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2022-08-31-accounts

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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 2022

Company number: 2677427 Charity number: 1009253

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

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Letter from the Chair Sophie Lewisohn

For the first time in my role as Chair of The ClementJames Centre, I am pleased to present the report and accounts for the year ending August 31, 2022. The past twelve months have been full of activity as we returned to face-to-face delivery with our clients following the easing of pandemic restrictions. There has also been change in the organisation as we said farewell to Clare Richards, our CEO of more than 20 years, and welcomed our new CEO, Dami Solebo.

My fellow trustees and I would like to thank Clare Richards for her years of committed service with ClementJames during which the charity expanded its reach within the wider community of Notting Dale and increased its range of services from education to employment support to well-being, advice and guidance. We wish Clare every success in this new stage of her career. In the period before the appointment of a new CEO the charity was ably guided by Hannah Starr who stepped into the role of Interim CEO and was supported Leo Reid as Deputy CEO (Operations) and Esther Pickering as Deputy CEO (Programmes). This management structure underpinned the stable running of the charity during the process of appointing a new CEO. We would like to thank the entire staff of the charity for their help and support in the transition to a new leadership. Our Chair of ten years, Julian Knott, stepped down in early 2022. The charity is grateful to Julian for his time and dedication leading the organisation and for his wisdom, humanity and guidance, particularly in the months and years following the Grenfell Tower Fire.

We are very pleased to welcome Dami Solebo as CEO who joins us with broad experience working with people facing challenging circumstances. Dami was director of Finding Rhythms, a charity delivering creative interventions in prisons and community settings, and previously worked with Voyage Youth, an organisation providing mentoring and education support to young BAME people at risk of social exclusion. He has already made strong contacts with the local community, is building relationships with donors and funders, and has integrated well with our staff team.

We would like to thank our dedicated team of staff and volunteers for continuing to support members of the local community with a range of services. This year, 2021-22, we have supported over 2,500 children, young people and adults in their education and employment goals, wellbeing and advice needs. The community hub welcomed two new managers, Jill Watson (with responsibility for Diversity & Inclusion) and Joss Cullen (with responsibility for Safeguarding). Staff continue with both tried and tested and innovative ways to improve outcomes for our clients. A new strand of our work is our Young People’s Advocacy run by Ella Graham with support from the Coram Foundation.

Our work relies on the generosity of a variety of donors, individuals, trusts and foundations and statutory organisations. We are immensely grateful to the valuable support these organisations and individuals give to the charity. The charity was nominated (together with our neighbour charity, Rugby Portobello Trust) by the Mayor of Kensington and Chelsea, Cllr David Lindsay, as his Mayoral Charity for the year to May 2023. We are pleased to be working with the Mayor, particularly on the Future Focus programme. With the support of our funders together with the dedication of our staff, volunteers and trustees, we are committed in our work to improve lives and life goals in the community around the Centre.

Sophia Lewisohn

Chair of Trustees

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REPORT OF THE TRUSTEES
Year ended 31 August 2022
CONTENTS
Report of the Trustees 4-19
Independent Auditor’s Report 20-23
Statement of Financial Activities 24
Balance Sheet 25
Notes to the Financial Statements
 26-36

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The trustees present their report and audited financial statements for the year ended 31 August 2022.

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

Julian Knott Chair Resigned as Trustee 25/01/2022 Adekunle Awodele Vanessa Casey Belinda Davie Manuel de Souza Girão Joanna Gardner Setor Lassey Sophia Lewisohn – Chair Chair Appointed as Chair 25/01/2022 Richard Ryan Katherine Soanes Rev’d Gareth Wardell Vicar of St Clement & St James Parish Audit and Risk Committee Fundraising & Development Investment Committee Committee Setor Lassey (Chair) Katherine Soanes (Chair) Manuel de Souza Girão (Chair) Joanna Gardner Sophie Lewisohn Richard Ryan Richard Ryan Capital Development Committee Nominations & Remuneration Development Board Committee Joanna Gardner (Chair) Richard Ryan (Chair) Rachael Bradford Adekunle Awodele Sophia Lewisohn Isobel Carter Manuel de Souza Girão Katherine Soanes Lady Julia Higgs Belinda Davie Carolyn Johnston Suzie Campbell Jennie Dalton Eva Rice Lesley Swain Viola Procovio and members of the Fundraising & Development Committee

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Senior Management Team Senior Leadership Team Dami Solebo Joss Cullen (Hub Manager) (Chief Executive – From 11/07/20022) Leo Reid (Chief Operations Jill Watson (Hub Manager) Officer) Esther Pickering (Chief Daniel Sadler (IntoUniversity Programmes Officer) Centre Leader)

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

Auditor

Haysmacintyre LLP, 10 Queen Street, London, ECR 1AG

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 Norland; 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 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.

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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. With Clare Richard (former CEO) stepping down, the trustees increased the frequency of these reviews to ensure that all internal controls were maintained.

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 and difficulty
securing funding.		  Continue to secure best practice accreditations
for our service and ensure the local authority is
aware of our services through publicity.
 Maintain close relationships with key local
authority stakeholders
 Attend regular steering groups and boards to
keep up-to-date with developments in the
borough
 Invite local authority staff to our centre to
meet our beneficiaries and see our projects in
action
 Utilise the growing national reputation of
IntoUniversity(IntoUni) emphasise the
importance of the local charity
 Remain aware of provision and quality of
competitor offerings in the market to ensure
we are well placed relative to our peers
 Implement a positive marketing strategy to
continue to tell storyacross keystakeholders
Staffing, Volunteers & Governance  Rigorous recruitment processes
 Detailed onboarding of new leadership
 Detailed review of policies and procedures

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Transition in Leadership
Gaps amongst key staff due to sickness,
departure, parental leave, or holiday		  Increased engagement from the trustees to
ensure policies and procedures are upheld
 Ensure staff are aware of and have access to
the staff handbook and procedures
 Consider and implement additional steps to
assess staff health and wellbeing
 Monitor staff absences to ensure that staff are
supported and to identify and anticipate
operational issues
 Continue to provide regular professional staff
support
 Consider staff cover options and flexibility
around delivery should the charity experience
significant staff absences
 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 legal and health & safety
requirements
Failure to meet Child Protection & Safeguarding
requirements
Failure to meet data protection obligations		  Preparation of Site Risk Assessment to identify
risks at the centre, and to set out mitigations
to address identified risks
 Preparation of Personal Risk Assessments to
identify risks for individuals or their concerns,
and to set out mitigating steps
 Ongoing review of government guidance and
best practice
 Obtain external professional and legal advice
as required
 Maintain liability insurance
 Ensure flexibility in staff arrangements for staff
members that are high risk or have personal
circumstances which make them higher risk
(e.g. caring for vulnerable dependents)
 Review regularly.
 Maintain up to date Safeguarding policy and
review annually
 Appoint a Safeguarding Lead, Deputy
Designated Safeguarding Leads and a trustee
to act as a coordinator on Safeguarding
 All staff, volunteers and trustees are regularly
updated and trained
 On-going monitoring and awareness of risks
with reporting of issues / incidents to
appropriate persons
 Safeguarding to be a standing agenda item at
all trustee meetings
 Periodic spot checks on the implementation of
COVID-19 prevention systems, child protection
procedures and data protection systems.
 All staff, volunteers and Trustees will be DBS
checked
 Ensure appropriate governance, oversight and
reporting to trustees
 Ensure any required reporting to authorities is
done

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church, neighbours and a formal contract for building works

church, neighbours and a formal contract for
buildingworks		 church, neighbours and a formal contract for
buildingworks
Financial
Loss of funding from major sources and need to
cut budget and expenditure		  Liaise with other local supporting agencies in
order to ensure the local need is met
 Utilise resources provided by partners
 Recruit more volunteers
 Work with IU centres to reduce expenditure
 Continue to actively seek new sources of
funding to diversify income base
 Maintain strong relationship with IU, across
CEO, board Chair and trustees
 We will continue to liaise over funding
opportunities.
 Maintain a good relationship between the
ClementJames IntoUni program and the rest of
the IntoUni network
 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
Lack of economic growth and the impact of this
on income
Lack of economic growth and the impact of this
on income		  ABC policy in place setting out responsibilities
of trustees and SMT for ensuring compliance
of trustees and SLT and training
 Appoint an ABC / compliance officer
responsible for oversight of policy
 Implementation of donor acceptance policy –
with a risk based approach to additional checks
 Inclusion of ABC policy in staff handbook and
trustee handbook
 Train SLT to monitor ABC in recruitment
 Train SLT to ensure that hospitality does not
contravene policy
 Finance policy procedures on competitive
selection of suppliers above specified limits
 Dual authorisation of supplier payments
 Transparent financial records
 Annual review of systems, policies and controls
 Fundraising strategy in place to ensure diverse
income streams
 Maintain financial prudence
 We have a reserves policy in place and should
maintain these reserves in accordance with our
policy
 Maintain prudent cost control and financial
management
 Ensure a prudent budgeting process which
reflects likely reality
 Consider what services are required to meet
demand and how to deliver them to be most
effective with resources available or how to
manage demand (eg collaboration
organisations)
 Consider how to manage utility usage and
other variables so as to be most efficient and
control costs

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 We have a reserves policy in place and should maintain these reserves in accordance with our policy  Maintain prudent cost control and financial management  Ensure a prudent budgeting process which reflects likely reality

 Fundraising strategy in place to ensure diverse
income streams
 We have a reserves policy in place and should
maintain these reserves in accordance with our
policy
 Maintain prudent cost control and financial
management
 Ensure a prudent budgeting process which
reflects likelyreality		  Fundraising strategy in place to ensure diverse
income streams
 We have a reserves policy in place and should
maintain these reserves in accordance with our
policy
 Maintain prudent cost control and financial
management
 Ensure a prudent budgeting process which
reflects likelyreality
Major Incident
Failure to support clients appropriately across
the range of need		  Understand local provision for well-being,
mental health and social care and continue to
direct clients with more challenging needs to
the correct third-party organisations
 Maintain contact with affected committees,
community groups, and clients to understand
the changing needs of that group
 Regularly review provision on offer and
determine whether additional programs are
required (aligned to our core strands) to
support communities
 Regularly review provision provided by other
key partners and be clear on what provision
the charity will deliver and what provision is
best delivered bythirdparty partners
Technological
Data Security
Electronic data is accessed by unauthorised
persons.
Sensitive data is misused
3rdparty personal data compromised or lost
Financial or operational data impacted / lost by
malware, ransomware, etc.		  Maintain robust data protection policies
 Password protect sensitive information / client
data
 Ensure data security policies in line with legal
requirements
 Maintain a data security and data protection
officer
 COO to perform regular spot checks and
reviews on implementation of policy
 Create policy detailing approach for dealing
with any potential data loss
 Access to different types of information within
the organisation will be restricted to the
appropriate members of staff
 Ensure that third party providers adhere to
data policies in line with legal requirements /
the charity requirements
 Cyber security risk management framework
andpolicies to be developed and implemented

Organisational Structure

During the year the board met six times, these meetings also include members of the charity’s staff as appropriate. 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 staff. 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, Dami Solebo, who reports directly to the Chair and the board.

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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. Into University contributed £190,000 towards the Into University programme at The ClementJames Centre from 1 September 2021 to 31 August 2022. The Into University work of The ClementJames Centre 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 Uni refers to the Into Uni 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 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, some of which has been delivered under COVID-19 restrictions.

Volunteers

In addition, the trustees would like to thank the dedicated volunteers at the charity, of whom there are over 140. These volunteers provide a vital service in a range of activities from regularly assisting students during Academic Support sessions to mentoring our adult clients and helping at our gardening club.

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:

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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 in North Kensington. 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 aims to reduce isolation, poverty and unemployment through three aligned programmes and the provision of a community hub and garden:

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 challenges our Adult Learning programme addresses:

In addition, recent research has highlighted the uneven distribution of English skills and proficiency in the borough, with residents in the northern wards of the borough, where our centre is located, having lower levels of English proficiency and are more likely to have no qualifications. Some 23.6% of residents in our local Notting Dale ward have no qualifications which makes searching for employment and training even more challenging. RBKC also has a high number of households where English is not spoken as a first language. Low levels of English at home mean that many parents and guardians may find it challenging to provide their children with support for their school work at home, making it even more difficult for young people to catch up.

What our Adult Learning programme offers:

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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, aspirational activities and intensive post COVID-19 catch up classes.

The challenges our Children & Young People’s Education programme addresses:

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

These young people lack the educational support and aspiration that is often taken for granted in better off homes. In addition , a lack of capacity in local schools for 1:1 support means many young people risk falling further behind and as a result disengaging from education. School exclusions in our local area are high, with RBKC having the highest rates of permanent exclusions in London, with many of the young people we support at an increased risk of exclusion as a result of disengagement and challenging behaviour.

What our Children & Young People’s Education programme offers?

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:

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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 challenges our Employment Support programme addresses:

North Kensington is an area with a high unemployment rate, and was badly affected by the pandemic. 25% of employees were furloughed in RBKC during this period and retail, one of RBKC’s most significant industries was very badly hit. The employment rate in RBKC is 5% lower than London’s employment rate. Furthermore, insecure work and in-work poverty are also a significant issue locally. Local research revealed that the number of people claiming in-work benefits almost trebled over the course of the pandemic.

What the Employment Support programme offers:

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.

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The challenge our 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.

One in five RBKC neighbourhoods are among the 20% most income-deprived in England and Wales and over the course of the pandemic, the rate of local people claiming out-of-work benefits rose by over 50%. Our staff have seen a large increase in the demand for our Information, Advice & Guidance services as a result of the pandemic and the more recent cost of living crisis, with many people seeking help with rising energy bills, housing issues and benefit claims

What our 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:

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 2021-2022, the charity supported 1,707 children and young people (2020-21: 1,516 This number was achieved despite COVID-19 restrictions ) and 883 adults (2020-21: 864) from its target group. 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 principal sources of funding have been the local authority and trusts and foundations.

During the academic year 2021-2022, ClementJames activities included: 15

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Adult Learning

Children & Young People’s Education

Employment Support

Wellbeing & Support

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Awards and improvements

Plans for the Future

The charity continues to respond to changing local needs, adapting programmes accordingly. Over the financial year 2022-23 both the quality and the scope of the charity’s services will be developed to recognise the evolving landscape, especially in light of the impact of COVID 19 and wider economic challenges. The points below highlight some of the areas of focus for the coming year.

Financial Review

Total expenditure for the year amounted to £1,212,122 (August 2021: £1,206,675). Total income amounted to £1,297,350 (August 2021: £1,260,324). The two largest elements of income came from The Royal Borough of Kensington and Chelsea £293,610 (August 2021: £196,262) and IntoUniversity £190,000 (August 2021: £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 2022 the charity had unrestricted net assets of £718,299 (£711,260 unrestricted funds and £7,039 fixed assets) (2021: £622,382 unrestricted funds £10,689 fixed assets).

The trustees are very grateful to the Royal Borough of Kensington and Chelsea and to all the charitable trusts, 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 2022, the charity held free reserves of £711,260 (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 the cost of living crisis, and consider that it is appropriate

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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 over five months’ running costs in 2022-23. 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 invested 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, trusts, individuals and public bodies. The great majority of the charity’s income is generated from fundraising 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 also 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 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 2021-2022.

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:

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departures disclosed and explained in the financial statements; and

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 as auditor for the ensuing year will be proposed at the annual general meeting in accordance with section 489 of the Companies Act 2006.

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

07/12/2022

Approved by the trustees on …………………………….. and signed on their behalf by:

……………………………………. (Chair) Sophia Lewisohn

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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 2022 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 misstatement of the other information. If, based on the work we have performed, we conclude that there

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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 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

21

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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:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including to those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more the compliance with a law or financial regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

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 16 December …………………………………………2022

22

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

STATEMENT OF FINANCIAL ACTIVITIES (Including Income and Expenditure Account) FOR THE YEAR TO 31 AUGUST 2022

Notes
INCOME FROM:
Donations and legacies
2
Other trading activities
3
Investments
Total Income
EXPENDITURE ON:
Raising funds
4
Charitable activities
4,11
Total Expenditure
Net income
Funds brought forward
Funds at 31 August		 Unrestricted
Funds
Restricted
Funds
Total
2022
Total
2021
£
£
£
£
451,016
838,628
1,289,644
1,257,239
7,436
-
7,436
2,933
270
-
270
152
458,722
838,628
1,297,350
1,260,324
71,489
-
71,489
61,175
302,005
838,628
1,140,633
1,145,501
373,494
838,628
1,212,122
1,206,676
85,228
-
85,228
53,648
633,071
-
633,071
579,423
718,299
-
718,299
633,071

The notes on pages 26-36 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 2021 are presented in note 15.

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DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

BALANCE SHEET AT 31 AUGUST 2022

Notes
Fixed Assets
7
Current Assets:
Debtors
8
Cash at bank & in hand
Creditors:
Amounts falling due within one year
9
Net current assets
Net assets
The funds of the charity:
Unrestricted funds: General
10, 11
Unrestricted funds: Designated
10, 11
Unrestricted funds		 2022
£
7,039
123,629
754,789
878,418
167,158
711,260
718,299
711,260
7,039
718,299		 2021
£
10,689
105,264
623,338
728,602
106,220
622,382
633,071
622,382
10,689
633,071

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 7[th] December 2022 and signed on their behalf by:

…………………………………………….

Sophia Lewisohn

The notes on pages 26-36 form part of these financial statement

24

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 AUGUST 2022

Note
Cash flows from operating activities:
Net cash provided by operating activities
A
Cash flows from investing activities:
Interest income
Net cash provided by investing activities
Increase in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR		 2022
£
131,180
270
270
131,450
623,339
754,789		 2021
£
55,604
152
152
55,756
567,583
623,339

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

Net movement in funds
Add back depreciation charge
Deduct interest income
Decrease in debtors
Increase in creditors
Net cash provided by operating activities		 2022
£
85,227
3,650
(270)
(18,365)
60,938
£131,180		 2021
£
53,649
3,650
(152)
22,584
(24,127)
55,604

25

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022

1. ACCOUNTING POLICIES

The principal 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 a 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 that 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 as follows;

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.

26

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022

Cash at bank and in hand

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 10 members at 31 Aug 2022 (2021:11).

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.

27

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022
2. Donations & Legacies 2022 Unrestricted Restricted Total 2022 Total 2021
£ £ £ £
Arts Council England - - - 10,000
Asda Foundation - 1,500 1,500 -
BBC Children in Need - 25,793 25,793 25,164
BCG - - - 5,000
Blackrock - 10,850 10,850 18,017
Campden Charities 3,000 - 3,000 3,500
Charities Aid Foundation - 132,222 132,222 31,000
Childhood Trust - 18,333 18,333 1,667
Childwick Trust - - - -
City Bridge Trust - - - 40,167
Co-op - 1,163 1,163 1,887
Corcoran Foundation 1000 - 1000 3,060
Dunnhumby - 143 143 -
Du Plessis Family Foundation 10,000 - 10,000 -
Ground Works UK - 800 800 -
Grove Trust - - - 42,250
Henry Smith Foundation - 37,000 37,000 24,000
Hollick Family Foundation - - - 4,584
IntoUni - 190,000 190,000 190,000
Johnson & Johnson - - - 1,500
KCSC - Community Living Well - 34,563 34,563 15,281
K&C Foundation - 30,500 30,500 77,771
L&Q Place Makers Fund - - - -
Leathersellers' Company Charitable Fund - - - 15,000
Lloyds Foundation - - - 31,335
London Community Foundation (LCF) - 11,500 11,500 -
LCF and Evening Standard - 15,000 15,000 15,000
Lucid Group - - - 3,000
Mercers' Company - - - 25,000
National Lottery Community Fund - 102,520 102,520 102,500
National Lottery Covid Fund - - - 50,333
Open Hand - - - 10,000
Paddington Development Trust: - 18,000 18,000 2,000
Peter Stebbings Memorial Charity - - - 6,000
Rausing Foundation - - - 60,000
Sheila's Fund 25,000 - 25,000 25,000
SUEZ - 40,000 40,000 -
The Grenfell Foundation (Client Fund) - - - 9,500
The Linbury Trust 50,000 50,000 -
The Royal Borough of Kensington & Chelsea
211,237		 82,373 293,610 196,262
Thomas's Schools Foundation - 2,500 2,500 1,500
Thomas's Schools PTA - - - 1,748
Tudor Trust - 2,000 2,000 2,000
Travers Smith - - - 1,500
West London Zone - 22,868 22,868 21,410
Worshipful Company of International
Bankers - 1,000 1,000 1,000
Wyelands Bank - 4000 4000 200
Wyseliot - 4,000 4,000 4,000
Individual donations 200,779 - 200,779 178,103
Total 451,016 838,628 1,289,644 1,257,239

28

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022 (Continued) Donations & Legacies – 2021 comparatives

2. Donations & Legacies 2021 Unrestricted Restricted Total 2021
£ £ £
Arts Council England - 10,000 10,000
Asda Foundation - - -
Barclays Bank - -
BBC Children in Need - 25,164 25,164
BCG - 5,000 5,000
Blackrock - 18,017 18,017
Campden Charities 3,500 - 3,500
Charities Aid Foundation - 31,000 31,000
Childhood Trust - 1,667 1,667
Childwick Trust - - -
City Bridge Trust 40,167 40,167
Co-op 1,887 - 1,887
Corcoran Foundation 3,060 - 3,060
Du Plessis Family Foundation - - -
Gates Foundation - - -
Grove Trust - 42,250 42,250
Henry Smith Foundation - 24,000 24,000
Hollick Family Foundation - 4,584 4,584
IntoUni - 190,000 190,000
Johnson & Johnson 1,500 - 1,500
JMW Barnard LLP - - -
J Paul Getty Jnr Charitable Trust - - -
KCSC - Community Living Well - 15,281 15,281
K&C Foundation - 77771 77,771
Leathersellers' Company Charitable Fund - 15,000 15,000
Lloyds Foundation - 31,335 31,335
London Community Foundation - - -
London Community Foundation and Evening 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
National Lottery Covid Fund - 50,333 50,333
Open Hand 10,000 10,000
Paddington Development Trust: Community Grants - 2,000 2,000
Peter Stebbings Memorial Charity - 6,000 6,000
Prudential plc - - -
Rausing Foundation - 60000 60,000
Sheila's Fund 25,000 - 25,000
The Grenfell Foundation (Fight 4 Grenfell) - - -
The Grenfell Foundation (Client Fund) - 9,500 9,500
The Ogden Trust - - -
The Royal Borough of Kensington & Chelsea 143,762 52,500 196,262
Thomas's Schools Foundation - 1,500 1,500
Thomas's Schools PTA - 1,748 1,748
Tudor Trust - 2,000 2,000
Travers Smith 1500 - 1,500
Waitrose - - -
West London Zone - 21,410 21,410
Worshipful Company of International Bankers - 1,000 1,000

29

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022

3. Other Trading Activities

Rentals
Miscellaneous		 Unrestricted
Restricted
5,370
-
2,066
-
7,436
-		 2022
5,370
2,066
7,436		 2021
1,630
1,303
2,933

All other trading income in 2022 & 2021 was unrestricted.

4. Total Expenditure

Raising funds
Charitable Activities
Capital
Adult Learning
Children & Young
People
Depreciation
Employment Support
Wellbeing and
Support
Governance
External Audit
Trustees Indemnity
Insurance
Miscellaneous Exp
Total expenditure		 Staff Costs 2022
Direct Costs 2022
Support Costs 2022
Total 2022
£
£
£
£
71,489
-
-
71,489
-
-
-
-
173,794
15,314
25,705
214,813
253,725
27,134
22,158
303,017
-
-
3,650
3,650
275,174
15,724
31,828
322,726
243,934
16,780
25,556
286,270
-
-
8,820
8,820
-
-
1,337
1,337
-
-
-
-
1,018,116
74,952
119,054
1,212,122

30

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022

Analysis of Support Costs

Repairs and Maintenance
Gifts and Events
Legal Professional Fees
Rent
Other
Total Support Costs		 Total 2022
Total 2021
£
£
22,836
29,163
24,830
7,669
15,220
13,442
16,000
13,500
40,168
50,445
119,054
114,219

4. (Continued) Total Expenditure – 2021 comparative

Staff Costs 2021
Direct Costs
2021
Support Costs
2021
£
£
£
Raising funds
61,175
-
-
Charitable Activities
Capital
-
-
12,700
Adult Learning
181,582
14,213
22,825
Children & Young
People
251,275
25,209
19,980
Depreciation
-
-
3,650
Employment Support
281,438
17,635
25,273
Wellbeing and Support
246,875
13,055
19,830
Governance
External Audit
-
-
8,220
Trustees Indemnity
Insurance
-
-
1,296
Miscellaneous Exp
-
-
445
Total expenditure
1,022,345
70,112
114,219
5. NET INCOME FOR THE YEAR
2022
£
This is stated after charging/crediting
Auditors remuneration (including VAT)
Audit
8,820
8,820		 Staff Costs 2021
Direct Costs
2021
Support Costs
2021
£
£
£
61,175
-
-
-
-
12,700
181,582
14,213
22,825
251,275
25,209
19,980
-
-
3,650
281,438
17,635
25,273

246,875
13,055
19,830
-
-
8,220
-
-
1,296
-
-
445		 Staff Costs 2021
Direct Costs
2021
Support Costs
2021
£
£
£
61,175
-
-
-
-
12,700
181,582
14,213
22,825
251,275
25,209
19,980
-
-
3,650
281,438
17,635
25,273

246,875
13,055
19,830
-
-
8,220
-
-
1,296
-
-
445		 Total 2021
£
61,175
12,700
218,620
296,464
3,650
324,346
279,760
8,220
1,296
445
1,022,345 70,112
114,219		 1,206,676
2022
£

8,820
8,820		 2021
£
8,220
8,220

No Trustee received remuneration or claimed expenses in the current or prior year.

31

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022

6. STAFF COSTS AND NUMBERS
Staff Costs were as follows:
Salaries and wages
Social security costs
Pension contributions
Other staff costs		 2022
£
902,309
69,135
39,275
7,397
1,018,116		 2021
£
901,785
77,254
40,000
3,305
1,022,344

No employees received more than £60,000 during the year (2021: £70,000 - £80,000 one).

The total cost to the charity of employing its key management personnel of the charity was £319,208 (2021: £350,795). The key management personnel of the charity are considered to be the 3 team managers, 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 the charity’s programmes.

2022
Number
Project delivery staff
25
Management & support staff (inc. delivery)
14
39
7. Fixed Assets
Cost
At 1 September 2021
Additions
Disposals
At 31 August 2022
Accumulated Depreciation
at 1 September 2021
Charge for year
At 31 August 2022
Net Book Value
At 31 August 2022
At 31 August 2021		 2021
Number
26
14
40
Land & Buildings
£
21,639
-
-
21,639
10,950
3,650
14,600
7,039
10,689

32

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022

8. Debtors
Accrued income
Other debtors
9. Creditors: Amounts falling due within one year
Accruals
Deferred income
Deferred income relates to grants and donations paid in advance of the
spent.
Analysis of deferred income:
Balance brought forward 1 September 2020
Released to Statement of Financial Activity during the
year
Amount deferred during the year
Balance at 31st August 2021		 2022
2021
£
£
119,946
105,097
3,683
167
123,629
105,264
2022
2021
£
£
30,239
28,191
136,919
78,029
167,158
106,220
period in which they are to be
2022
2021
£
£
78,029
99,317
(78,029)
(99,317)
136,919
78,029
136,919
78,029		 2021
£
105,097
167
105,264
2021
£
28,191
78,029
106,220
78,029

10. Analysis of net assets between funds

33
Fixed assets
Current assets
Current liabilities
Net current assets at 31 August 2022		 Unrestricted
Restricted
Funds
Funds
£
£
7,039
-
878,418
-
(167,158)
-
718,299
-
Total

Funds
2022

£

7,039

878,418

(167,158)

718,299

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022

11. Designation and Restriction of funds

Programme
Designation:		 at 1 Sept
2021
£		 Income
£		 Expenditure
£		 at 31 Aug
2022
£
Capital
Restricted
Unrestricted
-

-		 -
-		 -
-		 -
-
Adult Learning
Restricted
Unrestricted
-

-		 -
51,540
183,684
235,224		 -
(51,540)
(183,684)		 -
-
(235,224)
Children and Young
People
Restricted
Unrestricted
-

-		 287,023
32,324
319,347		 (287,023)
(32,324)		 -
-
(319,347)
Employment
Support
Restricted
Unrestricted
-

-		 297,578
48,825
346,403		 (297,578)
(48,825)		 -
-
(346,403)
Wellbeing &
Support
Restricted
Unrestricted
-

-		 202,487
105,011
307,498		 (202,487)
(105,011)		 -
-
(307,498)
Designated Fund
(Fixed Asset)
Restricted
Unrestricted
-

10,689		 -
-
-		 -
(3,650)		 -
7,039
(3,650)
General Fund
Restricted
Unrestricted
-

622,382		 -
88,878
88,878		 -
-		 -
711,260
-
Total Restricted
Total Unrestricted
Total funds		 -
633,071
633,071		 838,628
458,722
1,297,350		 (838,628)
(373,494)		 -
718,299
(1,212,122) 718,299

34

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022

Programme Designation: at 1 Sept
2020
£		 Income
Expenditure
£
£
Capital
Restricted
Unrestricted
-

-		 -
-
12,700
(12,700)
Adult Learning
Restricted
Unrestricted
-

-		 -
-
94,947
(94,947)
142,053
(142,053)
237,000
(237,000)
Children and Young People
Restricted
Unrestricted
-

1,067		 274,445
(274,445)
35,090
(36,157)
309,535
(310,602)
Employment Support
Restricted
Unrestricted
-

-		 271,102
(271,102)
73,037
(73,037)
344,139
(344,139)
Wellbeing & Support
Restricted
Unrestricted
-

-		 258,233
(258,233)
39,907
(39,907)
298,140
(298,140)
Designated Fund
(Fixed Asset)
Restricted
Unrestricted
-

14,339		 -
-
-
(3,650)
-
(3,650)
General Fund
Restricted
Unrestricted
-

564,017		 -
-
58,810
(445)
58,810
(445)
Total Restricted
Total Unrestricted
Totalfunds		 -
579,423
579,423		 898,727
(898,727)
361,597
(307,949)
1,260,324
(1,206,676)

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. The Designated Fund refers to the charity's fixed assets (the eco-garden studios).

35

DocuSign Envelope ID: 2AB34AE8-7DC4-40B5-8EA0-C7C622936386

NOTES TO THE FINANCIAL STATEMENTS – Continued Year ended 31 August 2022

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 accommodation 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 IntoUni totalling £190,000. Sophia Lewisohn (one of the charity's trustees) was also a trustee of IntoUni during the period.

The aggregate of donations received from the trustees and related parties in the year was £17,182 (2021 £22,901).

At the year end, a balance of £7,287 was owed to IntoUni by the charity and a balance of £1,820 was owed to the charity by IntoUni.

15. Comparative Statement of Financial Activities 2021

Unrestricted Funds
Restricted Funds
Total
2021
£
£
£
Notes
INCOME FROM:
Donations and legacies
2
358,512
898,727
1,257,239
Other trading activities
3
2,933
-
2,933
Investments
152
-
152
Total Income
361,597
898,727
1,260,324
EXPENDITURE ON:
Raising funds
4
61,175
-
61,175
Charitable activities
4,11
246,774
898,727
1,145,501
Total Expenditure
307,949
898,727
1,206,676
Net income
53,648
-
53,648
Funds brought forward
579,423
-
579,423
Funds at 31 August
633,071
-
633,071		 Unrestricted Funds
Restricted Funds
Total
2021
£
£
£
Notes
INCOME FROM:
Donations and legacies
2
358,512
898,727
1,257,239
Other trading activities
3
2,933
-
2,933
Investments
152
-
152
Total Income
361,597
898,727
1,260,324
EXPENDITURE ON:
Raising funds
4
61,175
-
61,175
Charitable activities
4,11
246,774
898,727
1,145,501
Total Expenditure
307,949
898,727
1,206,676
Net income
53,648
-
53,648
Funds brought forward
579,423
-
579,423
Funds at 31 August
633,071
-
633,071		 Unrestricted Funds
Restricted Funds
Total
2021
£
£
£
Notes
INCOME FROM:
Donations and legacies
2
358,512
898,727
1,257,239
Other trading activities
3
2,933
-
2,933
Investments
152
-
152
Total Income
361,597
898,727
1,260,324
EXPENDITURE ON:
Raising funds
4
61,175
-
61,175
Charitable activities
4,11
246,774
898,727
1,145,501
Total Expenditure
307,949
898,727
1,206,676
Net income
53,648
-
53,648
Funds brought forward
579,423
-
579,423
Funds at 31 August
633,071
-
633,071
361,597
898,727
1,260,324
61,175
-
61,175
246,774
898,727
1,145,501
307,949
898,727
1,206,676
53,648
-
53,648
579,423
-
579,423
633,071
-
633,071

36