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2021-03-31-accounts

LEWISHAM REFUGEE AND MIGRANT NETWORK

TRUSTEES’ REPORT

For the year ended 31 March 2021

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company Number (England and Wales): 3252691 Registered Charity Number: 105863] Registered Office: 341 Evelyn Street, SE8 5QX

Trustees

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||||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---| |Diana|Fawcett|-|Chair|until|Jan|202]|Claire|Morris|-|Chair|from|Jan|2021| |Pawan|Dhillon|-|Left|Dec|2020|Eve|Mosley| |Mike|Brooks|-|Treasurer|Drucilla|Namirembe| |Jill|Rutter|-|Left|May|2021|Vicky|Scott|-|Joined|Oct|2020| |Joanna|Kindeberg|-|Left Jan|2021|Hilary Judge|-|Joined|Oct 2020| |Julia|Glynn-Pickett|-|Left|April|2021|Aferdita|Pacrami|-|Joined|Sep|2021| |Adam|Lake|Jagdev|Panesar|-|Joined|Sep|2021|

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Rossen Roussanov

Auditors: Able and Young Ltd, Airport House, Purley Way, Croydon, Surrey CRO OXZ Legal and administrative details: The Trustee’s annual report and financial statements comply with current statutory requirements, the requirements of the Charitable Company's governing document and the Statement of Recommended Practice (SORP) FRSI02.

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CONTENTS

  1. Welcome from Chair and CEO

  2. Structure, Governance and Management

  3. Public Benefit

  4. Advocating for people’s rights

  5. Campaigning for change

  6. Supporting in an emergency

  7. Improving wellbeing

  8. Future Plans

  9. Financial Overview

  10. Acknowledgements

1. WELCOME FROM CHAIR AND CEO

CHAIR MESSAGE

I'm delighted to publish our impact Report 2020/21 as one of my first acts as LRMN’s new Chair of Trustees. It’s a great honour to take the reins from Diana Fawcett, who has led the board for the past six years and ensured a smooth handover. Diana remains a valued member of the board, which will continue to benefit from her experience.

Just like you, LRMN has had a challenging year. The pandemic has been especially tough on the communities we serve - from delays in justice to rising destitution. But |am immensely proud of our response.

From the very beginning, we swiftly reacted to the Covid-19 crisis and adapted the delivery of our services to protect and continue to serve our clients. Despite the pandemic, we stayed on track in achieving our three-year strategic goals (see page 7) that focus on improving our organisational health, growing and developing our services, and building effective partnerships.

All of this would have been impossible without the tireless support of our funders, staff, volunteers, fellow trustees and our resilient clients. Thank you all for your continued support.

Dr Claire Morris, Chair of Trustees

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CEO MESSAGE

This year was undoubtedly a year of change. Diana Fawcett stepped down from her role as Chair of Trustees after over six years. |, and everyone at LRMN, owe Diana massive gratitude for her support and service to us. Although I’m sad to see Diana step back, I'm convinced that our new chair, Claire Morris, will take LRMN into a bright future.

Looking back, 2020/21 and the Covid-19 pandemic revealed LRMN’s resilience. As soon as the lockdown was announced, we quickly transformed our operation which enabled us to support our clients; including providing them advice and counselling over the phone and online. We provided £38,391 hardship funds and transformed our Migrant Hub into a foodbank. We provided funds for mobile data and wifi so our women members can access their weekly group activities including their Championship and Peer support training. It was inspiring to see so many voiunteers lend their hand to our efforts, and the rise in generous donations towards our cause. Throughout the crisis, we carried on campaigning for more places of sanctuary ~ with two major successes as Lewisham Council and St Mary’s Primary School gained Lewisham’s first sanctuary awards.

The pandemic gave us the opportunity to get closer to our clients and staff, learning and growing from their experiences. We launched our client-led Community Forum that focuses on campaigning and improving LRMN. We strengthened our organisational health as our staff grew in numbers and gained new skills. And we forged new partnerships with organisations and individuals who share our goals.

We hope that the worst is behind us. But whatever the future holds, we have faith that LRMN will continue to support people to build a life here and make our neighbourhoods places of sanctuary.

Rosario Guimba-Stewart, LRMN CEO

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2. STRUCTURE, GOVERNANCE AND MANAGEMENT

Constitution

Lewisham Refugee and Migrant Network (LRMN) was formed in 1991/82 and was incorporated and became a registered charity and a company limited by guarantee in 1996. It was established under aqMemorandum and Articles of Association and is governed under its objects and powers. New updated Articles were adopted on 14" April 2016. Recruitment and Appointment of Board of Trustees The management of LRMN is the responsibility of the Board of Trustees who are elected and co-opted under the terms of its Articles of Association.

Under the requirement of the Articles of Association, each Trustee shall be appointed for a fixed term of office. Each fixed term may not exceed three years. Each director whose term of office comes to an end at the end of a fixed term in accordance with these articles is eligible for re-appointment as a director unless he or she has ceased to be eligible for such re-appointment by reason of another provision of these articles. Provided that no director shall be re-appointed for a term which would cause his or her aggregate term of office to exceed 9 years. New Trustees are selected following a formal selection process.

The board aims to ensure that it is diverse, includes service user experience and reflects the communities we serve.

Induction and Training of Board of Trustees

Newly elected Board of Trustees are formally welcomed and provided with a structured induction programme and LRMN information (Welcome Pack). Arrangements are made to meet with staff and current Trustees. On-going training is available to existing and new members.

Risk Management

LRMN regularly carries out detailed risk assessments and addresses every area that is likely to pose a threat to the organisation, Board of Trustees, staff, visitors and users. Risks are divided in two: Strategic Risks which the Board of Trustees regularly review in meetings and Operational Risks which the staff, led by the CEO,

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examine in staff meetings. Any significant Operational risks are escalated to the Strategic risk register. At the outbreak of COVID-19 crisis, LRMN developed and regularly reviewed its COVID-19 Risk register.

Organisational structure and the decision making process

The Board of Trustees meets every quarter and is responsible for the strategic direction of LRMN. Each Trustee is a member of at least one sub-committee namely Finance, Risk and Compliance, Organisational Development, and Fundraising and Marketing. Each sub-committee develops a plan for the activities within their remit and these form part of the Board annual plan, progress against which is monitored regularly.

LRMN employs a CEO who works closely with the Board of Trustees and is responsible for the day to day management of the organisation. We empower refugees, asylum seekers and other migrants facing destitution and vulnerable situations by advocating for their rights, campaigning for change, supporting their wellbeing and offering emergency assistance. Supporting the CEO in her management of the organisation is the Head of Operations, who manages administration staff, volunteers and four team managers. Team managers are responsible for immigration, housing and welfare advice, women’s wellbeing and community wellbeing and mental health. A Fundraising, Communications and Campaigns manager also supports the CEO in her work. LRMN also employs a variety of freelance staff, supporting our services.

The 6 managers of LRMN and the CEO form the management team and meet formally every 8 weeks. A staff meeting is held every month, managers conduct staff supervision meetings every 4-8 weeks and staff performance appraisal is held annually.

Responsibilities of the Board of Trustees

Company and charity law applicable to charities in England and Wales requires the Trustees (who are also directors of Lewisham Refugee and Migrant Network for the purposes of company law) to prepare financial statements for each financial year which give an accurate view of the state of affairs of LRMN and of the surplus or deficit for that period. in preparing those financial statements the Trustees have:

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The Trustees have overall responsibility for ensuring that LRMN has appropriate financial contro] systems. They are also responsible for keeping proper accounting records which disclose, with reasonable accuracy at any time, the financial position of LRMN and enable them to ensure that the financial statements comply with the Companies Act 2006. It is also responsible for safeguarding the assets of LRMN and hence for taking reasonable steps for the detection and prevention of fraud and other irregularities.

Members of the Board of Trustees

Members of the Board of Trustees are directors for the purpose of company law and trustees for the purpose of charity law, who served during the year and up to the date of this report. In so far as the Trustees are aware:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on LRMN’s website.

3. PUBLIC BENEFIT

Vision

To have a fair, just and equal society where all people can live in harmony with each other and in a state of positive well-being.

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Mission

To empower refugees, asylum seekers and migrants to know and exercise their rights, thrive, make a positive contribution, integrate and take control of their lives.

Strategic Goals

Grow and improve our services

We aim to offer joined up and holistic services to our clients that are driven by their needs. Key to this is client feedback and involvement in decision making across LRMN.

Develop effective and relevant partnership, collaboration and influence

We want to work in collaboration with others to offer the best service and advocate for migrant and refugee rights.

Better governance, management, financial and organisational health

We are bolstering our jeadership and governance to ensure our services are well financed, managed and monitored - underpinned by accountability.

Engaging people with lived experience

LRMN is committed to diversity and inclusion, focusing on including our clients and others with lived experience in designing and delivering our services.

A holistic approach

Sometimes regularising your immigration status can be the last thing on your priority list. Leah* was battling mental health issues and didn’t renew her status in time. Suddenly, all the benefits she relied on to keep her afloat, stopped. She spiralled into destitution and was soon facing over £10,000 in rental debt.

LRMN stepped in to offer the holistic service she needed. We helped her regain her immigration status, prevented further debt and reinstated her benefits, and we gave Leah foodbank vouchers and a mobile phone.

Leah is just one of the many clients we see who easily fall out of status, changing the course of their lives. Maintaining the right to remain in the UK is often expensive, strict and complex. We help our clients change course and get their status back.

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Public Benefit Statement

The Trustees confirm that they have complied with the duty in Section 4 of the Charities Act 2006 to have due regard to the Charity Commission’s general guidance on public benefit, ‘Charities and Public Benefit’.

LRMN’s charitable purpose Is enshrined in its objects, which include ‘the advancement of education, the furtherance of health and the relief of poverty, distress and sickness’, especially through advice, support and information given to our clients.

The Trustees ensure that this purpose is carried out for the public benefit by delivering services that are valued by our refugee, asylum seeking and migrant clients. These enable those with immigration, housing and welfare and other issues to access the right legal advice, those with health issues, both mental and physical to access the right health services for quality treatment, women who have survived gender-based violence and men to receive counselling and therapeutic support, and those seeking employment or furthering their skills are supported.

Our services are free, confidential and independent, thanks to the support received from statutory and charitable sources and individual donors.

4. ADVOCATING FOR PEOPLE’S RIGHTS

Advising on Immigration

Our team of immigration advisors provided advice and casework support to 652 people in 2020/21 And - despite a global pandemic - we assisted 183 people to regularise their immigration status, helped 65 people avoid high Home Office fees -,. and helped 29 people change the conditions attached to their immigration status ‘to help them access public funds in 2020/21. As part of our Young Londoners project, we gave advice to 58 young people without regular immigration status and helped 40% to gain immigration status.

Everyone in

In 2020/21, we launched a project supporting people facing homelessness and poverty - including those cut off from public safety nets. To support the

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government's ‘Everyone In’ policy of housing rough sleepers during the pandemic, we gave immigration advice to 8] people temporarily housed in London hotels.

From bad to worse

Much of our casework in 2020/21 dealt with the worsening situation for many refugees, asylum seekers and migrants in the UK. The lockdown and its knock on effects on Home Office decision making, meant that many of our clients faced long periods of irregular immigration status, a breakdown in prior support systems and deteriorating mental health. Through close collaboration with other LRMN services, we were able to refer them to specialist help, tackling wellbeing and isolation.

Next year, we hope to offer more immigration support in ‘advice deserts’ in south east London and seek legal aid funding to offer a wider range of advice services.

Songs of despair

As a full-time musician from Nigeria, Kleo* always managed to keep things together. But then the pandemic hit. All her gigs were cancelled and she gave birth to her son. With no access to public safety nets, she lived off her savings for three months unti] she was down to her last few pounds. She couldn't pay her rent any longer, she knew her leave to remain was about to expire, and she could not afford the hefty fee to extend it.

That's when Kleo knocked on our door. We helped her to apply for an official ‘change of conditions’ so she could access public funds, and we also applied for a fee waiver so she could afford the essential leave to remain application. All three applications were granted, saving her from dire consequences. Without LRMN, Kleo would have to face the same circumstances we see so many of our clients who cannot manage the UK’s complicated immigration system which denies so many working in the UK access to public services.

Housing and welfare advice

We offer legal advice on housing and welfare benefits to prevent homelessness and maximise our clients’ income. At the start of the pandemic, we saw a sharp

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rise in requests for our advice service. At the same time, we had to swiftly move our services remotely.

Covid-19 had far reaching effects on our clients. Many people, who lost their jobs and couldn't access public funds, were forced into destitution. We saw many clients become street homeless as their support systems collapsed. All the while, they found many charities and public services harder to reach.

Meeting demand

We promptly met the growing demand of our clients. We supported them to navigate online public services and gave them devices and data provision where needed. In 2020/21, we helped 405 people access better housing and welfare benefits - where about 218 were either assisted with resolving their rent arrears, housing situation or improving their housing conditions.

Next year, we will focus on growing the numbers of volunteers supporting our caseworkers to give more capacity to our team.

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31 families 50 people 100% success rate
accessed emergency prevented from in housing tribunals
housing (Section 17) becoming homeless
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Refugee Resettlement

We support over 14 families under the Syrian Vulnerable Persons Resettlement Scheme and Vulnerable Children’s Resettlement Scheme - in which Lewisham Council has committed to welcome over 100 vulnerable families by May 2022. Together with the Refugee Council, we help families adapt to the UK - advising them on housing and welfare benefits, accessing education and other issues.

In 2020/21, we helped resolve 88 cases on everything from accessing welfare support to helping children access education. Key to our work is building trusting relationships with the families, which needs time and energy to commit to. Next year, we plan to expand the team to support this work.

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From one prison to another

Rose* came to the UK as a political refugee and survivor of gender based violence. Instead of finding the sanctuary she desperately needed, Rose faced years of domestic violence, a traumatic experience in immigration detention, and years of homelessness.

When Rose came to LRMN at the height of lockdown, she was living in a basement with no windows, bed, kitchen, heating or drinking water. She had approached her local council, but they didn’t help. And she was still struggling with complications claiming benefits. Due to longstanding barriers in accessing healthcare - she was also extremely vulnerable to Covid-19. We knew we needed to take a holistic approach to supporting Rose. We expedited her welfare benefit payments, we provided food support, a smart phone and mobile data to remedy her digital exclusion. And we engaged her local authority and got the medical proof she needed to secure housing and other support.

Soon she was settled into a permanent home, and we even secured a cash grant to furnish it. Rose is now getting specialist counselling and employment coaching at LRMN. After years of seeking sanctuary, she finally has reached it.

Migrant Hub

We coordinate the Migrant Hub in Woolwich, which brings together six other specialist organisations to offer a drop-in service, giving free advice and practical support to refugees, asylum seekers and migrants on immigration, housing, domestic violence and more. During the pandemic, we transformed this vibrant community space into a food bank, serving 30 families a week (see page 13) and we continued to support 161 referrals with immigration support and signposted to our Hub partners.

5. CAMPAIGNING FOR SANCTUARY

Everyone deserves a safe place to live, where they can thrive, be part of the community and get help when they need it. But this government is creating a hostile environment for people living in our communities. We're resisting this by campaigning to make Lewisham, Greenwich and Southwark into boroughs of

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sanctuary - building our councils, schools, universities, hospitals and more into havens for sanctuary seekers.

Much of our campaigning is driven by local forums which inspire and coordinate action on migrant issues. In Greenwich and Lewisham, LRMN chairs these forums and partners closely with the Southwark forum. We aim to always bring lived experience into these forums, through direct participation or through representation.

Success in 2020/21

|Lewisham Council||St Mary’s CE|Lewisham Council||Greenwich| |---|---|---|---| |became the first|PrimarySchool|declared itwould||Council and| |Council of|gained|not comply with|Southwark Council| |Sanctuary in UK.|Lewisham’s first|Home Office|announced their| ||School of|regulations to|commitment to| ||SanctuaryAward. |share data on||becoming| |||people facing|councils of| |||homelessness.|sanctuary.| |Lewisham Hospital||22 out of 34GP|Joined Vaccines|We helped| |published report|| surgeriesare now | ForAllcampaign||| improve mental| |containing 39|Safe Surgeries -|resulting in pop-|health services in| |recommendations|||supporting|upvaccine clinics||south London,| |toimprove how it||migrantsand|with no barriersto||through our| |charges migrants.||refugees to|access.|partnership with| ||register.||CitizensUK.|

6. SUPPORTING IN AN EMERGENCY

Many of our clients battle to meet their basic needs - like food and essential toiletries. We provide emergency support for peopie in the most vulnerable situations.

Crushed support systems

In 2020/21, our clients were amongst the hardest hit by the pandemic. Those living in insecure housing soon found themselves street homeless, others living in asylum accommodation were moved away from their support systems. And many saw their support systems diminish, as family and friends faced their own

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financial difficulties, and lacked enough space to keep social distance.

Crisis mode

To respond to the rising need, LRMN adapted its services. We recruited a Covid-19 Crisis Coordinator to help manage our response. First, we extended our food parcel scheme by transforming our Migrant Hub into a food bank. Every week, we handed out food to over 30 families facing destitution and without access to public safety nets and sign posted them to essential services. We also partnered with Pepy’s Social Supermarket to offer clients 150 free memberships to Pepy’s supermarket.

Soon into the crisis, we realised our clients needed grants to meet their basic needs. We also provided £38,391 in hardship funds to our most desperate clients to see them through the pandemic. Many of our volunteers worked with our clients to apply for external grants and built relationships with partners, such as the British Red Cross Hardship Fund team.

As everything went digital, we provided data and digital support to our digitally excluded clients, giving 53 devices to our clients across our services.

“ldo not have enough words to thank you enough for the money you are giving me. Thanks to you, | don’t worry about how | can get money to buy my medications for my mental health and blood pressure.”

7. IMPROVING WELLBEING

LRMN’s mental wellbeing team is part of the Lewisham Community Wellbeing Partnership, a mental health service that provides emotional and culturally specific support for adults living in Lewisham. We provide a non-clinical service to those in the BAME community across Lewisham.

In 2020/21, we refined our service to build stronger relationships with our partnerships and improve referral pathways, due to the widening mental health inequalities faced by the BAME community. We also helped over 175 clients manage their wellbeing through the pandemic and supported them in building

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digital and employability skills. This has helped them join online groups such as Black African and Caribbean emotional support groups and ESOL classes. We also partnered with Mind and NHS mental support (IAPT) to pilot a series of culturally sensitive, Cognitive Behavioural Therapy workshops to reach minority communities.

Overall, 11 gained employment, 54 re-entered education and training, 22 started volunteering. Next year, we hope to recruit more volunteers and support those ‘hardest to reach’ communities. We also plan to facilitate discussions on mental health in faith communities and in the BAME community.

“All | know is that they wipe away my tears. Big thanks.” - LRMN client

8. SUPPORTING WOMEN’S* WELLBEING

We supported over 225 women and girls from refugee, asylum seeker and migrant backgrounds who have experienced trauma due to gender-based violence in 2020/21. And we do that through a ‘wrap around’ service that includes counselling, nurturing sessions, specialist advice on housing, immigration and domestic abuse, skills training and summer activities for mothers and their children.

Physical not social distancing

The pandemic worsened an already fragile survival system, closing off vital food support from churches and food banks and the warmth and safety of civic spaces. Some women were forced to live on buses, go hungry, and saw delays to support and justice - all the while their mental health deteriorated.

To meet the rising need, we recruited about 103 members to our women’s group and split them into three smaller groups - including a new group with female members of Lewisham’s Refugee Resettlement programme. We moved our group online and provided data and phones, while continuing to give counselling and advice over the phone. LRMN supported mothers homeschooling their children by linking them with volunteer tutors and devices. Overall, we were so pleased that we were able to give our members the space to connect, to reach out to each other and support each other during this dark time.

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Championing change

In 2020/21, we also introduced a Championship programme that trained about 17 women on their rights, building self-esteem, offering peer support and how to refer others to LRMN. Since working with the Champion volunteers, most of the referrals into our women’s group have been through them - reaching people we would have never reached before. We're proud of the solidarity this programme has built solidarity amongst survivors of violence.

Next year, we hope to expand the Championship training, and we will start offering in person sessions and recruit volunteers to support this effort.

“| contacted LRMN in January 2019 because of my accommodation problem. And then one woman told me about the women’s group. | was reluctant at first. But when| joined the group, | found it so lovely! Meeting other women with similar issues like me helps forget all my troubles! The group is so impartial.”

*Note: Please be aware that LRMN values inclusion. Therefore, when we refer to “women”, we are referring to any person who identifies as a woman.

9. BEHIND OUR SERVICES

We are always working on improving our operations and services. Over the next two years, we will continue to develop our financial and organisational health, enhance our governance and management, and grow and improve our services. In 2020/21, we focused on moving our services online and digitising our processes - including a new referral system. We updated our feedback management system - creating online forms that are easy to fill in, and we improved the way we record safeguarding concerns raised by staff. During the pandemic, we also began renovating our office. We also introduced a new anti-bribery, fraud and corruption policy and updated our other financial policies and procedures to ensure they are fit for purpose. This included a comprehensive pay review to make sure staff salaries were consistent with the market benchmark.

This year was also a year of growth, as we increased our staff numbers during the pandemic. We now have new members of staff managing operations and communications, as well as more specialist advisors. Next year, we plan to refresh

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our brand, improve our website, and give more opportunities for people with lived experience of migration to be part of LRMN. We also plan to review our diversity and inclusion policies and practices to take a more anti-racist approach to inclusion and representation across the organisation, and we will embark on a large evaluation project to better understand and communicate the impact of our services.

“LRMN is the best place to be for advice. The staff are very reliable, polite and helpful. They've given me hope.” - LRMN client

10. FINANCIAL OVERVIEW

The Trustees have a responsibility for ensuring the financial health of LRMN. A quarterly meeting of the Finance, Risks and Compliance committee provides an opportunity for detailed examination of the management accounts and review of the budget. The committee's findings and any recommendations are reported to the full Board of Trustees meeting for decision.

Despite the continuing economic challenges and the pandemic our income streams increased in 2020/21. LRMN’s income was £1,115,019 in the year ended 31 March 2021 compared to £725,0H in the year ended 31 March 2020. The total expenditure was £718,634 in the year ended 31 March 2021 compared to £649,511 in the year ended 31 March 2020. Overall there was a surplus for the year of £396,385 compared with a surplus in the prior year of £75,500.

LRMN activities in the financial year 2020/21 resulted in a surplus of £122,290 restricted and a surplus £274,095 unrestricted. The total funds at 31 March 2021 were £222,321 restricted and £515,276 unrestricted. The unrestricted funds are comprised of £340,276 unrestricted funds and £175,000 of designated funds (£100,000 for staffing, £60,000 for premises costs and £15,000 for equipment updating).

Principal funding sources

The principal funding sources were London Borough of Bexley/Trust for London, Refugee Action, Bromley Lewisham & Greenwich Mind, Refugee Council, The Charity of Sir Richard Whittington, Ben & Jerry's Foundation Fund - A Tides

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Foundation Fund, London Borough of Lewisham, Greenwich Council, Greater London Authority, Oak Foundation, The Mrs Smith and Mount Trust, Henry Smith Charity, City Bridge Trust, Young Londoners Fund, Access to Justice, AB Charitable Trust, Martin Lewis, CAF, The Barrow Cadbury Trust, Lloyds Bank Foundation, The National Lottery Community Fund, London Legal Support Trust, Charities Trust, Leathersellers Company, and London Churches Refugee Fund.

We are very grateful for all the funding received which has enabled us to continue to support our clients and deliver our services.

Reserves Policy

The Trustees have decided to continue with the policy whereby the unrestricted funds not committed or invested in tangible fixed assets (the free reserves) held by LRMN should be between three and six months of annual expenditure. At this level, the Trustees feel that they would be able to continue the current activities in the event of significant drop in funding, providing flexibility in achieving our objectives or covering our liabilities if LRMN is to be closed down. The current level of £515,276 free reserves is in the range of the above policy.

The Trustees recognise that this year, the designated reserves levels provide for redundancy costs to meet contractual obligations, and premises costs in the event of a wind down anda further reserve for equipment updating. The £340k of general unrestricted funds provides a sensibie buffer against any short term funding for a strategically important service while we continue to look for replacement funding

The Trustees review this policy in accordance with the Charity Commission’‘s guidelines on a regular basis, at least once a year.

10. ACKNOWLEDGEMENTS

Without the support of so many important people and organisations, we would have never achieved what we have achieved. We would like to say a big THANK YOU to the following:

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And lastly, a million thanks to all our staff, volunteers and Trustees. Without their hard work and dedication, LRMN wouldnt be where it is now.

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The Trustees are satisfied that Lewisham Refugee and Migrant Network is well placed to fulfil these and its overall purposes.

Declaration

The Trustees declare that they have approved the Trustees Report above.

Signed on behalf of the Trustees. SA > osinirr}

Cim Zé mM&LY - Crh Z

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Independent auditors’ report

to the members of Lewisham Refugee and Migrant Network

We have audited the financial statements of Lewisham Refugee and Migrant Network for the year ended 3] March 2021 which comprise the Statement of Financial Activities (incorporating an Income and Expenditure Account), the Balance Sheet, and the related notes | to 14. 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) and the requirements of the Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”.

This report is made solely to the charitable company’s members, as a body, in accordance with Section 495 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’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Respective responsibilities of directors and auditor

As explained more fully in the Responsibilities of trustees Statement as set out on page 5-6, the trustees (who are also directors of the charitable company) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s (APB’s) Ethical Standards for Auditors.

Scope of the audit of the financial statements

An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of whether the accounting policies are appropriate to the charitable company’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the directors; and the overall presentation of the financial statements. In addition, we read all the financial and non-financial information in the Trustees’ (Directors’) Report to identify material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or inconsistencies we consider the implications of our report.

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In our opinion the financial statements:

LEWISHAM REFUGEE AND MIGRANT NETWORK (Cont)

Opinion on financial statements

Opinion on other matter prescribed by the Companies Act 2006

In our opinion the information given in the Trustees’ (Directors’) Report for the financial year for which the financial statements are prepared is consistent with the financial statements.

Matters on which we are required to report by exception

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:

Rekha Shah FCCA CTA Rekla Slot . Senior Statutory Auditor : For and on behalf of Able & Young, Statutory Auditors Airport House, Purley Way Croydon CRO 0XZ GQ NovemBeR2o2t .

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