DOCKLANDS OUTREACH COMPANY LIMITED
TRUSTEES' REPORT AND ACCOUNTS
YEAR ENDED 31ST MARCH 2024
COMPANY HOUSE NO: 03483305
CHARITY REGISTRATION NO: 1071838
DOCKLANDS OUTREACH COMPANY LIMITED FINANCIAL STATEMENTS YEAR ENDED 31ST MARCH 2024
| CONTENTS | PAGE |
|---|---|
| LEGAL AND ADMINISTRATIVE INFORMATION | 1 |
| REPORT OF THE TRUSTEES | 2-7 |
| INDEPENDENT EXAMINERS REPORT | 8 |
| STATEMENT OF FINANCIAL ACTIVITIES | 9 |
| BALANCE SHEET | 10 |
| NOTES TO THE FINANCIAL STATEMENTS | 11 |
| DETAILED STATEMENT OF FINANCIAL ACTIVITIES | 14 |
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DOCKLANDS OUTREACH COMPANY LIMITED LEGAL AND ADMINISTRATIVE INFORMATION YEAR ENDED 31ST MARCH 2024
CHARITY REGISTRATION NUMBER: 1071838 COMPANY HOUSE NO: 3483305 REGISTERED OFFICE: ST MATTHIAS CHURCH, 113 POPLAR HIGH STREET LONDON E14 0AE TRUSTEES: Mr Ashwani Sharma (Chair)
Mr Ashwani Sharma (Chair) Mr Edward Duncan Charles Ms Selina Asombang Dr Joseph David Cullen
INDEPENDENT EXAMINER
New Bond Accountants 4a - 6a Hythe Street Dartford DA1 1BX
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DOCKLANDS OUTREACH COMPANY LIMITED REPORT OF THE TRUSTEES YEAR ENDED 31ST MARCH 2024
The trustees, who are also directors of the charity for the purposes of the Companies Act 1985, present their report with the financial statements of the charity for the year ended 31 March 2024. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) 'Accounting and Reporting by Charities' issued in March 2005.
STRUCTURE, GOVERNANCE AND MANAGEMENT
Governing document
The organisation is a charitable company limited by guarantee, incorporated on 18 December 1997, and registered as a Charity on 6 October 1998. The Company was established under a Memorandum of Association which established the objects and powers of the Charitable Company and is governed under its Articles of Association. In the event of the company going into liquidation, members of the organisation are required to contribute an amount not exceeding £1.
Management and Governance
Docklands Outreach is governed by a voluntary and elected Board of Trustees who have professional expertise in our areas of service delivery and possess the necessary skills, to analyse the progress of the work and to achieve the organisation’s aims. They are responsible for the strategic direction, long term sustainability, guidance on staffing team and human resources. The Board of Trustees meet on a monthly or quarterly basis to oversee, review the strategic direction and policies of the organisation. The Director has overall management responsibility, and day to day running of the organisation. The above combination ensures the smooth running of the organisation, and that the organisation continues to meet it aims and objectives.
No formal training is given but all potential trustees are invited to attend meetings with the staff. Trustees get to know the charities aims and objectives and how it operates and attend a meeting of the Board of Trustees. The following checks are also carried out: Criminal Records Bureau (enhanced) Charity Commission - Declaration of eligibility for newly appointed trustees.
Risk management
The Trustees regularly review the risks the charity may face to introduce procedures to mitigate the risks identified. They recognise the volatile nature of funding and the challenges faced because of the economic downturn and cutbacks. To manage this risk Docklands Outreach ensures that it maintains and builds new partnership with key stakeholders and ensures that it builds up its reserves to mitigate future funding decline by having a robust three-year funding strategy in place.
Reserve Policy
Trustees have established that to fulfill their responsibilities to staff and to minimise risk of any breach of statute or organisational duty, the organisation should hold sufficient funds in reserve to meet the salaries of all core staff initially for six months due to the demand on its core services post pandemic, should it become necessary to make such staff redundant. DO has been working towards building a satisfactory level of funds to provide a secure base for the fulfilment of the company’s charitable objectives, in accordance with Charity Commission guidelines and through full cost recovery (FCR). The organisation is pleased that it has achieved its aim of fulfilling its reserves for six months running, redundancy and other contingency costs, in line with the organisations three-year funding strategy, to sustain core services, core team, office refit, IT upgrade other contingencies and expansion as required.
Employees
DO is committed to equal opportunities in terms of equal treatment, equal access, and equal share in all aspects of its programmes, administration, management, and support, regardless of age, race, colour, nationality, religion, ethnic or national origin, gender, marital status, sexual orientation, LGBTQ+, gender reassignment or disability. It aims to offer an environment, which is safe, supportive, and sensitive to the diverse needs of Individuals Concerned with the Project ('ICWD') so that all can achieve their full potential.
The charity does, however, ask that its staff sympathise with the aims and objects of the charity. Section 7(2)d of the Sex Discrimination Act 1975 also applies where it is essential to restrict the job to female applications only.
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DOCKLANDS OUTREACH COMPANY LIMITED REPORT OF THE TRUSTEES YEAR ENDED 31ST MARCH 2024
STATEMENT OF TRUSTEE RESPONSIBILITIES
The trustees are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The law applicable to charities in England and Wales, the Charities Act 2011, Charity Regulations 2008 and the provisions of the trust deed requires the trustees to prepare financial statements for each (Accounts and Reports) financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure of the charity for that period. In preparing those financial statements, the trustees are required to:
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select suitable accounting policies and then apply them consistently;
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observe the methods and principles in the Charity SORP;
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make judgements and estimates that are reasonable and prudent;
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prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in business.
The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charity's Act 2011. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
This report is prepared in accordance with the special provision of Part 15 of the Companies Act 2006 relating to small companies.
Approved by order of the Board of Trustees on 20 December 2024 and signed:
ON BEHALF OF THE BOARD: \ \ \ " i} ............................................. Eppent gran Mr Ashwani Sharma (Chair)
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Report of the Trustees for the Year Ended 31 March 2024
It has been a very busy and rewarding year for Docklands Outreach. Due to funding stability during this year, the Director along with the wonderful team were able to fully focus on providing good quality needs-based holistic support to children, young people and parent/care givers. This focus is very much needed as the referrals to the service remained the same as the year before with complex presentations and more neurodiverse referrals that require the team to adapt and offer longer interventions to suit their needs.
Tower Hamlets communities continue to face multiple challenges and the ongoing impact of the pandemic. This is further exacerbated due to the borough being the 2nd most deprived in London with a high percentage of BAME communities and being one of the most densely populated London boroughs with an acute housing crisis. Overcrowding, basic needs, financial hardship, combined health worries and anxieties post pandemic continue to have an impact on emotional wellbeing and mental health.
Docklands Outreach (DO) in partnership with key partners and stakeholders continued to provide essential therapeutic and practical support during this period. The DO team continues to work in innovative ways of working in collaboration with services users to respond well to their needs, and those of the wider community. During this period, we supported over 500 children, young people, parents, and carers with a combination of evidenced based group and individual parenting support, counselling, psychotherapy, cognitive behavioural therapy, community connector support, advocacy, community outreach and street-work to reach marginalised groups who were not accessing mainstream support.
Post pandemic learning, development and in continuous consultation and feedback from our service users we continue to offer blended/hybrid support using our valued outreach model to meet diverse needs of our community. This year saw further improvements and development of this service offer, we increased our outreach delivery and partnership work with new partners and am proud to report that we now have therapists and practitioners in Children and Families Hubs across the borough, community and youth centres. This combination allows the team to deliver usual daytime, evening appointments and choice of venues, increasing access to support. In partnership with Look Ahead/Tower Hamlets Domestic Abuse Service (THDAS), we established therapeutic support for their residents, and this is going from strength to strength with positive outcomes for children, young people and mothers at the residency. Our THEWS partnership has also gone from strength from strength with DO Family Support Practitioners bases in three primary schools where we receive continual positive feedback.
We are grateful to our key partners, ELFT/CAMHS/THEWS, Spotlight, Tower Hamlet Children and Family Hubs across the borough who have given us space to deliver our interventions from their venues. The wonderful team remain experts on MS Teams, Zoom and other platforms and have the confidence to adapt sessions, times, platform to suit individual needs seamlessly. The Board of Trustees, Director and the wider team continued to meet regularly, reviewing, implementing changes as we progressed during the year. Working closely with East London Foundation Trust (ELFT), the Anna Freud Centre for Children and Young People. Health Education England, Kings College, Health Education London, Local Authority (LA), Poplar Harca, and other local agencies to ensure mental health and crisis support was available if needed. The team continued to work collaboratively with young people, parents, careers, and the community to monitor progress to ensure that it met the needs of our service users. The referrals received continues to see an increase in safeguarding concerns, the need for additional time for multi-agency liaison, risk assessments and safety planning. This year continued to see an increase in ASC and other neurodivergent referrals to the service and the team identified further training for themselves to ensure that we were able support those children and young people well, as well as building key relationships with specialist support services for advice, guidance or onward referrals. DO continues to manage this well with good case management, reviews and being able to offer more sessions due to offering hybrid working arrangements.
The above will not have been possible without our directors continual fundraising efforts, combined with ensuring good management, supervision, training and support is provided to the team so that they in turn are in a good position to support our service users with complex needs.
The partnership with East London Foundation Trust (ELFT) is longstanding and greatly values by both. It is important to highlight ELFT recognising the value of our partnership, integrated work and provided funds to sustain our workforce who in turn can support the referrals that we receive from CAMHS and other agencies. With additional funds secured we were able to increase our workforce and capacity and meet this increased demand to the service. We have seen an increase in our income from previous years and ended the financial year in a good position and in line with our three-year funding strategy. We remain cautious as one of our service level agreements that we are subcontracted to deliver is ending in 2023/24, we need to review the impact of this as we progress.
We continue to be mindful of the pandemic’s long-term impact on children, young people parent/caregivers mental and physical health and remain committed in our delivery of our core services to children, young people and families while maintaining a healthy reserve to address wider environmental challenges. Due to the increase in referrals and service users demand for more in person support we need to budget for bigger or additional office space, continue to invest in technology, look at increasing wage growth due to the cost-of-living crisis and retaining trainees post qualification in line with similar voluntary sector organisation with an ambition to raise salary in line with NHS services.
Staff wellbeing and support remained key during this period, as a safeguard from not being overworked, being mindful of their own wellbeing and health concerns. The mechanisms that the Director put in place and reviewed regularly for well-being, support, and connectivity with the whole team continue to work well.
During this period, we continued to develop preventative and early intervention support to improve the mental health and wellbeing of children, young people, parent, and families by developing joint intervention with our key partners and stakeholders in health, social care, education, and community groups to ensure an integrated model of care was provided during this crucial time.
Objectives and Aims
Tower Hamlets has a vibrant multi-culturally and religious diverse community, with 65% of residents from Black and Minority Ethnic Communities (BAME). Despite some improvements, the borough retains widespread deprivation including low income, unemployment/insecure employment, poor housing, overcrowding, social isolation, alcohol, substance misuse, racist and hate related incidents, which in turn can lead to mental-health conditions such as anxiety, depression, psychosis, bi-polar, and eating disorders, which contribute to morbidity, poor quality of life, and mortality. These multifaceted and complex challenges have been further exacerbated due to the Covid-19 pandemic and as a borough and service provider we are still feeling its effects.
DO remains a health and preventative social inclusion agency providing comprehensive services to young people, children, and families with a particular emphasis on addressing inequalities and support marginalised communities as a BAME emotional wellbeing and mental health service in the borough. Within this context, our primary work is to offer evidenced based interventions and support to those who have emotional, mental, and behavioural difficulties. However, we also offer wider support to those who are involved in or at risk from drugs and their misuse, crime, negative sexual health, and other issues that can often lead to exclusion and contribute to poor emotional and mental health wellbeing – our ethos has always been to offer holistic wrap around support. Due to our commitment to children, families, and young people we support, we continually ensure that service provision takes account of the reality of their lives, lived experiences and their views, offers them choices, and works with them collaboratively to give them the confidence and skills to take more control of their lives.
DO, with its partner agencies, provides a full range of services assessing the needs of each individual and family, developing support and care-plans in collaboration with them and providing solutions for a range of issues and problems as they are presented. We continue to review and develop our services to meet the need of our service users and community. Feedback from partners and service users confirms that we remain a valued and trusted community organisation, that offers safe, approachable, non-judgemental, collaborative support, and treatment on a range of common mental health disorders, and on wider issues.
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Significant Activities
The programmes and initiatives offered by DO during this period remained varied from engaging young people at street level to the more complex and demanding work involved in supporting them and families in their encounters with a range of statutory institutions and agencies, while delivering appropriate needs-based interventions using a hybrid model to suit individual support needs. Key programmes that DO delivered in 20232024: Detached Street-Work & Outreach (DSWO) & Advocacy Support: During this period, DSWO sessions were limited, with more advocacy and check in sessions with young people and their families to address Covid-19 and post pandemic worries, anxieties, safety, how to look after emotional wellbeing, health and how to access further support.
Mental Health Support for Children and Young People: Difficulties children and young people faced during this period continued to mirror national trends of high anxiety, panic, self-harm including suicidal ideation, family conflict, relationship difficulties, trauma, abuse, PTSD, OCD, fear, panic attacks, worry about family and friends, school and exam worries, risk to elderly relations and coping with bereavement.This year saw in increase in trauma, adverse childhood experiences and abuse cases that due to the team were able to support due to their training and skills set.
The partnership with East London Foundation Trust (ELFT) is longstanding and greatly values by both. It is important to highlight ELFT recognising the value of our partnership, integrated work and provided funds to sustain our workforce who in turn can support the referrals that we receive from CAMHS and other agencies. With additional funds secured we were able to increase our workforce and capacity and meet this increased demand to the service. We have seen an increase in our income from previous years and ended the financial year in a good position and in line with our three-year funding strategy. We remain cautious as one of our service level agreements that we are subcontracted to deliver is ending in 2023/24, we need to review the impact of this as we progress.
We continue to be mindful of the pandemic’s long-term impact on children, young people parent/caregivers mental and physical health and remain committed in our delivery of our core services to children, young people and families while maintaining a healthy reserve to address wider environmental challenges. Due to the increase in referrals and service users demand for more in person support we need to budget for bigger or additional office space, continue to invest in technology, look at increasing wage growth due to the cost-of-living crisis and retaining trainees post qualification in line with similar voluntary sector organisation with an ambition to raise salary in line with NHS services.
Staff wellbeing and support remained key during this period, as a safeguard from not being overworked, being mindful of their own wellbeing and health concerns. The mechanisms that the Director put in place and reviewed regularly for well-being, support, and connectivity with the whole team continue to work well.
During this period, we continued to develop preventative and early intervention support to improve the mental health and wellbeing of children, young people, parent, and . e
The above will not have been possible without our directors continual fundraising efforts, combined with ensuring good management, supervision, training and support is provided to the team so that they in turn are in a good position to support our service users with complex needs.
The partnership with East London Foundation Trust (ELFT) is longstanding and greatly values by both. It is important to highlight ELFT recognising the value of our partnership, integrated work and provided funds to sustain our workforce who in turn can support the referrals that we receive from CAMHS and other agencies. With additional funds secured we were able to increase our workforce and capacity and meet this increased demand to the service. We have seen an increase in our income from previous years and ended the financial year in a good position and in line with our three-year funding strategy. We remain cautious as one of our service level agreements that we are subcontracted to deliver is ending in 2023/24, we need to review the impact of this as we progress.
We continue to be mindful of the pandemic’s long-term impact on children, young people parent/caregivers
Docklands Outreach have qualifications that are not the norm in a school environment. Our students need this support as they have stress, worries, family issues, historical issues and friendship issues that seem to have been heightened since Covid or maybe we have got better at making them aware of them.
Docklands Outreach connect with so many other agencies and this triangulation work in schools creates strong community links. Each therapist has their own unique specialism and this compliments the work being done in school and allows the best interventions to be put into place. The therapists meet weekly to discuss cases/ assessments, so this means that the best support is given.
Before we worked with Docklands Outreach, we struggled to meet the students’ needs and many students were at crisis point and struggled in silence. There has been a reduction in Multi Agency Safeguarding Hub (MASH) referrals as we are doing more preventative work.
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Key partnerships with South East Learning Collaborative , CAMHS/ELFT, Step Forward, Spotlight, THEDS and Langdon Park School.
Working in partnership with the London and South East Learning Collaborative continues to have enormous benefits post pandemic, not just for our CBT and Parent Training trainees but to Docklands Outreach as whole. The advice, guidance and sharing good practice and policies enabled us to deliver the emotional and mental health support with confidence. The team continued to provide NICE guided evidenced based interventions to support and treat conduct difficulties, low mood, depression, anxiety, and panic disorders, OCD, PTSD. Counselling provided support around trauma, abuse, family conflict, self-harm. Carrying out an initial assessment/consultation with young people and families ensured that the approach is appropriate to their needs. Supporting service users creatively (using tools and resources) and in a sensitive and non-judgemental manner that is essential to all our work. Combining this with physical health of walking, getting fresh air regularly either individually or as whole family helped with them coping better with pandemic anxieties.
Our wonderful partnerships with CAMHS, THEDS, Step Forward continued to have enormous benefits too, with all organisations working collaboratively to deliver support to children and their families during this period - sharing expertise, protocols and support remained invaluable during this period.
The board are very grateful to ELFT for valuing our longstanding partnership, for providing the funds required to sustain some of our team to continue to support children, young people, and families. DO joined Tower Hamlets Emotional Wellbeing Service (THEWS) in April 2022. This further strengthened our joint work and partnership with ELFT and Step Forward whilst providing funds to carry out the work. It has been a pleasure to work with Compass Wellbeing who provide the funds for our Community Connector position. Working together with THEDS has enabled us to develop closer working relationships and – our community connector is based there two days a week that enables us to support young people with serious mental health issues whilst learning from each other.
Our partnership with Spotlight continues to evolve and get stronger with the Healthspot Initiative with GPs, Youth Workers, and Safe East (sexual health/substance misuse support). This partnership is another wonderful example of listening to service users who wanted to access mental, physical health and youth work provisions under one roof to deliver person-centred care to address local population health needs. Using the venue to deliver in person support was very welcomed by the team and our service users.
Achievement & Performance
The increased demand for our service meant that we exceeded most of our service level targets within nine months. Feedback from our service users was key to ensure that the support that they received was according to their needs and satisfactory. Almost all our service users felt that they were well supported during this period with care and sensitivity and were grateful at how quickly we were able take support forward and being able to provide holistic support remotely. We continued to build on our extensive partnership work and developed joint working initiatives that benefited our service users and community. As a result, we supported over 500 children, young people, parents, and carers with emotional, behavioral, and psychological difficulties via talking therapies, parenting, psychosocial, and advocacy support, and over 50 young people via street-work and workshops.
Again, during this period, our Director was invited to be part of different strategic working groups, and was invited to consider DO becoming a mental health delivery partner with other organisations. She also remained part of the Children and Young People’s Emotional Wellbeing and Mental Health Working Group. This reflects how DO is viewed for its leadership, its excellent community knowledge, its strong and developed referral and support pathway along with its robust policy, procedures and excellent team that enable DO to support children and families so well. We recognize that there are unmet needs, and we are actively working with our key partners ELFT, Step Forward, The Southeast Learning Collaborative and Spotlight to secure additional resources to expand our service provision to meet these needs.
Principal Funding Sources
Important transactions in the year included the following grants and donations received:
| East London Foundation Trust | £254,758 |
|---|---|
| East London Foundation Trust/THEWS | £73,870 |
| Health Education England - London | £80,037 |
| Compass Wellbeing | £46,714 |
| Step Forward | £84,375 |
| Poplar Harca | £30,000 |
| Langdon Park School | £32,800 |
| Look Ahead/THDAS | £25,779 |
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Future Developments
The demanding nature of the work remains high, especially in these unpredictable times. DO is committed to meeting this need through continuously developing the organisation, partnership networks and new delivery methods to continue to provide support to children, young people, and families. We have learnt during this period that blended support works very well, some service users prefer this while others preferred in person, and we will continue to offer this choice increasing space and team capacity to reflect need. We will continue to evaluate our core work, to learn from it, to progress into new and dynamic work streams, investing in staff training and technology, while keeping to the values and principles of delivering a service to the children and young people who need it most.
The key to sustainability lies in raising sufficient funds year on year, maintaining sufficient reserves in line with our three-year funding strategy to continue to deliver our core services when faced with difficulties and times of reduced funding opportunities. Within this context DO will continue to work towards the following aims:
Key aims
• Continue to improve children and young people’s emotional, mental health wellbeing support, and deliver earlier interventions that reflect the needs and preferences of young people and their families.
• Further develop and invest in our online digital offer to meet the request from our services users and plan for office refit, demand, and development.
• To increase staff training budget for continual professional development, in particular ASD training to meet the needs of children and young people with ASD being referred to the service.
• Expand the Street and Community Outreach Programme and deliver borough wide to support marginalised groups who are not accessing mainstream support.
• Continue to be part of the Southeast Learning Collaborative to deliver high quality evidenced based interventions: Parenting programmes for emotional, behavioral and conduct disorder, CBT and Systemic Family Practice, Counselling in line with CYP IAPT Principals.
• Train more practitioners as part of the Recruit to Train initiative to increase the workforce and delivery of more evidence-based programmes.
• Maintain a trusted, safe, accessible, and collaborative resource for the community.
• Build on current partnerships and develop new ones.
My fellow Trustees and I would like to take this opportunity to thank all staff, full and part-time, trainees and our service users for their hard work, their vision, commitment, and dedication to the project. As always very special thanks are due to the Director, Runa Khalique, who continues to invest every effort into securing funding for the organisation in these challenging times, while developing new methods of service delivery and supporting the team so well. Through Runa’s exceptional leadership DO has not only managed to sustain and consolidate its core activity but has been examining further avenues of work and new funding opportunities. The staff are to be particularly commended for their positive approach to change, transformation, and dedication to our service users.
Feedback from service users, partner organisations and other key stakeholders and our own statistics demonstrate that we consistently meet the needs of our diverse community. Not only do we provide accessible and needs based support but also provide interventions that provide consistent positive outcomes and treatment to our service users, and we do this in a culturally and socially sensitive manner. Below are a couple of feedback from parents that really demonstrate the above.
The work you do to support others as part of and outside of Docklands Outreach is truly inspirational. Well Runa, you are inspirational. You lead, select, and bring your team with you on your vision and journey.
Joe, I wanted to say thank you for the outstanding therapy help my daughter received from you for her anxiety and panic attacks. As a result of your phenomenal support, she managed to overcome her fear of outdoors. She has accomplished a lot since September last year, the top of the list is her independent travel. You helped her to travel independently from her college to home which is a huge achievement. She has learnt to problem solve and calm herself when under stress, she didn't go into a panic attack when she found herself alone and locked in a farm on, she picked her phone and called me for help. This fantastic progress she has made gives me comfort and hope that she will continue to achieve great things in her life, will one day be able to live an independent life.
Parenting is hard. I was having trouble with my daughter's mood swings and her anger tantrums That is when I called the GP, and he gave me Docklands Outreach’s number. Azra’s way of talking and her helpful voice gave me the courage to share my feelings and all the problems I was facing with my daughter. She always had the right advice to give me always and asked to stop doing certain things and instantly I would see the change at home and with my daughter. Slowly we had sessions with my daughter as well and there were so many things that I did not know of, was missing from my relationship with my daughter. She has been a life saver for me. Our lives have got so much better and easier because of that. Thanks, and I hope you can help all the parents out there.
As Chair, I would also like to thank the fellow trustees for the advice, support, and time they have given to the organisation throughout the year. Their commitment, wealth of personal and professional experience, knowledge from public, community and private sector all help to advice, guide and lead DO to continue to adapt and consolidate itself as a leading community mental health and wellbeing organisation.
We would like to express our gratitude towards all our funders, ELFT CAMHS, Health Education England, Step Forward, Poplar Harca, and Langdon Park School - for continuing to recognise the value of our work and for providing the much-needed funds that is required to continue to support the most vulnerable groups at this time.
Many thanks also to ELFT CAMHS for providing staff with clinical supervision, to Jennifer Fear and Richard Simmonds for providing valuable peer support to Runa. To Daniel Rose and Poplar Harca Spotlight for their continual support. I would also like to take this opportunity again and thank the Southeast Learning Collaborative, and The Anna Freud Centre for Children and Families for their advice, guidance, and opportunities to the organisation.
Ashwani Sharma - Chair of the Board of Trustees
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REPORT OF THE INDEPENDENT EXAMINER DOCKLANDS OUTREACH COMPANY LIMITED YEAR ENDED 31ST MARCH 2024
I report on the accounts for the year ended 31st March 2024 set out on pages five to nine.
Respective responsibilities of trustees and examiner
The Charity's Trustees (who are also the Directors for the purposes of Company Law) are responsible for the preparation of the accounts. The Charity's Trustees consider that an independent examination is required. Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:
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examine the accounts under Section 145 of the 2011 Act
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to follow the procedures laid down in the General Directions given by the Charity Commission (under Section 145(5)(b) of the 2011 Act); and
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to state whether particular matters have come to my attention.
Basis of the independent examiners report
My examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts
Independent examiner's statement
In connection with my examination, no matter has come to my attention:
(1) which gives me reasonable cause to believe that, in any material respect, the requirements
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to keep accounting records in accordance with section 130 of the 2011 Act; and
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to prepare accounts which accord with the accounting records and comply with the accounting requirements of the 2011 Act
have not been met; or
(2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
Omowunmi Shitta, FCCA
New Bond Accountants Business and Charity Advisors 4a - 6a Hythe Street Dartford Kent DA1 1 BX
Date: 20 December, 2024
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DOCKLANDS OUTREACH COMPANY LIMITED STATEMENT OF FINANCIAL ACTIVITIES YEAR ENDED 31ST MARCH 2024
| DOCKLANDS OUTREACH COMPANY LIMITED STATEMENT OF FINANCIAL ACTIVITIES YEAR ENDED 31ST MARCH 2024 |
||
|---|---|---|
| Unrestricted funds Restricted funds INCOMING RESOURCES Notes £ £ Incoming resources from generated funds Donations and legacies 2 63,748 628,333 Investments 3 - - TOTAL INCOME 63,748 628,333 RESOURCES EXPENDED Charitable Activities 4 - 362,923 Support Cost 5 - 8,524 Governance Cost 6 - 1,617 Finance Cost 7 - 42 TOTAL RESOURCES EXPENDED - 373,106 NET INCOME/EXPENDITURE FOR THE YEAR 63,748 255,227 RECONCILIATION OF FUNDS Total Funds brought forward 57,638 599,562 TOTAL FUNDS CARRIED FORWARD £121,386 £854,789 |
2024 2023 £ £ 692,081 498,560 - - 692,081 498,560 362,923 333,990 8,524 9,295 1,617 1,617 42 44 373,106 344,946 318,975 153,614 657,200 503,586 £976,175 £657,200 |
2023 £ 498,560 - 498,560 |
| 333,990 9,295 1,617 44 344,946 |
||
| 153,614 | ||
| 503,586 |
None of the charity's activities were acquired or discontinued during the year and there were no recognised gains and losses for 2024 or 2023 other than those included in the statement of financial activities.
The notes on pages 7 to 9 form part of these accounts.
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DOCKLANDS OUTREACH COMPANY LIMITED BALANCE SHEET YEAR ENDED 31ST MARCH 2024
| Notes | 2024 | 2023 | |
|---|---|---|---|
| FIXED ASSETS | |||
| Tangible assets | 8 | - | - |
| CURRENT ASSETS | |||
| Cash at bank and in hand | 887,305 | 600,950 | |
| Debtors | 12 | 88,870 | 56,250 |
| CREDITORS: due within one year | 13 | ||
| Net Current Assets | 976,175 | 657,200 | |
| TOTAL ASSETS LESS CURRENT LIABILITIES | £976,175 | £657,200 | |
| FUNDS: | 2024 | 2023 | |
| Unrestricted Funds | 121,386 | 57,638 | |
| Restricted Funds | 854,789 | 599,562 | |
| Total funds | £976,175 | £657,200 |
The financial statements were approved by the Board of Trustees on 20th December, 2024 and were signed on its behalf by:
………………………………………………………....
Mr Ashwani Sharma (Chair) - Trustee
The notes on pages 7 to 9 form part of these accounts.
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DOCKLANDS OUTREACH COMPANY LIMITED NOTES TO THE ACCOUNTS YEAR ENDED 31ST MARCH 2024
1. ACCOUNTING POLICIES
Basis of preparing the financial statements
The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.
The Charity meets the definition of a public benefit entity under FRS 102.
Incoming resources
All incoming resources are included on the Statement of Financial Activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy.
Donations and other incoming resources - Income from grants
Resources expended
Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.
Charitable activities
Costs of charitable activities are those costs relating to the activities carried out to meet the objectives of the charity. These include both directly attributable costs and apportioned support costs.
Governance costs
Governance costs are the costs associated with the strategic direction of the organisation and with meeting regulatory responsibilities including apportioned support cost.
Taxation
The charity is exempt from corporation tax on its charitable activities.
Fund Accounting
Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.
Tangible fixed assets
There are no fixed assets for the charity in the year under review.
12
DOCKLANDS OUTREACH COMPANY LIMITED NOTES TO THE ACCOUNTS YEAR ENDED 31ST MARCH 2024
2. Income from donations and legacies
| Grants received Analysis of grants received East London Foundation Trust Health Education England - London Compass Wellbeing Poplar Harca Look Ahead THDAS Therapy Step Forward Langdon Park School THEWS EIFT Bank Credit |
Unrestricted funds - £ - £ - - - - - - - - - - |
Restricted funds 632,859 £ 632,859 £ 254,758 80,037 46,714 30,000 £25,779 84,375 32,800 73,870 4,526 £632,859 |
2024 2023 632,859 £ 491,436 £ 632,859 £ 491,436 £ 2023 254,758 £254,758 80,037 £99,528 46,714 £38,300 30,000 £30,000 £25,780 - 84,375 £56,250 32,800 £12,600 73,870 - 4,526 - £632,860 £491,436 |
|---|---|---|---|
3. INVESTEMENT INCOME
| Restricted funds Bank interest receivable 4. Costs of charitable activities by fund type Restricted funds Charitable Activities Support costs 5. Costs of charitable activities by fund type Grant funding of activities Support Cost Support Cost Charitable Activities 6. Other costs Governance cost 7. Finance costs |
2024 0 0 2024 362,923 8,524 373,471 2024 362,923 2024 1,617 42 |
2023 0 0 2023 333,990 9,295 343,285 |
2023 0 0 2023 333,990 9,295 343,285 |
|---|---|---|---|
| 2023 333,990 2023 1,617 44 |
|||
| 44 |
8. Tangible fixed assets
There are no fixed assets for the charity in the year under review.
13
DOCKLANDS OUTREACH COMPANY LIMITED NOTES TO THE ACCOUNTS YEAR ENDED 31ST MARCH 2024
| 9. Staff costs and emoluments Total staff costs Salary and wages Social security costs Pension costs Employees |
2024 2023 320,076 289,627 27,722 26,211 1,013 12,092 £348,811 £327,930 2024 2023 15 15 |
|---|---|
10. TRUSTEES REMUNERATION AND BENEFITS Trustees' expenses
There were no Trustees remuneration in the year to 31 March 2024 nor in the prior year
There were no related parties transactions in the year to 31 March 2024 nor the prior year.
11. Comparative for the Statement of Financial Activities
The comparative year values on the Statement of Financial Activites are for restricted funds.
| 12. DEBTORS Amounts due within one year: Prepayments and accrued income 13. CREDITORS Amounts due within one year: Accruals and deferred income 14. Movement in funds Unrestricted Funds General Total funds |
Balance at 01/04/2023 £ 57,638 |
2024 2023 £88,870 £56,250 £88,870 £56,250 2024 2023 - - - - Incoming resources Balance at 31/03/2024 £ £ 63,748 121,386 |
|
|---|---|---|---|
| 57,638 | 63,748 121,386 |
Purpose of unrestricted Funds
General:
Unrestricted funds are available for use at the discretion of the committee in furtherance of their charitable objectives unless the funds have been designated for other purposes
| Restricted Funds General Total funds |
Balance at 01/04/2023 Incoming Resources Outgoing Resources Balance at 31/03/2024 £ £ £ £ 657,200 692,081 373,106 976,175 |
Balance at 01/04/2023 Incoming Resources Outgoing Resources Balance at 31/03/2024 £ £ £ £ 657,200 692,081 373,106 976,175 |
Balance at 01/04/2023 Incoming Resources Outgoing Resources Balance at 31/03/2024 £ £ £ £ 657,200 692,081 373,106 976,175 |
|
|---|---|---|---|---|
| 657,200 | 692,081 373,106 |
976,175 |
Purpose of restricted Funds
General:
Restricted funds are subject to specific conditions set out by donors on the use of the funds
14
DOCKLANDS OUTREACH COMPANY LIMITED INCOME AND EXPENDITURE YEAR ENDED 31ST MARCH 2024
| Income and Endownment: Donations and legacies Grants Other Income Investments: Bank Interest Receivable Total incoming resources EXPENDITURE: Charitable activities Staff Costs - Wages and Salaries Staff Costs - Social Security Costs Staff Costs - Pension Contribution Other Activity Based Costs SUPPORT COSTS: MANAGEMENT Rent Insurance Office Supplies Telephone Other Professional Fees Maintenance Travel Cost Training Cost FINANCE Bank Charges GOVERNANCE COSTS Accountancy Fees Total resources expended Net expenditure |
2024 2023 £ £ 628,333 491,436 63,748 7,124 692,081 498,560 0 0 692,081 498,560 320,076 289,627 27,722 26,211 14,112 12,092 1,013 6,060 362,923 333,990 1,600 4,800 1,307 1,260 963 1,182 1,278 978 0 371 0 704 1,412 0 1,964 0 8,524 9,295 42 44 1,617 1,617 373,106 344,946 £318,975 £153,614 |
2023 £ 491,436 7,124 498,560 |
2023 £ 491,436 7,124 498,560 |
|---|---|---|---|
| 0 498,560 |
|||
| 289,627 26,211 12,092 6,060 333,990 |
|||
| 4,800 1,260 1,182 978 371 704 0 0 9,295 44 1,617 344,946 |
4,800 1,260 1,182 978 371 704 0 0 9,295 |
||
| 44 1,617 |