Trustee Report and Financial Statements for the year ended 31 March 2024 for 

Harrow Club (A company limited by guarantee) Company no. 03161792 Charity no. 1054757 

2023-24 Impact Report and Financial Statements 

Haines Watts Chartered Accountants & Statutory Auditors Old Station House Station Approach Newport Street Swindon Wiltshire, SN1 3DU 




Impact Report 2023/24 

## Contents 

|Contents <br>Impact Report 2023/24||
|---|---|
|Letter from the Chair|2|
|Harrow Club – Our approach to Supporting Young People|3|
|Programmes and Projects|4|
|Outputs from 2023/24|5|
|Why we Champion Youth Work|6|
|Educational Support - GRiT and Moving on Up|7|
|Staying Safe|8|
|Mental Health and Emotional Wellbeing|9|
|Quality Time - Alternatives to online addiction|10|
|Warm Meals – Providing a basic need|11|
|Training the next generation|12|
|International Youth Work|13|
|Safeguarding at the Harrow Club|14|
|Stories from the Harrow Club|15-16|
|Audited Financial Statements|17-41|



## **Thank you to our principal funders and supporters** 

harrowclub.org 



## A letter from the Chair 

2023/24 saw enormous change and progress at the Harrow Club. 

In addition to our traditional youth work, I am particularly pleased with the progress we made this year on our partnership work with local schools. 

Educational support is increasingly central to what we do. We recognise the challenges and pressures schools are under and we want to play a role in helping to nurture and support young people, who are struggling to reach their potential. Our work is receiving a warm welcome from our educational partners, and by targeting those most at need, we not only help the most challenged, but contribute to broader classroom effectiveness. 

We have done this through both our ‘Moving on Up” and “Grit Life Coaching” projects, working with three secondary and five primary schools in total and more than sixty students, who have benefited from one-to-one coaching and a wider curriculum offer through the connection with our youth clubs. Next year, we will be launching even more focused educational interventions, as we build on existing programmes and partnerships. We also expanded our footprint, with the opening of our sixth club, Tudor Rose, in Fulham. 

This year saw the completion of a fundamental re-woking of our internal management and reporting structure to better deliver our programmes and projects. The voluntary youth sector is both experiencing huge demand and is increasingly regulated. We completed an eighteen-month internal change process, leaving us far better equipped to deliver. 

We have employed more of our youth workers on a full-time basis, in response to the increasing levels and complexity of needs of the young people they are working with. This requires more available time for liaising with other agencies to support complex cases and at times also working with parents, carers and wider family members. 

We also recognised that we needed a better equipped and supported workforce, and employed our first Head of Training and increased our training budget markedly, so that our staff are not only supported in their current roles, but are gaining skills and qualifications for their future development. 

I am particularly impredded by the Clubs ability to constantly improve and innovate to meet the growing needs of young people in our community. I am passionate to champion an organisation working to support children and young people who are most in need. 

As this report shows, the work our people do is extraordinary, needed more than ever and the impact impressive. 

Thank you for your ongoing interest and support. 

2 



Impact Report 2023/24 

## Harrow Club 

## Our Approach to Supporting Young People 

The Harrow Club is a longstanding community-based youth organisation, operating six youth clubs in West London. Each year we run a range of projects covering sports, performing arts, media, music, digital arts and more. Over the school holidays we run camps, taking children out of the urban environment to discover the delights of the countryside and coast, breaking down barriers and building lasting friendships. In addition, we run targeted programmes focused on educational support and gang culture. We deliver innovative and at times difficult and challenging interventions, to a vulnerable segment of society, that too often is overlooked, misunderstood and underserved. 

The Club is in many ways a second home for many young people; it is also a place for firsts. A first trip to the beach, a night-time walk in the woods, an overnight stay without parents. 

This is a place, proud, of second chances. We support children who struggle to stay in the classroom to continue in their education and we work with young people who are excluded from regular youth clubs or sports clubs, so that they can still receive engagement and support, even if they are on the periphery. We allow young people to make mistakes, learn and move forward. 

We are also a safe space; for the many children who do not always find happiness in their home or school lives. 

There is no better testament to what the Harrow Club can achieve than some of our current youth workers, who have turned their lives around and are now working to keep young people away from criminality and harm. They can show, with immediacy and authenticity, that there can be Another Way, to live life. 



## Programmes and Projects 

## **Youth Clubs:** 

**Harrow Club** (North Kensington) 

**Chelsea** (Chelsea Riverside – Worlds End Estate) 

**Tudor Rose** (Fulham Court) 

**Sands End** (Fulham) 

## **White City** 

**Old Oak** (East Acton) 


**----- Start of picture text -----**<br>
@<br>Old Oak<br>e@<br>Harrow<br>White City<br>Club<br>@<br>Tudor<br>Chelsea<br>Rose<br>@<br>@<br>Sands End<br>**----- End of picture text -----**<br>


## **Education Projects:** 

**‘Moving on Up’ –** Primary to Secondary school support project for children with additional needs and life challenges. 

**GRiT life coaching –** Secondary School Mentoring project focusing on children who will gain the most from one-on-one mentoring and support. 

## **Youth Violence Reduction Projects:** 

**“Another Way” Late-night safe space project  –** run in Chelsea, Fulham and White City. 

**Detached Youth Work –** street youth work to support young people by providing advice and guidance to them, providing essentials where required and signposting them to our youth clubs and other services. 

**Targeted mentoring project –** for young people referred by the social services and youth offending teams. 

## **Special Projects** 

**140th Anniversary celebrations –** community BBQ and park event, Harrow School International residential, with groups from France, Germany and South African staying alongside groups from all our clubs. 

**‘Real Talk’ group mental health and wellbeing project –** Group led discussion and conversation supported by workers from the charity Mind. 

**Debate Boxing –** partnership project with the national education charity, Debate Mate, and the Cuban Boxing Academy. 

4 



Impact Report 2023/24 

## Outputs from 2023/24 

## **A snapshot of our reach and impact in 23/24** 

**6** 

delivery Locations in west London 


**525** unique children worked with 



**----- Start of picture text -----**<br>
800+<br>**----- End of picture text -----**<br>


youth sessions delivered 


**120+** 

children attended camps outside of London 

**2000+** 

meals served 

partnered with more than **50** schools, youth and community councils 



**----- Start of picture text -----**<br>
85<br>**----- End of picture text -----**<br>


young people benefited from 1:1 mentoring (for at least six months) 

## **Full Youth Group Survey Results.** 

## **1. Feeling of Safety and Identity:** 

**85%** of participants agree or strongly agree that the Harrow Club is a place where they can be themselves, feel safe, and explore their identity. 

## **2. Opportunities to Try New Things:** 

**82%** agree or strongly agree that the club gives them a chance to try new things that they wouldn’t be able to do otherwise. 

## **3. Staff Support:** 

**76%** of participants feel that the staff respects their struggles, understands their neurodiversity, and creates a calm environment. 

## **4. Social Impact:** 

**81%** said the club has helped them meet new friends through its activities. 

**80%** believe the club has helped improve their confidence in various areas (e.g., communication skills, teamwork, and collaboration). 

## **5. Impact on Well-Being:** 

**79%** of participants feel that the Harrow Club has helped improve their well-being by offering positive and healthy activities. 

harrowclub.org 



## Why we Champion Youth Work 

Youth clubs and their workers can play a transformational role in young people’s lives. Over the years, we have seen countless examples of why attending and working at these clubs are such valuable assets for our communities 

Many of our staff grew up locally attending youth clubs, including the Harrow Club itself, and their children and grandchildren have also attended. They attest to the long-term value that an institution like the Harrow Club creates in a neighbourhood and community. 

Youth work plays a crucial role in supporting young people. It provides a safe space for them to express themselves, explore their identities, and develop essential life skills. Youth work fosters a sense of belonging and community, which is vital for the emotional and social development of young individuals and helps combat isolation, disenfranchisement and being groomed, which is an increasing issue due to the amount of time and access children have online. 

Youth work addresses critical issues such as mental health, substance abuse, and social inequality. By providing targeted support and resources, youth workers can help mitigate these challenges, guiding young people towards healthier choices and brighter futures. 

At the Harrow Club, we have spent eighteen months reengineering how we operate and implement our programmes. **Highlights include:** 

- Appointment of an Executive Director, as joint CEO to support Michael Defoe, the long term CEO of the Club 

- Recruitment of full time Head of Training 

- Fundamental reworking of our Safeguarding Practices 

- Implementation of annual external audits of our operations, to maintain best practice 

- Significant increase in full time youth workers, 

- matched by increasing training. 

6 



## Educational Support – GRiT and Moving on Up 

## **We are putting considerable focus on educational support.** 

## **Class Room Support** 

Our Moving on Up programme aims to build confidence, recognise strengths, and develop skills that can be transferred into the classroom, giving children a better chance to access and understand their education. We work with five primary schools who send us their most challenging children to work with during the school day. The project offers an alternative to exclusion and supports a child’s human right to an education. 

## No child who has been in this programme has been excluded from school 

All the children have been successfully reintegrated into their schools. The team works closely with social workers, family support workers, Special Educational Needs Co-ordinators (SENCO), class teachers, parents, and other professionals to provide a holistic approach to each young person’s needs. 

## **Mentoring** 

We also provided mentoring for young people within schools and outside schools through referrals from social service and family support teams. Mentoring can play a pivotal role in supporting young people who are facing challenges at school and at home. 

Working on a one-to-one basis can help identify the causes of issues that lead to challenging and harmful behaviour and poor academic performance. By fostering a supportive relationship, mentors can create a safe space for students to express their concerns and aspirations, ultimately boosting their confidence and self-esteem. 

With our partners GRiT, a specialist life-coaching charity, we provided in-school mentoring to 36 students from three secondary schools in Kensington & Chelsea over a six-month period. 

Our targeted mentoring programme for children ‘at risk’ worked with a further 17 young people for at least 3 months. 

harrowclub.org 



Impact Report 2023/24 

## Staying Safe 

## **20%** 

In order for young people to achieve their potential and thrive in life they need to both be safe, and also, in someways just as importantly, feel safe. 

Throughout all of our youth work we strive to create safe-spaces, in every way, both practically in terms of reducing any risks in activities that we do, and also in building trust and confidence in young people to be able to express their thoughts, feelings and emotions, so that they can be honest and are able to confide in our staff if they need help and support. 


**----- Start of picture text -----**<br>
INCREASE<br>of recorded<br>youth knife<br>crime in<br>London<br>**----- End of picture text -----**<br>


Over the last few years, a number of our young people have lost their lives to knife crime, had life changing injuries or have been perpetrators. 

Given our operating environment, we are incredibly motivated to provide a safe space, positive activities and individual support to those young people, who are at the highest risk of youth violence being groomed and exploited. 

Over the last year we have run **104** 

**late night safe-space sessions** in **3 locations** in West London working with **73** young people **aged 14-21.** 

The sessions ran until at least midnight, and we provided a range of activities such as access to the gym, music studio and games, as well as food, group workshops and individual advice and support. 

We also ran **83 street youth work sessions** engaging over **190 young people** who we worked with and signposted to support services as well as our own youth sessions and to partner organisations. 

8 



Impact Report 2023/24 

## Mental Health and Emotional Wellbeing 

More broadly, our youth clubs provide a safe and nurturing space for young individuals to express their thoughts and feelings. Creating an environment where mental health is openly discussed can help to destigmatise these issues and whilst the home and school can play a part, we feel that it requires the broader community working together to ensure that young people feel safe and supported in seeking help. 

We run Real Talk, a practitioner-led group conversation/ discussion project aimed at destigmatising mental health and supporting young people to gain the confidence to speak about emotions and feelings in a safe and inclusive space. By addressing individual needs and fostering a sense of belonging, we create a positive environment where our young people can thrive. 

All our youth team have foundational mental health practitioner training so that they can both encourage open dialogue about emotional wellbeing and be on-hand and equipped to signpost and refer young people to specialist services when required. 

harrowclub.org 



## Quality Time - Alternatives to online addiction 

Surveys carried out between 2022 and 2024 in the UK put the average screen time for a 14-year-old at around 10 hours a day, with over 4 hours spent on social media. 

Increased social media use negatively impacts traditional activities that develop young people’s capacity to operate and interact in broader society. Consequently, the average time a child spends on extracurricular team activities has dropped from 10 hours a week a decade ago to just over two hours a week in 2024. 

Screen time and social media usage, and reduced participation in extra-curricular activities are increasingly recognised as problematic to good mental and physical health, reducing opportunities to socialise in real life and increasing the risk of isolation and loneliness. 

Our youth clubs, and the large variety of activities we offer, provide a free-to-access alternative to spending time online, in an environment which aims to foster friendships and provide opportunities to try new activities, improving fitness, gaining new skills and experience and not focused on screens. 

At the Harrow Club we provide a variety of real-life ‘first experiences, where children and young people can try new activities such as sports, music creation/production, and arts and crafts. While we do use technology, it is in a group setting that encourages young people to socialise and engage in team activities, rather than isolating themselves at home in their bedrooms. 

We are especially keen to work with the younger age group of 8-13, to develop an interest in sports, arts, crafts and games as we understand that once that seed is planted, and for some a passion created, they are on the path to active and positive interaction with community and society. 

10 



Impact Report 2023/24 

## Warm Meals – providing a basic need 

Providing food is increasingly a centre point for our youth clubs and  a necessity for us to provide. 

Children who eat well are more likely to concentrate and engage in the activities we run. However, many parents are struggling with rising food costs and lack the time or resources to prepare fresh, nutritious meals. As a result, many of our young people do not eat well and often go hungry. 

Our view is that it is not just enough to feed. Increasingly, we are getting our young people involved in selecting the food, budgeting and cooking. Healthy eating, by encouraging children to make nutritious food choices, not only supports their immediate health, but also instills habits that can prevent obesity and related health issues in the future. 

Over the last year we have also strengthened our partnership with ‘Eat Club’ who are a specialist food and cooking charity, to provide more cooking and eating sessions across our clubs. 

We are proud to run two Kitchen Social Hubs, in each of the London boroughs we work in, funded by the Mayor of London’s Fund, providing meals throughout term time at these venues. 

harrowclub.org 



## Training the next generation 

Our role is not just to prevent harm, but to create opportunity. As an organisation that has championed youth work for 140 years, we are passionate about playing our part in fostering the next generation. Growing up can be tough, especially for disadvantaged children and particularly today with the pressures and influences of social media, and if the support is not there at home or in school, or is not of the right type, then young people can easily fall victim to malign influences and end up harming their future career and life potential. 

Unfortunately, the backdrop for the youth sector is exceptionally challenging. Youth centres continue to close and pare back services. 

## Nearly 70% of youth clubs have now closed in London since 2010. 

The costs of delivering services have also impacted how many sessions we can run and the types of activities and services we can offer. Alongside pressures on the supply side, the demand for support has increased. The main pressure point is not overall numbers, workers are often presented with complex needs and challenging cases. 

As a long-standing youth charity, we are trying to do what we can to continue to keep youth work relevant, accessible and a viable career choice for those interested in supporting young people. Over the last year we invested in a new Head of Training who has brought additional expertise and capacity to the charity which has enabled us to offer more youth work training placements to both our young people and those from partner organisations in West London. Over the last 12 months, we have successfully trained 42 youth workers, furthering our commitment to nurturing the next generation of youth leaders. 

12 



Impact Report 2023/24 

## International Youth Work 

Many young people find their horizons limited by the constraints of growing up in poverty and the negative influences they encounter online and through social media. 

As part of our mission to create First Chances, the Harrow Club has developed links and partnerships with other youth organisations internationally, through visits, staff exchanges and more recently youth group visits. In the summer of 2023, as part of our 140th anniversary celebrations, we hosted 38 young people and staff from France, Germany and South Africa as part of a large summer camp, with more than 50 young people and staff from our youth clubs. It was an amazing week of sharing culture and experiences, through sport, music, art and games as well as eating and camping together and has created further opportunities to visit partners over the next few years. 

We understand that being able to meet other young people from different parts of the world and to visit their countries and communities can have many benefits and a deep lasting impact that can shape future pathways both in work and also in broader life. Forging friendships and sharing experiences leads to better understanding, empathy and willingness to be positive about others. 

As an organisation we are proud to promote global citizenship as a concept and against a backdrop, in some cases, of increased intolerance and division. By travelling and meeting new people we are building that understanding which is vital to combat falsehoods and ignorance. 

harrowclub.org 



## Safeguarding at the Harrow Club 

The Harrow Club is committed to the safeguarding and welfare of children, young people, and vulnerable adults as a core priority. Our safeguarding framework has been recently thoroughly upgraded and updated inclose collaboration with the safeguarding services of our local council RBKC, with policies informed by current legislation, best practices, and a thorough Section 11 Audit, to ensure the safety of all who interact with our services 

We deliver a range of projects designed to engage young people, including those who are particularly vulnerable or at risk. Our activities take place both on-site, off-site, and overseas, and we run specialist initiatives such as our Serious Youth Violence Project. We have established robust safeguarding procedures tailored to the unique demands of these environments. 

All staff, volunteers, and trustees must complete enhanced DBS checks every three years, and all personnel undertake comprehensive safeguarding training. The required training schedule ensures all staff receive Level 2 or 3 training depending on their roles, which is refreshed every two years. Our safeguarding system includes weekly updates, daily session reports, and robust incident reporting mechanisms to ensure real-time oversight. 

Our safeguarding team is led by a Designated Safeguarding Lead (DSL), supported by safeguarding officers in each project. Safeguarding responsibilities are incorporated into all levels of management, ensuring a culture of vigilance across the Club. A Trustee Safeguarding Lead provides additional oversight, and regular audits, including annual Section 11 self-assessments, guarantee ongoing scrutiny and improvement of safeguarding practices. 

In addition to safeguarding and child protection training, staff receive Off-Site Activities training annually, reflecting our commitment to maintaining the highest standards of care in all contexts. We continuously review and update our policies, integrating feedback from external evaluations, red team events, and user surveys. 

The Harrow Club’s safeguarding framework ensures that our teams are equipped to respond swiftly and effectively to any safeguarding concern, keeping the wellbeing of our young people at the heart of everything we do. 

14 



Impact Report 2023/24 

## Stories from the Harrow Club 

## **A young person who has got their life back on track through music and mentoring support from the club.** 

D, aged 15, has been an active club member for several years, but recently, he encountered difficulties at school, leading to multiple suspensions. Additionally, D has been in trouble with the police, which is a significant concern for his single mother. Living with several siblings and under the care of a social worker, there were significant concerns about D’s behaviour in school and on the streets. D’s association with a peer group frequently engaging in misconduct further fuelled these concerns. 

D has experienced significant trauma in his life, which has greatly influenced his attitude towards authority figures and people in general. The combination of social deprivation, inadequate housing, and the pressure of assuming the role of the leading male figure at home has placed additional strain on him. 

Various approaches were employed to build a relationship with D, including one-on-one discussions and engaging him in club projects such as music production, where he has recorded numerous tracks. During these sessions, challenges were made regarding the content of his lyrics, perspectives, and outlook on life. Although D has lived through some gang or street life, it did not mean D could not change the narrative of his future, which was vital for him to learn. It was important for D to engage in productive activities with clear targets and benefits, enabling him to develop a sense of selfworth.  outlook on life. 

There has been a remarkable change in his attitude and behaviour at the youth club and school, which is highly encouraging. Engaging in music and creative writing has proven to be a vital approach for D helping him manage his emotions and control his anger. He has gained confidence in interacting with the staff team and his peers, even challenging their behaviour within the club, which ultimately benefits everyone involved. His breakthrough is a significant achievement, but he still needs to do much work and maintain his ambition in becoming a youth worker. 

harrowclub.org 



## Stories from the Harrow Club 

## **A child with a challenging home situation who has experienced recent loss but has gained positive experiences.** 

Clara (assumed name), 11, comes from a single-parent household with 12 siblings. Her father passed away just days before she attended a summer camp. The family lives in a challenging socio-economic environment, with her older siblings involved with law enforcement. 

Clara participated in the Junior Harrow Club’s intervention scheme, which included a week-long summer camp designed for children from disadvantaged backgrounds. The camp aimed to provide these children with a positive and supportive environment where they could experience personal growth and escape from the difficulties at home. 

Despite her father’s recent passing, Clara showed remarkable resilience and actively engaged in the camp’s activities. She took part in a variety of outdoor experiences, such as canoeing and team-building exercises, and quickly formed connections with peers and staff. The nurturing camp environment offered a much-needed contrast to her home life, where the atmosphere was tense due to her siblings’ legal troubles and her recent loss. 

The experience allowed Clara to develop greater selfconfidence and social skills, which were reflected in her positive interactions with others at the camp. The camp not only gave Clara temporary reprieve from her difficult home circumstances but also helped her form lasting relationships with both her peers and the camp staff. This support network continued to influence her positively after returning home, equipping her with better social and coping skills. 

16 



Impact Report 2023/24 

## Contents 

## **Of the financial statements for the year ended 31 March 2024** 

|Report of the Trustees|17-22|
|---|---|
|Report of the Independent Auditors|23-26|
|Statement of Financial Activities|27|
|Statement of Financial Position|28|
|Notes to the Statement of Cash Flow|29|
|Statement of Cash Flows|30|
|Notes to the Financial Statement|31-39|



~~1~~ 7 

harrowclub.org 




## Report of the Trustees for year ended 31 March 2024 

The Trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2024. 

The Trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019). 

## **Objectives and Activities** 

## **Objectives and aims** 

In 1883, the Harrow Mission established the purpose and organisation of the Harrow Club, that is improve the lives of the disadvantaged young people of the Notting Dale and surrounding communities. 

The objectives of the Harrow Club (or the Club) are the advancement of education, the promotion of health, the relief of poverty, distress and sickness, the promotion of racial harmony and the provision of recreation promoting the spiritual, social, moral and physical well-being of the youth of London W10 and the surrounding area, as set out in the Memorandum of Association. 

## **Public benefit** 

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

## **Day to day management** 

The Trustees delegate day to day management of the Club to the Joint Chief Executive Officers, Michael Defoe and Ed Simpson. 

## **Activities and Performance for the year** 

The key activities and related matters are included in the earlier sections of this report. 

## **Organisational Structure** 

## **Organisational structure** 

The organisational structure of the Club has remained unchanged from the prior year. 

The Senior Leadership Team consists of the Joint CEOs, the Finance Manager, the Head of Fundraising and Communications, The Head of Children and Families and a Head of Targeted Projects. 

18 



## Report of the Trustees for year ended 31 March 2024 

## **Company Information** 

## **Trustees** 

Philippe Chappatte - Chair Tim Dalton Leanda Fauset Kevin Gilbert Chris Martin Rosalind Oxley Charlotte Rossan (resigned 10[th] April 2024) Tom Stoddart-Scott Alexander Trotter Katie Walker Micah Watkis 

**Joint CEOs** 

Michael Defoe Ed Simpson 

**Company Secretary** Rosalind Oxley 

**Charity No** 1054757 

**Charity No** 1054757 

## **Company No** 

03161792 

**Charity Offices and Registered Address** 

Harrow Club 187 Freston Road London,W10 6TH 

## **Financial Review** 

## **Financial position** 

The financial position of the charity at the year-end is set out on page 28. The Trustees’ objective is, in each financial year, to match expenditure on charitable activities with incoming resources, after setting aside, as designated funds, an appropriate amount of any surplus income. Donations and similar income amounted to £1,384,297 (2023: £1,433,309). Total income amounted to £1,473,299 (2023: £1,511,195). Expenditure for the year amounted to £1,443,941 (2023 -£1,403268). Net income at £29,358 (2023: £107,927) was lower than the previous year as a result of a combination of slightly lower total income and higher overall expenditure. 

## **Resources** 

Income is split between restricted and unrestricted funds; restricted funds representing income received for specific programmes or purposes. At the year end the Club held £77,352 in restricted funding to be spent in 2024/2025. 

The Trustees have agreed that the following amounts should be treated as designated funds for the following purposes: 

£200,000 - to underpin programmes and core costs. £325,000 - as a reserve to meet unexpected costs 

The reserve set aside to underpin programmes and core costs relates to the expectation that the Club will be able to run its present suite of programmes but with consideration given to those programmes which to date have yet to be funded or fully funded. The designated fund of £325,000 reflects the Trustees’ objective of setting aside a reserve equivalent to approximately three months of average monthly expenditure which is considered to be a prudent and appropriate policy. 

19 




## Report of the Trustees for year ended 31 March 2024 

## **Reserves policy** 

The Trustees consider that the financial outcome for the year was satisfactory but will continue to encourage and support all actions to increase sources of funding for the Club’s activities to ensure current projects are funded and, where appropriate, expanded to enable programmes to continue for the foreseeable future and, importantly, to secure additional funding to support the Club’s core costs. 

Total reserves at 31 March 2024 amounted to £983,380 of which £77,352 were restricted funds. 

The Trustees’ policy is to establish and then maintain free expendable reserves equal to, at least, three months’ budgeted expenditure to provide a sound financial basis for the Club; a level also recommended by the Charity Commission. Free reserves at 31 March 2024 amounted to £297,730 (2023: £211,450). 

Trustees have endeavoured to build up cash to enable the delivery of planned programmes, should future funding fall short of the cost of the programmes, and to ensure the Club is able to employ a  team that must be remunerated fairly and competitively to avoid the loss of skills and experience that are key for the organisation. 

## **Going concern** 

The charity meets its day to day working capital requirements from its various income resources. A significant proportion of this comes from a small number of funders. The more significant funders are mentioned earlier in this report. Certain key funders have confirmed that they will continue to support the Club going forward for the 2024/25 financial year representing approximately 20% of planned expenditure. The Trustees continue to actively support the Club’s director of development in seeking further grants and donations from existing, past and new potential donors. The Trustees have set aside a designated fund of £200,000, which is represented by present cash funds, to support, if required, planned programmes for 2024/25. The policy of the Trustees is to ensure that planned programmes, either ongoing or new, are only continued or undertaken if adequate funding is available. The Trustees therefore consider that it is appropriate for these financial statements to be prepared on a going concern basis. 

## **Principal risks and uncertainties** 

The Trustees have identified the major risks to which the Charity is exposed. These risks have been reviewed and the Trustees are satisfied that systems and procedures have been established to mitigate them.  This includes appropriate insurance cover, an annual Health and Safety review and Criminal Records Bureau checks together with a regular review and update of a risk register and policies and procedures, both financial and others. 

20 



## Report of the Trustees for year ended 31 March 2024 

## **Trustees** 

The Trustees continued to review the needs of the charity for new trustees, aiming to recruit either those with close contact with the areas in which the charity operates, or who bring specific skills or contacts. 

The Trustees determine the general policy of the Harrow Club. The trustees are members of the Board and are also the directors of the company. 

The Trustees are elected by the members of the Charity at the Annual General Meeting. The Trustees have power to fill casual vacancies but any Trustee so appointed must stand for election at the next Annual General Meeting. Induction of new Trustees is mainly through discussion with the Chairman and the Chief Executive Officer, supplemented, as required, by specific training relating to the responsibilities and duties of trustees and a briefing pack which includes a copy of the governing documents, minutes of meetings and the annual report and financial statements for the last three years. 

Trustees delegate day to day management to Michael Defoe and Ed Simpson, Co-Chief Executive Officers of the Club. 

The remuneration of key management is discussed annually by the Trustees with reference to annual performance of the Club and market conditions generally. A personnel subcommittee has been formed to advise the Board and the Director on a wide range of human relations issues. 

## **Statement of Trustees’ Responsibilities** 

The Trustees (who are also the directors of Harrow Club 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) including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”. 

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the Trustees are required to: 

- select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Charity SORP; 

- make judgements and estimates that are reasonable and prudent; 

- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. 

21 



## Report of the Trustees for year ended 31 March 2024 

## **Statement of Trustees’ Responsibilities - continued** 

The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

In so far as the trustees are aware: 

- there is no relevant audit information of which the charitable company’s auditors are unaware; and 

- the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. 

## AUDITORS 

The auditors, Haines Watts, will be proposed for re-appointment at the  Annual General Meeting. 

The report of the Trustees was approved by the trustees, as the company directors, on and signed on the board’s behalf by: 

P P Chappatte - Chairman 

22 



## Report of the Independent Auditors to the Members of Harrow Club 

## **Opinion** 

We have audited the financial statements of Harrow Club (the ‘charitable company’) for the year ended 31 March 2024 which comprise the Statement of Financial Activities, the Statement of Financial Position, 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 (United Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’. 

In our opinion the financial statements: 

- give a true and fair view of the state of the charitable company’s affairs as at 31 March 2024 and of its inco ing resources and application of resources, including its income and expenditure, for the year then ended; 

- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’; and 

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## **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 Auditors’ responsibilities for the audit of the financial statements section of our report.  We are independent of the charitable company 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. 

23 




## Report of the Independent Auditors to the Members of Harrow Club 

## **Other information** 

The Trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon. 

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 this gives rise to a material misstatement in the financial statements themselves. 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** 

The Trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon. 

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

- the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the Report of the Trustees has been prepared in accordance with applicable legal requirements. 

## **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 Report of the Trustees. 

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

- adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or 

- the financial statements are not in agreement with the accounting records and returns; or 

- certain disclosures of Trustees’ remuneration specified by law are not made; or 

- we have not received all the information and explanations we require for our audit. 

24 



## Report of the Independent Auditors to the Members of Harrow Club 

## **Responsibilities of Trustees** 

As explained more fully in the Statement of Trustees’ Responsibilities, 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. 

## **Our 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 a Report of the Independent Auditors 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. 

We obtained an understanding of the legal and regulatory framework applicable to both the charity itself and the environment in which it operates. We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our sector experience and through discussion with the Trustees and other management. The most significant were identified as the Companies Act 2006, Charity SORP (FRS102) and Charities Act. 

We obtained an understanding of the legal and regulatory framework applicable to both the charity itself and the environment in which it operates. We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our sector experience and through discussion with the Trustees and other management. The most significant were identified as the Companies Act 2006, Charity SORP (FRS102) and Charities Act. 

We considered the extent of compliance with those laws and regulations as part of our procedures on the related financial statements. Our audit procedures included: 

- making enquires of Trustees and management as to where they consider there to be a susceptibility to fraud and whether they have any knowledge or suspicion of fraud. 

- obtaining an understanding of the internal controls established to mitigate risks related to fraud or noncompliance with laws and regulations. 

25 



## Report of the Independent Auditors to the Members of Harrow Club 

## **Responsibilities of Trustees- continued** 

- assessing the risk of management override including identifying and testing journal entries. 

- challenging the assumptions and judgements made by management in its significant accounting estimates. 

Despite the audit being planned and conducted in accordance with ISAs (UK) there remains an unavoidable risk that material misstatements in the financial statements may not be detected owing to inherent limitations of the audit, and that by their very nature, any such instances of fraud or irregularity likely involve collusion, forgery, intentional misrepresentations, or the override of internal controls. 

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 Report of the Independent Auditors. 

## **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 auditors’ report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed. 

Susan Plumb ACA (Senior Statutory Auditor) for and on behalf of Haines Watts Chartered Accountants & Statutory Auditors Old Station House Station Approach Swindon Wiltshire SN1 3DU 

> Date: 10 December 2024 

26 



## Statement of Financial Activities 

(Incorporating an Income and Expenditure Account for the Year Ended 31 March 2024 

|**INCOME AND ENDOWMENTS FROM**<br>Donations and Legacies<br>**Charitable activities**<br>Sub-letting Income<br>Investment Income<br>**Total**<br>**INCOME AND ENDOWMENTS FROM**<br>Raising Funds<br>**Charitable activities**<br>Youth Programme<br>Adult Programme<br>Support Costs<br>Laptop Appeal<br>**Total**<br>**NET INCOME/(EXPENDITURE)**<br>**Transfers between funds**<br>**Net movement in funds**<br>**RECONCILIATION OF FUNDS**<br>Total funds brought forward<br>**TOTAL FUNDS CARRIED FORWARD**<br>Notes<br>2<br>4<br>3<br>5<br>6<br>15|Unrestricted<br>Funds<br>£<br>663,479<br>71,539<br>17,463<br>752,481<br>75,894<br>161,220<br>-<br>384,511<br>-<br>621,625<br>130,856<br>39,389<br>91,467<br>814,561<br>906,028|Restricted<br>Funds<br>£<br>720,818<br>-<br>-<br>720,818<br>40,000<br>780,696<br>-<br>-<br>1,620<br>822,316<br>(101,498)<br>39,389<br>(62,109)<br>139,461<br>77,352|2024 Total<br>funds<br>£<br>1,384,297<br>71,539<br>17,643<br>1,473,299<br>115,894<br>941,916<br>-<br>384,511<br>1,620<br>1,443,941<br>29,358<br>-<br>29,358<br>954,022<br>983,380|2023 Total<br>funds<br>£<br>1,433,309<br>74,855<br>3,031<br>1,511,195<br>110,458<br>931,682<br>-<br>361,128<br>-<br>1,403,268<br>107,927<br>-<br>107,927<br>846,095<br>954,022|
|---|---|---|---|---|



27 



## Statement of Financial Position 

## 31 March 2024 

|||Unrestricted|Restricted|2024 Total|2023 Total|
|---|---|---|---|---|---|
|**FIXED ASSETS**|Notes|Funds<br>£|Funds<br>£|funds<br>£|funds<br>£|
|Tangible Assets|12|83,298|-|83,298|78,111|
|**CURRENT ASSETS**||||||
|Debtors|13|92,419|-|92,419|39,084|
|Cash at Bank||848,802|77,352|926,154|976,416|
|||941,221|77,352|1,018,573|1,015,500|
|**CREDITORS**||||||
|Amounts falling due within one year|14|(118,491)|-|(118,491)|(139,589)|
|**NET CURRENT ASSETS**||822,730|77,352|900,082|875,911|
|**TOTAL ASSETS LESS CURRENT**||||||
|**LIABILITIES**||906,028|77,352|983,380|954,022|
|**NET ASSETS**||906,028|77,352|983,380|954,022|
|**FUNDS**|15|||||
|Unrestricted Funds||||906,028|814,561|
|Restricted Funds||||77,352|139,461|
|**TOTAL FUNDS**||||983,380|954,022|



The financial statements were approved by the Board of Trustees and authorised for issue on and were signed on its behalf by: 

28 



## Statement of Cash Flows 

## for the Year Ended 31 March 2024 

|**Cash fows from operating activities**<br>Cash generated from operations<br>Net cash (used in)/provided by operating activities<br>**Cash fows from investing activities**<br>Purchase of tangible fxed assets<br>Interest received<br>Net cash (used in)/provided by investing activities<br>**Change in cash and cash equivalents in the**<br>**reporting period**<br>**Cash and cash equivalents at the beginning of the**<br>**reporting period**<br>**Cash and cash equivalents at the end of the**<br>**reporting period**<br>Notes<br>1|2024<br>£<br>(37,423)<br>(37,423)<br>(30,302)<br>17,463<br>(12,839)<br>(50,262)<br>976,416<br>926,154|2023<br>£<br>266,838<br>266,838<br>-<br>3,031<br>3,031<br>269,869<br>706,547<br>976,416|
|---|---|---|



29 




## Notes for Statement of Cash Flows for the Year Ended 31 March 2024 

## **1. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES** 

|**Net income for the reporting period (as per the**<br>**Statement of Financial Activities)**<br>**Adjustments for:**<br>Depreciation Charges<br>Interest Received<br>(Increase)/decrease in Debtors<br>(Decrease)/increase in Creditors<br>**Net cash (used in)/provided by operations**<br>**Net cash**<br>Cash at Bank<br>**Total**<br>**2. ANALYSIS OF CHANGES IN NET FUNDS**|At 1/4/23<br>£<br>976,416<br>976,416<br>976,416|2024<br>£<br>29,358<br>25,115<br>(17,463)<br>(53,335)<br>(21,098)<br>(37,423)<br>Cash fow<br>£<br>(50,262)<br>(50,262)<br>(50,262)|2023<br>£<br>107,927<br>28,189<br>(3,031)<br>77,695<br>(56,058)|
|---|---|---|---|
||||266,838|
||||At 31/3/24<br>£<br>926,154<br>926,154|
||||926,154|



30 



## Notes to the Financial Statements for the Year Ended 31 March 2024 

## **1. ACCOUNTING POLICIES** 

## **Basis of preparing the financial statements** 

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) ‘Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)’, Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ and the Companies Act 2006. The financial statements have been prepared under the historical cost convention. 

The financial statements are prepared in sterling, which is the functional currency of the entity, rounded to the nearest £. 

## **Going concern** 

The company meets its day to day working capital requirements from its various incoming resources. A significant proportion, although less than in previous years, comes from two funders.  The trustees have no reason to believe that this funding will be withdrawn. They do not include any adjustments that could result from a withdrawal of this funding. The Trustees therefore continue to adopt the going concern basis in preparing the financial statements. 

## **Income** 

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received, and the amount can be measured reliably. 

## **Expenditure** 

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings, they have been allocated to activities on a basis consistent with the use of resources. 

## **Tangible fixed assets** 

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life. 

Leasehold improvements 10 years straight line Fixtures & fittings 25% reducing balance Motor vehicles 25% straight line Computer equipment 25% reducing balance 

## **Taxation** 

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

31 




## Notes to the Financial Statements for the Year Ended 31 March 2024 - continued 

## **1. ACCOUNTING POLICIES - continued** 

## **Pension costs and other post-retirement benefits** 

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company’s pension scheme are charged to the Statement of Financial Activities in the period to which they relate. 

## **Debtors** 

Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid. 

## **Creditors** 

Creditors 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 are recognised at their settlement amount. 

## **2. DONATIONS AND LEGACIES** 

|Grants<br>Donations<br>Donations received, included in the above, are as follows: -<br>Winter Big Give<br>Summer Big Give<br>Harrow School - Long Ducker<br>Fundraising Dinner<br>RKT Charitable Trust<br>Leathersellers<br>Gift Aid<br>Fee Income<br>Training Income<br>Pembridge Hall Parents<br>Gosling Foundation<br>Other donations|2024<br>£<br>856,477<br>527,820<br>1,384,297<br>2024<br>£<br>101,101<br>100,482<br>20,000<br>206,830<br>15,000<br>25,000<br>1,775<br>-<br>6,220<br>10,000<br>-<br>41,412<br>527,820|2023<br>£<br>910,093<br>523,216|
|---|---|---|
|||1,433,309|
|||2023<br>£<br>85,206<br>104,726<br>46,337<br>151,596<br>-<br>25,000<br>3,480<br>238<br>6,682<br>8,000<br>15,000<br>76,951|
|||523,216|



During the year Harrow School also donated through the 2 Big Give Appeals. 

32 




## Notes to the Financial Statements 

## for the Year Ended 31 March 2024 - continued 

## **2. DONATIONS AND LEGACIES - continued** 

|Grants received, included in the above, are as follows:<br>Harrow Mission<br>John Lyon’s Charity<br>Royal Borough of Kensington & Chelsea<br>London Borough of Hammersmith & Fulham<br>Hammersmith United Charities<br>Kensington & Chelsea Foundation<br>Garfeld Weston Foundation<br>The London Community Foundation<br>Greater London Authority<br>The Grove Trust<br>Jack Petchey<br>Dr Edwards & Bishop King’s Fulham Charity<br>Groundworks<br>Church Urban Fund<br>Other<br>Lightbulb Trust<br>Addison Youth<br>Trusthouse Charitable Foundation<br>LMP Action<br>Kickstart - Government Funding<br>London Sports<br>Shaftesbury Enterprise<br>Haberdasher’s Benevolent Foundation<br>The Daisy Trust<br>Ealing Council<br>Young K & C<br>The Childhood Trust<br>Trapstar<br>Harrow Mission - Fire Safety Grant<br>Mayor of London<br>City Bridge Trust<br>The Space<br>Ealing Council<br>**3. INVESTMENT INCOME**<br>Grants received, included in the above, are as follows:|2024<br>£<br>170,000<br>54,000<br>110,432<br>120,012<br>-<br>25,227<br>-<br>-<br>-<br>31,714<br>-<br>4,000<br>1,125<br>-<br>-<br>-<br>10,016<br>13,433<br>109,575<br>-<br>7,541<br>10,000<br>-<br>-<br>-<br>21,300<br>50,000<br>5,049<br>30,302<br>8,800<br>22,600<br>10,455<br>15,896<br>856,477<br>2024<br>£<br>17,463|2023<br>£<br>165,000<br>60,000<br>131,764<br>272,371<br>7,500<br>65,750<br>15,000<br>17,352<br>6,769<br>30,000<br>600<br>3,400<br>-<br>5,000<br>4,000<br>8,248<br>15,000<br>13,443<br>30,840<br>17,316<br>2,650<br>5,000<br>5,000<br>3,000<br>1,980<br>23,110<br>-<br>-<br>-<br>-<br>-<br>-<br>-|
|---|---|---|
|||910,093|
|||2023<br>£<br>3,031|



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

33 



## Notes to the Financial Statements 

## for the Year Ended 31 March 2024 - continued 

## **4. INCOME FROM CHARITABLE ACTIVITIES** 

|Sub-letting Income<br>**Raising donations and legacies**<br>Fundraising Event Costs<br>**5. RAISING FUNDS**<br>Youth Programme<br>Support Costs<br>Laptop Appeal<br>**6. CHARITABLE ACTIVITIES COSTS**|Direct<br>costs<br>£<br>941,916<br>379,761<br>1,620<br>1,323,297|Support<br>costs (see<br>note 7)<br>£<br>-<br>4,750<br>-<br>4,750<br>2024<br>£<br>71,539<br>2024<br>£<br>115,894|2023<br>£<br>74,855<br>2023<br>£<br>110,458<br>Totals<br>£<br>941,916<br>384,511<br>1,620<br>1,328,047|
|---|---|---|---|



## **7. SUPPORT COSTS** 

|**7. SUPPORT COSTS**<br>Net income/(expenditure) is stated after charging/(crediting):<br>Auditors’ Remuneration<br>Depreciation - Owned Assets<br>**8. NET INCOME/(EXPENDITURE)**|2024<br>£<br>4,750<br>25,115|Governance<br>costs<br>£<br>4,750<br>2023<br>£<br>4,500<br>28,189|
|---|---|---|



## **9. TRUSTEES’ REMUNERATION AND BENEFITS** 

There were no Trustees’ remuneration or other benefits for the year ended 31 March 2024 nor for the year ended 31 March 2023. 

34 




## Notes to the Financial Statements for the Year Ended 31 March 2024 - continued 

## **9. TRUSTEES’ REMUNERATION AND BENEFITS - continued** 

The Trustees are entitled to reclaim reasonable out of pocket expenses. During the year no trustees claimed any expenses (2023: one Trustee claimed £11). 

## **10. STAFF COSTS** 

|Wages and Salaries<br>Social Security Costs<br>Other Pension Posts<br>The average monthly number of full-time employees during the year<br>was as follows:|2024<br>£<br>714,321<br>52,241<br>8,571<br>775,133<br>2024<br>14|2023<br>£<br>682,260<br>52,677<br>7,002<br>741,939<br>2023<br>6|
|---|---|---|



In addition, the Club had 25 part time employees equivalent to approximately 6 equivalent full employees (2023 – 43 or 10 full time equivalents). 

No employees received emoluments in excess of £60,000. 

## **Key Management Personnel** 

Key management personnel include all persons that have authority and responsibility for planning, directing and controlling the activities of the charity. The total compensation paid to key management personnel for services provided to the charity was £132,183 (2023: £65,314) 

## **11. SUPPORT COSTS** 

|Analysis of Support Costs<br>Premises Costs<br>Offce Costs<br>Staff Training and Recruitment<br>Staff Costs<br>Professional Fees<br>Other|2024<br>£<br>132,105<br>55,729<br>17,375<br>161,220<br>18,082<br>-<br>384,511|2023<br>£<br>125,607<br>57,668<br>17,818<br>119,312<br>28,342<br>12,381|
|---|---|---|
|||361,128|



35 



## Notes to the Financial Statements 

## for the Year Ended 31 March 2024 - continued 

## **12. TANGIBLE FIXED ASSETS** 

|Leasehold<br>improvements<br>£<br>222,633<br>30,302<br>252,935<br>165,596<br>15,291<br>180,887<br>72,048<br>57,037<br>**COST**<br>At 1 April 2023<br>Additions<br>At 31 March 2024<br>**DEPRECIATION**<br>At 1 April 2023<br>Charge for year<br>At 31 March 2024<br>**NET BOOK VALUE**<br>At 31 March 2024<br>At 31 March 2023|Fixtures and<br>fttings<br>£<br>123,419<br>-<br>123,419<br>123,419<br>-<br>123,419<br>-<br>-|Motor<br>vehicle<br>£<br>69,164<br>-<br>69,164<br>48,090<br>9,824<br>57,914<br>11,250<br>21,074|Computer<br>equipment<br>£<br>51,726<br>-<br>151,726<br>51,726<br>-<br>51,726<br>-<br>-<br>Totals<br>£<br>466,942<br>30,302<br>497,244<br>388,831<br>25,115<br>413,946<br>83,298<br>78,111|
|---|---|---|---|



## **13. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR** 

|Trade Debtors<br>Prepayments and Accrued Income|2024<br>£<br>16,207<br>76,212<br>92,419|2023<br>£<br>5,111<br>33,973<br>39,084|
|---|---|---|



## **14. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR** 

|Trade Creditors<br>Accruals and Deferred Income|2024<br>£<br>375<br>118,116<br>118,491|2023<br>£<br>375<br>139,214<br>139,589|
|---|---|---|



Included above is deferred income of £100,139 (2023 £90,716 which will all be released in 2024/2025). 

36 




## Notes to the Financial Statements for the Year Ended 31 March 2024 - continued 

## **15. MOVEMENT OF FUNDS** 

|**Unrestricted funds**<br>General Fund<br>Charitable Activity Programmes<br>Contingency Fund<br>**Restricted funds**<br>Youth Programme<br>Laptop Appeal<br>Fire System Grant<br>**TOTAL FUNDS**<br>Net movement in funds, included in the above<br>are as follows:<br>**Unrestricted funds**<br>General Fund<br>**Restricted funds**<br>Youth Programme<br>Fundraisers Post<br>Laptop Appeal<br>Fire System Grant<br>**TOTAL FUNDS**|At 1/4/23<br>£<br>289,561<br>200,000<br>325,000<br>814,561<br>137,841<br>1,620<br>-<br>139,461<br>954,022|Net<br>movement<br>in funds<br>£<br>130,856<br>-<br>-<br>130,856<br>(130,180)<br>(1,620)<br>30,302<br>(101,498)<br>29,358<br>Incoming<br>resources<br>£<br>752,481<br>650,516<br>40,000<br>-<br>30,302<br>720,818<br>1,473,299|Transfer<br>between<br>funds<br>£<br>(39,389)<br>-<br>-<br>(39,389)<br>69,691<br>-<br>(30,302)<br>39,389<br>-<br>Resources<br>expended<br>£<br>(621,625)<br>(780,696)<br>(40,000)<br>(1,620)<br>-<br>(822,316)<br>(1,443,941)|At 31/3/24<br>£<br>381,028<br>200,000<br>325,000<br>906,028|
|---|---|---|---|---|
|||||77,352<br>-<br>-<br>77,352|
|||||983,380|
|||||Movement<br>in funds<br>£<br>130,856|
|||||(130,180)<br>-<br>(1,620)<br>30,302|
|||||(101,498)|
|||||29,358|



37 



## Notes to the Financial Statements 

## for the Year Ended 31 March 2024 - continued 

## **15. MOVEMENT OF FUNDS - continued** 

|**Comparatives for movement in funds**<br>**Unrestricted funds**<br>General Fund<br>Charitable Activity Programmes<br>Contingency Fund<br>**Restricted funds**<br>Youth Programme<br>Laptop Appeal<br>**TOTAL FUNDS**<br>Comparative net movement in funds, included<br>in the above are as follows:<br>**Unrestricted funds**<br>General Fund<br>**Restricted funds**<br>Youth Programme<br>Fundraisers Post<br>**TOTAL FUNDS**|At 1/4/22<br>£<br>225,018<br>200,000<br>300,000<br>725,018<br>119,457<br>1,620<br>121,077<br>846,095|Net<br>movement<br>in funds<br>£<br>93,613<br>-<br>-<br>93,613<br>14,314<br>-<br>14,314<br>107,927<br>Incoming<br>resources<br>£<br>714,330<br>756,865<br>40,000<br>796,865<br>1,511,195|Transfer<br>between<br>funds<br>£<br>29,070<br>-<br>25,000<br>(4,070)<br>4,070<br>-<br>4,070<br>-<br>Resources<br>expended<br>£<br>(620,717)<br>(742,551)<br>(40,000)<br>(782,551)<br>(1,403,268)|At 31/3/23<br>£<br>289,561<br>200,000<br>325,000<br>814,561<br>137,841<br>1,620<br>139,461<br>954,022<br>Movement<br>in funds<br>£<br>93,613<br>14,314<br>-<br>14,314<br>107,927|
|---|---|---|---|---|



## **Designated Funds** 

Details of designated funds are given in the Trustees report on page 19. 

## **Restricted Funds** 

The Club received funds that are restricted to delivering our youth programme across our youth clubs in the London Boroughs of Kensington & Chelsea and Hammersmith & Fulham, our Youth violence reduction project (Another Way) and for the provision of food and activities during the school holidays. The Club received a restricted grant for costs associated with the Senior Development Manager post. 

The Club received £30,302 from Harrow Mission to upgrade its fire alarm system. 

38 




## Notes to the Financial Statements for the Year Ended 31 March 2024 - continued 

## **16. LEASING AGREEMENTS** 

|**16. LEASING AGREEMENTS**|||
|---|---|---|
|Minimum lease payments under non-cancellable operating leases fall due as<br>follows:<br>Within one year<br>Between one and fve years<br>In more than fve years|2024<br>£<br>15,000<br>60,000<br>180,000<br>255,000|2023<br>£<br>10,000<br>40,000<br>130,000|
|||180,000|



## **17. RELATED PARTY DISCLOSURES** 

Two Trustees of the Club are also trustees of Harrow Mission. 

The Harrow Mission made a substantial grant to the Club to support its activities (see note 2) and also owns the premises occupied by the Club under a formal lease at a rent of £15,000 per annum. 

## **18. LIMITED LIABILITY** 

The company is limited by guarantee and does not have a share capital. The liability of each member is limited to a sum not exceeding £1 on the winding up of the company. 

The word Limited is omitted by licence from the Department of Trade & Industry as the company has charitable status. 

39 



For more information: info@harrowclub.org  |  020 8969 2529 Charity registration number: 1054757  l  Company number: 3161792  l  Registered office: 187, Freston Road, London, W10 6TH 



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