee Forum Embracing Technology
In 2009 Includem established a recognised Includem has invested in technology for a number
structure for employees to input into our strategic of years with the aims of ensuring our staff can
and service priorities. Since then the status of the spend as much time as possible in the community
Forum has increased and it has moved from supporting young people and that we can
feedback to co-production. accurately record our work and the outcomes we
are achieving.
Bringing together senior leaders (including the
Chief Executive) and staff representatives from In the past year we have continued to invest in our
each part of the organisation, the Employee Forum custom built database, MAPS, with enhanced
has been highly involved in organisational change support planning and links to wellbeing indicators.
including the following initiatives: This allows frontline staff to see at a glance the
progress of all young people against both the
Salary changes the Forum consulted on a agreed outcomes with the referral agency and the
range of possible salary structures and goals the young person sets themselves.
considered in depth the impact of different
approaches, allowing a fair structure which During the year we partnered with Glasgow
rewarded peoples contribution at an earlier Caledonian University to participate in the
stage in their employment development of a computer game for young
people. Teams of students worked with frontline
Staff survey gaining feedback from all staff staff to fully understand wellbeing indicators and
across the organisation, the Forum is the journey young people take when working with
instrumental in drawing up the questions, Includem.
ensuring everyone has a chance to participate,
analysing the results and considering what steps Thegames continue to be developed and we will
need to be taken work with the students to identify any which could
be used with young people.
Strategy the Forum considered the five year
strategy and sought views from staff on areas of
potential growth from their frontline experience
13
Retu
rn fro
auth m ou
ority t
Supp place of
o men
preve rt family t
nt br to
eakd
own
2%
6%
9%
Improve attain
ment
9%
Transitional support
50%
24%
Outcomes
achieved
Directors report for the period ended 31 March 2017
Governance
Articles of Association J Bruce Marks (Treasurer) - is a director with KPMG
and brings a wide-ranging knowledge of technical
The articles of association last updated in December and operational financial management.
2011 to bring them into line with the Companies Act
2006 and the Charities and Trustee Investment Caroline Innes - Deputy Chief Executive for East
(Scotland) Act 2005. This has involved moving the Renfrewshire Council and brings to the board an
objects clause and other clauses from the understanding of the issues and difficulties that
memorandum of association into the articles of face local authorities.
association, updating definitions and other stylistic
alterations. Sheena Brown -recently retired as Head of the
Consumer and Competition Unit in Scottish
A further review of the articles and other Government, and also brings a wealth of
governance paperwork and procedures is currently experience in child protection and mental health
underway. from her 20 years in social services, latterly as a
senior manager.
16
Stephen McNeil (co-opted March 2017) retired Over the years, as a Board we have continued to
from Police Scotland in 2014 with the rank of develop our collective strength through the
Inspector after 30 years service. He has a varied appointment of several new Board members who
career history with postings to Divisional CID, Force each bring significant commercial and public
Drug Squad, Scottish Crime and Drug Enforcement service experience from a wide range of sectors.
Agency (SCDEA) and Hostage and Crisis
Negotiation Unit for Scotland (HCNUS).
Anthony Bone (co-opted March 2017) is a Solicitor CIPFA Governance Mark of Excellence
specialising in Criminal and Family law. He is also a
former Chief Inspector with Police Scotland where, Awarded in May 2015 following a full assessment of
as a member of the Violence Reduction Unit, he our governance processes.
led a number of innovative collaborations aimed at
reducing violent crime. Drawing on the IFAC/CIPFA International
Framework Good Governance in the Public
Stuart Kennedy (co-opted March 2017) is an IT sector, the CIPFA Mark is an independent and
Support professional with almost 10 years professionally awarded standard that accredits
experience, currently specialising in Cloud public service organisations that put good
Computing for all major ERP suites. governance at the heart of their organisation.
17
Directors report for the period ended 31 March 2017
Leadership
Key Management Michelle Nairn, Head of Corporate Services, which
primarily focuses on Includems people. Michelle
The Board takes responsibility for the strategic has over 20 years experience in HR roles covering
governance of Includem and delegates all sectors and 10 years in a senior management
implementation and operational management to experience in the voluntary sector. She was a
the Chief Executive and a team of four senior finalist for the HR Director of the year awards for
executives. Scotland in 2016.
The board sets the salaries of the senior executives Martin Greener, Head of Finance and Business
and delegates responsibility to the Chief Executive Processes has worked both in the private and
and the senior management team to set all other charitable sectors at Director Level before coming
salaries. to Includem. Prior to joining Includem, he worked
for Orders of St John Care Trust where he was
The performance of the Chief Executive in relation originally Finance Director, but moved to
to agreed strategic objectives is monitored by the operations as director responsible for 16 of their
Chairman and regular appraisals are undertaken. Care Homes.
The Chief Executive carries out regular appraisals Marion Gillooly, Head of Strategic Development
on the Senior Executives. Appointment of the Chief and Innovation is a new post this year to directly
and Senior Executives are approved by the board lead on our strategy to grow services through
with the Chairman or appointed trustees involved increased income generation to support future
in the recruitment process, and where possible development and sustainability in Includem.
young people. Marion joined the team from ScottishGovernment
where she wasprofessional adviser for the
The senior management team cover all the areas implementation of GIRFEC policy and
necessary to run the charity and are detailed administration.
below:
18
Workforce The Board also actively reviews the major financial
risks which Includem faces on a regular basis and
Includems staff are an essential component of our believes that maintaining free reserves at the levels
work in improving the lives of young people and stated, combined with ongoing review of the
their families. controls over key financial systems, will provide
sufficient resources in the event of adverse
Includem recognises that nurturing high conditions.
performance through effective development of a
diverse workforce is essential if we are to remain The Board undertakes a review of the Risk Register
successful. at every quarterly Board Meeting, which prioritises
the main risks facing Includem. It agrees actions to
To this end, Includem has adopted a set of Policies mitigate and manage these risks. The Chief
and Procedures which ensure all decisions about Executive is accountable for implementing these
the employment and development of our actions.
employees, or potential employees, are free from
discrimination of any kind and that full and fair The Board considers the following to be the main
consideration is given regardless of race, religion risks faced by the organisation:
or similar belief, ethnic origin, nationality, marital
status, gender, sexual orientation, age, disability or Reductions in funding levels, less flexibility in
political belief. funding structures and short-term agreements.
In order to promote and ensure effective Changing policy priorities at national and local
consultation with staff, a formal structure of government levels.
management- led team meetings is in place, an
Employee Forum has been established with elected The Trustees through the Chief Executive appoint
representation from all parts of the organisation appropriate professionals to support the business,
and other structures for informing and this includes the bankers and solicitors noted in the
communicating with staff have been established. reference and administrative details, but in
These include use of the staff section of the addition has also used the services of Pensions
website, a regular staff e- newsletter and processes Specialist, Funding Specialists and other solicitors
to involve staff in quality assurance, improvement with more appropriate expertise to ensure all
and strategic review initiatives. decisions are supported by expert advice.
Risk Management
19
Directors report for the period ended 31 March 2017
20
Statement of Directors' Responsibilities Statement to auditors
Company law requires the directors to prepare The directors have taken all steps that they
financial statements for each financial year, which give ought to have taken to make themselves
a true and fair view of the state of affairs of the aware of any relevant audit information
charitable company and of the incoming resources and to establish that the auditor is aware of
and application of resources, including the income that information.
and expenditure, of the charitable company for that
period.
Auditors
In preparing those financial statements, the directors
are required to: In accordance with companys policy the
2017/18, audit contract is due for tender. We will
select suitable accounting policies and then apply conduct a tender process during 2017, for
them consistently; appointment at the AGM in December 2017
observe the methods and principles in the Charity The report has been prepared in accordance
SORP; with the provisions applicable to companies
entitled to the small companys exemption
make judgements and estimates that are
reasonable and prudent; On behalf of the Board30June 2017
21
Independent Auditor's Report to the trustees and members of Includem
for the year ended 31 March 2017
We have audited the financial statements of Scope of the audit of the financial statements
Includem for the year ended 31 March 2017 which
comprise the Statement of Financial Activities, the An audit involves obtaining evidence about the
Balance Sheet, the Cashflow Statement and the amounts and disclosures in the financial statements
related notes. The financial reporting framework sufficient to give reasonable assurance that the
that has been applied in their preparation is financial statements are free from material
applicable law and United Kingdom Accounting misstatement, whether caused by fraud or error.
Standards (United Kingdom Generally Accepted
Accounting Practice). This includes an assessment of: whether the
accounting policies are appropriate to the charitable
This report is made solely to the company's companys circumstances and have been
members, as a body, in accordance with Chapter 3 consistently applied and adequately disclosed; the
of Part 16 of the Companies Act 2006. Our audit reasonableness of significant accounting estimates
work has been undertaken so that we might state made by the trustees; and the overall presentation of
to the company's members those matters we are the financial statements.
required to state to them in an auditors' report and
for no other purpose. To the fullest extent In addition, we read all the financial and non-
permitted by law, we do not accept or assume financial information in the Directors Report to
responsibility to anyone other than the company identify material inconsistencies with the audited
and the company's members as a body, for our financial statements and to identify any information
audit work, for this report, or for the opinions we that is apparently materially incorrect based on, or
have formed. materially inconsistent with, the knowledge acquired
by us in the course of performing the audit. If we
become aware of any apparent material
Respective responsibilities of trustees & auditor misstatements or inconsistencies, we consider the
implications for our report.
As explained more fully in theDirectors
Responsibilities Statement set out on page21the Opinion on financial statements
trustees (who are also the directors of the
charitable company for the purposes of company In our opinion, the financial statements:
law) are responsible for the preparation of the
financial statements and for being satisfied that give a true and fair view of the state of the
they give a true and fair view. charitable companys affairs as at 31 March 2017
and of its incoming resources and application of
We have been appointed as auditor under section resources, including its income and expenditure,
44(1)(c) of the Charities and Trustees Investment for the year then ended;
(Scotland) Act 2005 and under the Companies Act
2006 and report in accordance with regulations have been properly prepared in accordance with
made under those Acts. United Kingdom Generally Accepted Accounting
Practice; and
Our responsibility is to audit and express an
opinion on the financial statements in accordance have been prepared in accordance with the
with applicable law and International Standards on Companies Act 2006, the Charities and Trustee
Auditing (UK and Ireland). Those standards require Investment (Scotland) Act 2005 and regulation 8 of
us to comply with the Auditing Practices Boards the Charities Accounts (Scotland) Regulations
Ethical Standards for Auditors. 2006 (as amended).
22
Opinion on other matters prescribed by the
Companies Act 2006
23
Financial
Statements
for the year ended 31 March 2017
25
Statement of financial activities for the
period ended 31 March 2017
(incorporating an income and expenditure account)
INCOMING RESOURCES
RESOURCES EXPENDED
Charitable activities 7 2,242,602 85,868 1,058,838 3,387,308 2,468,561 199,022 507,280 3,174,863
Raising new funding sources 8 53,921 - 21,655 75,576 51,962 20,977 8,617 81,556
Service development 9 101,174 2,500 48,248 151,922 141,864 23,044 23,527 188,435
Governance costs 10 28,434 - 11,420 39,854 38,274 2,978 6,817 48,069
Total resources expended 2,426,131 88,368 1,140,161 3,654,660 2,700,661 246,021 546,241 3,492,923
26
Statement of financial activities
movement in funds
for the period ended 31 March 2017
NET INCOMING /
(OUTGOING)
352,223 -88,368 -24,338 239,517 167,762 -246,021 -63,922 -142,181
RESOURCES BEFORE
TRANSFERS
Transfers between
20 -415,800 376,000 39,800 - -459,860 457,360 2,500 -
Funds
NET MOVEMENT IN
-63,577 287,632 15,462 239,517 -292,098 211,339 -61,422 -142,181
FUNDS FOR THE YEAR
Total Funds at
20 1,504,551 280,339 93,179 1,878,069 1,796,649 69,000 154,601 2,020,250
1 April 2016
Total Funds as at
20 1,440,974 567,971 108,641 2,117,586 1,504,551 280,339 93,179 1,878,069
31 March 2017
27
Balance Sheet as at 31 March 2017
as at 31 Mar 2017 as at 31 March 2016
2017 2016
Note
FIXED ASSETS
Tangible assets 15 111,187 157,246
CURRENT ASSETS
Debtors 16 304,535 224,976
Cash at bank and in hand 17 1,999,861 1,737,735
2,304,396 1,962,711
The financial statements were approved by the Directors on 30 June 2017 and signed on their behalf, by:
J J Gibson, Chair J B Marks, Treasurer
28
Cashflow Statement
for the period ended 31 March 2017
2017 2016
Cash Flow from Operating Activities:
Net Incoming/Outgoing Resources 239,517 -142,181
2017 2016
Net short term cash balances as at 31 March 2016 1,320,393 1,441,435
(Decrease)/increase in bank and cash in hand in the year 423,000 -121,042
Net short term cash balances as at 31 Mar 2017 1,743,393 1,320,393
29
Notes to the accounts
1. Accounting Policies designated for other specific purposes. They provide
the financial security, taking account of the risks and
1.1 Basis of preparation of financial challenges facing the service and ensure continuous
statements service development and efficiency.
The financial statements have been prepared under Designated funds comprise general funds set aside
the historical cost convention with items recognised by the Directors for particular purposes, to further
at cost or transaction value unless otherwise stated the charitable aims and to develop of the services to
in the relevant notes to these accounts. support those charitable aims. The aim and use of
each designated fund is set out in the notes to the
The financial statements have been prepared in financial statements.
accordance with the Statement of Recommended
Practice: Accounting and Reporting by Charities Restricted funds are grants, donations or legacies
preparing their accounts in accordance with the received from donors for work not provided under
Financial Reporting Standard applicable in the UK services commissioned by local authorities, unless
and Republic of Ireland (FRS 102) issued on 16 July contractually specified, and applied to meet the
2014 and the Financial Reporting Standard donors objectives. These generally represent a
applicable in the United Kingdom and Republic of timing difference between the receipt of funds and
Ireland (FRS 102), the Charities and Trustee the provision of the actual service to young people,
Investment (Scotland) Act 2005 and the Charities or staff development as appropriate.
Accounts (Scotland) Regulations 2006 (as amended).
Further details of each fund are in note 20.
The company constitutes a public benefit entity as
defined by FRS 102. 1.4 Incoming resources
The directors consider that there are no material Income is recognised once the charity has
uncertainties about the companys ability to entitlement to the income, it is probable that the
continue as a going concern. income will be received and the amount of income
receivable can be measured reliably.
1.2 Company status
Donations, are recognised when the Charity has
The Company is a company limited by guarantee. been notified in writing of both the amount and
The members of the company are the Directors settlement date. In the event that a donation is
named on page 1. In the event of the Company subject to conditions that require a level of
being wound up, the liability in respect of the performance before the charity is entitled to the
guarantee is limited to 1 per member of the funds, the income is deferred and not recognised
Company. until either those conditions are fully met, or the
fulfilment of those conditions is wholly within the
1.3 Fund accounting control of the charity and it is probable that those
conditions will be fulfilled in the reporting period.
General funds, created from services commissioned
by Local Authorities for young people in their Interest on funds held on deposit is included when
responsibility, or other services provided directly to receivable and the amount can be measured reliably
or by third parties, are available for use at the by the charity; this is normally upon notification of
discretion of the Directors in developing the quality the interest paid or payable by the bank.
and scale of its services to young people, and not
30
Income from government and other grants, whether and legal fees together with an apportionment of
capital or revenue grants, is recognised when the overhead and support costs.
charity has entitlement to the funds, any
performance conditions attached to the grants have Governance costs and support costs relating to
been met, it is probable that the income will be charitable activities have been apportioned based
received and the amount can be measured reliably on the number of individual grant awards made in
and is not deferred. recognition that the administrative costs of
awarding, monitoring and assessing research grants,
Income received in advance of the provision of a salary support grants and postgraduate scholarships
specified service are deferred until the criteria for are broadly equivalent. The allocation of support
income recognition are met. and governance costs is analysed in notes 7-10
Liabilities are recognised as expenditure as soon as Tangible fixed assets are stated at cost less
there is a legal or constructive obligation committing depreciation, there is no minimum limit at which an
the charity to that expenditure, it is probable that asset can be capitalised. Depreciation is provided at
settlement will be required and the amount of the rates calculated to write off the cost of fixed assets,
obligation can be measured reliably. less their estimated residual value, over their
expected useful lives on the following bases:
All expenditure is accounted for on an accruals basis.
All expenses including support costs and Short Term Leasehold Property
governance costs are allocated or apportioned to Straight Line over the period of the lease
the applicable expenditure headings.
Fixtures and fittings
Costs of raising funds comprise the costs of Straight Line over 5 years
commercial trading including investment
management costs and certain legal fees and Computer equipment
their associated support costs; Straight Line over 3 years
26
to a third party and the amount due to settle the charity contribution is restricted to the contributions
obligation can be measured or estimated reliably. disclosed in note 20. There were no outstanding
Creditors and provisions are normally recognised at contributions at the year-end. The management
their settlement amount after allowing for any trade costs of the defined contribution scheme are
discounts due. included within support and governance costs and
charged to the unrestricted funds of the charity
1.11 Realised Gains and Losses using the methodology set out in note 22.
All gains and losses are taken to the Statement of The money purchase plan, managed by Legal and
Financial Activities as they arise. Realised gains and General and the plan invests the contributions made
losses on investments are calculated as the by the employee and employer in investment funds
difference between sales proceeds and their designated by the employee to build up over the
opening carrying value or their purchase value if term of the plan. The pension fund is converted into
acquired subsequent to the first day of the financial a pension upon the employees normal retirement
year. Unrealised gains and losses are calculated as age, defined as when they are eligible for a state
the difference between the fair value at the year end pension. The total expense ratio of the plan is x%
and their carrying value. Realised and unrealised and this is deducted from the investment fund
investment gains and losses are combined in the annually. The Trust has no liability beyond making
Statement of Financial Activities. its contributions and paying across the deductions
for the employees contributions.
1.12 Contingent Liabilities
1.15 Deferred Income
A contingent liability is identified and disclosed for
those grants resulting from: Income is deferred when the donor specifies that the
grant or donation must only be used in future
a possible obligation which will only be confirmed accounting periods.
by the occurrence of one or more uncertain
future events not wholly within the trustees 1.16 Financial instruments
control; or
a present obligation following a grant offer where The charity only has financial assets and financial
settlement is either not considered probable; or liabilities of a kind that qualify as basic financial
the amount has not been communicated in the instruments. Basic financial instruments are
grant offer and that amount cannot be estimated recognised at transaction value and subsequently
reliably. measured at their settlement value with the
exception of any bank loans, which are measured at
1.13 Operating leases amortised cost using the effective interest method.
27
2. Incoming resources from charitable activities
3. Voluntary Income
5. Interest received
29
6. Analysis of grants received
Total Total
2017 2016
Scottish Government 368,506 258,762
STV 16,666 -
RS Macdonald 29,400 -
1,112,115 473,762
There were no unfulfilled contingencies or potential liabilities in relation to the above grants at 31 March
2017.
The total grants received in relation to Government, Government Agencies and Non Departmental Public
Bodies was 982,299 (2016: 413,762)
30
8 Analysis of support expenditure spent on raising funds
Total Total
2017 2016
Total Total
2017 2016
Research & Evaluation of Best Practice 865 27,503
Total Total
2017 2016
Trustees Expenses 153 91
Trustee Meetings & Information 28,067 36,683
Trustee Liability Insurance 4,724 1,361
Auditors Remuneration 6,910 9,934
Legal Fees re Governance - -
39,854 48,069
31
11 Summary analysis of support expenditure
Allocated
Direct Management
Expenditure Cost Total Total
2017 2017 2017 2016
Charitable Expenditure 85,815 233,336 319,151 265,656
Management costs are allocated on the basis of the estimated days spent by the senior management
team and the staff members (allocated as secretaries to the board and committee meetings) on
preparation, attendance and other support to those meetings. The comparative figures have been
adjusted to ensure consistent presentation.
The charge for audit above relate solely to the fees payable to the Company's auditor and its associates for
the audit of the company.
The trustees all give freely their time and expertise without any form of remuneration or other benefit in cash
or kind (2016: nil). Expenses paid to the trustees in the year totalled 153 (2016: 91). These expenses related
to two trustees reimbursed for their travel expenses. (2016: 2). Trustees are entitled to expenses, the other
Trustees waive this right, and it is not practical to value this, but is not significant.
During the year, no trustee had any personal interest in any contract or transaction entered into by the
charity (2016: nil).
32
14 Staff costs
Total Total
2017 2016
Salaries & Wages 2,552,021 2,369,653
The salary costs have gone up reflecting the expansion to meet new service contracts, with additional posts
in relation to team managers and head office to manage the growth, ahead of the impact on the growth in
revenue. In addition, use of sessional staff hours increased to cover the recruitment of permanent workers
and employee turnover. We have also moved away from part time workers to full time, which provides
greater flexibility in deployment of staff to cover our 24/7 service.
Five key managers were paid salaries totalling 261,172. (2016: Four managers, 241,823)
The average monthly number of employees by headcount during the year was as follows:
Total Total
2017 2016
Permanent Staff 95 94
Sessional Staff 25 26
120 120
However, the headcount of permanent staff has risen from 95 in Mar 16 to 110 by March 17, reflecting the
ongoing growth of the organisation.
Total Total
2017 2016
60000-70000 - 1
70001-80000 1 -
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15. Fixed assets
Short Term
Leasehold Fixtures & Computer
Property Fittings Equipment Total
Cost
as at 1 April 2016 129,541 91,162 292,569 513,272
Depreciation
as at 1 April 2016 65,457 60,034 230,535 356,026
16. Debtors
Total Total
2017 2016
Trade Debtors 233,998 164,567
67,471 57,146
Prepayments and Accrued Income
304,535 224,976
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17. Bank deposits and cash in hand
Total Total
2017 2016
Short Term Bank Deposits & Cash 1,743,393 1,320,393
1,999,861 1,737,735
18. Creditors
Total Total
2017 2016
239,527 196,618
19. Provisions
Total Total
2017 2016
as at 1 April 2016 45,270 32,119
Amounts used - -
The company makes provision for the cost of bringing properties back to the state they received them. Provisions
are built over the course of the lease to the estimated cost.
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20. Statement of funds
Unrestricted Funds
Expenditure
Balance at Gains & Balance at
1 April 2016 Income Losses Transfers 31 Mar 2017
Improving Service Delivery:
a Detriment Protection 30,397 - 10,560 (15,000) 4,837
The aim and use of the designated fund is broken down as follows:
a. Following a restructuring of staff terms and conditions initiated by staff, a number of staff lost out, it was agreed by
the trustees to compensate the few staff members impacted on a reducing basis over the course of 3 years to
mitigate the impact. Due to leavers the full fund has not been required.
b. The Trustees have put aside monies for the ongoing evaluation of our voluntary services, originally this had been
high but reassessment of the requirements has significantly reduced the requirement
c. The trustees are supporting The Lens Project to enable staff to develop innovative ideas and improvements to
service.
d. Where we can, the Trustees have enabled the Secondment of Includem staff to both provide expertise to others but
also enable its own staff to learn and develop by exposure to other charities and their operational practices.
e. The trustees have agreed to support the ongoing provision of the Transitions and Impact services, which depend on
voluntary support and act as the investor to make up any shortfall in funding necessary to maintain the service at
current levels
f. The trustees approved a growth strategy in November 2015, which requires ongoing capacity of our fundraising
capabilities.
g. As part of the strategy, the trust is expanding new service delivery models, endeavouring to stay innovative. The
service development is in 3 areas:
I. Innovative High Cost Placement Pricing Structure,
II. Schools services start up and investment costs,
III. Additional staff to focus on new opportunities prior to full operational availability
36
Restricted Funds
a) The Trust has grouped its services, based on young people volunteering for help, and not funded
by Local Authority commissioning into a new grouping called voluntary services, this now includes
our transitions and impact services, and intends to develop a related health based service.
b) The Attainment Services groups all our school services together and provides a service linking the
schools to the home circumstances of the young people, with Includem providing support within the
home.
c) Service Development aims to support business development processes and improve Includem's
quality procedures as highlighted the achievement of CIPFA's Mark of Excellence in Governance, and
creation of the Head of Strategy and Innovation to enable Includem to secure a stronger funding
base and help embed new ideas and innovations for service delivery
d) The Young Persons Funds are small, non-service related funds which channel support directly to
young people to provide them with better living standards, whether that is essential equipment or the
opportunity to spend time away from their normal environment
e) The Core Service is our main service to young people; however, one contract is structured in the
format of grant funding rather than service commissioning.
Summary of Funds
Balance at Expenditure Balance at
1 April 2016 Income Gains & Losses Transfers 31 Mar 2017
37
Analysis of Net Assets between Funds
21 Capital commitments
22 Pension commitments
The Company contributes to a defined contribution scheme operated by the Legal & General.
The Company makes contributions of 3.5% of gross salary to the scheme for those who have elected to join.
Employees can contribute an amount of their choosing.
The Company will continue to contribute 3.5%, which will meet the auto enrolment provisions up until 2018 for
both the Company and our employees.
At 31 March 2017, the Company had annual commitments relating to land and buildings for the next year under
non-cancellable operating leases according to length of lease, as follows:
Total Total
2017 2016
Expiry Date:
Within 1 Year 44,820 54,810
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Reference and administrative details for the company, its
trustees and advisers for the year ended 31 March 2017
Name of charity
Includem
Directors
Jim Gibson (Chair)
J. Bruce Marks (Treasurer)
John Fanning (Vice Chair)
John McCaig (resigned December 2016)
Abigail Kinsella
Sheena Brown
David Wallace (appointed December 2016)
Sally Kuensberg CBE
Tim Kelly (resigned June 2016)
Jo Noblett (resigned December 2016)
Caroline Innes
Stuart Kennedy (co-opted March 2017)
Anthony Bone (co-opted March 2017)
Stephen McNeil (co-opted March 2017)
Morag Gunion (co-opted March 2017)
Registered office
Unit 6000, Academy Office Park, Gower Street, Glasgow, G51 1PR
Company Secretary
J. Bruce Marks
Chief Executive
Angela Morgan
Independent auditors
Wylie & Bisset LLP, 168 Bath Street, Glasgow, G2 4TP
Bankers
Royal Bank of Scotland, Blantyre, Glasgow, G72 0QD
39
www.includem.org
enquiries@includem.co.uk
@includem2000