2022-03-31-accounts

Manor Gardens Welfare Trust

(A Company Limited by Guarantee and Registered Charity No. 1063053)

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS

Year ended 31[st] March 2022

Making the difference for over 100 Years

Company No. 3386929

Document Ref: CX8XM-ZCKB4-FB7QZ-FUEQL

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Manor Gardens Welfare Trust CONTENTS

Year ended 31[st] March 2022

	Page
Reference and administrative details	1
Trustees’ report	2 - 15
Statement of Trustees’ responsibilities	16
Independent Auditor’s report	17 - 19
Statement of Financial Activities	20
Statement of Financial Position	21
Accounting policies	22 - 23
Notes to the accounts	24 - 31
The following page does not form part of the audited financial statements:
Management information	32

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Manor Gardens Welfare Trust REFERENCE AND ADMINISTRATIVE DETAILS

Year ended 31[st] March 2022

Legal and Administrative Details as at 31[st] March 2022

Status: Manor Gardens Welfare Trust (“the Company” or “the Charity”) is a charitable company limited by guarantee. The current charity was incorporated on 13[th] June 1997, and registered with the Charity Commission.

Background: The activities of the Charity were originally carried out by an unincorporated association, Manor Gardens Community Trust (MGCT), registered under the Charities Act 1960 on 16[th] October 1985. The North Islington Infant Welfare Centre (NIIWC) ran the Manor Gardens Centre prior to MGCT being set up. In 1997 the NIIWC and MGCT merged and the new charitable company Manor Gardens Welfare Trust (MGWT) was formed. NIIWC and MGCT have been removed from the Charity Commission register.

Trustees and Directors:

Allan Sutherland, Chair Jenita Rahman ACA, Hon. Treasurer (end of term December 2021) Pardeep Bhatti ACA , Treasurer (commenced December 2021) Crystal Rolfe Inara Khan Nicholas Tait Ruth Morrison Jeffrey O’Brien Iris Tuechter

Senior Management Team:

Katy Porter, BEM, Chief Executive Officer/Company Secretary

William Meghoma,FFA, FIPA, FCCA, Director of Finance and Administration Felicity Ford, Director of Fundraising and Development

Registered Office and Operational Address: Company Number: Charity Number:

6-9 Manor Gardens, LondonN7 6LA 3386929 1063053

Senior Statutory Auditor: Anthony Daniel Armstrong FCA of Armstrong& Co Chartered Accountants & Statutory Auditors 4A Printing House Yard London E2 7PR

Solicitors :

Russell-Cooke 2 Putney Hill London SW15 6AB

Bankers:

HSBC plc 312 Seven Sisters Road Finsbury Park London N4 2AW

Barclays Bank plc 403 Holloway Road London N7 6HL

COIF Charities Deposit Fund Senator House 85 Queen Victoria Street London EC4V 4ET

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Manor Gardens Welfare Trust TRUSTEES’ REPORT

Year ended 31[st] March 2022

ANNUAL REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2022

Objectives and Activities

Objectives:

The Charity is established for the following purposes, having regard to equality and diversity amongst and for the benefit of service beneficiaries:

• To relieve the needs arising from financial hardship, sickness, disability and old age.

• To advance education.

• To promote mental and physical good health.

• To provide assistance to children and young people who are in need of care and attention arising from their youth.

• To promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society.

The term ‘service beneficiaries’ refers to all those in receipt of services and support from MGWT, who are predominantly resident in London, and include individuals, families and community groups.

Governing Document: Manor Gardens Welfare Trust was established under a Memorandum of Association, which established the objects and powers of the organisation. It is governed under its Articles of Association. The charitable objects were reviewed by the Board of Trustees during 2011 and the revised objects were approved by the Charity Commission in September 2011.

Our Vision

The vision of the organisation is to build strong communities where all people have good health, resilience, and opportunity.

Our Mission

The organisation’s mission is to work with people take action, enabling change, and good health, resilience and opportunity. Our services promote mental and physical health and wellbeing and increase social inclusion.

Our Purpose

Early intervention and prevention : we prevent the escalation and deepening complexity of difficulties experienced by people which impact upon their life opportunities, health, and wellbeing.

Community-driven approaches: we understand and work alongside people to develop our work and expertise in person- centred interventions for diverse communities from childhood to adulthood.

Learning and development for impactful response : we inform and develop our work and influence and effect wider system change and practice.

We continue to work with people of all ages and all communities, with a particular focus on those that experience identified barriers and difficulties in accessing support and services.

For this purpose, we maintain community hubs in Islington, and develop service offers to reach into a wider geographical area, based upon knowledge of need and solutions .

Overview:

Manor Gardens Welfare Trust (MGWT) continues to support local communities with diverse and emerging needs, an approach we have been taking since we were founded in 1913.

From our bases inthe London Borough of Islington we identify need,appropriateresponses and deliver services to support and have impact for individuals and local communities across London, and at times, into regional areas. In partnership with individuals, communities and other voluntary and statutory agencies and

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serviceswecollaborateto identify potential and existing gaps in provision and where there may be unmet and additional need. We see strength in the diversity of our service offer, recognising that the communities we support reflect this diversity, and for many MGWT is a first point of access whenseeking help.

Throughout 2020/21 and into 2021/22 the need to respond and adapt our services to the Covid-19 pandemic continued, but with increasing focus on resilience to emerge and recover as an organisation and to continue to support individuals and communities as they too recover. We moved from emergency humanitarian response to the longer-term impacts of the pandemic and recognised increasing need and demand across our communities and consideration of required response to assist in longer-term recovery.

MGWThas continued to demonstrate an agility and resilience to meet ongoing challenges and concerns across our communities, whether this is in our early years provision, family support, or continued work with individuals who may be more vulnerable and isolated. Attention to the welfare and wellbeing of those most in need within our local communities, including children, families and adults, continues to be a primary focus for us at this time as we emerge from the pandemic.

MGWTservicescontinue to seek to both prevent and manage physical and mental health concerns and improve wellbeing.Whilst services at our own centre in North Islingtonwere limited at times during the year due to the pandemic, we have successfully delivered both individual and group support and activities online and by phone, including welfare checks, workshops, peer support groups, and individual therapy. Between May and December, we held daily in-person outdoor activitiesto encourage people from their homes and meet others, vital to their mental health. We continued in our direct and frontline provision of early years education and childcare at both Hornsey Road Children’s Centre and Manor Gardens Nursery. These services have all delivered essential services to children, adults, and families throughout the past exceptional year.

We have addressed the challenges people faced in connecting online, whether this is for themselves or their children, understanding the causes and reasons, and sourcing IT equipment, WiFi requirements, or skills and confidence building.

Our work with partners, commissioners and funders across London Boroughs continues to consider how we can connect people to the support and services needed at the right time and in the right way, reducing barriers and duplication, and harnessing the strengths and innovation that grows from our local communities and partnerships.During the year, we realigned and reorganised our health and wellbeing services to deliver most effectively to our communities:

Community Services

• ➢ We have built on our outreach work which raised awareness of mental wellbeing to focus particularly on starting relevant conversations with Islington’s diverse communities through activities, information groups and individual therapy. This breaks down the stigma of mental health by talking about wellbeing in culturally appropriate ways and adapting messaging to suit different communities.

• ➢ During the pandemic food poverty became evident and engagement with people through food as part of our emergency food distribution enabled us to reach people and provide additional support. We have developed this idea into a weekly food co-operative for local residents.

• ➢ Finding help quickly and easily is vital to people’s wellbeing. Created quickly in the pandemic our Single Point of Access, with a central phone number and email address, is easy to use for referrers and residents and enables residents to be assessed and triaged effectively and get help quickly. This is being developed with partners across Islington to help professionals in health and social care connect people to the services and support they need efficiently.

• ➢ During the pandemic we had a large pool of volunteers, many who were unable to work at this time, who assisted and were essential to our food distribution and roll-out of the Covid-19 vaccination programme, through the vaccination clinics and sites across Islington. We have now reassessed our volunteer roles and commenced recruiting again. New roles include helping at our in-person activities and a peer buddy scheme.

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Starting Well Services

• ➢ Building on from our work in maternity and early parenthood, we have developed our interactions with families to provide holistic wellbeing support following the birth of a new child, and onwards with children of all ages.

• ➢ We support refugee and migrantfamilies through our specialist bilingual staff who represent and understand our local communities and can support with navigating services and systems to enable people to integrate more fully into the community. A new initiative this year is working with Islington Public Health to understand the health inequalities experienced by the communities we serve and investigating ways of addressing them.

Living Well Services

• ➢ We support people to managetheir own health and wellbeing so they canmaximise their independence. We work with people with long-term health conditions which impact on their daily living and choices in their lives, as well as stroke survivors and people with complex health needs so that they can continue living independently for longer.

• ➢ We offer early intervention and prevention, signposting and referrals to partners, in-depth casework and social prescribing.

• ➢ During the pandemic, our befriending service was in great demand via the telephone, supporting people of all ages who felt isolated and lonely. Telephone befriending continues to connect housebound clients and our telephone support groups have proved very popular with people who have no digital access.

Policy and Campaigning

• ➢ We directly support women who have experienced Female Genital Mutilation (FGM), and campaign widely to prevent this harmful practice. Our Dahlia Project continues to offer therapeutic groups anda safespace for women who are survivors of FGM, alongside one-to-one advocacy and empowerment groups. Our national awareness raising and preventative work is initiated from the experiences of the women we support.

• ➢ Manor Gardens has chaired the Islington Food Partnership, a coalition of community and statutory partners interested in reducing food poverty and food waste, for three years. It has led the growth of food co-ops in the borough as well as setting the strategic direction of food stability and sustainability for Islington.

Early Years Services

Our services at MGWT have always focused on children as well as adults. We believe that education and play can promote health and wellbeing at an early age and providesthe best start in life, and has been critical to ensure developmental milestones, emotional wellbeing, and safeguarding of many children at this time.

• ➢ Manor Gardens Nursery, provides early year’s education to children between the age of 2-5years within Islington in accordance with the Early Years Foundation Stage (EYFS).

• ➢ Hornsey Road Children’s Centre, from which we deliver early year’s education and childcare for children from the age of 9 months–5 years, brings together our early years statutory partners to give children the best start in life within the local Borough’s Bright Start offer.

Both settings, throughout 2021/22were assessed as ‘good’ by OFSTED; with Manor Gardens Nursery inspection taking place in March 2020 under the new inspection guidelines and achieving ‘outstanding’ in two areas (Behaviour and Attitudes, and Personal Development).

Partnership

Manor Gardens Welfare Trust is a leading organisation in the voluntary and community sector in the London Borough of Islington, in which we are based. Our leadership of the sector locally has never been more important than during the pandemic, when our agility and rapid response placed uson borough-wide emergency planning groups. Our leadership and partnership working enabled us to lever funding and resources to deliver services to respond to the emerging and escalating need.

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Our borough-wide co-ordination of partners to set up seven food co-ops enabled us to continue to provide basic food resources to people in need, many of whom were in financial difficulty and/or concerned about leaving their homes.

Working with Islington Council, Age UK and Help on Your Doorstep we have jointly developed a Central Point of Access system to enable people working in Adult Social Care to make referrals directly to our organisation for triage and onward referral, simplifying referrals and ensuring people received appropriate help in a timely fashion.

We played a central part in co-ordinating the provision of volunteers for the vaccine clinics, in partnership with Voluntary Action Islington Age UK Islington (AUKI), and Help on Your Doorstep (HOYD).

We are represented on a wide range of forums and for some areas of our work this extends more broadly into neighbouring Boroughs and across London. These include:

• ➢ Islington Health and Wellbeing Board, Islington Fairer Together Partnership Board (including strategic and delivery groups), Islington All-Age Mental Health Partnership Board, Islington Early Years Partnership Board, Bright Start Early Childhood Area Partnership (ECAP), Bright Start Private, Voluntary and Independent (PVI) Forum, London FGM Forum, Newham FGM Forum, Maternity Voices (North London), Camden – Best Start in Life, Camden Perinatal Mental Health Forum, Time to Change Islington, and the Islington Food Partnership.

As a charity,we are members of the Association of Chief Executives of Voluntary Organisations (ACEVO), the National Council of Voluntary Organisations (NCVO), Voluntary Action Islington (VAI), Charity Finance Group, and Institute of Fundraising and maintain access to information, newsletters and advice within the sector.

In addition to our attendance and participation,we also directly host and chair forums which develop opportunities for strategic and operational dialogue and the sharing of knowledge, expertise and practice. Examples are Health Exchange, developed with Islington Council and Islington CCG, the North Locality Leadership Team, to develop integrated health and social care provision in North Islington, Islington Food Partnership, and the Islington FGM Forum. These assist in bringing organisations and people together to improve the delivery and commissioning of services, and to make connections and work in partnership.

Co-location

Manor Gardens Welfare Trust operates from buildings at numbers 6-9 Manor Gardens, London N7 6LA, of which it owns the freehold. As an organisation we recognise the importance of community places to assist community members when seeking services and help. Our buildings enable us to further generate a partnership approach through our position as landlord to currently fourteen organisations, which includes other charities, organisations and services responding to local communities.

Our buildings enable the development and delivery of a hub of community-focused services. The Trustees approved plans to re-model and refurbish our reception area during 2021, which was completed in December 2021. This has created an open, welcoming space for residents, our local community, and all those that work in and around the Centre. The space is being used for joint activities and enables us to further our partnerships with external partners as well as providing a community hub in the North of Islington.

The Charity also leases the ground floor and basement of 10 Manor Gardens, part of the Beaux Arts Building. The lease expires in 2027. The space within these buildings is used by MGWTto deliver its services and assists in hosting other health and wellbeing organisations, including sessional meeting space for similar groups.

Our beneficiaries

Our services support people in different ways:

• ➢ Advocacy and one-to-one support for service beneficiaries for help from a specific service. Following assessment from our frontline staff, a focused programme or plan of support inclusive of individual and/or group interventions is determined with the beneficiary. This ranges from help reading letters and filling in forms, to in-depth advocacy and casework on housing, benefits, immigration, and domestic

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violence. Others need help finding the right organisation to support them and we signpost and enable them to access these services.

• ➢ Early years support for children from nine months to five years old is provided through contracted places in our two nurseriesfor education and childcare.

• ➢ Community activities and events engage with service beneficiaries on a regular basis for social interaction and wellbeing support. This provides a safe space and facilitates trust and often enabling further help as needed.

• ➢ Information workshops delivered to volunteers, professionals, carers, and community members to increase understanding and awareness of particular issues and generate community responses.

• ➢ Therapeutic support for individuals and groups to improve their wellbeing.

Our services particularly support the diverse communities of Islington but also replicate our services and support into the neighbouring North London boroughs, Newham, and more widely across London.

Throughout 2021-22, we supported 2,230 people directly through one-to-one casework and support. We had 2,658 new referrals during the year and put on 1,544 in-person and online activities which were attended by 2,485 people. We worked with 138 volunteers.

Staff and volunteers

Manor Gardens Welfare Trust has 61 employees, 33% of whom are full time and 67% part-time, representing 41.5 full-time equivalent staff. In addition, 4 sessional staff support the staff team in the delivery of our services.

We are committed to employing and retaining high quality, skilled staff through effective recruitment, management, training, support and involvement in the organisation, and recognise that only by doing so can we provide excellent services with impact. We value and welcome diversity and our staff reflect the wide diversity of the communities we serve. Equal opportunities and accessibility are central to all we do.

• ➢ 59% of staff are from Black, Asian and other Minority Ethnic groups (BAME), 17% of staff from white– other Ethnic groups, and 24% of staff are white–British.

• ➢ 85% of staff are female, and 15% are male.

• ➢ 16% of staff are aged 18-34 years, 64% are aged 35- 54 years, 20% are aged over 55 years.

We are committed to providing local employment opportunities and are aware of challenges in our local area regarding access to employment and continue in our commitment to working with local partners to address this.

Our services are supported every week by a dedicated team of trained and experienced volunteers, who undertake outreach, peer mentoring, befriending, and assisting our emergency response throughout the pandemic. We greatly value the input and support of all our volunteers who reflect the diversity of our local communities, and many of whom have been recipients of our services in the past or are local residents. During the pandemic, we were contacted by hundreds of local residents who were on furlough or working from home, or simplywishing to assist andoffer help with Covid-related responses to need. Manycontinued to support the vaccine clinics throughout this year and remain as a resource for future roll-out of vaccine programmes. In supporting the GP vaccination clinics, 554volunteers have assisted the safe delivery and management of these sites.

Organisational Structure

The Chief Executive Officer (CEO) reports directly to the Board of Trustees. The Senior Management Team comprises of the CEO, the Director of Finance and Administration, and the Director of Fundraising and Development.

Structure, Governance and Management:

Manor Gardens Welfare Trust governs through its Memorandum and Articles of Association. The Articles of Association were updated in 2011 and approved by the Charity Commission in August 2011.

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The Charity’s governing body is the Board of Trustees, whose members are trustees under charity law and directors of the Company for the purposes of Company Law. New trustees/directors are elected at a General Meeting of the Board for a period of three years. They can serve for two terms i.e. six years, with provision for a further term if elected Chairperson. There has been a change of Treasurer during the year 2021/22, with succession planning within the Board to manage the end of second term by the previous Treasurer. At year end, the Board comprised of eight trustees.

As directors of the Company, the Trustees each guarantee to contribute an amount not exceeding £1 to the assets of the Company in the event of a winding up. Trustees have no beneficial interest in the Company. There are no known conflicts of interest and these are requested and recorded through an annual declaration, and updates requested at each Board meeting. Any declared conflicts of interest would be recorded; these would then be monitored and managed as necessary.

The Board is confident that the Charity conforms to and is compliant with the Charity Commission’s guidance, ‘The essential trustee: what you need to know, what you need to do’ (July 2015), and works under the Charity Governance Code (2018) supported through our membership of National Council for Voluntary Organisations and ACEVO.

Trustee Recruitment and Training

Trustees are recruited by various means, and in consideration of the latest Board appraisal, reflecting the skills of the Board and the requirements of the Organisation, and uses open and transparent recruitment practices. Advertising positions via our website extends to the recruitment of trustees, as well as utilising the initiatives and support of partners. This has included the BoardMatch66 process, initiated by the Big Alliance, to broker links between corporate partners and staff of these companies with an interest in local charities and trustee positions.

All prospective trustees meet with the Chair and the CEO to discuss their application, and if all is satisfactory following meeting and recruitment checks, their appointment is put to the Board. Any appointment is ratified at the subsequent Annual General Meeting. All appropriate checks are completed to assure that prospective and current trustees are not barred from taking up positions, including guidance on automatic disqualification rules issued in 2018. Declaration is signed confirming their suitability to serve.

Each new Trustee is inducted into their role and the Organisation, through provision of information and time with our staff and services, and one-to-one session with the CEO, Chair and fellow trustees, and SMT members. The Charity Commission’s guidance, ‘The essential trustee’ is the basis of our briefing into the role and is provided to all. A comprehensive induction pack which contains information about the history of the Manor Gardens Welfare Trust, details of Tenant Groups based at our premises, copies of the Memorandum and Articles of Association, a copy of all Centre policies on disc, a copy of the most recent Annual Accounts and Annual Review is provided.

The Board regularly conducts review of trustees’ skills and an appraisal of Board effectiveness, led by the Chair. Where this review identifies skills shortages, this is addressed by training and/or the recruitment of new trustees. On an annual basis the Chair reviews the performance of the trustees against the list of their main responsibilities.

The Board seeks to represent the diversity of our wider society through its membership, and this is a further consideration in our annual review and recruitment. The Organisation’s policy statement on Equality, Diversity and Inclusion extends to and is reflected in the principles and performance of the Board.

• ➢ 44% of trustees are from Black, Asian and other Minority Ethnic groups (BAME), 56% are white British or from white–other Ethnic groups.

• ➢ 56% of trustees are female, and 44% are male.

Board Processes and Decision making

In 2021/22, the full Board met five times during the year to set strategic direction and to review the performance, compliance, and finances of the Charity. These meetings were agreed to be held remotely and online, and this continued throughout the year. The CEO, the Director of Finance and Administration and the Director of Fundraising and Development were in attendance atall meetings, as the Senior Management Team (SMT). In

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addition, the Board was updated regarding emergency response, risk assessment and contingency planning when necessary during the pandemic.

Strategy review

In reaching decisions the Board is guided by the five-year Organisational Strategy 2020-25. This was reviewed and updated in 2019-20following consultation with beneficiaries, staff, partners and Trustees, and approved in December 2019. The strategy now informs strategic goals and the annual business plan, assuring progress against targets and milestones in compliance with the strategy, and proved wholly relevant to guide changes in delivery and response to the pandemic throughout Year 3of the Strategy.

Operational and day-to-day decision making is delegated to the CEO and the staff team. Major new initiatives are considered with the Board for approval. Trustees receive in advance of each Board meeting comprehensive and detailed written reports from the CEO, the Director of Finance and Administration and the Director of Fundraising and Development. These reports describe activities of the Charity, and inform in order to plan for growth, stability, and future planning. Quality assurance, safeguarding, and risk management are essential considerations of the Board. Annual reports related to Safeguarding, Health & Safety, and Human Resources present related data and activity throughout the year, and comparisons year-on-year, enabling depth of understanding and consideration of trends.

The trustees receive in advance of their meetings copies of the most recent management accounts, along with notes on variations between budgeted and actual expenditure. At the meetings the Director of Finance and Administration will guide the Trustees through these documents.

The Board scrutinises these documents against agreed targets and budgets to assess the performance of the Charity in achieving its charitable objectives to a high standard and cost effectiveness. The Trustees also maintain up-to-date understanding of relevant legislation through external activities, training and information exchange, and by taking legal advice when necessary.

Risk Management

Potential areas of risk to the Charity are identified, recorded and reviewed by the Board at every Meeting, assisted by the Senior Management Team. The Risk Register incorporates financial, operational risk and external risk, assessing likelihood of occurring, impact, and mitigation to reduce likelihood and the impact. Whilst recognising that no organisation can ever be risk free, the Board of Trustees consider that the range of measures and controls in place have reduced to an acceptable level the various risks faced by Manor Gardens Welfare Trust.

During the pandemic the received risk assessments and increased frequency of updates to the risk register, demonstrating compliance to Government restrictions, and reflected changed ways of working. The business continuity plan was regularly updated as the emerging position changed.

Impact and Performance:

In 2021/22, we have developed services and opportunities consistent with our Mission Statement and Objectives, and continue to set ourselves the following objectives in achieving our Organisational Strategy 2020-25:

1. Access for all - we will ensure people can find us and the services available to them and actively work to break down barriers people face in society.

2. Impact for all – we will continue to develop service models and approaches which address gaps and respond to need, based on an understanding of people and communities.

Starting Well Services

Supporting the whole family before and following the birth of achild significantly improves wellbeing for all. Our Starting Well Service has broadened its scope from supporting women during pregnancy and birth to providing comprehensive and accurate information, peer support and in-depth, and often complex casework for the whole family.

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Our focus remains in supporting refugee and migrant families, with our bilingual staff providing both first language and English-speaking support. Our staff and volunteers speak and represent the Spanish, Somali, Czech, Russian, Bulgarian, Arabic, Albanian, and Turkish communities. Much of this work is carried out through our Bright Beginnings project, funded by the National Community Lottery Fund, continues to support families across North London and when required, when families are re-located outside of London. Our Camden Blossoms project provided support to families in the London Borough of Camden around perinatal mental health; this ended in March 2022, transferring to another provider to continue in the Borough.

We continued to support clients online, as many were concerned about leaving home and found joining support sessions easier from home due to childcare. In-person one-to-one sessions were offered during the year and have soon became well-attended. We delivered 746 drop-in and group clinics and 109 workshops with partners and peers. We worked with 883 clients, and reached 1,800 women through our group sessions and activities; 74 volunteers supported us.

Living Well Services

We work with all ages and all sections of the community providing information and advice, welfare support and opportunities to increase social connectedness, improved health, emotional wellbeing, and practical interventions and advice. We are flexible in the way we work and aim to resolve people’s issues through early intervention and prevention ofescalation and crisis, when possible. We aim to reduce pressure across the health and social care sector, working in partnership with GPs and social workers, and our support seeks to address issues that can impact on the quality of day-to-day life. This can include help with welfare benefits, housing applications and referrals to specialist agencies. Our in-depth case work supported 797 clients, with 501 of them being new referrals. We put on 177 events, including our telephone clubs and worked with 30 volunteers.

We continued to support housebound and elderly people with telephone befriending and began telephone support groups for those who couldn’t access online activities.

Our services have extended to Social Prescribing commissioned by Islington GP Federation since 2020. Our Social Prescribing Link Worker , joined other organisations in the borough supporting GP practices, and integrated our offer with Help on your Doorstep. Patients are provided with non-clinical support to improve their wellbeing, and access to a wide range of activities and opportunities.

Our Therapeutic services continue to grow, providing support to 231 people in individual counselling sessions, 102 group counselling sessions and 95 onward referrals to partners. Demand has grown from those experiencing domestic abuse as well as those suffering ongoing trauma and stress.

Cloudesley Partner

We continue to be a Cloudesley Partner, providing small welfare and catalyst grants to clients who live in Islington, are ill and who live in poverty. The small grants have enabled clients to top up their phones, purchase essential clothing and furnishings, buy a laptop to study and other small interventions that have improved their daily living and wellbeing.

We were able to provide 157 large Christmas food hampers to clients from all of our services this year. We received £3,250 from the Local Initiative Fund to provide the hampers and are grateful to our local councillors for their continuing support.

Communities

Our Communities team responded swiftly to the lifting of restrictions to offer safe communal events in our gardens. We put on three coffee mornings a week, gentle exercise and yoga, art classes and other wellbeing activities as well as large-scale events such as community meals, respecting the changing Covid restrictions during the year. They were able to put on 287 separate activities, five community meals and celebrations of Pride month, International Women’s Day, Mental Health Awareness Week and other key opportunities to raise awareness of good mental wellbeing. We worked with 550 clients, many of whom attend events every week

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Policy and Campaigns

Raising awareness and prevention of female genital mutilation (FGM) has been a key part of our work for many years, and this is ever more important as harmful practices have under lockdown conditions become even more hidden. We continue to utilise all channels of communication to end harmful practice and for this to be considered a priority and concern for all in our society. The Dahlia Project continues to provide specialist therapy for women who have experienced and are affected by FGM and worked with 68 women this year. Increasingly we provide holistic advocacy and support for these women alongside therapy, including accessto support grants to provide both the basics in their lives but also the possibility of change and empowerment; this could relate to study and further education. Our work with NHS England, and both London North West University Healthcare NHS Trust and Barts Health NHS Trust, has continued in the two North London multidisciplinary FGM clinics into which we contribute counselling services. Our counselling provision has continued throughout the year, both through online contact and face-to-face, when possible.

We are extremely grateful to the Dovedale Foundation and an anonymous trust for their ongoing support, particularly as statutory funding is increasingly limited in focus on this area of need.

Our partnership with Hestia in the London Borough of Newham continues, commissioned by the Local Authority as part of the response to tackling violence against women and girls. It raises awareness of FGM, supports women affected by FGM by working with and into communities, and trains professionals to recognise risk related to FGM and further understand this practice and the support that is needed by those affected, and seek to end FGM.

Early Years Services

In addition to our Starting Well Services, we provide early years’ education and childcare. We believe that a good start in life contributes to the wellbeing of everyone and we provide rich experiences for children aged two to five in our Nursery and Children’s Centre. We work in close partnership with professionals and commissioners of Bright Start Islington, hosting colleagues within our Children’s Centre, promoting access to early education and the benefits of play, and in this past year, ensuring children are within a safe environment and families are supported. We have remained open to children and families with additional vulnerabilities and keyworker parents The need and demand for this provision has increased over the course of this year.

Our Early Years Education and Childcare

At both Manor Gardens Nursery and Hornsey Road Children’s Centre , we provide environments that are inviting, stimulating and safe, where children can take part in and enjoy learning experiences which are both interesting and challenging to them. We recognise that all children are individuals and we provide a curriculum, in alignment to the Early Years Foundation Stage (EYFS), which meets the needs of each child. Our Nursery settings give children aged nought to five a varied and imaginative play experience, delivered by staff who have an excellent knowledge of how children learn. We have cosy, intimate settings laid out with different learning and play areas. Our staff encourage children of different ages to play together which reduces the stress of transitioning to other play areas as a child gets older. Our settings are judged to be ‘good’(Manor Gardens Nursery, Ofsted March 2020) and ‘good’ (Hornsey Road Children’s Centre, Ofsted 2017) stating:

‘Staff plan an ambitious, interesting and creative curriculum. They regularly extend their knowledge and teaching, for example by attending relevant training. The positive impact of this is apparent in the carefully planned educational programme for children.’ Manor Gardens Nursery, Ofsted Report 2020 .

‘Children are developing an understanding of diversity beyond their immediate family. They benefit from taking part in a wide range of activities that effectively teaches them about people in the wider world.’ Hornsey Road Children’s Centre, Ofsted Report 2017.

Our staff are highly trained and experienced, and within the staff complement are graduate practitioners, including teachers. Staff have needed to support parents at home, identifying resources which support children’s development, but primarily support wellbeing and both child and parent to cope and adapt to change and uncertainty. Safeguarding and child protection are paramount throughout our work, and this has remained critical when direct contact with some children and families is more limited. Assessment of circumstances and need has been prioritised and the needs of families continually reviewed.

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Manor Gardens Welfare Trust TRUSTEES’ REPORT

Year ended 31[st] March 2022

We continue to review the standard and quality of our provision throughout each term in partnership with Early Years Education in Islington Council and Bright Start Islington, and share good practice across our Early Years provision. Each of our settings work towards the Healthy Early Years London Award, which support the Mayor’s Health Inequalities Strategy for every London child to have a healthy start to life, with improvements in healthy life expectancy, child obesity and wellbeing.

The capacity of our settings is 72 children at any one time, 24 at Manor Gardens Nursery and 48 at Hornsey Road Children’s Centre, and we care for children from 9 months to the age of 5 years (school entry). We provide termtime only provision at Manor Gardens Nursery, and all year round and extended childcare hours at Hornsey Road Children’s Centre. We complete rolling entry to the Nursery and have operated above 70% take up of admissions/places throughout the year. We have whenever possible prioritised all children returning to our settings following periods of lockdown and restrictions, recognising the importance of socialisation for children, the development of speech and language, and the developments milestones within the early years.

3. Efficient and accountable operations – we will deliver effective and robust management and finance systems with the ability to adapt in response to external change in the sector.

Manor Gardens Welfare Trust has a diverse income profile, securing funding for services commissioned by both Local Authority and Clinical Commissioning Groups (CCGs), charitable grants and trusts, and individual donors. In addition, unrestricted income is generated through the longer-term lease with 14 tenant organisations and shortterm lettings of our premises, enabling the upkeep and investment in our owned property and support of the infrastructure and sustainability of the Organisation, as well as partnership delivery.

Local Authority and CCG commissioned services were delivered in three London Boroughs; Camden, Islington, and Newham. Our work with the NHS was funded by Islington GP Federation, Whittington Health, London North West University Healthcare NHS Trust and Barts Health NHS Trust. Our Early Years settings are contracted with London Borough of Islington.

Grants were received from National Lottery Community Fund, The Dovedale Foundation, Local Initiative Fund, and Cloudesley.

Our crowdfunding appeals helped support our FGM work, our Covid-19 response and our Christmas Hampers.

We continue to receive food donations from The Felix Project.

All fundraising activity is carried out by MGWT staff and no professional or commercial fundraisers have been involved in fundraising. All fundraising is overseen by the Director of Fundraising and Development, a member of the Institute of Fundraising who abides by its code of conduct. MGWT has fully complied with fundraising standards and regulation, and received no complaints regarding our fundraising activities.

We continue to review our income streams, particularly when operating in an environment where there is continued demand and need alongside decreasing resources. We always seek to provide the most efficient services with maximum impact and value, considering effective service models, replicability and relevance to beneficiaries and communities.

4. Our people – all who work with us will continue to be recognised as our biggest asset in achieving our vision and mission and therefore we will support, develop, and value all in their contribution.

Our committed staff team are essential to our ability to deliver our vision of promotion of health, wellbeing, and social inclusion for the benefit of all, recognised as the organisation’s biggest asset. We continue to strive to be an excellent employer, recognising the challenges and limitations that can be in place as a small charity and organisation, and adopt sector norms in terms and conditions of employment and aim to exceed these were possible. We continue to review our approach to valuing staff and ensuring they are working in an environment in

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Manor Gardens Welfare Trust TRUSTEES’ REPORT

Year ended 31[st] March 2022

which they are supported and developed, and with a particular focus on access to wellbeing support throughout2021/22, recognising the exceptional circumstances in which staff were working.

We continue to contract Roots HR in the provision of HR Consultancy to provide additional capacity, resource, and expertise in our employment and management of staff, and assurance in meeting our legislative requirements and provision of policy framework as an employer.

5. Partnerships – we will be more effective, have greater impact, and achieve better outcomes when working with others, and we will continue to actively seek collaboration.

Partnership is essential to the success of our delivery and the effectiveness of our mission to help people take action to change their lives for the better. We cannot achieve sustainable change and impact by working in isolation. We engage, participate and influence in many different ways, including:

• ➢ Manor Gardens leads delivery and development of Health Exchange.

• ➢ The Chief Executive is the Voluntary and Community Sector (VCS) representative on the Health and Wellbeing Board for Islington, which sits jointly with Haringey Health and Wellbeing Board twice a year and Islington’s Fairer Together Strategic Board.

• ➢ Manor Gardens is the founding partner with Islington Council in the Time to Change Islington organic hub.

• ➢ Representation and meetings with local Councillors take place throughout the year, and in 2021/22 we regularly attended online ‘Community Conversations’.

Health Exchange

Hosted by Manor Gardens Welfare Trust, delivered in partnership with Islington CCG, and commissioned by London Borough of Islington, Health Exchange represents our commitment to an integrated approach to improving the health and wellbeing of Islington residents.

This has grown from more formal forum-style meetings with invited partners to an open and welcoming monthly drop-in, the ‘Breakfast Meeting’. This has allowed the network to connect and reflect changing and emerging priorities as these emerge. There is no criteria or requirements for membership, other than an interest in health and social care in the Borough, and current partners reflect a wide range of organisations working in Islington, with staff at all levels attending and engaging from senior strategists to frontline practitioners. We currently have 120 members. Collectively, we aim to improve the understanding of the health and wellbeing landscape, enable creative solutions to delivering wellbeing and support one another to identify service areas for future development. We are taking a lead role in the involvement and integration of statutory and voluntary sector organisations in finding solutions and approaches to health priorities and agendas. We recognise that to do so involves meaningful engagement and regular conversation between commissioners and providers, and representation and understanding of community voices and needs.

Islington Food Poverty Alliance

MGWT chairs Islington Food Poverty Alliance, a coalition of over 130 member organisations and individuals from the VCS, Islington Council, health services, local funders, businesses, schools, Early Years settings, and mutual aid groups. MGWT led the process to develop and publish Islington’s first Food Poverty Action Plan, and facilitate the delivery and partnership work to ensure the success of this ambitious and wide-ranging Action Plan.

An example of the Alliances’ success is the recently developed Islington Food Cooperative Network, a partnership across 7 local community organisations to initiate local cooperatives as an empowering alternative to foodbanks to tackle food poverty. Piloted with secured funding (February–April 2021), these cooperatives are now continuing under a self-sustaining funding model, and MGWT has been requested to speak at national events to share our model and learning, to replicate in other regions.

Covid task forces

Multiple task force meetings have been convened in the past year to respond to crisis and emerging need and we have participated, identified solutions and responses, and contributed to many identified actions. This has included:

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Manor Gardens Welfare Trust TRUSTEES’ REPORT

Year ended 31[st] March 2022

• ➢ humanitarian food response across Islington and into neighbouring Boroughs.

• ➢ roll-out of the Covid-19 vaccination programme in Islington, with engagement work through hyper-local support to deliver accurate information to diverse communities.

• ➢ addressing social isolation and connectedness across the Borough.

Future Plans:

Initiatives and integrated working continues, to continue to address inequalities impacting the health and wellbeing of individuals and within our communities.

We will continue to outreach into communities whilst also offering a safe and accessible co-location space working with similar organisations and charities, and as an asset to the local community. We recognise the importance of place and how people can come together, support one another, and have the best opportunities in life, addressing challenges in society today.

We will continue to invest in people and communities to enable delivery of our Strategy, providing access, impact, and a place where people can feel welcomed, supported and valued.

More information about our current services and developments for the Charity can be found on our website at www.manorgardenscentre.org

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Manor Gardens Welfare Trust TRUSTEES’ REPORT

Year ended 31[st] March 2022

FINANCIAL REVIEW AND RESULTS FOR THE YEAR ENDED 31ST MARCH 2022

The Statement of Financial Activities (SoFA) including an Income and Expenditure account set out on page 20, shows total income of £2,102,923 (2021: £2,044,227) and total expenditure £2,011,908 (2021: £1,825,740). Thisresulted in net surplus of £91,015 (2021: surplus £218,487). The overall result is better than what we anticipated at the beginning of the year despite the current economic climate and the corona virus pandemic.

RESERVES POLICY

The Board has a long-term policy of increasing both the Revenue and Building Refurbishment Reserves (see note 11 to the accounts) to ensure that fluctuations in future income do not threaten the financial stability of the organisation. The uncertainties include grants from statutory bodies and rental income.

Revenue Reserve: TheRevenue Reserve is needed to provide funds which can be made available for specific projects, and to assist with unforeseen economic events.

The Trusteesbelieve that the level of this reserve should be gradually increased to the equivalent of three months’ total expenditure calculated and reviewed annually. The reserve is being built up to the desired level in stages consistent with the Charity’s overall financial position and its need to maintain its activities. The current level of this reserve is £302,780 compared with three months’ total expenditure of £502,977(this amount is higher due to the HRCC contract) based on the audited accounts.

Building Refurbishment Reserve : The Board’s policy is to build up the Building Refurbishment Reserve, to £260,000, which equals 4% of the estimated value of the freehold premises (£6.5million). The purpose of this reserve is for the refurbishment of, and cyclical maintenance work on the Charity’s premises. The Trustees expect to achieve this level of funding by a combination of specific donations, grants and transfers from general reserves. At the year end this reserve stands at £246,924.

General funds (see note 11 to the accounts) are donations and other incoming resources receivable or generated in furtherance of the Charity’s objectives without further specified purpose and are available as general funds. The current level of Undesignated funds is £179,642.

Restricted Capital funds (see note 12 to the accounts) comprise a building asset fund, a fixed asset fund and other grants fund. The building asset fund represents the original cost of, and initial improvements made to the Charity’s original freehold premises; whereas the fixed asset fund represents the cost of assets funded by grants. The current level of the combined Capital funds is £544,028.

The policies for and levels of these reserves will continue to be monitored by Trustees on an annual basis. Further analysis of the reserves of the Charity can be found in notes 11 and 12 to the financial statements.

INDEPENDENT AUDITORS

The statutory auditor, Anthony Daniel Armstrong FCA of Armstrong & Co, has indicated his willingness to be proposed for re-appointment in accordance with Section 485of the Companies Act 2006.

STATEMENT AS TO DISCLOSURE OF INFORMATION TO AUDITORS

The trustees who were in office on the date of approval of these financial statements have confirmed, as far as they are aware, that there is no relevant audit information of which the charitable company’s auditor is 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 auditor is aware of that information.

This report has been prepared in accordance with the Charities SORP FRS 102 (effective 1 January 2015) and with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

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Manor Gardens Welfare Trust TRUSTEES’ REPORT

Year ended 31[st] March 2022

The trustees have determined that the charitable company be audited under the Companies Act 2006 for the year ended 31[st] March 2022 and for future years. The charitable company would is also required to be audited under charities legislation for the year ended 31[st] March 2022.

The trustees acknowledge and confirm their responsibilities for preparing the financial statements as detailed in the Statement of Trustees’ Responsibilities set out on page 16.

Approved and authorised for issue by the Trustees on 14[th] October 2022 and signed on their behalf by:

Allan Sutherland, Trustee

Pardeep Bhatti ACA, Trustee

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Manor Gardens Welfare Trust STATEMENT OF TRUSTEES’ RESPONSIBILITIES For the year ended 31[st] March 2022

The trustees (who are the directors of the charity for the purpose of company law) are responsible for preparing the Trustees Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year 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 these financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities SORP;

• make judgements and estimates that are reasonable and prudent;

• follow applicable accounting standards and statements of recommended practice, subject to any material departures disclosed and explained in the accounts; and

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

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

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF MANOR GARDENS WELFARE TRUST For the year ended 31[st] March 2022

Manor Gardens Welfare Trust

We have audited the financial statements of Manor Gardens Welfare Trustfor the year ended 31[st] March 2022 which comprise the Statement of Financial Activities, Statement of Financial Position, and the Notes to the Accounts to the Financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

Opinion on financial statements

In our opinion the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 31[st] March 2022 and of its incoming 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 applicable to Smaller Entities; and

• have been properly 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 the provisions available for small entities, 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 charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

Other information

The other information comprises the information in the annual report but does not include the financial statements and our report of the auditors thereon. The trustees are responsible for the other information.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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

We have nothing to report in this regard.

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF MANOR GARDENS WELFARE TRUST For the year ended 31[st] March 2022

Manor Gardens Welfare Trust

Opinion on other matter prescribed by the Companies Act 2006

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

• the information given in the trustees' report, which includes the directors' report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors' report included within the trustees' report 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 directors' report included within the trustees' report.

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; or

• the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies' exemptions in preparing the trustees report.

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities set out on page 16 the charity's 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 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 an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

• We identified the legal and regulatory frameworks that are applicable to the entity and determined that the most significant are those that relate to the specific business environment in which they operate, the reporting requirements they are obliged to adhere to and other legal and regulatory requirements applicable to operating entities in general.

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF MANOR GARDENS WELFARE TRUST For the year ended 31[st] March 2022

Manor Gardens Welfare Trust

These include the Companies Act 2006, the Charities Act 2011, FRS 102, the Charities SORP, GDPR and COVID19 support schemes legislation. The charitable company operates locally and is not significantly impacted by international law or regulations.

Taxation law and regulations applicable to charities also apply to the charitable company but it is not involved in any complex matters that increase the risk of non-compliance.

Each area of audit review includes in the audit documentation reference to potential non-compliance and awareness of potential non-compliance is embedded in our audit procedures.

• We assessed the risks of material misstatement in respect of fraud by enquiry of management, review of the charity's operations and direct review of significant and material transactions, including all non-standard or irregular journal adjustments. Our understanding of the organisation enables us to understand and identify transactions or areas that appear to present a risk of fraud. None were detected.

Our pre-audit questionnaire specifically makes enquires about fraud and this is supported by audit documentation. We also review Board minutes to identify any matters of concern or risk. None were identified.

• The audit was conducted by a very experienced auditor who has a good knowledge of the client and no other assistance or support was required.

• The charity is small, its activities are regular and consistent and are not complex and no special audit considerations apply, nor is external specialist assistance required.

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

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an 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 its members as a body, for our audit work, for this report, or for the opinions we have formed.

Anthony Daniel Armstrong FCA(Senior Statutory Auditor) 4a Printing House Yard for and on behalf of Armstrong & Co Hackney Road Chartered Accountants & Statutory Auditors London E2 7PR 14[th] October 2022

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Manor Gardens Welfare Trust STATEMENT OF FINANCIAL ACTIVITIES Including an Income and Expenditure Account For the year ended 31[st] March 2022

		UNRESTRICTED	UNRESTRICTED	RESTRICTED
		General	Designated		2022	2021
	Note	Funds	Funds		Total	Total
		£	£	£	£	£
INCOME FROM:
Donations and legacies		1,848	-	31,565	33,413	298
Charitable activities
Grants and service agreements	6/7	-	-	1,650,932	1,650,932	1,582,977
Rent and service charges		390,522	-	-	390,522	357,817
Room hire		8,642	-	-	8,642	823
Income from services supplied		10,592	-	-	10,592	106
Pandemic Food Activity		-	-	-	-	26,746
Fundraising		525	-	-	525	244
Other		4,703	-	-	4,703	-
Investment income		178	-	-	178	655
Furlough		-	-	3,416	3,416	74,185
Other income		-	-	-	-	376
		----------------	----------------	----------------	----------------	------------------
TOTAL INCOME		417,010	-	1,685,913	2,102,923	2,044,227
		----------------	----------------	----------------	----------------	------------------
EXPENDITURE ON:
Raising funds		-	-	-	-	-
Charitable activities
Service agreements	1	-	-	1,651,805	1,651,805	1,414,758
Health and welfare services	1	356,687	-	-	356,687	336,797
Furlough	1	-	-	3,416	3,416	74,185
		----------------	----------------	----------------	----------------	------------------
TOTAL EXPENDITURE		356,687	-	1,655,221	2,011,908	1,825,740
		----------------	----------------	----------------	----------------	------------------
NET INCOME / (EXPENDITURE)		60,323	-	30,692	91,015	218,487
TRANSFERS BETWEEN FUNDS 11/12		(60,323)	21,187	39,136	-	-
		----------------	----------------	----------------	----------------	------------------
NET MOVEMENT IN FUNDS		-	21,187	69,828	91,015	218,487
RECONCILIATION OF FUNDS:
TOTAL FUNDS AT 1 APRIL 2021		179,642	528,517	1,295,178	2,003,337	1,784,850
		----------------	----------------	----------------	----------------	------------------
TOTAL FUNDS AT 31 MARCH 202211/12		179,642	549,704	1,365,006	2,094,352	2,003,337
		========	========	========	========	=========

See Note 16 for a detailed analysis of 2021 prior year amounts. All activities are classed as continuing.

There were no other recognised gains or losses other than those stated above. The notes on pages 22 to 31 form an integral part of these audited financial statements.

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Manor Gardens Welfare Trust Registered in England, company number 3386929 STATEMENT OF FINANCIAL POSITION As at 31[st] March 2022

	Note	2022	2021
		£	£
FIXED ASSETS
Tangible fixed assets	8	970,998	862,931
		----------------	----------------
CURRENT ASSETS
Debtors	9	486,147	193,065
Short term deposits		227,638	227,638
Cash at bank		608,957	893,053
Cash in hand		3,335	3,394
Pre Capital Exp		-	-
		----------------	----------------
		1,326,077	1,317,150
CREDITORS: amounts falling due within one year	10	(202,723)	(176,744)
		----------------	----------------
NET CURRENT ASSETS		1,123,354	1,140,406
		----------------	----------------
TOTAL ASSETS LESS CURRENT LIABILITIES		2,094,352	2,003,337
		-----------------	-----------------
NET ASSETS		2,094,352	2,003,337
		========	========
THE FUNDS OF THE CHARITY
Unrestricted Funds	11	729,346	708,159
Restricted Funds	12	1,365,006	1,295,178
		-----------------	-----------------
TOTAL CHARITY FUNDS		2,094,352	2,003,337
		========	========

These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies and with the Financial Reporting Standard 102.

Approved and authorised for issue by the Trustees on 14[th] October 2022 and signed on their behalf by:

Allan Sutherland, Trustee

Pardeep Bhatti ACA, Trustee

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Manor Gardens Welfare Trust ACCOUNTING POLICIES For the year ended 31[st] March 2022

BASIS OF ACCOUNTING

The financial statements have been prepared under the historical cost convention and in accordance with:

• a) Applicable UK accounting standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)';

• b) 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 2015) - (Charities SORP FRS 102);

• c) The Companies Act 2006; and

• d) The Charities Act 2011.

PUBLIC BENEFIT ENTITY

The Charity meets the definition of a public benefit entity under FRS 102.

GOING CONCERN

The charity’s income is derived from both non-self-generated sources, such as grants, service level agreements and other governmental or NGO sources and self-generated sources, such as rental income and hire income etc. The trustees consider that there are no material uncertainties about the likelihood that this support will continue, and accordingly, the accounts have been prepared on a going concern basis.

INCOMING RESOURCES

Incoming resources are the amounts derived from the provision of charitable services, the receipt of gifts, rents and grants falling within the charity’s ordinary activities.

INCOME RECOGNITION

All incoming resources are recognised once the Charity has entitlement to the resources, it is certain that the resources will be received and the monetary value of incoming resources can be measured with sufficient reliability. Income with conditions attached to its receipt is recognised when the conditions have been fulfilled.

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

RESOURCES EXPENDED

Liabilities are recognised as resources expended as soon as there is a legal or constructive obligation committing the Charity to the expenditure. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category.

Costs of raising funds are those costs incurred in attracting voluntary income.

Charitable activities include expenditure associated with the provision of accessible health and welfare services and include both the direct costs and support costs relating to these activities.

Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources.

Irrecoverable VAT is charged against the category of resources expended for which it was incurred.

GOVERNANCE COSTS

Governance costs comprise all costs involving the public accountability of the Charity and its compliance with regulation and good practice. These costs include the audit fee.

Governance costs include those incurred in the governance of the Charity and its assets and are primarily associated with constitutional and statutory requirements and are included in support costs.

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Manor Gardens Welfare Trust ACCOUNTING POLICIES For the year ended 31[st] March 2022

FIXED ASSETS AND DEPRECIATION

All fixed assets are initially recorded at cost. Freehold land is not depreciated. The Trustees are of the opinion that the freehold buildings have such a long useful economic life and such a high residual value that any depreciation charges arising are immaterial. Depreciation is being charged on other fixed assets retained by the Trust at rates estimated to write off their cost, less any residual value, over their expected useful lives. The expected useful lives are as follows:

Included within furniture and equipment:

uded within furniture and equipment:
Furniture and equipment	10 years
Safety equipment	10 years
Computer equipment	3 years
Cafe equipment	5 years

STOCK

Stock is valued at the lower of cost and net realisable value.

LEASING CONTRACTS

The management and service charges are credited to the Statement of Financial Activities as they fall due over the period of the lease.

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged against profits on a straight-line basis over the period of the lease.

UNRESTRICTED FUNDS

Unrestricted funds are donations and other incoming resources receivable or generated in furtherance of the Charity’s objectives without further specified purpose and are available as general funds.

DESIGNATED FUNDS

Designated funds are unrestricted funds earmarked by the Trustees for particular purposes.

RESTRICTED FUNDS

Restricted funds are to be used for specific purposes as laid down by commissioning authorities and donor’s expenditure which meets these criteria is charged to the fund.

TAXATION

The Company is a registered charity and does not trade and as such its income and gains are exempt from corporation tax to the extent that they are applied to its charitable objectives.

PENSIONS

The Charity operates defined contribution schemes which are administered by outside independent pensions providers. Contributions payable for the year are charged to the Statement of Financial Activities.

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Manor Gardens Welfare Trust NOTES TO THE ACCOUNTS For the year ended 31[st] March 2022

1. COST OF CHARITABLE ACTIVITIES

		Activities	undertaken directly
		Staff	Other	Support
		Costs	Direct	Costs	2022	2021
			Costs		Total	Total
		£	£	£	£	£
	RESTRICTED
	Service agreements
	MG Nursery	95,800	35,354	2,465	133,619	97,314
	Hornsey Road Children’s Centre	528,565	141,158	12,587	682,310	545,872
	Early Parenthood Programme	195,560	44,679	4,515	244,754	222,109
	FGM Services	112,877	43,488	2,939	159,304	144,601
	Therapeutic Service	11,987	4,632	312	16,931	66,867
	Syrian Fund Service	19,631	2,670	419	22,720	30,207
	Food Cooperative Service	1,240	2,971	79	4,290	18,896
	Big Lottery Covid Fund	-	-	-	-	73,783
	CAF Resilience Fund	-	-	-	-	27,840
	Living Well / Stroke Service	83,212	25,566	2,044	110,822	82,921
	Social Prescribing	39,166	4,024	812	44,002	14,669
	Wellbeing Service	146,271	45,272	3,600	195,143	89,679
	Single Point of Access	12,634	6,741	364	19,739	-
	Time Limited Projects	12,371	5,465	335	18,171	-
		-----------------	-----------------	-----------------	-----------------	------------------
	Total Service agreements	1,259,314	362,020	30,471	1,651,805	1,414,758
	Furlough	3,416	-	-	3,416	74,185
	UNRESTRICTED
	Health and welfare services	344,729	-	11,958	356,687	336,797
	TOTAL COST OF	-----------------	-----------------	-----------------	-----------------	------------------
	CHARITABLE ACTIVITIES	1,607,459	362,020	42,429	2,011,908	1,825,740
		========	========	========	========	=========
2.	SUPPORT COSTS
					2022	2021
					£	£
	General expenses				18,280	9,960
	Insurance				16,120	16,145
	Telephone/Broadband				31,478	28,994
	Postage				1,289	2,213
	Copying				6,980	7,341
	Bank charges				1,595	1,767
	Stationery and office supplies				782	1,011
	Training and development				221	222
	Depreciation				7,450	10,106
	Computing				18,217	12,975
	Bad debts and provisions				2,789	4,958
	Repairs and maintenance				36,040	36,742
	Cleaning				49,955	38,551
	Light and heat				32,707	28,582
	Water rates				1,864	2,591
	Management charges				1,359	5,341
	Website / Communications /Charity	Log			1,366	312
	Governance (see Note 3)				5,479	5,641
	HR Resources				3,176	3,078

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Manor Gardens Welfare Trust NOTES TO THE ACCOUNTS For the year ended 31[st] March 2022

		2022	2021
		£	£
	Staff Support	3,581	2,050
	Summer Fair and Volunteers Event	106	-
	Food Service	-	22,306
		----------------	----------------
	Gross Costs	240,834	240,886
	Less: income from Projects excluded from SOFA (page 20)	(198,405)	(193,188)
		----------------	----------------
	Net Support Costs (see note 1)	42,429	47,698
		========	========
3.	GOVERNANCE COSTS
		2022	2021
		£	£
	Accountancy and audit fees	4,800	4,800
	Insurance	664	664
	General expenses	15	177
		----------------	----------------
		5,479	5,641
		========	========
4.	NET INCOMING RESOURCES FOR THE YEAR
		2022	2021
		£	£
	This is stated after charging:
	Depreciation	7,450	10,106
	Auditor’s remuneration	4,800	4,800
		========	========
5.	EMPLOYEES
	The average number of people employed during the year was as follows:
		2022	2021
		No	No
	Senior Management Team	3	3
	Projects and services	62	61
		----------------	----------------
		65	64
		========	========
	Employment costs were:	2022	2021
		£	£
	Wages and salaries	1,321,331	1,223,367
	Social security costs	108,235	100,242
	Pension costs	31,452	27,883
		----------------	----------------
		1,461,018	1,351,492
		========	========

During the year two employees earned £60,000 or more and no Trustee received any remuneration or reimbursed expenses.

Pension costs relate to a defined contribution scheme. Contributions are charged in the years to which they relate.

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Manor Gardens Welfare Trust NOTES TO THE ACCOUNTS For the year ended 31[st] March 2022

6. INCOMING RESOURCES Details of larger restricted grants and other funding received during the year include:

	2022	2021
	£	£
Manor Gardens Nursery
London Borough of Islington	90,216	84,757
Hornsey Road Children’s Centre
London Borough of Islington	454,751	521,683
Best Practice Network	5,000	2,000
Starting Well / Early Parenthood Programme
National Lottery Community Fund	169,620	166,564
London Borough of Camden - Camden Blossoms	70,000	70,000
London Borough of Islington	33,000	-
Cripplegate Foundation	6,939	-
NHS Haringey CCG	-	1,500
FGM Services
London Borough of Newham// Hestia Housing & Support	68,000	85,000
Barts Health NHS Trust	6,419	-
Dovedale Foundation	30,000	-
London Borough of Islington	2,000	-
Therapeutic Service
Covid Crisis Rescue	-	1,000
Two Magpies Fund	-	15,000
Shpresa Programme - Services for Albanian Women	-	5,000
Syrian Resettlement Programme
London Borough of Islington	16,000	55,000
Food Cooperative
Sustain	-	26,589
Soil Association	4,000	-
Big Lottery Covid Fund
National Lottery Covid-19 Response	-	80,902
CAF Resilience Fund
CAF Resilience fund	-	44,506
Living Well Services
NHS Islington CCG	100,496	67,997
London Borough of Islington	3,250	2,166
Islington GP Federation	64,600	5,000
Cloudesley	-	10,000
Social Prescribing
Primary Care Network North Islington GP Federation	37,914	19,194
North 2 Islington Primary Care Network	13,476	-
Single Point of Access
London Borough of Islington	58,378	14,344

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Manor Gardens Welfare Trust NOTES TO THE ACCOUNTS For the year ended 31[st] March 2022

	2022	2021
	£	£
Wellbeing Communities Service
London Borough of Islington – Community Mental Health & Wellbeing	130,000	108,240
Transport For London (Ground Works)	-	1,827
Cloudesley Principal Health Grants	35,456	30,000
Cloudesley Welfare and Catalyst Grants	-	5,000
HealthWatch Islington	2,111	-
Cripplegate Foundation	6,939	-
Camden and Islington Foundation	21,068	-
Claremont	1,250	-
Greater London Authority	10,000	-
Time Limited Projects
Islington GP Federation	5,228	3,360
Camden and Islington Public Health	13,000	10,000
NHS North Central London CCG	20,784	5,000
London Borough of Islington	7,487	-
Greater London Authority	5,000	-
Kickstart / DWP	5,022	-
Coronavirus Food Distribution Service
Age UK Islington	-	5,000
Bright Start East (London Borough of Islington)	-	5,000
J O’Brien	-	2,800
Albion Fine Foods	-	1,000
Islington Mind	-	1,000
Health Exchange
London Borough of Islington – VCS Partnership	-	18,750
Whittington Health	-	3,500
Andrew Turton	10,000	-
Awards for All Lottery Fund	10,000	-
Clothworkers Foundation	10,000	-
Others
Total of all other grants / fees / income	158,509	104,298
	-----------------	----------------
	1,685,913	1,582,977
	========	========

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Manor Gardens Welfare Trust NOTES TO THE ACCOUNTS For the year ended 31[st] March 2022

7. PROJECTS: RESTRICTED REVENUE FUNDS

The table below shows the reserves of Projects for specific purposes, as included in Restricted Funds (see note 12):

note 12):
	2022	2021
	£	£
MG Nursery	911	10,268
Hornsey Road Children’s Centre	23,963	128,545
Early Parenthood Programme	103,032	112,521
FGM services	-	20,685
Syrian Fund Service	40,229	46,530
Food Cooperative Service	11,656	8,208
Big Lottery covid Fund	-	9,128
CAF Resilience Fund	-	17,424
Stroke Service	69,742	10,040
Social Prescribing	13,125	4,924
Wellbeing Service	157,576	103,082
Single Point of Access	53,347	14,344
Time Limited Projects	48,877	18,358
	-----------------	----------------
	522,458	504,057
	========	========

8.

TANGIBLE FIXED ASSETS
	Freehold	Furniture &
	Premises	Equipment	Total
	£	£	£
COST
1stApril 2021	819,582	299,996	1,119,578
Additions	115,516	-	115,516
Disposals	-	-	-
	-----------------	-----------------	-----------------
31stMarch 2022	935,098	299,996	1,235,094
	========	========	========
DEPRECIATION
1stApril 2021	-	256,646	256,646
Charge for the year	-	7,450	7,450
On Disposals	-	-	-
	-----------------	-----------------	-----------------
31stMarch 2022	-	264,096	264,096
	========	========	========
NET BOOK AMOUNT
31stMarch 2022	935,098	35,900	970,998
	========	========	========
31stMarch 2021	819,582	43,349	862,931
	========	========	========

Freehold premises are shown at their original cost including the cost of additions and improvements. The Trustees have estimated the insurance value at £6,500,000.

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Manor Gardens Welfare Trust NOTES TO THE ACCOUNTS For the year ended 31[st] March 2022

9. DEBTORS

9.	DEBTORS
		2022	2021
		£	£
	Service charges	465,939	169,591
	Prepayments and accrued income	20,208	23,474
		-----------------	-----------------
		486,147	193,065
		========	========
10.	CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
		2022	2021
		£	£
	Operating creditors	52,321	41,754
	Other taxes and social security	41,146	30,487
	Other creditors and accruals	109,256	104,503
		-----------------	-----------------
		202,723	176,744
		========	========

Included in “Other creditors and accruals” are amounts outstanding to pension schemes at the balancesheet date of £7,979 (2021: £6,184).

11.	UNRESTRICTED FUNDS	Balance	Movement in	Movement in	Funds	Balance
		1/4/21	Income	Transfers	Expenditure	31/3/22
		£	£	£	£	£
	Designated (see note below)
	Building Refurbishment Reserve	246,924	-	-	-	246,924
	Revenue Reserve	281,593	-	21,187	-	302,780
		----------------	----------------	----------------	----------------	----------------
		528,517	-	21,187	-	549,704
		----------------	----------------	----------------	----------------	----------------
	General funds	179,642	417,010	(60,323)	(356,687)	179,642
		========	========	========	========	========
	TOTAL UNRESTRICTED FUNDS	708,159	417,010	(39,136)	(356,687)	729,346
		========	========	========	========	========

Designated funds have been set aside out of unrestricted funds by the Trustees to cover material fluctuations in rent and room hire income, essential and non-recurring administration costs, and nonrecurring costs resulting from withdrawal of some or all of external funding for projects. Transfers represent unrestricted funds that have subsidised projects undertaken during the year that were associated with restricted funds.

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Manor Gardens Welfare Trust NOTES TO THE ACCOUNTS For the year ended 31[st] March 2022

----- Start of picture text -----
||||||| |---|---|---|---|---|---| |12.|RESTRICTED FUNDS|Balance|Movement in Funds|Balance| |1/04/21|Income|Transfers|Expenditure|31/03/22| |£|£|£|£|£| |Capital funds:| |Building asset fund|274,047|31,565|-|-|305,612| |Fixed asset fund|19,504|-|-|-|19,504| |Other grants|218,912|-|-|-|218,912| |-----------------|-----------------|----------------- -----------------|-----------------| |512,463|31,565|-|-|544,028| |Revenue funds:| |Projects activities (note 7)|504,057|1,650,932|19,274 (1,651,805)|522,458| |Other revenue funds|278,658|3,416|19,862|(3,416)|298,520| |-----------------|-----------------|----------------- -----------------|-----------------| |1,295,178|1,685,913|39,136 (1,655,221)|1,365,006| |========|========|========|========|========|

----- End of picture text -----

Building asset fund: Original cost and initial improvements made to the Charity’s original freehold premises.

Fixed asset fund: Cost of assets funded by grants.

Other grants: Capital grants received for specific purposes.

Projects activities: Restricted revenue funds that have been received in the year as set out in note 6. Other revenue funds: Restricted funds not directly related to projects.

13. NET ASSETS ATTRIBUTABLE TO FUNDS

----- Start of picture text -----
||||||| |---|---|---|---|---|---| |Unrestricted|Restricted|Total|Total| |31/03/22|31/03/21| |£|£|£|£| |Fixed assets|426,970|544,028|970,998|862,931| |Current assets|505,099|820,978|1,326,077|1,317,150| |Current liabilities|(202,723)|-|(202,723)|(176,744|)| |-----------------|----------------- -----------------|------------------| |729,346|1,365,006|2,094,352|2,003,337| |========|========|========|========|

----- End of picture text -----

14. RELATED PARTY TRANSACTIONS

There were no related party transactions during the year or previous year.

There is no ultimate controlling party.

15. CONTINGENT LIABILITIES

The charity had no material contingent liabilities at 31[st] March 2022norat 31[st] March 2021.

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Manor Gardens Welfare Trust NOTES TO THE ACCOUNTS For the year ended 31[st] March 2022

16. STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31[ST] MARCH 2021

		UNRESTRICTED RESTRICTED	UNRESTRICTED RESTRICTED	UNRESTRICTED RESTRICTED
		General	Designated		2021
	Note	Funds	Funds		Total
		£	£	£	£
INCOME FROM:
Donations and legacies		298	-	-	298
Charitable activities
Grants and service agreements	6/7	-	-	1,582,977	1,582,977
Rent and service charges		357,817	-	-	357,817
Room hire		823	-	-	823
Income from services supplied		106	-	-	106
Pandemic Food activity		26,746	-	-	26,746
Fundraising		244	-	-	244
Other		-	-	-	-
Investment income		655	-	-	655
Furlough		-	-	74,185	74,185
Other income		376	-	-	376
		----------------	----------------	----------------	----------------
Total income		387,065	-	1,657,162	2,044,227
		----------------	----------------	----------------	----------------
EXPENDITURE ON:
Raising funds		-	-	-	-
Charitable activities
Service agreements	1	-	-	1,414,758	1,414,758
Health and welfare services	1	336,797	-	-	336,797
Furlough		-	-	74,185	74,185
		----------------	----------------	----------------	----------------
TOTAL EXPENDITURE		336,797	-	1,488,943	1,825,740
		----------------	----------------	----------------	----------------
NET INCOME / (EXPENDITURE)		50,268	-	168,219	218,487
Transfers between funds	11/12	(50,268)	11,742	38,526	-
		----------------	----------------	----------------	----------------
NET MOVEMENT IN FUNDS		-	11,742	206,745	218,487
RECONCILIATION OF FUNDS:
TOTAL FUNDS AT 1 APRIL 2020		179,642	516,775	1,088,433	1,784,850
		----------------	----------------	----------------	----------------
TOTAL FUNDS AT 31 MARCH 2021	11/12	179,642	528,517	1,295,178	2,003,337
		========	========	========	========

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Manor Gardens Welfare Trust MANAGEMENT INFORMATION For the year ended 31[st] March 2022

The following information does not form part of the audited financial statements

CASHFLOW STATEMENT	CASHFLOW STATEMENT	Notes	Total	Prior Year
			Funds	Funds
			2022	2021
			£	£
Cash generated from operating activities:
	Net cash provided by/(used in) operating activities	A	(168,639)	290,951
Cash flows from other sources:
	Proceeds from sale of fixed assets		-	-
Application of cash:
	Purchase of fixed assets		(115,516)	(9,266)
	Pre capital exp		-	-
			----------------	----------------
Net increase/(decrease) in cash		B	(284,155)	281,685
Cash at	bank at the beginning of the year	B	1,124,085	842,400
			----------------	----------------
Cash at	bank at the end of the year	B	839,930	1,124,085
			========	========
A	RECONCILIATION OF NET INCOME/EXPENDITURE TO
	NET CASH FLOW FROM OPERATING ACTIVITIES		2022	2021
			£	£
	Net income/(expenditure) from SOFA (page 20)		91,015	218,487
	Adjusted for:
	Depreciation		7,450	10,106
	(Increase)/decrease in debtors		(293,083)	43,332
	Increase/(decrease) in creditors		25,979	19,026
			----------------	----------------
	Net cash inflow/(outflow) from operations		(168,639)	290,951
			=======	=======
B	ANALYSIS OF CASH AT BANK AND IN HAND
		Change
		in year	2022	2021
		£	£	£
	Cash at bank and in hand	(284,155)	612,292	896,447
	Short term deposits	-	227,638	227,638
		----------------	----------------	----------------
		(284,155)	839,930	1,124,085
		========	=======	=======

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