OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2021-08-31-accounts

Releasing potential in the community

St Clement & St James Community Development Project (A company limited by guarantee and a registered charity)

REPORT AND FINANCIAL STATEMENTS

For the year ended 31 AUGUST 2021

Company number: 2677427 Charity number: 1009253

95 Sirdar Road • London • W11 4EQ • 020 7221 8810

1

Letter from Chairman Julian Knott

2021 proved to be a challenging year for us and our clients as the impact of the coronavirus pandemic was felt across our community.

For most of this financial year Clement James had to adapt its support of clients with remote services. Rising to the challenge, our delivery teams have managed to provide a similar level of client support as in the previous year. While the pandemic has presented many challenges for Clement James, we are keenly aware that it has created major difficulties for our clients, underlining the continuing need for our services and support.

We were finally able to return to the Centre towards the end of the financial year and are now providing most of our services on site again. The closure of our gates during the pandemic brought home the importance of our physical presence within the community. The Clement James Centre is so much more than just a community centre, we are a safe haven, a refuge and a home away from home for our clients.

Currently we are able to provide support for up to 3,000 people each year but many of our programmes are oversubscribed. To meet the needs of our community, we have plans for a major expansion project. The increased delivery space will enable us to support in excess of 5,000 clients when finished. We are currently fundraising for this project.

Clement James is blessed with many dedicated staff and volunteers who have demonstrated their enthusiasm and flexibility during this difficult time. On behalf of all Trustees, I would like to thank everyone for their valuable service to the community.

Trustees were able to engage online with key members of staff regularly during the lock down, offering a broad range of skills and experience to support the activities of ClementJames and its staff.

This year we have committed to a comprehensive Diversity and Inclusion Strategy, setting ambitious plans for all levels of the organisation and all areas of our work.

None of the valuable work would be possible without the continued support of our valued donors and friends. These accounts show that our income has continued to grow throughout the pandemic - we are very grateful to you all.

Julian Knott

2

REPORT OF THE TRUSTEES Year ended 31 August 2021

CONTENTS
Report of the Trustees 4-20
Independent Auditor’s Report 21-22
Statement of Financial Activities 24
Balance Sheet 25
Statement of Cash Flow 26 Statement of Cash Flow 26
Notes to the Financial Statements 27-37

3

REPORT OF THE TRUSTEES Year ended 31 August 2021

The trustees present their report and audited financial statements for the year ended 31 August 2021.

Reference and Administrative Information

Charity Name: St Clement & St James Community Development Project

Working Name: The ClementJames Centre (hereafter referred to as ‘the charity’)

Governing Document: The company was established under Memorandum and Articles which established the objects and powers of the charitable company on 30.05.1985, as amended by Special Resolution on 27.09.2005.

Charity Number: 1009253

Company Number: 2677427

Registered Office and Operational Address: 95 Sirdar Road, London W11 4EQ

Trustees

Adekunle Awodele Vanessa Casey Belinda Davie Manuel de Souza Girão Joanna Gardner Julian Knott Setor Lassey Sophia Lewisohn Richard Ryan Katherine Soanes

Chairman

Rev’d Gareth Wardell Vicar of St Clement & St James

Parish

Audit and Risk Committee

Fundraising & Development Investment Committee Committee Katherine Soanes (Chair) Manuel de Souza Girão (Chair) Belinda Davie Richard Ryan Sophie Lewisohn

Setor Lassey (Chair) Joanna Gardner Belinda Davie Richard Ryan Julian Knott

Capital Development Committee

Nominations & Remuneration Development Board

Committee Committee Joanna Gardner (Chair) Julian Knott (Chair) Rachael Bradford Adekunle Awodele Belinda Davie Isobel Carter Belinda Davie Sophia Lewisohn Lady Julia Higgs Manuel de Souza Girão Katherine Soanes Carolyn Johnston Suzie Campbell Jennie Dalton Eva Rice Lesley Swain Viola Procovio Alyona Kadatskaya and members of the Fundraising & Development Committee

4

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

Senior Management Team Senior Leadership Team Clare Richards MBE Bobby Juniper (Hub Manager) (Chief Executive) Leo Reid (Chief Operations Daniel Sadler (IntoUniversity Officer) Centre Leader) Esther Pickering (Chief Nicola Millbery (Adult Learning Programmes Officer) Manager) Hannah Starr (Chief Safeguarding and Strategy Officer)

Bankers

CAF Bank Ltd, 25 Kings Hill Avenue, Kings Hill, West Malling, Kent ME19 4JQ Barclays Bank, Westmoreland House, Scrubs Lane, London NW10 6AH

CCLA Investment Management Limited, The CBF Church of England Funds, 80 Cheapside, London EC2V 6DZ

Covid-19 Response

Despite the success of our delivery of services remotely, it was with great joy that our staff team returned to the Centre in the latter half of the academic year. The pandemic has thrown up numerous challenges for us as a charity, challenges which our staff team have faced with confidence and determination. With the long term impact of the pandemic unclear, we are committed to providing our local community with the skills and resources necessary to navigate the uncertainty the future may hold.

Structure, Governance and Management

Governing Document

The charity is a company limited by guarantee, incorporated on 14 January 1992 and registered as a charity on 13 March 1992. The company is established under a Memorandum of Association which sets out the objects and powers of the charitable company and is governed under its Articles of Association. The charity operates under the working name of The ClementJames Centre.

Recruitment and Appointment of Trustees

The directors of the company are also charity trustees for the purposes of charity law. The trustees who served up to the date of this report are set out on page 4. The Report of the Trustees is the Directors’ Report in accordance with s.415 of the Companies Act 2006. The trustees are the only members of the company, and are each liable for a maximum of £1 in the event of the winding up of the charity.

The board of trustees consists of the incumbent of the Parish of St Clement Notting Dale and St James Norlands; not more than four persons appointed by the Parochial Church Council; and such other person/s as the trustees may appoint by ordinary resolution. The board aims to be representative of the community as a whole and to ensure that it has available a broad range of skills and expertise amongst its trustees.

The board carries out an annual review of the trustees to ensure a broad range of skills, that members of the local community and users of the charity are represented, and to identify the need for new trustees (due to vacancies or having decided that one or more new trustees with specific skills are needed to help

5

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

run the charity more effectively). Having agreed the skills and experience needed, the trustees consider the best method of attracting desirable candidates and agree a process for recruitment that complies with the governing document. The Nominations Committee receive CVs, shortlist candidates and conduct interviews. Successful candidates are invited to join the trustees, subject to references, background / DBS checks and approval by the full trustee board.

Trustee Induction and Training

An information pack about the organisation is sent to new trustees, including their duties and the organisation’s expectations of them, and a full induction process is arranged. New trustees meet existing trustees, key members of staff and volunteers and are introduced to the charity’s work and programmes. All trustees are offered training to develop their abilities and competence. Staff and trustees (where possible) attend an annual ‘Vision Day’ to evaluate existing services, set targets for future provision and develop strategic objectives.

Risk Management

During the year the trustees have reviewed the significant risks to which the charity is exposed and the means by which these risks are either removed, managed or controlled. During the pandemic and subsequent lockdowns the trustees increased the frequency of these reviews to ensure the safety of our staff and clients. Responses to such risks included moving our services and staff online and only allowing staff to return to onsite delivery when appropriate safety measures where established.

Trustees have identified risks ranging from internal operational risks (e.g. staff and governance, safeguarding, financial risks etc.) to external risk (macroeconomic, political, reputational etc.). The trustees are satisfied that all major risks have been identified, that awareness of these risks is the single most effective way to manage them, and that appropriate internal controls are in place to manage the charity’s exposure.

Below is a summary of the key categories of risk faced by the charity and the steps taken to mitigate such risks.

RISK/CONSEQUENCE ACTION
Political:The charity receives a significant
proportion of its income from the Royal
Bourough of Kensington and Chelsea. As a result,
it is exposed to political risks. For example:
Withdrawal of support for our activities.
Reduction in provision or need to find alternative
funders
Change in government or political aims
Failure to meet government aims & difficulty
securing funding.		 o Continue to secure best practice
accreditations for our service and ensure the
local authority is aware of our services through
publicity.
o Maintain close relationships with key local
authority stakeholders
o Attend regular steering groups and boards to
keep up-to-date with developments in the
borough
o Invite local authority staff to our centre to
meet our beneficiaries and see our projects in
action
o Utilise IU central’s growing reputation to
emphasise the importance of our local charity

6

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

o Remain aware of provision and quality of
competitor offerings in the market to ensure we
are well placed relative to our peers
o Implement a positive marketing strategy to
continue to tell story across key stakeholders
Staffing, Volunteers & Governance
A lack of diversity amongst staff & volunteers,
and in the charity’s resources
Gaps amongst key staff due to sickness,
departure, parental leave, or holiday		 o Develop and provide diversity and inclusion
training for new joiners and regular refreshers
for all staff
o Establishment of a permanent D&I role at SMT
level (Chief Safeguarding and Strategy Officer)
o Establish D&I focussed Trustee oversight role
o Ensure recruitment practices and ongoing
recruitment review incorporates strategies to
address under-representation
o Continue to analyse equal opportunities data
collected and analysed during recruitment
process to identify focus areas
o Trustees provided with D&I updates and
training
o Ensure staff are aware of and have access to
the staff handbook and procedures
o Consider and implement additional steps to
assess staff health and wellbeing due to remote
working
o Monitor staff absences due to COVID-19 to
ensure that staff are supported and to identify
and anticipate operational issues
o Continue to provide regular professional staff
support
o Consider staff cover options and flexibility
around delivery should CJ experience significant
staff absences due to COVID-19
o Continue to assess how the Charity will
respond to an outbreak of COVID-19 on site and
have inplace the necessary protocols
Legal & Compliance
Failure to meet COVID-19 legal and health &
safety requirements
Failure to meet Child Protection & Safeguarding
requirements
Failure to meet data protection obligations		 o Preparation of Site Risk Assessment to identify
risks at the centre, and to set out mitigations to
address identified risks
o Preparation of Personal Risk Assessments to
identify risks for individuals or their concerns,
and to set out mitigating steps
o Ongoing review of government guidance and
best practice
o Obtain external professional and legal advice
as required
o Maintain liability insurance
o Ensure flexibility in staff arrangements for
staff members that are high risk or have personal
circumstances which make them higher risk (e.g.
caringfor vulnerable dependents)

7

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

o Review regularly.
o Maintain up to date Safeguarding policy and
regularly review
o Appoint a Safeguarding Manager, Deputy
Designated Safeguarding Leads and a Trustee to
act as a coordinator on Safeguarding
o All staff, volunteers and Trustees are regularly
updated and trained
o On-going monitoring and awareness of risks
with reporting of issues / incidents to
appropriate persons
o Safeguarding to be a standing agenda item at
all Trustee meetings
o Periodic spot checks on the implementation of
COVID-19 prevention systems, child protection
procedures and data protection systems.
o All staff, volunteers and Trustees will be DBS
checked
o Ensure appropriate governance, oversight and
reporting to Trustees
o Ensure any required reporting to authorities is
done
o Appoint a designated Data Protection Lead for
organization (to be implemented in 2022)
o Review data protection policies to ensure
compliance with General Data Protection
Regulation (to be completed in 2022)
o Annual provision of data protection training for
all staff
o Maintain primary database on European-based
server
o Ensure policies regarding data protection are
adhered to by staff
Financial
Impact of COVID-19 on funding and cost base
Major capital expenditure required
Capital building project expenditure required		 o Emphasis on importance of charity to support
those most affected by current crisis
o Ongoing monitoring by SMT and board of
fundraising progress
o Budget maximises cost efficiencies and
includes contingency for unforeseen Covid-19
related costs
o SMT and Trustees to regularly monitor
development of cost base and fundraising
position
o Trustee board to take effective action to
manage cost escalation should the income
position under perform
o Seek alternative funding sources and new
funders to mitigate risk from future potential
challengingfundraising

8

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

o If, we need to make costly repairs to the main
building, will first investigate insurance cover,
then seek funding. If critical then consider
funding via reserves our reserves however this
requires board approval and alternative funding
sources should be applied for.
o Any additional costs must be approved by CEO
and Trustee Board
o Identify a diverse range of funders to ensure
that capital specific funders are found
o CEO and Fundraising Officers to ensure that
capital fundraising does not encroach on running
cost funding
o Obtain all or a significant sum of funding for
the Capital Building Project prior to any
substantial building works proceeding and obtain
Trustee approval to proceed with substantial
building works
o Delegate approval or board approval needed to
move ahead with building work or parameters of
what can be done under delegated approval
o Report back to the Trustees or the Risk and
Audit Committee on fundraising and expenditure
o Prior to any substantial building works, have a
detailed plan about how services will operate
during works and communications with church,
neighbours and a formal contract for building
works
Financial
Loss of funding from major sources and need to
cut budget and expenditure		 o Liaise with other local supporting agencies in
order to ensure the local need is met
o Utilise resources provided by partners
o Recruit more volunteers
o Work with IU centres to reduce expenditure
o Continue to actively seek new sources of
funding to diversify income base
o The chief executive of The ClementJames
centre is an IU trustee and meets regularly with
other IU trustees and The CEO of IU.
o We will continue to liaise over funding
opportunities.
o Maintain a good relationship between the
ClementJames IU program and the rest of the IU
network
o Continue and seek to develop diverse funding
base across government, corporates and other
donors
Financial
Anti -Bribery, Corruption (ABC)
Damage to reputation
Potential fine and sanctions		 o Creation of a comprehensive ABC policy setting
out responsibilities of Trustees and SMT for
ensuring compliance of Trustees and SLT and
training

9

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

o Appoint an ABC / compliance officer
responsible for oversight of policy
o Implementation of donor acceptance policy –
with a risk based approach to additional checks
o Inclusion of ABC policy in staff handbook and
trustee handbook
o Train SLT to monitor ABC in recruitment
o Train SLT to ensure that hospitality does not
contravene policy
o Finance policy procedures on competitive
selection of suppliers above specified limits
o Dual authorisation of supplier payments
o Transparent financial records
o Annual review of systems, policies and controls
Health and Safety
Failure to make centre Covid-19 secure
Local or national COVID-19 lockdown requires
intermittent centre closure		 o Comprehensive Site Risk Assessment
completed for the whole ClementJames site
o Personal Risk Assessment completed for all
staff
o Ongoing monitoring of government guidance
and Site Risk Assessment updated accordingly
o Extensive hygiene measures introduced
o Social distancing measures in place
o Limits to room capacity introduced
o Temperature checks in place on site entrance
o Increase in professional cleaning during the
day
o Changes to delivery style to accommodate risk
assessment requirements (including reduction in
capacity of Academic Support)
o Continue home working arrangements for
staff wherever possible and practical
o Continue remote delivery of large majority of
adult services for as long as necessary
o Monitoring government guidance closely and
anticipating potential closure
o Establishment of home working infrastructure
in initial lockdown
o Telephone and online support for IUNK and
Adult Learning students as alternative to in-
person delivery
o Pro-actively discuss implications for targets
with funders (e.g. meeting delivery targets and
fundingimplications)
Technological
Data Security
Electronic data is accessed by unauthorised
persons.
Sensitive data is misused
3rd party personal data compromised or lost		 o Maintain robust data protection policies
o Password protect sensitive information / client
data
o Ensure data security policies in line with legal
requirements
o Maintain a data security and data protection
officer

10

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

Financial or operational data impacted / lost by
malware, ransomware, etc		 o COO to perform regular spot checks and
reviews on implementation of policy
o Create policy detailing approach for dealing
with any potential data loss
o Access to different types of information within
the organisation will be restricted to the
appropriate members of staff
o Ensure that third party providers adhere to
data policies in line with legal requirements / CJ
requirements
o Cyber security risk management framework
andpolicies to be developed and implemented

Organisational Structure

During the year the board met seven times, these meetings also include members of the charity’s staff as appropriate. These meeting took place online as a result of the COVID 19 pandemic. The role of the board is to provide oversight of the charity’s activities, including planning, approval of annual budgets, review of results and provision of general support to the chief executive and her staff and even more so during the covid pandemic and resultant changes. The day to day running of the charity is carried out by the permanent staff, with support from volunteers and under the leadership of the chief executive, Clare Richards, who reports directly to the chairman and the board.

Relationship with the Into University charity

The Into University charity (‘ Into Uni’) started its first year of independent operation in 2007. The new charity grew out of the Into University work of The ClementJames Centre and was established by two of its trustees. Into University Head Office is based in offices rented from the parish at 95 Sirdar Road, London, W11. The ClementJames Centre has the right to appoint at least one and no more than three trustees to the board of Into University. These are currently Sophia Lewisohn and Clare Richards. Into University now has 35 centres across London, Nottingham, Bristol, Oxford, Brighton, Leeds, Southampton, Clacton-on-Sea, Liverpool, Weston-super-Mare, Coventry, Manchester, Birmingham, Norwich, Bradford, Newcastle, Glasgow and Edinburgh. Into University contributed £190,000 towards the Into University programme at The ClementJames Centre from 1 September 2020 to 31 August 2021. The Into University work of the charity is therefore affiliated to, and receives grants from Into University, but remains under the governance of The ClementJames Centre and the management of The ClementJames Centre’s chief executive. Into University refers to the Into University programme at The ClementJames Centre as Into University North Kensington.

Relationship to the Church

The ClementJames Centre was established by the Parochial Church Council of the Parish of St Clement and St James to provide support in the wider community. The Centre benefits from extensive premises that are leased from the diocese and the Parochial Church Council of the Parish of St Clement and St James. The Incumbent of the Parish of St Clement and St James is a member of the Board of Trustees.

Management

Salaries for key management personnel are set by the Remunerations Committee, a subcommittee of the trustee board. The Committee review other local and national organisations to ensure that salaries are

11

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

appropriate (taking benchmarking with other charities of a similar size into consideration). Salaries are reviewed annually.

Staff

The trustees would like to thank The ClementJames Centre’s amazing staff, without whom none of the charity’s achievements would be possible. Their dedication, commitment and determination has ensured that the charity has remained a positive and crucial resource for the people of North Kensington.

Volunteers

The trustees would like to thank the dedicated volunteers, of whom there are over 150. These volunteers provide a vital service in a range of activities from regularly assisting students during Academic Support sessions to mentoring our adult clients. We are particularly grateful to the many volunteers who continued to support the charity during the Covid-19 lockdowns, helping to organise food deliveries, tutoring our children and young people via video call and giving interview practice at our virtual Interview Skills Days.

Public Benefit

The trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning future activities.

Objectives and Activities

The objectives of The ClementJames Centre, as stated in the Memorandum and Articles are:

The Main Activities of The ClementJames Centre

The ClementJames Centre is an award-winning charity that empowers the community to release its potential through education, employment and wellbeing support in one of London’s most disadvantaged areas. It targets children, young people and adults most at risk of failing to meet their potential to go onto higher education or employment, and helps them to achieve more by improving their use of English, helping them to learn and providing them with personalised guidance and support. The charity reduces isolation, poverty and unemployment through three aligned programmes and the provision of a community hub and garden:

12

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

1. Adult Learning

We support adults to improve their English, Maths and ICT skills. This gives our students the confidence and knowledge to help them succeed and strengthens their place in the community. We offer a wide range of Functional Skills courses and intensive literacy and numeracy support.

The problem the Adult Learning programme addresses:

What the Adult Learning programme offers:

2. Children & Young People’s Education

We help children and young people to learn, flourish and achieve their full potential. This allows them to feel fulfilled and have the opportunities to build the future that they choose. We provide academic support, mentoring, intensive literacy and numeracy support and aspirational activities.

The problem the Children & Young People’s Education programme addresses:

Young people from Britain’s poorest backgrounds face considerable educational disadvantage:

These young people lack the educational support and aspiration that is often taken for granted in better off homes.

What the Children & Young People’s Education programme offers:

13

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

We provide sustained academic support, motivation and encouragement to give disadvantaged young people a fair chance of realising their full potential. We provide children aged 7 to18,with a combination of:

3. Employment Support

We help people to gain meaningful and sustainable employment. This enables our clients to improve their quality of life, security and independence. We do this through tailored advice and support, mentoring and work skills activities.

The problem the Employment Support programme addresses:

What the Employment Support programme offers:

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

4. Wellbeing & Support

We empower people to overcome barriers and challenges and to engage with their own wellbeing. This enables our clients to pursue their goals. We do this through the provision of Information, Advice and Guidance, and wellbeing support and activities.

The problem the Wellbeing & Support programme addresses:

As many students and clients face a range of barriers affecting their ability to progress, it is not enough for us to limit our services to education and employment support. Some children and adults are facing personal problems that affect their ability to study or find employment, for example problems at school, debt or inadequate housing. Some of our users, children as well as adults, also suffer from low-level mental health problems, most commonly anxiety and depression.

What the Wellbeing & Support programme offers:

5. Grenfell Tower fire response

The ClementJames Centre is keenly aware that the Grenfell Tower fire has had a lasting impact on the local community. It with this in mind that we continue to provide support for those affected through our regular provision and have provided more intensive support wherever possible. ClementJames is committed to support this community for as long as is needed and we will remain a place of care and service.

6 . Related activities

The charity works closely in conjunction with other institutions including primary and secondary schools, universities, cultural institutions, other voluntary sector organisations and companies. Other activities that the charity provides for the local community include:

15

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

What distinguishes The ClementJames Centre from the work of many other organisations is that we provide services for the whole family, welcoming every client as an individual and nurturing their potential to achieve and contribute more. We tailor our approach to meet each client’s needs – building a package of support that has measurable impact.

Achievements and Performance

In the academic year 2020-2021, the charity supported 1,516 children and young people (2019-20: 1,202) and 864 adults (2019-20: 1,086) from its target group - despite the Covid-19 lockdown and subsequent limitations on in-person delivery. The charity has also been successful in raising sufficient funds both to meet all of its operating costs and to maintain the organisation on a sound financial footing. The principle sources of funding have been the local authority and trusts.

During the academic year 2020-21, ClementJames activities included:

Adult Learning

Children & Young People’s Education

16

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

Employment Support

Wellbeing & Support

Awards and improvements

Plans for the Future

The charity continues to respond to changing local needs and adapt programmes accordingly, especially in light of the ongoing Covid-19 pandemic. Over the financial year 2021-22 both the quality and the scope of the charity’s services will be developed to include:

17

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

Financial Review

Total expenditure for the year amounted to £1,206,675 (August 2020: £1,190,957). Total income amounted to £1,260,324 (August 2020: £1,200,383). The two largest elements of income came from The Royal Borough of Kensington and Chelsea £196,262 (August 2020: £245,366) and Into University £190,000 (August 2020: £190,000). Further details of the income from Into University can be found in note 14 of the accounts. All restricted funds were fully expended in the year and at 31 August 2021 the charity had unrestricted net assets of £633,072 (£622,383 unrestricted funds and £10,689 fixed assets) (2020: £565,084 unrestricted funds £14,339 fixed assets).

The trustees are very grateful to the Royal Borough of Kensington and Chelsea and to all the charitable trusts, other institutions and individuals that supported the charity throughout the year. For further information about the voluntary income of the charity see note 2 of the accounts.

Reserves Policy

As at 31 August 2021, the charity held free reserves of £622,383 (unrestricted funds and excluding fixed assets). The trustees have reviewed the charity’s need for reserves, particularly in the current financial climate and with the uncertainty presented by Covid-19, and consider that it is appropriate to continue to seek to set aside free reserves to cover up to six months’ running costs. Current free reserves are sufficient to meet our forecast for five months’ running costs in 2021-22. The charity is continuing in its fundraising efforts to increase the level of reserves commensurate with the increase in annual expenditure. The purpose of the charity’s unrestricted reserves is to provide the charity with the means to:

Investment Policy

Reserves are held in cash on deposit. Periodically, funds not required in the near future are invest at a higher rate of interest in the Church Benevolent Fund account managed by CCLA Investment Management Limited.

Fundraising Activity Statement

The ClementJames Centre undertakes a range of fundraising activities and receives donations from a broad spectrum of donors and supporters, including companies and trusts, individuals and public bodies. The great majority of the charity’s income is generated from fundraising activities targeted at trusts and foundations and the local authority.

Income from individual donations is achieved through three to four fundraising events a year, at which attendees can participate in silent auctions or raffles, as well as signing up to learn more and become supporters of the centre.

As outlined by the Fundraising Regulator, we will take into account the needs of any potential donor who may be considered vulnerable or in need of care and support to make an informed decision. We will not exploit the trust, lack of knowledge or vulnerable circumstance of any donor at any time. We will not take

18

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

a donation if we know/have good reason to believe, that a person lacks capacity or is in a vulnerable position and cannot make an informed decision to donate.

The ClementJames Centre does not outsource any of its fundraising activities to third parties. The charity received no complaints relating to its fundraising activities in 2020-2021.

Responsibilities of the Trustees

The trustees (who are also the directors of St Clement and St James Community Development Project for the purposes of company law) are responsible for preparing the Report of the Trustees and 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. Under that law the trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charity and the result of the charity for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

So far as the trustees are aware:

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Small company provisions

This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006.

Auditor

A resolution to appoint Haysmacintyre LLP as auditor for the ensuing year will be proposed at the annual general meeting in accordance with section 489 of the Companies Act 2006.

19

REPORT OF THE TRUSTEES – Continued Year ended 31 August 2021

This report has been prepared in accordance with the Statement of Recommended Practice for Charities (SORP 2015) (Second Edition, effective 1 January 2019)

Approved by the trustees on and signed on their 1 December 2021 behalf by:

Julian Knott ……………………………………. (Chairman) Julian Knott

20

Independent auditor’s report to the members of St Clement & St James Community Development Project

Opinion

We have audited the financial statements of St Clement and St James Community Development Project for the year ended 31 August 2021 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material

21

misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Report (which incorporates the directors’ report).

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on pages 18 and 19, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect

22

of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to the use of restricted funds and Charity Law, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, Charities Act 2011 and Charities SORP.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to recognition of income. Audit procedures performed by the engagement team included:

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

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members, as a body, for our audit work, for this report, or for the opinions we have formed.

Jane Askew (Senior Statutory Auditor) 10 Queen Street Place For and on behalf of Haysmacintyre LLP, Statutory Auditor London EC4R 1AG

10 December 2021

23

STATEMENT OF FINANCIAL ACTIVITIES (Including Income and Expenditure Account) FOR THE YEAR TO 31 AUGUST 2021

Unrestricted Restricted Total Total
Funds Funds 2021 2020
£ £ £ £
Notes
INCOME FROM:
Donations and legacies 2 358,512 898,727 1,257,239 1,196,916
Other trading activities 3 2,933 - 2,933 2,972
Investments 152 - 152 495
Total Income 361,597 898,727 1,260,324 1,200,383
EXPENDITURE ON:
Raising funds 4 61,175 - 61,175 62,584
Charitable activities 4,11 246,773 898,727 1,145,500 1,128,373
Total Expenditure 307,948 898,727 1,206,675 1,190,957
Net income 53,649 - 53,649 9,426
Funds brought forward 579,423 - 579,423 569,997
Funds at 31 August 633,072 - 633,072 579,423

The notes on pages 27-37 form part of these financial statements.

The statement of financial activities includes all gains and losses recognised in the year. All amounts derive from continuing activities.

Full comparatives for 2020 are presented in note 15.

24

BALANCE SHEET AT 31 AUGUST 2021

Company number: 2677427 Company number: 2677427
2021 2020
£ £
Notes
Fixed Assets 7 10,689 14,339
Current Assets:
Debtors 8 105,264 127,848
Cash at bank & in hand 623,339 567,583
728,603 695,431
Creditors:
Amounts falling due within one year 9 106,220 130,347
Net current assets 622,383 565,084
Net assets 633,072 579,423

The funds of the charity:

Unrestricted funds: General 10, 11 622,383 565,084
Unrestricted funds: Designated 10, 11 10,689 14,339
Unrestricted funds 633,072 579,423

These financial statements have been prepared in accordance with the special provisions for small companies under part 15 of the Companies Act 2006.

The financial statements were approved and authorised for issue by the Board of Trustees on 1 December 2021 and signed on their behalf by:

Julian Knott

…………………………………………….

Julian Knott

The notes on pages 27-37 form part of these financial statement

25

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 AUGUST 2021

Note 2021 2020
£ £
Cash flows from operating activities:
Net cash provided by operating activities A 55,604 99,980
Cash flows from investing activities:
Interest income 152 495
Net cash provided by investing activities 152 495
Increase in cash and cash equivalents in the year 55,756 100,475
Cash and cash equivalents at the beginning of the year 567,583 467,108
CASH AND CASH EQUIVALENTS AT THE END OF
THE YEAR 623,339 567,583

A RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASH PROVIDED BY OPERATING ACTIVITIES

OPERATING ACTIVITIES
2021 2020
£ £
Net movement in funds 53,649 9,426
Add back depreciation charge 3,650 3,650
Deduct interest income (152) (495)
Decrease in debtors 22,584 51,465
(Decrease) Increase in creditors (24,127) 35,934
Net cash provided by operating activities 55,604 99,980

26

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

1. ACCOUNTING POLICIES

The principle accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

Basis of preparation

The financial statements have been prepared in accordance with the Statement of Recommended Practice for Charities (SORP 2015) (Second Edition, effective 1 January 2019).

The ClementJames Centre meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

Preparation of accounts on an going concern basis

The trustees consider there are no material uncertainties about the charity's ability to continue as a going concern. The review of the charity’s financial position, reserves levels and future plans, gives trustees confidence the charity remains a going concern for the foreseeable future.

Income recognition

All income is recognised once the charity has entitlement to income, receipt is probable and the amount of income receivable can be measured reliably.

Expenditure recognition

All expenditure is recognised on an accruals basis as a liability is incurred.

VAT

The charity is not registered for VAT.

Financial Instruments

The charitable company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

Debtors

Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash at bank and in hand

27

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

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

Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Fund accounting

Unrestricted funds are available for use at the discretion of the Trustees and in furtherance of the general objectives of the charity.

Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of an appeal.

Employee benefits

-Short term benefits

Short term benefits including holiday pay are recognised as an expense in the period in which the service is received.

-Employee termination benefits

Termination benefits are accounted for on an accrual basis and in line with FRS 102.

-Pension scheme

The charity operates a defined contribution pension scheme for the benefit of its employees. The assets of the scheme are held independently from those of the charity in an independently administered fund. The pensions costs charged in the financial statements represent the contributions payable during the year.

Legal status

The ClementJames Centre is a company limited by guarantee and has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The members are the trustees. There were 11 members at 31 Aug 2021 (2020: 11).

Judgements and key sources of estimation uncertainty

Preparation of the financial statements requires management to make significant judgements and estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. There were no areas within the financial statements that required the Trustees to make significant judgements or estimates during the year.

28

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

Year ended 31 August 2021 Clementjames Clementjames
centre
Total Total
Total 2020
2. Donations & Legacies 2021 Unrestricted Restricted 2021
£ £ £ £
Arts Council England - 10,000 10,000 10,000
Asda Foundation - - - 500
Barclays Bank - - 960
BBC Children in Need - 25,164 25,164 27,329
BCG - 5,000 5,000 -
Blackrock - 18,017 18,017 11,777
Campden Charities 3,500 - 3,500 -
Charities Aid Foundation - 31,000 31,000 -
Childhood Trust - 1,667 1,667 -
Childwick Trust - - - 5,000
City Bridge Trust 40,167 40,167 70,000
Co-op 1,887 - 1,887 4,507
Corcoran Foundation 3,060 - 3,060 1,000
Du Plessis Family Foundation - - - 10,000
Gates Foundation - - - 30,330
Grove Trust - 42,250 42,250 27,250
Henry Smith Foundation - 24,000 24,000 10,000
Hollick Family Foundation - 4,584 4,584 416
IntoUni* - 190,000 190,000 190,000
Johnson & Johnson 1,500 - 1,500 -
JMW Barnard LLP - - - 2,322
J Paul Getty Jnr Charitable Trust - - - 40,000
KCSC - Community Living Well - 15,281 15,281 14,007
K&C Foundation - 77771 77,771 40,780
Leathersellers' Company Charitable Fund - 15,000 15,000
Lloyds Foundation - 31,335 31,335 62,650
London Community Foundation - - - 20,000
London Community Foundation and Evening 15,000
Standard - 15,000 15,000
Lucid Group - 3,000 3,000 -
Mercers' Company - 25,000 25,000 -
National Lottery Community Fund - 102,500 102,500 137,268
National Lottery Covid Fund - 50,333 50,333 0
Open Hand 10,000 10,000 40,000
Paddington Development Trust: Community 15,000
Grants - 2,000 2,000
Peter Stebbings Memorial Charity - 6,000 6,000 -
Prudential plc - - - 1,000
Rausing Foundation - 60000 60,000 -
Sheila's Fund 25,000 - 25,000 25,000
The Grenfell Foundation (Fight 4 Grenfell) - - - 5,000
The Grenfell Foundation (Client Fund) - 9,500 9,500 500
The Ogden Trust - - - 5,000
The Royal Borough of Kensington & Chelsea 143,762 52,500 196,262 245,366
Thomas's Schools Foundation - 1,500 1,500 2,500
Thomas's Schools PTA - 1,748 1,748 -
Tudor Trust - 2,000 2,000 -
Travers Smith 1500 - 1,500 -
Waitrose - - - 180
West London Zone - 21,410 21,410 21,934
Worshipful Company of International Bankers - 1,000 1,000 0
Wyelands Bank 200 - 200 116
Wyseliot - 4,000 4,000 4,000
Individual donations 178,103 - 178,103 100,224
**Total ** 358,512 898,727 1,257,239 1,196,916

29

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

2. (continued) Donations & Legacies – 2020 comparatives

Total Total
Total 2019
2. Donations & Legacies 2020 Unrestricted Restricted 2020
£ £ £ £
29th May 1961 Charitable Trust - - - 5,000
Arts Council England - 10,000 10,000 10,000
Asda Foundation 500 - 500 -
Barclays Bank 960 - 960 -
Blackrock 489 11,288 11,777 16,868
Calleva Foundation - - - 4,167
Campden Charities - - - 8,000
Children in Need - 27,329 27,329 24,550
Childwick Trust 5,000 - 5,000 5,000
City Bridge Trust - 70,000 70,000 30,133
Co-op 4,507 - 4,507 2,534
Corcoran Foundation 1,000 - 1,000 -
Du Plessis Family Foundation 10,000 - 10,000 10,000
Gates Foundation - 30,330 30,330 -
Grove Trust - 27,250 27,250 -
Hammersmith & Fulham, London Borough of - - - 340
HBV Enterprise - - - 29,167
Henry Smith Foundation - 10,000 10,000 31,200
Hollick Family Foundation - 416 416 -
IntoUni* - 190,000 190,000 190,000
JMW Barnard LLP 2,322 - 2,322 -
J Paul Getty Jnr Charitable Trust 40,000 - 40,000 40,000
KCSC - Community Living Well - 14,007 14,007 1,237
K&C Foundation - 40,780 40,780 42,850
Lloyds Foundation 150 62,500 62,650 31,250
London Community Foundation - 20,000 20,000 -
London Community Foundation & Evening
Standard - 15,000 15,000 -
London Community Fund & Sycamore Fund - - - 2,945
London Funders - - - 37,000
Morrisons Foundation - - - 3,000
National Lottery Community Fund - 137,268 137,268 -
Octavia Foundation - - - 5,000
Open Hand - 40,000 40,000 40,000
Paddington Dev. Trust: Community Grants - 15,000 15,000 5,000
Prudential plc - 1,000 1,000 1,500
Royal Garden Hotel with the K&C Foundation - - - 1,000
Sheila’s Fund 25,000 - 25,000 5,000
Tesco - - - 1,250
The Grenfell Foundation (Fight 4 Grenfell) 5,000 - 5,000 -
The Grenfell Foundation (Client Fund) - 500 500 -
The Ogden Trust - 5,000 5,000 -
The Plum Trust with the K&C Foundation - - - 3,750
The Royal Borough of Kensington & Chelsea 209,366 36,000 245,366 345,034
Thomas's Schools Foundation - 2,500 2,500 2,500
Waitrose 180 - 180 -
West London Zone - 21,934 21,934 22,843
Wyelands Bank 116 - 116 505
Wyseliot - 4,000 4,000 4,000
Individual donations 100,224 - 100,224 119,965
Total Donations & Legacies 404,814 792,102 1,196,916 1,082,624

30

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

3. Other Trading Activities
Unrestricted Restricted 2021 2020
Rentals 1,630 - 1,630 2,061
Miscellaneous 1,303 - 1,303 911
2,933 - 2,933 2,972

All other trading income in 2021 & 2020 was unrestricted.

4. Total Expenditure
Staff Costs Direct Costs Support Costs
2021 2021 2021 Total 2021
£ £ £ £
Raising funds 61,175 - - 61,175
Charitable
Activities
Capital - - 12,700 12,700
Adult Learning 181,582 14,213 22,825 218,620
Children & Young
People 251,275 25,209 19,980 296,464
Depreciation - - 3,650 3,650
Employment
Support 281,438 17,635 25,273 324,346
Wellbeing and
Support 246,875 13,055 19,830 279,760
Governance
External Audit - - 8,220 8,220
Trustees Indemnity
Insurance - - 1,296 1,296
Miscellaneous Exp - - 444 444
961,170 70,112 114,218 1,145,500
Total expenditure 1,022,345 70,112 114,218 1,206,675

31

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

4. (Continued) Total Expenditure – 2020 comparative 4. (Continued) Total Expenditure – 2020 comparative 4. (Continued) Total Expenditure – 2020 comparative
Staff Costs Direct Costs Support Costs Total
2020 2020 2020 2020
£ £ £ £
Raising funds 62,584 - - 62,584
Charitable Activities
Capital - - 79,770 79,770
Adult Learning 179,663 18,526 18,359 216,548
Children & Young People 251,631 21,076 13,769 286,476
Depreciation - - 3,650 3,650
Employment Support 288,479 18,475 15,080 322,034
Wellbeing & Support 177,623 15,301 18,359 211,283
Governance
External Audit - - 7,800 7,800
Trustees Indemnity
Insurance - - 812 812
897,396 73,378 157,599 1,128,373
Total Expenditure 2020 959,980 73,378 157,599 **1,190,957 **

32

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

5. NET INCOME FOR THE YEAR 2021 2020
£ £
This is stated after charging/crediting
Auditors remuneration (including VAT)
Audit 8,220 7,800
8,220 7,800
No Trustee received remuneration in 2021.
No Trustee received remuneration in 2020.
6. STAFF COSTS AND NUMBERS 2021 2020
£ £
Staff Costs were as follows:
Salaries and wages 901,786 839,175
Social security costs 77,254 72,224
Pension contributions 40,000 40,596
Other staff costs 3,305 7,985
1,022,345 959,980

The number of employees that received more than £60,000 are as follows:

2021 2020
Number Number
£70,000 - £80,000 £70,000 - £80,000 1 1
1 1

The total cost to the charity of employing its key management personnel of the charity were £350,795 (2020: £333,307). The key management personnel of the charity are the 3 team managers, the chief safeguarding and strategy officer, the chief operations officer, the chief programmes officer and the chief executive. It should be noted that a significant percentage of team managers' time is spent delivering their programmes.

2021 2020
Number Number
Project delivery staff 26 26
Management & support staff (inc. delivery) 14 10
40 36

33

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

Land &
7. Fixed Assets Buildings
Cost £
At 1st September 2020 21,639
Additions -
Disposals -
At 31 August 2021 21,639
Accumulated Depreciation
at 1 September 2020 7,300
Charge for year 3,650
At 31 August 2021 10,950
Net Book Value
At 31 August 2021 10,689
At 31 August 2020 14,339
8. Debtors
2021 2021
2020
£ £
£
Accrued income 105,097 105,097
126,381
Other debtors 167 167
1,467
**105,264 ** 4
127,848

Accrued income refers to grants and donations relating to this financial year that have yet to be paid.

34

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

9. Creditors: Amounts falling due within one

year

9. Creditors: Amounts falling due within one
year
2021 2020
£ £
Accruals 28,191 30,299
Deferred income 78,029 99,317
Other taxes and social security costs 0 731
106,220 130,347

Deferred income relates to grants and donations paid in advance of the period in which they are to be spent.

2021 2020
Analysis of deferred income: £ £
Balance brought forward 1 September 2020 99,317 49,167
Released to SOFA during the year (99,317) (49,167)
Amount deferred during the year 78,029 99,317
Balance at 31st August 2021 78,029 99,317

10. Analysis of net assets between funds

Unrestricted Restricted Total
Funds Funds Funds
2021
£ £ £
Fixed assets 10,689 - 10,689
Current assets 728,603 - 728,603
Current liabilities (106,220) - (106,220)
Net current assets at 31 August 2021 633,072 - 633,072

35

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

11. Funds

11. Funds
at 31
at 1 Sept Aug
2020 Income Expenditure 2021
Programme Designation: n: £ £ £ £
Capital
Restricted - - - -
Unrestricted - 12,700 (12,700) -
- -
Adult Learning
Restricted - 94,947 (94,947) -
Unrestricted - 142,053 (142,053) -
237,000 (237,000)
Children and Young
People
Restricted - 274,445 (274,445) -
Unrestricted 1,067 35,090 (36,157) -
309,535 (310,602)
Employment Support
Restricted - 271,102 (271,102) -
Unrestricted - 73,037 (73,037) -
344,139 (344,139)
Wellbeing & Support
Restricted - 258,233 (258,233) -
Unrestricted - 39,907 (39,907) -
298,140 (298,140)
Designated Fund
(Fixed Asset) Restricted - - - -
Unrestricted 14,339 - (3,650) 10,689
- (3,650)
General Fund
Restricted - - - -
Unrestricted 564,017 58,810 (444) 622,383
58,810 (444)
Total Restricted - 898,727 (898,727)
Total Unrestricted 579,423 361,597 (307,948) 633,072
Total funds 579,423 1,260,324 **(1,206,675) ** 633,072

Designated fund refers to the charity's fixed assets (the eco-garden studios). Restricted funds are funds which has been given to the charity for a specific purpose and which can only be used under particular conditions. The purposes of restricted funds are more fully described in the Report of the Trustees. They are for the provision of the adult learning programme, the children and young people's education programme, employment support programme and the wellbeing & support programme.

36

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2021

12. Accommodation

The charity leases its main building at a peppercorn rent from the Church and additional premises from the Church at a rate that would not be available on the open market. Since this accomodation would not be available on the open market, it is not possible to quantify this benefit. The charity is responsible for all repairs and maintenance required on its premises.

13. Control

The charity has no individual who can exercise ultimate control.

14. Related party transaction

During the period the charity received grants from Into Uni totalling £190,000. Sophia Lewisohn (one of the charity's trustees) was also a trustee of Into Uni during the period; Clare Richards, who is chief executive of the charity, is also a trustee of Into Uni.

The aggregate of donation received from the Trustees & related parties in the year was £22,901 (2020 £26,962).

At the year end, a balance of £726 was owed to Into Uni by the charity and a balance of £358 was owed to the charity by Into Uni.

There were no other related party transactions (2020: Nil).

15. Comparative Statement of Financial Activities 2020

Unrestricted Restricted
Funds Funds Total 2020
£ £ £
INCOME FROM:
Donations and legacies 404,814 792,102 1,196,916
Other trading activities 2,972 - 2,972
Investments 495 - 495
Total Income 408,281 792,102 1,200,383
EXPENDITURE ON:
Raising funds 62,584 - 62,584
Charitable activities 336,271 792,102 1,128,373
Total Expenditure 398,855 792,102 1,190,957
Net income 9,426 - 9,426
Funds brought forward 569,997 - 569,997
Funds at 31 August
2020 579,423 - 579,423

37