OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2022-12-31-accounts

Registered number: 03690871 Charity number: 1074114

Transforming Lives for Good (TLG) Ltd. Annual Report and Accounts

FOR THE YEAR ENDED DECEMBER 31[ST] 2022

~~On the cover: Brothers Tommy (aged 5) and Harry (aged 7), whose family received support and a warm welcome through~~ ~~TLG Make Lunch and~~ ~~TLG’s Box of Hope initiative.~~

Contents

2022 in Numbers: TLG’s Impact 4
Message from the Chief Executive 6
Message from the Chair 8
Strategic Review 9
- Objectives and Activities 10
- Programme Review: TLG Make Lunch 12
- Make Lunch Makes an Impact! 14
- Programme Review: Early Intervention 16
- Charles’ Letter of Thanks 18
- Programme Review: Education Centres 20
- Josiah’s Story 22
Organisational Initiatives 24
- Therapeutic Support 25
- O’Shane’s Story 28
- Advocacy 30
- Advisory Council 31
- Collaborative Leadership and Inclusion 32
- Joe and Davinia’s Story 34
- Corporate Giving 36
- Danny’s Story 37
- Crescer Com Amigos: Portugal 38
- Martim’s Story 39
Structure, Governance and Management 40
- Principal Risks and Uncertainties 44
Financial Review 47
TLG Financial Statements 53

4

2 0 2 2 I N N U M B E R S : TLG’s Impact

Y O U N G L I V E S T R A N S F O R M E D :

children helped in 2022, through TLG’s Early Intervention, Make Lunch and Education Centre programmes

115

TLG EARLY INTERVENTION CENTRES ACTIVE ACROSS THE UK

----- Start of picture text -----
82
----- End of picture text -----

TLG MAKE LUNCH CENTRES ACTIVE ACROSS THE UK

----- Start of picture text -----
10
----- End of picture text -----

TLG EDUCATION CENTRES ACTIVE ACROSS THE UK

755

CHILDREN RECEIVING COACHING - MORE THAN ANY OTHER YEAR SO FAR!

116,085

EQUIVALENT MEALS PROVIDED TO CHILDREN AND PARENTS/CARERS

88%

OF YOUNG PEOPLE MAKING AT LEAST EXPECTED PROGRESS IN MATHS

5

~~In my coaching sessions,~~ “ ~~I can share those bad feelings and good feelings and get them off my chest. I’m always excited to meet my coach!~~

~~Taiya aged 10, TLG Early Intervention in Wigan~~

6

Message from the Chief Executive

As we look back on 2022, it’s certainly true that it was another very difficult year in the lives of so many struggling children, young people and families supported by TLG, caused by the lasting effects of the COVID-19 pandemic and the onset of the cost-ofliving crisis. However, at TLG we have the privilege of another perspective: 2022 for us was a year of hope – the product of local communities, churches, schools and people stepping in to bring help and support for those struggling most.

but across the Warm Welcome network. Throughout 2022, we saw an incredible movement of people giving time, energy and money to powerfully drive forwards our mission to transform lives for good. I want to take this opportunity to extend a huge thank you to all of our supporters and volunteers who are so pivotal in enabling us to reach the children, young people and families most in need of our programmes.

----- Start of picture text -----
TLG Make Lunch in Royston
----- End of picture text -----

What we saw in 2022 was more people than ever before getting alongside a struggling child, with a record-breaking 755 children receiving vital, one-to-one coaching through Early Intervention! With children’s emotional and mental wellbeing at breaking point, we continue to see the transformational impact of consistent help from a trusted adult extending out beyond school into community and home life. In response to the growing needs, we are committed to building our programmes based on a therapeutic, trauma-informed foundation, and with over 400 people trained by our Therapeutic Support team in 2022 alone, providing children and families throughout the UK with the support and tools that they so crucially need during this critical period.

As we move into 2023, recent trends within the education sector, combined with a growing number of children with complex needs, have meant that we have concluded that the Education Centre model is no longer the most effective or scalable way to reach and support these young people. As a result, Education Centres will no longer be part of TLG beyond the 2022/2023 academic year. While this is a sad decision, we are confident that it will enable us to pioneer new ways to tackle the emotional and relational challenges children and young people face, while also continuing to build on the momentum of Early Intervention and Make Lunch. We remain hugely thankful for

2022 also saw Make Lunch come into its own due to its unique ability to meet the varied needs of children and families facing increased food insecurity, fuel poverty and social isolation amidst the cost-of-living crisis. Clubs across the UK were essential in providing practical support and a safe, friendly atmosphere which ensured that those struggling felt able to ask for help. We were also delighted to be able to work with other organisations during this acute period to offer additional training and resources around warm spaces, trauma-informed approaches and more, not only within TLG

7

the commitment of partners, staff, volunteers and supporters who have invested in the lives of excluded young people since we first began in 1999.

Looking ahead to 2023, I am excited to see that the TLG movement continues to expand across the UK. With the help of like-minded supporters in communities across the UK, I am confident that we will see many more lives transformed, for good.

TIM MORFIN TLG FOUNDER & CHIEF EXECUTIVE

We remain hugely thankful for the commitment of partners, staff, volunteers and supporters who have invested in the lives of excluded young people since we first began in 1999.

~~TLG Bradford Education Centre~~

8

Message from the Chair

I’m delighted to introduce TLG’s Annual Report and Accounts for 2022.

2022 was another year of challenges, not only for TLG but across the UK charity sector. Any expectations of a quick recovery from the COVID-19 pandemic have been lowered by our increased understanding of its longterm impact on wellbeing, education and the economy, while the cost-of-living crisis has forced more families than ever before to face unacceptable choices between eating and heating their homes. Within this context, it has been an exceptional privilege to be able to support so many struggling children, young people and families who benefit so much from the kindness of volunteers in their local community. Indeed, the commitment of TLG staff, volunteers, supporters and our church and school partners has been second-to-none; we are so grateful for their generosity in giving so much to others.

Both our volunteer-driven programmes have made a huge difference to children and families in the past year. Through Early Intervention, more children have been coached than ever before – something we are really celebrating in light of the

We now enter an exciting period of development and innovation to ensure we continue to respond effectively and make the biggest difference possible.

devastating increase in need over the past two years. Meanwhile, Make Lunch has proven critical in its ability to go beyond just offering food, providing an empathetic welcome and community support for increasing numbers of families in need.

There is no doubt that our strategic decision to recognise the limitations of the Education Centre programme and bring that strand of our work to an end during the 2022/2023 academic year comes with great sadness. I would like to take this opportunity to thank all of our partners, staff, volunteers and supporters on behalf of all the young people TLG has been able to help through our Centres across the UK. Your involvement has had an impact which will continue for generations to come. At this difficult time for children in the UK, we now enter an exciting period of development and innovation to ensure we continue to respond effectively and make the biggest difference possible.

Despite another year of upheaval for charities in terms of the economic landscape, I am pleased to highlight the underlying stability within TLG’s finances in 2022. The fantastic generosity of TLG’s donors – both individual and organisational – has made our vital work tackling issues of poor wellbeing and food insecurity possible, for which I want to personally extend my thanks. We remain committed to stewarding each donation of time or money responsibly.

Whether you are reading this report as a supporter, donor, partner or someone who is new to TLG, I hope that you will enjoy hearing about all that the TLG movement achieved throughout the UK in the lives of struggling children, young people and families.

ANDREW BURTON CHAIR OF TRUSTEES

9

Strategic Review

~~TLG Make Lunch in Cleveleys~~

10

Objectives and Activities

The charitable objectives of Transforming Lives for Good (TLG) Ltd are:

In line with these objectives, TLG’s mission is to equip churches to bring hope and a future to struggling children.

We do this by getting alongside children and families at the stage where help is most needed. This may be through a volunteer coach offering a child regular one-to-one support in school or providing food and a safe community to children and families who are facing food insecurity. All our work is underpinned by therapeutic, trauma-informed support for children who are struggling with their mental and emotional wellbeing or who have gone through adverse childhood experiences (ACEs).

----- Start of picture text -----
TLG Make Lunch in Beeston
----- End of picture text -----

11

Our strategic vision is to be reaching 10,000 children a year through partnerships with 400 community-focused churches in the next five years. In line with this vision, our main objectives in 2022 were to:

Despite the ongoing challenges caused by the aftermath of the COVID-19 pandemic and the cost-of-living crisis, we are happy to report that we were able to successfully carry out the strategic activities necessary to meet our charitable objectives in 2022. These activities are detailed in the Trustee’s Strategic Review for 2022, which we are delighted to now present.

The Trustees present the Strategic Review for 2022, which details TLG’s activities in 2022.

----- Start of picture text -----
TLG Early Intervention in Farnborough
----- End of picture text -----

12

Programme Review: TLG Make Lunch

Our Make Lunch programme supports disadvantaged children and families who face food insecurity, poverty and social isolation. Make Lunch clubs open during the holidays at a community hub to provide free, healthy, hot food for low-income families alongside fun activities, building strong relationships and a sense of community to provide a gateway to other local support services. They also address emergent situations by providing food vouchers, heaters, blankets and energy-efficient kitchen equipment via crisis response grants offered through TLG and partner organisations.

The Need:

2022 was a difficult year for families already struggling with the after-effects of the pandemic, with the additional stress of the increase in cost of living causing increased food insecurity as well as severe fuel poverty and extreme decisions between eating and heating their homes. The ultimate impact on families’ health and wellbeing is still unknown, but there is no doubt that children and families are experiencing crisis during this time.

“

The support we get certainly helps to lessen the burden. The anxiety slowly goes down when you’ve got more people to talk to and more familiar faces around. Make lunch always gives us something to look forward to.

----- Start of picture text -----
Sam with daughter Cali at their
local TLG Make Lunch club
----- End of picture text -----

13

Our Achievements in 2022:

3,899 UNIQUE CHILDREN FED* 69, 46,

2,072 UNIQUE PARENTS/ CARERS FED*

EQUIVALENT EQUIVALENT MEALS PROVIDED MEALS PROVIDED TO CHILDREN TO PARENTS/CARERS

*Contributed to through Make Lunch (all clubs, both in-person and delivered through Box of Hope).

NEW MAKE LUNCH VOLUNTEERS 40 TRAINED

82

ACTIVE TLG MAKE LUNCH CLUBS ACROSS THE UK

1,065

TOTAL COMMUNITY MAKE LUNCH VOLUNTEERS 5

NEW MAKE LUNCH CHURCH PARTNERS

ACTIVE MAKE LUNCH 299 LEADERS

Make Lunch key objectives for 2023:

14

Make Lunch makes an impact!

TLG Make Lunch enables and equips churches to bring hope to struggling children through holiday lunch clubs. Through Make Lunch, churches provide vital support to some of the most vulnerable children in their local communities and build relationships with families in desperate need of loving support.

Family life can be challenging at the best of times, but health complications and financial insecurity make for an especially difficult mix. For Sam and her four girls, Jamiey-Louise (aged 13), Jasmine (11), Cali (4) and Alice (3), these issues caused a lot of stress and anxiety.

“We’re a low income, single parent family,” says Sam. “Trying to budget the weekly food shop has always been hard work. Aren’t kids always hungry! Even things like getting the children to school is difficult with no help.”

“We got to the point where we were quite low in life,” Sam continues. “Cali was classed as a failure to thrive when she was a year old and was put on a nasal gastric tube. It was a stressful time for me and the girls.” Now four years old, thankfully Cali is doing much better.

“My anxiety got quite bad, just worrying what to do with the children, how to feed them. There’s a lot of guilt I suppose. When the pandemic started, knowing I had to find another meal a day for the eldest two was hard. The healthy stuff is always more expensive! Also finding things to entertain them. Even packs of paper or pens and educational material has an impact on the weekly budget.”

“It made me upset to see my mum so upset,” sighs Jasmine. “Yes,” agrees Jamiey-Louise, “I felt worried because mum was always panicking about stuff. We didn’t have enough money to provide the food for all of us.”

community. Louise, who runs TLG Make Lunch at the church, says, “We run Make Lunch because I heard that there are, devastatingly, children who go without meals in the holidays. Since we started, we’ve got to know the families really well, we all look forward to seeing each other. That’s what makes it special, the atmosphere and the relationship we all have together. It’s been wonderful to see Cali thriving and growing, as well as supporting the rest of the family.”

Jamiey-Louise continues, “Make Lunch helped us. Everyone is very kind and it gives a chance to be off your phone and to socialise with people and make friends.”

“People would come up to you and see if you’re okay and ask you questions,” says Jasmine. “The cooks are very lovely and they ask you what you want on your food. You can try stuff that you haven’t tried before and you always get fruit and vegetables. There’s a different activity every time you come so sometimes you paint or colour, sometimes you get to make food. I love the creative side of Make Lunch with all the activities. Going and seeing all the kind people there and making friends!”

“The support we get from our local church family certainly helps to lessen the burden,” says Sam. “The anxiety slowly goes down when you’ve got more people to talk to and more familiar faces around. Make lunch always gives us something to look forward to.”

Sam’s family started coming along to TLG Make Lunch at Trinity Life Church several years ago. Make Lunch clubs open during school holidays to provide free, healthy food for disadvantaged families, alongside fun activities. They give families the opportunity to build strong relationships and find a loving

Sam smiles, “The community has been fantastic throughout the COVID-19 crisis. All of the volunteers and people who work behind the scenes at Make Lunch have made such a difference.”

15

“The church family has been fantastic and I love how we will welcome other struggling people in too. Now the pandemic is over, we are just moving forward into another crisis with the cost of living! Over the next few months I’m mainly worried about the energy crisis. What do you prioritise paying - food or energy? It’s a scary time. The more supporting we can do for each other the better.”

“We love coming to Make Lunch and it’s definitely helped our family. Thank you TLG!”

“

All of the volunteers and people who work behind the scenes at Make Lunch have made such a difference.

~~Sam with daughters Jamiey-Louise, Cali, Alice and Jasmine.~~

16

: Programme Review TLG Early Intervention

Our Early Intervention programme matches struggling children with a volunteer coach from the local community, supporting them for one hour a week for a year through any difficulties that they are facing and letting them know someone cares. Some children may be facing bullying, bereavement, family breakdown or poverty, while others could be struggling with a lack of confidence, a lack of positive role models or may simply need a trusted adult to talk to. Our coaches are equipped with trauma-informed, specialist training to able to work with each child to reduce any anxieties or difficulties and increase their confidence and aspirations, alongside support from their teacher and family.

The Need:

“ Coaching has helped me a lot. I’m much more calm and my teachers have noticed that I’m doing well!

2022 was another year of increased challenge, with the backdrop of COVID-19 and the cost-of-living crisis affecting children’s emotional and mental wellbeing more than ever before. Without more support available through programmes like Early Intervention, the future for struggling children looks very bleak.

The latest statistics show that:

17

Our Achievements in 2022:

755

CHILDREN COACHED - MORE THAN ANY OTHER YEAR!

504 406 ACTIVE EARLY COACHES IN TOUCH INTERVENTION COACHES WITH HOME!

OF COACHED CHILDREN OF COACHED FEEL MORE POSITIVE CHILDREN 86% AFTER COACHING ARE SHOWING 91% IMPROVEMENT OF COACHED CHILDREN AFTER COACHING FEEL MORE CONFIDENT 83% IN THEMSELVES

115

ACTIVE TLG EARLY INTERVENTION CENTRES ACROSS THE UK

223

13

NEW NEW COACHES PARTNER TRAINED CHURCHES

Early Intervention key objectives for 2023:

18

“Thank you for making a difference!”

Charles’ letter of thanks

Hello, I’m Charles and I am eleven years old. I just wanted to say ‘thank you’ to TLG, and to everyone who supports children like me with them.

Before I started coaching, I was having a really hard time. People were making fun of me and I didn’t like it so I got angry, I thought that people didn’t like me. I started to punch and kick people. I didn’t want to go to school because I was being bullied every day. But I was getting into trouble more than the bullies and I didn’t think that was fair.

I felt upset and angry and I had no one to talk to about my feelings. I used to let all my anger out on my family, but I know that wasn’t fair on them.

So it was great when I started being coached by Helen, and it kind of made me feel special because not many people in my class have TLG. Helen helped me find a few options of things I could do when I was struggling in a situation; like I could draw a cartoon about it. I would draw scenes of things that happened to think about what I could have done and how I could have done it.

I haven’t got too much self-doubt about myself now. So I would say that coaching has helped me a lot.

I haven’t got too much self-doubt about myself now. So I would say that coaching has helped me a lot. I’m much more calm and my teachers have noticed that I’m doing well!

Moving up to secondary school was quite scary, but I’m actually feeling quite excited as I’m making a lot of new friends and I feel happy to have people who support me.

Thank you for making a difference!

----- Start of picture text -----
19
----- End of picture text -----

~~Charles with his Early Intervention coach Helen~~

Helen, my coach, helped me find a few options of things I could do when I was struggling in a situation. I would draw scenes of things that happened to think about what I could have done and how I could have done it.

20

Programme Review: TLG Education Centres

Our Education Centres exist across the UK to support young people who have been excluded from mainstream school. These young people are often at crisis point and may be experiencing family breakdown or drug and alcohol abuse, be living in care or poverty or be involved in gangs and knife crime. We provide intensive programmes in a safe environment where we can support the wider needs of these 11–16-year-olds, helping them to achieve qualifications, learn strategies to engage with and manage their emotions, gain essential skills to sustain their progress beyond TLG and inspire them with hope for their future. These independent schools are registered with Ofsted and operate in partnership with local churches to ensure we can provide wider community support for the young people and their families.

----- Start of picture text -----
TLG West London Education Centre
----- End of picture text -----

The Need:

Exclusions continue to disproportionately affect the most disadvantaged young people, impacting their education and ambitions for the future. This is made worse by the ongoing consequences of COVID-19 and the current cost-ofliving crisis fuelling poverty and affecting pupils’ ability to learn.

The latest statistics show that:

YOUNG PEOPLE SUPPORTED IN CENTRES 173 ACROSS ENGLAND

46

YOUNG PEOPLE REINTEGRATED INTO MAINSTREAM SCHOOL

88%

OF STUDENTS MADE EXPECTED OR BETTER-THAN-EXPECTED PROGRESS IN MATHS

83%

OF STUDENTS MADE EXPECTED OR BETTER-THAN-EXPECTED PROGRESS IN ENGLISH

21

Looking ahead - changes in 2023:

The TLG journey began with the opening of the first ever Education Centre in 1999 and since then we have been developing our approaches and expertise to best meet the needs of struggling children across the UK. Over the last 24 years, we have seen much change for children and young people and the world that they live in.

In recent years, we have closely monitored the changing trends within this sector. Improved inclusion strategies within mainstream schools and the growth in AP academies are reducing the role of independent AP. Equally, since the pandemic, the number of children with complex needs has increased at an unprecedented rate. We know for a growing number, this new level of need requires deeper and longer-lasting one-toone support.

Having carefully considered these sector trends and the future viability of our model, particularly since the COVID-19 pandemic, TLG have very sadly

concluded that the Education Centre programme is no longer sustainable for us. It will therefore no longer be part of the long-term future of the charity beyond the 2022/2023 academic year.

Since October 2022, we have been working with staff, partners and schools to support successful transitions for the 80 young people attending our Education Centres in the 2022/2023 academic year. We are also extremely pleased that after a period of consultation, five previous Education Centres will adapt to provide support to small groups of young people in a range of different educational settings moving forwards, without being connected with TLG. As an organisation, TLG will continue to support struggling children through our Early Intervention and Make Lunch programmes and in future, will develop both new and existing ways to tackle the emotional, relational and practical challenges faced by children, young people and their families.

~~TLG Bradford Education Centre~~

22

“Someone actually wanted to listen”

Josiah’s inspiring story

Head in his hands, Josiah recalls life before he started at TLG. “Life wasn’t too good,” Josiah remembers. “I was angry all of the time. I dreaded going into school.” He stops and sighs.

Having faced traumatising bullying while at school, Josiah finds it difficult to reflect upon his time there. Many of his classmates were part of gangs and Josiah was bullied for not being in the ‘right’ gang.

“I felt like I needed to defend myself,” he continues. “I found an electrical lighter and brought it to school. I got into a big fight and I knew I had it on me so I decided to use it. My headteacher, he took me outside at the front of school to calm down and whatnot. That was the last time I was in mainstream school.” Josiah was permanently excluded from school for using the taser. He was referred to a TLG Education Centre so that he could receive the support he needed.

Matt, one of Josiah’s teachers at TLG, says; “When he first came to TLG, it felt like Josiah had given up and that was the end of his chance to be successful. He felt a bit like he was being dumped and felt shame about his actions. But TLG has been the perfect match for Josiah. It’s an environment where he feels safe so we’ve seen a real transformation in him.”

Josiah has flourished in the smaller setting of TLG Nottingham, where he has integrated well into the tight-knit community. “When I first came to TLG it seemed quite calm. It was a lot smaller than normal school so the teachers had enough time for me to communicate and for them to help me.”

“For once I felt like someone actually wanted to listen,” he continues. “I felt like they cared about me. My relationship with Matt is good. He’s always understood what I’m trying to say and given me advice on how to stay calm. When I was younger I wasn’t really talking to anyone about how I was feeling. It’s been good to have people to talk to at TLG.”

23

Matt and the other teachers at the TLG Education Centre Josiah is have enjoyed having him there. “He can get on with a range of people and he is often the peace keeper,” says Matt. “He “ often the is extremely respectful and engaged in lessons. We can see his determination to get back to mainstream and to be successful. He’s making all the right choices and doing all peace keeper... the right things.” He’s making Josiah reflects; “Coming to TLG has had a positive effect on me. I used to be angry with everything but I calmed down. all the right I’m definitely more equipped to go back to mainstream.” choices and doing all the right things.

~~Josiah with Matt, his headteacher at~~ ~~TLG Nottingham Education Centre~~

~~TLG Make Lunch in Cleveleys~~

24

Strategic Review - Organisational Initiatives

25

Organisational Initiatives

Therapeutic Support

Our Therapeutic Support team ensures that all TLG’s work is underpinned by therapeutic, trauma-informed support for children and young people who have experienced adverse childhood experiences (ACEs) or who are struggling with their emotional and/or mental health. TLG’s Therapeutic Support team also offers training and develops resources to ensure that children and young people can manage emotions they find overwhelming and overcome the barriers of trauma and stress preventing them from thriving.

Our Achievements in 2022:

The Need:

Across the UK, the aftermath of the pandemic has had a terrible impact on children, young people and families’ mental and emotional health. The role of therapeutic, trauma-informed approaches cannot be overstated as we get alongside those who are struggling, helping them to tackle anxieties and manage their emotions.

751

PEOPLE TRAINED THROUGH TLG SESSIONS FOCUSING ON THERAPEUTIC, TRAUMA-INFORMED APPROACHES

The latest statistics show that:

228

COPIES OF OUR BRAND-NEW PACE RESOURCE DISTRIBUTED (Playfulness, Acceptance,

Curiosity, Empathy)

“

The training was really well-presented and I found it really useful. It was so helpful to learn about the brain and the scientific processes behind overwhelm and how to use this understanding to respond well to individuals experiencing this.

26

Our Achievements in 2022 (cont):

“ The information is very thorough but also easy to process. The course shows how difficult situations are more within my control than I thought before taking it. This is empowering and confidence boosting.

I’ve loved using the ‘How I Feel’ cards with my coached child. She struggles to express “ and recognise her feelings and these have enabled a real breakthrough! She’s really enjoyed the diversity of the children on the cards along with the wide variety of emotions. Playing some of the games that come with the pack have led onto her being able to express experiences where she has felt that specific emotion which she couldn’t before as she could connect with the images on the cards. They have also helped her to recognise there is no ‘right’ or ‘wrong’ emotion and how important each of these emotions are which allowed us to then explore how to support herself when she feels each of them. I highly recommend these high-quality and visually engaging cards to anyone coaching or working with children or young people to help them understand and embrace all the different emotions we feel.

27

Therapeutic Support key objectives for 2023:

“We talk about our emotions... and each week it got much better”

TLG Early Intervention has been rapidly expanding in Northern Ireland, with more and more children getting vital one-to-one support each week!

Excitingly, there are now 5 TLG Early Intervention centres running in Northern Ireland, with 49 pupils currently being coached. An incredible 26 out of 29 coaches are regularly in touch with the children’s families, offering additional support!

Each of the 5 Northern Irish centres have coaches regularly spending invaluable time with their paired children, walking alongside children who would otherwise struggle on alone.

“I LOVE being able to learn new things and play together!” says K, who has formed a great relationship with her coach. “We did skittles and we did a unicorn piñata! We talked about our emotions and what things make me feel frustrated. Before I met my coach I used to walk out of my class and throw my chair across the room. As soon as I met my coach and we had time together each week it got much better.”

A therapeutic approach:

K’s coach, H, talks about the positive steps they’ve been able to make. “We have a chat and talk about the past week, sometimes there are difficult things which K opens up about. TLG has excellent therapeutic resources to help coaches like me talk through some of the things which might have happened. We talk about how to keep calm and we play lots of games together, which gives me a good opportunity to listen!”

“Alongside the usual coaching sessions, we have run transition projects to help support the children through the change from primary to secondary school. We’ve put on events and away days, spending time with them to offer as much support as we’re able to.”

Laura Lacey, EI Coordinator for St Peter’s, Belfast, says “I was working with my coached child last week and we were drawing a “Helping Hand” - looking at 5 trusted adults she could talk to. She put me down as one and says she loves me coming in to see her on a Friday! This amazing feedback highlights the positive work of TLG’s Early Intervention programme and their therapeutic training - and how spending an hour a week really listening and taking an interest in children can have such a positive impact!”

28

“ The day you plant the seed is not the day you eat the fruit.”

– F A BIE N N E F RED R I CK SON

O’Shane is one of the thousands of young people supported in a TLG Education Centre over the years. He was referred to TLG in 2017, and the lasting impact from his time spent with us is continuing to do good in his life today.

ainstream education was a challenging M

environment for O’Shane and he found it difficult to settle at secondary school. His zest for creativity and his unique learning style meant that he struggled to thrive there. As things got worse and worse, it was clear that something had to change.

“Before I started at TLG,” begins O’Shane, “I was unruly. I messed about a lot, I never listened, and I was always getting sent out of class. I did whatever I wanted. I found it hard to focus because there’s a lot of people in mainstream school so you can’t really get help if you don’t understand.”

“Where I grew up,” he continues, “it was bad. I associated with the wrong people, and I made the wrong decisions. At school, I was getting kicked out a lot for any little thing. I felt like I never had a chance and they never really got to know me. I felt that the school was quick to want to exclude me.”

O’Shane was eventually referred to a TLG Education Centre, where he was able to receive the dedicated, holistic support that he needed to grow and develop. “We were all given a chance at TLG. I saw a change in everyone there. I was more focused. I learnt how to listen. I learnt how to choose right from wrong, to think about my actions and their consequences. TLG put some sense in me! It did help me a lot.”

James was one of O’Shane’s teachers at TLG, and he continues to mentor and support O’Shane now. James says; “TLG gave O’Shane a safe space to experience some nurture and care. He was given a voice and I believe he was really valued as an individual.”

“When I left TLG, continues O’Shane, “I actually liked learning because everything was engaging. I was more positive. My head used to be somewhere else, stuck in the hood, but now I’m focused on business, I’ve even got “ my own company!” Like many of the young We were all given a people referred to TLG chance at TLG. I saw Education Centres a change in everyone over the decades, the there.TLG put some support that O’Shane sense in me! It did received is continuing help me a lot. to make a profoundly positive impact as it ” continues to benefit his present and his future. - O’SHANE, FORMER STUDENT

We were all given a chance at TLG. I saw a change in everyone there.TLG put some sense in me! It did help me a lot.

“After TLG, I got an apprenticeship with Kwik Fit. Management there saw how keen I was to learn new things. Now I’ve started a marketing company. I’m learning a lot, trying to better myself and how I approach situations to help me to build up a good set of clients.”

29

O’Shane concludes, “The teachers at TLG, like James, helped me to pursue my dreams. Now, when challenges come up, I ask for help, I get different opinions and I just go for it. I would tell my younger self to keep his head screwed on, to use the resources around him. I would tell him that you can learn from your mistakes, work on things and learn from them.”

James celebrates, “I’m amazed by the way God has turned O’Shane’s story around. He has shown great resilience, determination and displayed a never give up attitude. I really have seen his life transformed for good.”

“

Other people would say that I’ve changed; I’m not that annoying kid anymore, I’m more mature.

~~A spoken word poem by Helen Trew - former teacher from a TLG Education Centre~~

”

30

Advocacy

All across the UK, children are struggling with poor mental health, exclusion, food insecurity, isolation, inequality and other difficult situations.

Whilst our programmes address the consequences of these issues through practical support, we are just as passionate in our efforts to see tangible change in the systemic cycles that lead to inequality in society. TLG’s Policy and Advocacy work plays a vital role in pushing for long-term change at a national level, and in 2022, we continued to respond to many of the challenging situations faced by the children and families we support, in the aftermath of the COVID-19 pandemic and the context of the cost-of-living crisis. In the past year, this has included a number of opportunities to spread awareness, input into policy, campaign with other charities and use our frontline experience to speak out on behalf of those who we work with, who have too little opportunity to do so themselves.

Highlights from TLG’s Policy and Advocacy work in 2022 included:

• Challenging the government following the Spring Statement in April 2022 to do more to help families through the cost-of-living crisis by uprating benefits in line with April’s inflation rates as opposed to the previous September which resulted in real term’s cuts on top of the removal of the previous year’s uplift.

• Issuing a statement on child food poverty in June 2022 ahead of the summer holidays. This followed new figures showing that even more children are becoming eligible for Free School Meals, with the biggest group being those in attendance at Alternative Provision schools. TLG therefore called for more to be done proactively across the whole year to tackle food insecurity which in turn would help children to engage with school.

• Getting involved with both the ‘Keep the Lifeline’ group to challenge the government on its cost-of-living response and the ‘No Child Left Behind’ campaign calling on the Prime Minister to extend Free School Meals to every child in primary school.

“ TLG’s Policy and Advocacy work plays a vital role in pushing for long-term change at a national level.

31

Advisory Council

TLG’s Advisory Council comprises over 40 leaders and specialists from key areas relating to TLG’s work: children’s work, education, the charity sector, church leadership and business.

The Advisory Council members (listed below) are an invaluable resource for TLG as we constantly seek to grow, develop and improve our provision for struggling children, young people and families. They offer guidance, ideas and encouragement as they input into strategy and innovation. Most importantly, they use their voice and influence to support our advocacy work for long-term change.

In 2022, TLG’s Advisory Council met to discuss a range of topics, as well as network and hear updates of how lives are being transformed by TLG. Our response to the ongoing impact of COVID-19 and the rise in cost of living were brought as a key subject for consultation, while also celebrating TLG’s growth and possibilities for partnership with other charities and networks to respond to the devastating war in Ukraine and the increasing need for wellbeing support in the UK.

The ground-breaking therapeutic, trauma-informed work being led by our Therapeutic Support team was a key area of focus. We were able to seek input around future projects, including the potential to equip charities, churches and councils and the many opportunities to increase awareness of trauma. We also sought the Council’s advice on the development of a 10-year vision for TLG, discussing how growth, policy, models and innovation could play a part in continuing TLG’s mission to support struggling children.

We are deeply grateful to all Advisory Council members for giving their time, energy and knowledge to help guide TLG in 2022.

We are so grateful to each and every one of these fantastic volunteers for their support, time and counsel:

Alan Charter - Global Children’s Forum Amie Buhari - The Hebe Foundation Andrew Fordyce - Pedm ore Trust Bajo Akisanya - Jesus House Bekah Legg - Restored Danielle Babatunde - Transcend Movement Dayalan Mahesan - Evangelical Alliance Deborah Barnett - TLG Efrem Buckle - Ecclesia Church Elaine Storkey - Author & Theologian Gavin Calver - Evangelical Alliance Graham Miller - London City Mission James Entwisle - Hymans Robertson

Jenny Peters - St Mary’s, London Lindsay Melluish - Family & Systemic Psychotherapist, HPFT, Church Leader Louise Bomber - Touchbase Marcel Simpson - New Testament Church of God

Mark Massey - Frinton Free Church Mark Melluish - Diocese of Hereford. New Wine

Martin Warner - Cinnamon UK Mary Hawes - Former National Children and Youth Adviser Natalie Williams - Jubilee+

Natasha Beckles - Diocese of London Philip Watts - Formerly Shell & CofE

Rachel Gardner -Youthscape Rachel Warwick - Scripture Union Rob Anderson - Edengene Limited Rob Wickham - Bishop of Edmonton Sam Donoghue - CofE (London Diocese) Sam Ward - The Message Trust Shola Oladipo - Food for Purpose Simon Barrington - Forge Leadership Simon Benham - Kerith Community Church Simon Downham - CofE Steve Clifford - HOPE Steve Whittington - Christ Church, Birmingham Tim Pilkington - Good Faith Partnership

32

Collaborative Leadership and Inclusion

TLG remains committed to improving inclusivity and diversity through collaboration across all areas of the organisation.

TLG exists to support struggling children, young people and families, but it is the harsh reality that those experiencing forms of prejudice, discrimination and deprivation have an even tougher time and are at even more of a disadvantage compared to their peers. By engaging proactively with these issues, we aim to provide the best quality help possible. Our dedicated Head of Inclusion leads the ‘Collaborative Leadership’ project working group, made up of leaders from within TLG who work together to drive cultural change and develop strategies for greater awareness, improved policies and increased inclusivity both internally as an organisation and externally through our programmes.

The Need:

Key objectives for 2023:

Statistics show that:

Highlights from this work in 2022:

33

34

For 8-year-old Joe and his mum, Davinia, TLG Make Lunch has been a much-needed lifeline as the rising cost of living created heart-breaking challenges.

hen we were out shopping, we couldn’t afford to have everything that we wanted “W so it made my mum and dad feel very anxious,” said Joe with a sigh. “Things like gas prices were going up higher and higher so it was really hard to do stuff.”

“

Davinia agreed, “I worried about how much food was costing; it was quite scary. I hope things are going to change, I don’t think they can carry on going up like they are. It makes me feel really nervous, especially with the gas and electric going up again.”

It makes me worried seeing mum and dad worried.

”

“I think the children have massively struggled with all the challenges we’re facing and they obviously overhear conversations, as much as you try to not

let them, they do know when you’re stressed.” Thankfully, Davinia, Joe and the rest of the family receive regular support through Make Lunch at Cleveley’s Baptist Church, one of our 83 Make Lunch partners across the UK.

Davinia smiles, “Make Lunch has lifted a massive burden. I love that there’s a community here and a church that just give to people. They don’t want a single thing back, apart from you to smile, it’s absolutely amazing!”

“I feel happier now that I come to Make Lunch,” continues Joe. “My mum and dad don’t have to worry about looking after us, what we’re going to do. They don’t need to run after us, they feel less worried now.”

“I feel very excited about coming to Make Lunch, I meet new families and have a nice hot lunch and dessert. My favourite thing is coming to see the volunteers. Some of them like playing football, or we can run about playing with balloons, and they’re really nice people.”

35

“

They make you feel better in your person really, I feel happier when I’ve been to Make Lunch and I do think that it helps the stress of the world, having a place like this to come to.

Make Lunch, while providing essential hot meals and a warm space, also gives families the chance to connect into a loving church community.

“We see volunteers in the community while we’re walking and the kids are like, ‘look there’s so-and-so!’ and they can’t wait to go up to them and chat to them, it’s just lovely to see. My youngest was born during Covid so he’s really struggled with meeting new people. It really helps him to get to know people and he’s starting to come out of his shell now.”

Joe beams; “It’s just a joyful experience really, thank you TLG Make Lunch!”

~~Make Lunch. Cleveleys Baptist Church.~~

36

Corporate Giving

TLG is passionate about helping businesses realise their philanthropic goals by partnering with us to support struggling children, young people and families. Our corporate partnerships are designed so that companies of any size can join with us to help children manage their emotions, improve wellbeing, and tackle food insecurity and social isolation.

The value that TLG bring to young people in making these valuable interventions in their lives, giving them hope, understanding and a real boost for their future is immeasurable. What a privilege to play a small part!

TLG continued to build on its innovative regular corporate giving initiative in 2022, increasing contributors by 70% and adding a dedicated network called Brighter Horizons: small businesses giving under £100 per month. Together with our Future Builders – giving £100 or more each month – this is a vibrant community of like-minded corporations who want to magnify their social impact in a meaningful way through developing their Corporate Social Responsibility and sustainably supporting critical work during a time of crisis. Our corporate partners are able to network, receive regular updates on the difference they are making and increase their brand profiles across the UK as they make use of tailored supporter packages enabling them to ally with us to advocate for the needs of struggling children and families.

EV ESSENTIALS LTD

We are so thankful for each of our Corporate Partners, Future Builders and Brighter Horizons businesses, who joined with us to support struggling children in 2022. We look forward to another year of lasting impact and legacy in communities across the UK in 2023!

With special thanks to

our platinum level Future Builder, for their faithful support.

We love TLG’s continued commitment to supporting children and changing lives in a sustainable way.

We’re excited about the opportunity to partner with TLG in building a firm foundation for our children and families that struggle across the UK.”

ACCESS INSURANCE

CREATING EFFECTIVE GENERATIONS

37

From Education Centre student to Future Builder!

“

D anny’s difficult upbringing and challenging domestic circumstances led to his mum moving with him to a new city in his teenage years.

Danny now runs his own business ‘CEG - Creating Effective Generations,’ which provides support for young people involved in crime and sexual exploitation. Excitingly, CEG is now partnering with TLG as one of our corporate Future Builders.

This has been the best decision, especially as a past student. I want to be able to give back and support TLG - just as they did with me.

The pain was deep-rooted, leading Danny to a life of crime and violence. Danny’s anger began to fuel his temper and attitude, leading to exclusion from school. Thankfully he found himself at a TLG Education Centre.

Find out more about how your business can join in with our corporate partnership schemes: tlg.org.uk/corporate

”

Danny remembers his time fondly: “There was a genuine care at TLG, they honestly wanted to help me. TLG encouraged me to think there was more to life than trying to impress people, that I could be positive and put things right.”

~~Danny Andrews, Owner at CEG - Creating Effective Generations: Silver Future Builder~~

37

38

Crescer com Amigos Portugal

212 Children supported overall

TLG’s international presence began with work in Portugal, launching Early Intervention as a pilot in partnership with the not-for-profit organisation ‘Serve the City’. This enabled us to establish an independent voluntary association in 2018, known as ‘TLG Crescer Com Amigos’ (TLG Growing with Friends) and led by Executive Director Marisa Bossa. Since they began, they have now supported a remarkable 212 children overall!

2022 was another exciting year for Crescer Com Amigos, with continued growth beyond Lisbon, in Porto and Faro. The programme is going from strength to strength as it is led by a small team in Portugal, supported through strategic advice, shared resources and systems from TLG in the UK. In the context of the ongoing fallout from the COVID-19 pandemic and its detrimental impact on children’s emotional and mental wellbeing, this work continues to be essential for communities to be able to get alongside those struggling.

53 53 VOLUNTEER STRUGGLING COACHES CHILDREN RECEIVING COACHING

22 CRESCER COM AMIGOS CENTRES

39

Martim

supported through Crescer Com Amigos programme in Portugal

Martim’s story

When Martim started being supported by Crescer Com Amigos (CCA), he had difficulties with his reading and writing, but his biggest difficulty was in controlling his behaviour. When playing with his classmates he often had arguments, and in the classroom he had a hard time paying attention. Through a relationship built on trust and friendship, his coach Beatriz began to help him manage his behaviour, emotions and, most importantly, control his anger.

After 2 years of coaching, this intervention has, according to his grandfather, “changed Martim’s life”. He has been much calmer, more peaceful and more joyful! He has learned that when he is good to others, others are good to him. This amazing transformation is down to the affection, understanding and persistence of Beatriz, along with the resources provided by CCA.

“I believe that Martim learned from me, but I also learned a lot from him and we always said that we were a team. We hope to always be friends and continue to grow with each other!” - Beatriz, Coach.

“This project was one of the best things they did at school for my grandson!” - Manuel, Martim’s grandfather.

This project was one of the best things they did at school for my grandson!

CLIENCY

40

Abdi

who attended TLG West London Education Centre

Structure, Governance & Management

41

Charity name:

Transforming Lives for Good (TLG) Ltd

Charity number:

1074114 (England and Wales); SC050810 (Scotland)

Company registration number:

Business address and registered office:

TLG National Support Centre, Hope Park City Gateway, Bradford, BD5 8HH

Legal Form:

Company limited by guarantee without a share capital

03690871

Trustees:

Andrew Burton, Chair Simon Barrington, Vice Chair Simon Benham Victoria Fafalios Sheron Kantor John Kirkby Olusola Oladipo Bethany Whitehouse

Secretary:

Grace Ashenafi (resigned 13 March 2023) Joy Sicilia Oliveros (appointed 13 March 2023)

Auditors:

Solicitors:

Watson Buckle, York House, Cottingley Business Park, Bradford, BD16 1PE

LCF Law, One St. James Business Park, Bradford, BD1 5LL

Senior Leadership Team:

Tim Morfin Chief Executive

Emily Alty Director of People and Culture Chris Blackham Director of Strategy and Programmes

Paul Chenery Director of Innovation and Implementation Joy Sicilia Oliveros (appointed 01 May 2022) Director of Finance

Sian Wrangles Director of National Development Jennie Edwards (resigned 06 January 2023) Director of Education Centres

Bankers:

Surveyors:

Hayfield Robinson, Property Consultants (RCIS), Temple Chambers, Keighley, BD21 2JT

Virgin Money, 14 Broadway, Bradford, BD1 1EZ

42

Governing Document

Transforming Lives for Good (TLG) Ltd is a registered charity in England, Wales and Scotland. 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.

Transforming Lives for Good is a charitable company limited by guarantee without a share capital in England and Wales and was incorporated in December 1998 as the Lighthouse Outreach, changing its name in June 2005 to The Lighthouse Group UK Limited, to TLG The Education Charity on 4th May 2012 and finally to Transforming Lives for Good (TLG) Ltd. on 11th May 2018.

Organisational Structure

TLG has a voluntary Trustee Board currently made up of 8 members who are responsible for the strategic direction and policy of the Charity. The TLG Senior Leadership Team is made up of the CEO and 5 other Directors who each manage one part of the charity’s operations. The Trustees meet with the Senior Leadership Team each quarter to ensure TLG’s short- and long-term objectives are being met in accordance with the strategic plan, which is supported by a report encompassing progress against Key Performance Indicators.

Managers are appointed for each team to oversee day-to-day activity, linemanage staff and ensure high-quality delivery to all beneficiaries. Reporting to the Directors, managers are essential in enabling TLG’s programmes to run efficiently and effectively.

The Volunteer Programmes team includes 8 Regional Leaders, who take responsibility for the management of all Early Intervention and Make Lunch volunteers from within their region. This includes termly one-to-ones with Coordinators, regular forums and annual reviews with each church partner and their linked school(s).

Volunteers

Volunteers are at the heart of TLG and its partnerships with local churches across the UK. These dedicated individuals are invaluable, regularly supporting struggling children and families through Early Intervention or Make Lunch, fundraising for TLG, attending events, acting as a trustee, speaking at church services and offering advisory and prayerful support. In 2022, an amazing 906 volunteers gave their time to help TLG.

The strength of our volunteer network can be seen through the results of our 2022 survey of volunteers, where a remarkable 95% said that they are passionate about TLG’s vision and 90% said that they would be likely to recommend TLG partnership to a friend or colleague. This year, against all odds following a global pandemic and cost of living crisis, our overall Net Promoter Score (NPS) – the industrystandard measure of customer satisfaction – continues to rise, standing at +58. This score is well above average and represents good-to-excellent in industry standards, reflecting the attention to detail being paid to customer-centric processes and the agility with which we have navigated the past two years, ensuring our customerfocused approach becomes business as usual within Volunteer Programmes.

Fundraising Activities

TLG strives to maintain the highest standard of supporter care, ensuring that each of our donors is treated fairly and with respect. We voluntarily subscribe to the Fundraising Regulator and had no major complaints during 2022. Our fundraising activities are carried out by centrallyemployed staff and we monitor and control all fundraising communications to ensure that our supporters have a positive experience and can choose to be removed from phone, email or mail lists at any time in line with GDPR regulations. Major donors, grant-funders and corporate partners are assigned designated relationship managers within TLG to ensure appropriate levels of communication throughout the funding relationship. All funds raised are allocated according to relevant restrictions.

43

Measuring our achievements and performance

Throughout the Annual Report, we have highlighted the amazing impact on the lives of children and families across our different projects at TLG that are impacting people’s lives on a personal, emotional, social, educational and spiritual level.

As a charity, we have a range of KPIs and impact measurements which measure performance against our mission, strategic objectives and programme aims to ensure we are fulfilling our purpose according to our charitable objectives and overall vision. Our specific measures help staff and Trustees focus on results and work to achieve this.

We collect a variety of data through different forms including:

Recruitment and appointment to the Board of Trustees

To fully support and represent the work of TLG, Trustees are sought who bring experience in children’s and youth work, organisational and charity sector leadership, and education. In an effort to reflect a broad mix of skills, backgrounds and cultures, the existing Trustees regularly consider any areas not fully represented on the Board, actively seek out individuals who could provide specific input and approach them to consider joining the Board. Trustees are usually recruited through TLG’s existing contacts who already have some understanding of its work.

Potential Trustees are invited to visit TLG and to discuss the role with the Chair of Trustees and the Chief Executive, utilising a clear role description. They are also invited to attend a Board meeting and meet the other Trustees. If, following this process, they would like to be considered as a Trustee, their appointment will be discussed by the existing Trustees and a decision made as to their suitability.

Most Trustees are already familiar with the practical work of TLG but new Trustees will be invited to spend some time observing the different aspects of the work and meeting department managers and staff. New Trustees will spend some time with the Chief Executive and the Chair of Trustees looking at the role of a Trustee, the governing documents, current financial information, the strategic plan and discussing future plans. New Trustees are also given the opportunity to attend a one-day conference outlining the roles and responsibilities of Trustees.

Risk Management

The Board of Trustees has conducted a review of the major risks to which TLG may be exposed. A risk register has been established and is updated regularly. A strategic plan is in place which is updated annually to ensure action is taken to minimise any risks identified - pages 44-45.

44

Principal risks and uncertainties

The Trustees and TLG Senior Leadership team have a risk management strategy that ensures that they actively review the potential risks and uncertainties that may seriously impact the charity. A risk register ensures that all areas of the charity are assessed with suitable policies and procedures put in place to mitigate those risks.

This strategy has identified the following potential risks and how to manage them, as detailed in the following table.

POTENTIAL RISK RISK MITIGATION & MANAGEMENT
Child Protection
and Safeguarding
Incidents		 Volunteer Programmes
•
Volunteer coaches must be referred by a coordinator (volunteer
leader) or church leader who have known them for at least 6
months. References are checked by TLG staff.
•
Volunteers must attend TLG training and complete safeguarding
training and DBS check before commencing coaching.
•
Volunteers read and sign the relevant safeguarding policy – the
school’s for Early Intervention or the church’s for Make Lunch.
Education Centres
•
Staff records ensure 100% compliance before start date to
ensure safer recruitment principles otherwise staff cannot start
in centres.
•
A Child Protection named lead is in place in every Centre, as well
as a national lead.
•
All staff must undertake safeguarding training.
•
Concerns recorded on TLG’s intranet by all staff members, seen
by the named lead in that Centre and the national lead.
•
CCTV is installed at every Centre.
•
The following policies are in place:
1.
Child Protection policy.
2. Staff code of conduct.
3. Whistle Blowing policy.
4. Staff acceptable use of IT policy.
Trustees
•
Safe recruitment forms part of the induction process.
•
All Trustees complete regular safeguarding training.
Compromise
of information
systems or
data loss		 TLG-wide
•
A national GDPR lead is in place.
•
Ongoing GDPR regulations are being adhered to and all new
contacts added to the internal CRM system have the required
consent.
•
All staff must complete annual GDPR training.
•
All electronic storage is password-protected and all data is
backed-up through the cloud.
•
Personal staff information is kept securely.
•
Personal information relating to students at Education Centres is
kept securely online.
•
Access is regularly reviewed for all staff and IT platforms.

45

POTENTIAL RISK RISK MITIGATION & MANAGEMENT
Compromise of
information systems
or data loss		 Education Centres
•
A robust approval/monitoring process is in place for all
publicly-available media (website, social media, printed and
email).
•
Photo consent records are regularly reviewed and updated.
•
Training is in place for all staff involved in publishing images.
•
Training is included for all volunteers and clear, ongoing
communication takes place to all current Volunteer
Programmes partners.
Volunteer Programmes
•
A robust approval/monitoring process is in place for all
publicly-available media (website, social media, printed and
email).
•
Photo consent records are regularly reviewed and updated.
•
Training is in place for all staff involved in publishing images.
Reduction
in income		 Trustees and the Senior Leadership Team regularly review up-
to-date fnancial management information and the reserves
policy to ensure that we are able to deliver our programmes and
activities in line with the charitable objectives.
A strong funding mix is maintained to ensure minimal reliance
on any one source of income. There is an emphasis on more
sustainable funding sources such as regular monthly giving
from individuals and corporations, and income from Hope Park
Business Centres.
National pandemic Financially, we have prudently modelled the impact of a national
pandemic such as COVID-19 to ensure we retain suffcient reserves
in line with our policy. We have experience in diversifying our
income sources and seeking pandemic-specifc funding support
where appropriate.
Practically, all programmes can be adjusted to be delivered in a
safe but effective way, either maintaining in-person provision or
moving to virtual delivery. Staff are able to work from home due to
updates to IT support to facilitate agile/remote working.
Commercial –
relating to
Hope Park
Business Centres		 Disaster e.g. fre
•
Business interruption insurance in place to ensure ability to
rent suitable offce facilities locally and possibility of claiming
lost revenue.
Tenancies
•
Licences are in place for all tenancies.
•
The size of any one tenancy is limited to minimise the risk of
any one company ceasing to trade.
Not demonstrating
suffcient impact
against the
charitable objectives		 Extensive systems are in place to ensure accurate capture of all
data relevant to the delivery of programmes and activities relating
to the charitable objectives. Further work in relation to this priority is
being undertaken with particular regard for Education Centres.

46 Our gratitude to the below funders: 'IhL (-.h:11.l£' BENEFACT TRUST CHARLES HAYWARD QOC-.()LINTY TRIJ.%T EVESON F O U N O A T l O N Garfield Weston L Jerusalein Trust PORTICUS FQUNDAIIJII Sovereign Health Care CHARITABLE TRUST Westhill make thlngs happon

47

Preston

“Hope for my family makes me happy, thank you!”

Financial Review

48

Financial Review for the year ended 31 December 2022

2022 continued to be a challenging year across the charity sector, as the ongoing impact of the COVID-19 pandemic, the cost of living crisis, and the mini-budget, all presented ongoing challenges to the wider economy. TLG adapted in a number of ways to maintain income and manage rising costs. Income from donations, including our regular monthly giving scheme from individuals (Hope Givers) was maintained despite the difficult fundraising landscape. Income and operating costs of our two investment properties increased, although the revaluation of property showed a healthy gain overall. The reducing income, rising costs, small number of children helped, and increased complexity of our Education Centres, all informed our decision that this programme would no longer be a part of TLG. This focus on value for money and strategic prioritisation continue to be essential as we respond to the changing needs of struggling children and young people.

We wish to express our thanks to every person or organisation who has donated to TLG in 2022. Without your generosity, our vital work supporting the most vulnerable children, young people and families throughout 2022 would not have been possible.

2022 INCOME SPLIT:

----- Start of picture text -----
29%
Grants
30%
20%
Fees from
Investment
charitable
Properties
activities
20%
1%
Individual
Corporate
Donations
Relationships
----- End of picture text -----

49

----- Start of picture text -----
2022 EXPENDITURE SPLIT:
71%
Charitable
Activities
20%
Investment
Properties
9%
Fundraising
----- End of picture text -----

Overview of annual finances for 2022

TLG finished 2022 with a slight surplus, despite the continued challenges of fundraising in a time of economic uncertainty. The current cost of living crisis and rises in energy prices and increasing interest rates meant that many individuals and organisations have reduced amounts of disposable income, which in some instances has reduced their ability to give.

The in-year cash deficit of £325,266 was managed by our reserves. In addition, revaluation of our investment properties has increased, therefore showing higher reserves on the balance sheet compared to 2021. (See notes 16 - 18 of the accounts for further detail).

In light of the current landscape following the pandemic, increased cost of living, increasing utility costs, and closure costs associated with the Education Centres, we have produced a deficit budget for 2023 and are confident given the generosity of donors and our careful stewardship of resources, that our fundraising targets will be met in 2023.

50

Reserves policy

TLG’s cash reserves policy is to hold the equivalent of three times monthly salary costs. Three times monthly salary costs at the end of 2022 was £588,194. Our free reserves at the end of 2022 were £592,249 (£376,699 in 2021. See note 32). We continue to hold comparatively low cash reserves to maximise investment in our charitable activities and investment properties.

There are no Designated Funds at the end of 2022 (£260,000 in 2021) having been utilised or released. Of the total funds, £317,391 is restricted reserves.

Funding need for the future

Given the cost-of-living crisis, a devastating increase in poverty and mental health needs, the need for TLG’s support for struggling children, young people and families is acute. We must expand our provision in 2023 in response, and will be seeking funding through grants, corporate partnerships and donations from individuals to enable this to happen.

With the one-off costs of bringing our Education Centre programme to an end, we have a deficit budget for 2023. Much of our unrestricted reserves are held in fixed assets and so we will continue to focus on generating the financial support to ensure we can continue to expand our vital work.

We understand the importance of growing sustainably and therefore will continue to invest in more sustainable forms of income alongside accessing funding through grants, such as our regular monthly giving schemes for individuals and companies, and income from our two investment properties. Additionally, we will continue to keep our overheads low, ensuring that we are maximising our strong existing infrastructure, established management structures and staff teams.

Funding mix

TLG has a strong ‘funding mix’ in relation to our income to help ensure that we do not solely rely on one source of funding. The stability of our regular giving income from individuals through the Hope Giver scheme and companies through the Future Builder scheme has been vital in this time of economic uncertainty. A key priority for the charity is to continue to invest in our regular giving strategy from individuals and churches. Growing the number of regular financial givers that we have whilst also maintaining our strong record of accessing Trusts, Foundations and Corporate Partners are ensuring we provide a sustainable source of income. The two buildings which we operate as serviced office space also yield consistent income from tenants which goes directly towards TLG’s charitable purpose.

Investment properties

TLG owns two properties: Hope Park City Gateway (also known as The Centre of Excellence) is directly owned by TLG, while Hope Park Rooley Lane (also known as Beta House) comes within TLG subsidiary Hope Park Business Centre Limited. Hope Park City Gateway is classed as a mixed-use property – 88.3% of the property is leased office and meeting space which generates income for TLG.

51

The remaining 11.7% is used by TLG as its National Support Centre. Hope Park Rooley Lane is solely used to generate income for TLG. During 2022, a total of £964,732 income (2021: £944,464) was generated by the investment properties.

Both properties were valued in June 2022 by independent valuer Edison who holds recognised and relevant professional qualifications. Their opinion was that the properties should be increased in value to Hope Park City Gateway at £5.16m and Hope Park Rooley Lane at £1.6m.

It is the intention of the Trustees that the properties continue to be used to generate income to enable the long-term stability of the charity, through subletting premium office and meeting space.

Pay policy and senior staff

The Trustees consider that the Board of Trustees (who are the charity’s Directors) and the Senior Leadership Team comprise the key management personnel of the charity in charge of directing and controlling, running and operating the charity on a day-to-day basis.

All Trustees give of their time freely and no trustee received remuneration in the year 2022. Details of Trustees’ expenses and related party transactions are disclosed on note 12 and 13 of the accounts.

The charity has conducted a full review of its salary structure, including that of its Senior Leadership Team. As well as introducing a full job evaluation system and grading structure, salaries were externally benchmarked against charities of a similar size, location and service. One employee received emoluments of more than £60,000 in 2022 (2021: One).

Grants made

We continue to work closely with our church partners to ensure that struggling children and families could access food, household essentials and wellbeing activities through our Boxes of Hope initiative. As part of the initiative, we continued to offer startup funding of £200 to churches to be spent strictly only on the creation and distribution of these emergency care packages to support vulnerable families in each church’s local community. The grants were made within an agreed strategy which included partner guidelines on fulfilment of TLG’s spending restrictions, contents guidelines, safeguarding stipulations and subsequent reporting to monitor impact. Further information can be found in note 9 of the accounts.

Grants received

FRS102 accounting rules regarding multi-year grants mean that £747,801 of accrued income recognised in 2022 has been pledged to us, but the actual income will only be received in future years. There has also been £431,544 of donation income actually received in 2022 which, in accordance with FRS102 rules, has already been recognised in previous years. This is a difference of -£316,257. Therefore, when not allowing for FRS102 rules, the income actually received in 2022 would be £4,429,138 (£4,745,395 less £747,801 plus £431,544).

52

Approved by order of the members of the board of Trustees on 18/09/2023 and signed on their behalf by:

ANDREW BURTON CHAIR OF TRUSTEES

53

TLG Financial Statements

FOR THE YEAR ENDING 31 DECEMBER 2022

54

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Content

Statement of Trustees’ Responsibilities 55
Independent Auditor’s Report 56-58
Consolidated Statement of Financial Activities 59
Charity Statement of Financial Activities 60
Consolidated Balance Sheet 61
Charity Balance Sheet as at 31 December 2022 62
Consolidated Statement of Cash Flows 63
Notes to the Financial Statements 64-90

55

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Statement of Trustees’ Responsibilities

The trustees, who are also directors of Transforming Lives for Good (TLG) Ltd for the purposes of company law, are responsible for preparing the Trustees’ Annual Report (including the Strategic 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. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the 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:

The trustees are responsible for keeping adequate 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.

In so far as the trustees are aware:

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approved by order of the members of the board of Trustees and signed on its behalf on 1 8 September 2023 by:

……………………………..

A Burton

56

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Independent Auditor’s Report to the Trustees of Transforming Lives for Good (TLG) Ltd.

Opinion

We have audited the financial statements of Transforming Lives for Good (TLG) Ltd (the ‘parent charitable company’) and its subsidiaries (the 'group') for the year ended 31 December 2022 which comprise the consolidated statement of financial activities, the charity statement of financial activities, the consolidated balance sheet, the charity balance sheet, the consolidated statement of cash flows and the related notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group and parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

Other information

The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 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 course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

57

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Act 2011 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement (set out on page 54), the trustees (who are also the directors of the parent charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group and parent 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 group or parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and section 151 of the Charities Act 2011.

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.

In planning and designing our audit tests, we identify and assess the risks of material misstatement within the financial statements, whether due to fraud or error. Our assessment of these risks includes consideration of the nature of the industry and sector, the control environment and the business performance along with the results of our enquiries of management, about their own identification and assessment of the risks of irregularities. We are also required to perform specific procedures to respond to the risk of management override.

Following this assessment, we considered the opportunities and incentives that may exist within the group for fraud and identified the greatest potential for fraud in evaluating the valuation of freehold and investment properties and the classification and use of restricted funds.

58

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Independent Auditor’s Report to the Trustees of Transforming Lives for Good (TLG) Ltd.

We also obtained an understanding of the legal and regulatory frameworks that the group operates in, through discussions with directors, trustees and other management, and from our commercial knowledge and experience of the sector in which the group operates, to enable us to identify the key laws and regulations applicable to the group. We focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company, including the Charities Act 2011, the Companies Act 2006, taxation legislation, data protection, anti-bribery, employment, environmental and health and safety legislation.

We then performed audit procedures after consideration of the above risks which included the following:

All engagement team members were informed of the relevant laws and regulations and potential fraud risks at the planning stage and reminded to remain alert to any indications of fraud or non-compliance with laws and regulations throughout the audit. The engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify such items.

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

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 and to the charitable company’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company’s members and its trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

……………………………… Selina Armitage FCA (Senior Statutory Auditor) For and on behalf of

Watson Buckle Limited Statutory Auditor & Chartered Accountants Bradford 1 8 September 2023

59

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Consolidated Statement of Financial Activities (including Income and Expenditure Account)

Notes
Income From:
Donations and legacies
3
Charitable activities
5
Investments
4
Other income
6
Total income
Expenditure on:
Raising funds
Costs of generating donations
and legacies
7a
Costs of trading activities
7b
Total raising funds
7
Charitable activities
8
Total Expenditure
Gains on revaluation of fixed
assets
Unrealised gain/(loss) on
investments
Net income in funds
Transfers between funds
Net movement in funds
Reconciliation of funds
Total funds brought forwards
Total funds carried forwards		 2022
Total
Funds
2021
Total
Funds
(as restated)
Unrestricted
funds
Restricted
funds
Revaluation
reserve
£
£
£
£
£
1,834,206
503,893
-
2,338,099
1,835,593
1,437,968
-
-
1,437,968
1,794,273
964,732
-
-
964,732
944,464
4,596
-
-
4,596
12,801
4,241,502
503,893
-
4,745,395
4,587,131
435,570
6,232
-
441,802
383,160
989,469
2,999
-
992,468
908,701
1,425,039
9,231
-
1,434,270
1.291,861
3,003,183
524,544
-
3,527,727
3,727,439
4,428,222
533,775
-
4,961,997
5,019,300
5,526
-
12,924
18,450
137,564
120,000
-
140,562
260,562
460,053
(61,194)
(29,882)
153,486
62,410
165,448
520,826
(520,826)
-
-
-
459,632
(550,708)
153,486
62,410
165,448
2,809,354
868,099
182,598
3,860,051
3,694,603
3,268,986
317,391
336,084
3,922,461
3,860,051

All amounts relate to continuing operations, other than that relating to the Education Centres which ceased operation within TLG in March 2023, with Income of £1,296,884 and Expenditure of £2,326,305 included in charitable activities in the above schedule for 2022. The consolidated statement of financial activities includes all gains and losses recognised in the year.

The notes on pages 64-90 form part of these financial statements.

60

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Charity Statement of Financial Activities (including Income and Expenditure Account)

Notes
Income From:
Donations and legacies
3
Charitable activities
5
Investments
4
Other income
6
Total income
Expenditure on:
Raising funds
Costs of generating donations
and legacies
7a
Costs of trading activities
7b
Total raising funds
7
Charitable activities
8
Total Expenditure
Gains on revaluation of fixed
assets
Unrealised gain/(loss) on
investments
Net income in funds
Transfers between funds
Net movement in funds
Reconciliation of funds
Total funds brought forwards
Total funds carried forwards		 2022
Total
Funds
2021
Total
Funds
(as restated)
Unrestricted
funds
Restricted
funds
Revaluation
reserve
£
£
£
£
£
1,834,206
503,893
-
2,338,099
1,835,593
1,437,968
-
-
1,437,968
1,794,273
745,105
-
-
745,105
678,720
31,906
-
-
31,906
28,117
4,049,185
503,893
-
4,553,078
4,336,703
435,570
6,232
-
441,802
383,160
795,425
2,999
-
798,424
713,445
1,230,995
9,231
-
1,240,226
1,096,605
3,003,183
524,544
-
3,527,727
3,727,439
4,234,178
533,775
-
4,767,953
4,824,044
5,526
-
12.924
18.450
137,564
-
-
140,562
140,562
102,537
(179.467)
(29,882)
153.486
(55,863)
(247,240)
520,826
(520,826)
-
-
-
341,359
(550,708)
153,486
(55,863)
(247,240)
2,570,203
868,099
182,598
3,620,900
3,868,140
2,911,562
317,391
336,084
3,565,037
3,620,900

All amounts relate to continuing operations other than that relating to the Education Centres which ceased operation within TLG in March 2023, with Income of £1,296,884 and Expenditure of £2,326,305 included in charitable activities in the above schedule for 2022. The consolidated statement of financial activities includes all gains and losses recognised in the year.

The notes on pages 64-90 form part of these financial statements.

61

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Consolidated Balance Sheet

Notes
Fixed Assets
Intangible Assets
16
Tangible Assets
17
Investment Property
19
Current Assets
Debtors
20
Cash at bank and in hand
Current Liabilities
Creditors: Amounts due within one year
21
Net current assets
Total assets less current liabilities
Creditors: Amounts due over one year
22
Provisions
24
Net assets
Reconciliation of funds
Unrestricted funds
Accumulated fund
26
Funds retained in Hope Park Business
Centres Limited
Designated funds
Revaluation reserve
Total unrestricted funds
Restricted funds
Total funds		 £
1,068,296
470,221		 2022
£
61,762
566,028
6,340,949		 £
850,361
795,487		 (as
restated)
2021

£
84,232
728,991
5,916,500
6,968,739
936,506		 6,729,723




1,082,921
1,538,517
(602,011)		 1,645,848
(562,927)
7,905,245
(3,817,424)
(165,360)		 7,812,644
(3,952,593)
-
3,922,461 3,860,051
2,911,562
357,424
-
336,084		 2,310,203
239,151
260,000
182,598
3,605,070
317,391		 2,991,952
868,099
3,922,461 3,860,051

The financial statements were approved and authorised for issue by the Trustees on 1 8 September 2023 and signed on their behalf by:

A Burton

Director

The notes on pages 64-90 form part of these financial statements.

62

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Charity Balance Sheet as at 31 December 2022

y

Notes
Fixed Assets
Intangible Assets
16
Tangible Assets
17
Investments
18
Investment Property
19
Current Assets
Debtors
20
Cash at bank and in hand
Current Liabilities
Creditors: Amounts due within one year
21
Net current assets
Total assets less current liabilities
Creditors: Amounts due over one year
22
Provisions
24
Net assets
Reconciliation of funds
Unrestricted funds
Accumulated fund
26
Designated funds
Revaluation reserve
Total unrestricted funds
Restricted funds
Total funds		 £
2,291,641
462,175		 2022
£
61,762
537,011
100
4,720,949		 £
2,096,146
758,829		 (as
restated)
2021
£
84,232
693,496
100
4,416,500
5,319,822
2,227,999		 5,194,328
2,379,165
2,753,816
(525,817)		 2,854,975
(475,810)
7,547,821
(3,817,424)
(165,360)		 7,573,493
(3,952,593)
-
3,565,037 3,620,900
2,911,562
-
336,084		 2,310,203
260,000
182,598
3,247,646
317,391		 2,752,801
868,099
3,565,037 3,620,900

The financial statements were approved and authorised for issue by the Trustees on 1 8 September 2023 and signed on their behalf by:

A Burton

Director

The notes on pages 64-90 form part of these financial statements.

63

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Consolidated Statement of Cash Flows for the year ended 31 December 2022

Note
Net income for the reporting period (as per the statement of
financial activities)
Adjustments for:
Revaluation of fixed assets
17
Revaluation of investment property
29
Amortisation
16
Depreciation charge
17
(Profit)/loss on disposal of tangible fixed assets
(Increase)/decrease in debtors
20
Increase/(decrease) in creditors
21,22
Increase/(decrease) in provisions
24
Finance costs
Net cash provided (used in) operating activities
Cash flows from investing activities:
Purchase of tangible assets
17
Purchase of intangible assets
Purchase of investment property
18
Net cash provided by (used in) investing activities
Cash flows from financing activities:
Interest paid
Repayments of loans
Net cash provided by (used in financing activities)
Change in cash and cash equivalents in the reporting period
Cash and cash equivalents at the beginning of the reporting period
Cash and cash equivalents at the end of the reporting period		 Group
2022
Total funds
2021
Total Funds
(as restated)
£
£
62,410
165,448
(18,450)
(137,564)
(260,562)
(460,053)
22,469
5,644
80,008
81,703
8,146
-
(217,935)
243,050
62,467
(177,420)
165,360
-
173,431
141,395
77,344
(137,797)
(69,113)
(84,171)
-
(24,146)
(1,514)
(73,949)
(70,627)
(182,266)
(173,431)
(141,395)
(158,552)
(162,341)
(331,983)
(303,736)
(325,266)
(623,799)
795,487
1,419,286
470,221
795,487

The notes on pages 64-90 form part of these financial statements.

64

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements

1. General Information

The entity is an incorporated registered charity governed by their constitution.

Registered address: Transforming Lives for Good (TLG) Ltd Hope Park Business Park Bradford BD5 8HH

2. Accounting Policies

General information and basis of preparation

Transforming Lives for Good (TLG) Ltd is Company Limited by Guarantee registered in England & Wales. The members of the company are the trustees detailed in the Structure, Governance & Management section of the trustees report. In the event of the company being wound up, the liability in respect of the guarantee is limited to £10 per member of the company. The address of the registered office is given in note 1 of these financial statements.

The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with 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 issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

Transforming Lives For Good (TLG) Ltd meets the definition of a public benefit entity under FRS 102. The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are presented in sterling which is the functional currency of the charity.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

Basis of consolidation

The consolidated financial statements include the financial statements of the charity and its subsidiary undertakings made up to 31 December 2022.

The charity has taken advantage of the exemption not to disclose any transactions or balances between group entities that have been eliminated on consolidation.

Funds

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the group and which have not been designated for other purposes.

Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the group for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

65

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022 Notes to the Financial Statements (continued)

Prior period adjustments

A prior period adjustment was made during the current year relating to the classification between unrestricted and restricted funds, caused by the interpretation of a wide-reaching fund. The misclassification affected both the income and expenditure across three accounting periods. The adjustments below are in respect of both Group & Charity.

Relating to current Relating to the Relating to earlier
period disclosed in prior period periods disclosed in
these financial disclosed in these these financial
statements financial statements
statements
Unrestricted funds brought forward 159,044 310,354 -
Restricted funds brought forward (159,044) (310,354) -
Unrestricted movement in funds 159,044 151,310 310,354
Restricted movement in funds (159,044) (151,310) (310,354)
Unrestricted funds carried forward - 159,044 310,354
Restricted funds carried forward - (159,044) (310,354)

A prior period adjustment was made during the current year relating to the historical classification of losses in excess of the revaluation reserve and the elimination of accumulated depreciation when the property was revalued, both have been adjusted.

Relating to current Relating to the Relating to earlier
period disclosed in prior period periods disclosed in
these financial disclosed in these these financial
statements financial statements
statements
Unrestricted funds brought forward 1,744,810 1,824,024 1,824,024
Revaluation reserve brought forward (1,466,508) (1,466,508) (1,824,024)
Unrestricted profit and loss reserve - (357,516) (357,516) -
non-distributable
Freehold land and buildings 79,214 79,214 -
Unrestricted movement in funds - (79,214) -

The adjustments below are in respect of the Charity.

Relating to current Relating to the Relating to earlier
period disclosed in prior period periods disclosed in
these financial disclosed in these these financial
statements financial statements
statements
Unrestricted funds brought forward 1,744,810 1,824,024 1,824,024
Revaluation reserve brought forward (1,824,024) (1,824,024) (1,824,024)
Freehold land and buildings 79,214 79,214 -
Unrestricted movement in funds - (79,214) -

66

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

Prior period adjustments (continued)

A prior period adjustment was made during the current year relating to the management charge receivable for admin and finance staff processed through the payroll of TLG, who work for HPBC. The adjustments below are in respect of the Charity only and were eliminated on consolidation.

Relating to current Relating to the Relating to earlier
period disclosed in prior period periods disclosed in
these financial disclosed in these these financial
statements financial statements
statements
Amounts owed to group undertakings 45,925 17,182 -
Management charges receivable (28,743) (17,182) -
Unrestricted funds brought forward (17,182) - -

A prior period adjustment was made during the current year relating to the classification of costs of trading activities.

The adjustments below are in respect of the Group.

Relating to current Relating to the Relating to earlier
period disclosed in prior period periods disclosed in
these financial disclosed in these these financial
statements financial statements
statements
Property management costs - - -
Direct property costs - 37,251 -
Staff costs - (37,251) -

The adjustments below are in respect of the Charity.

Relating to current Relating to the Relating to earlier
period disclosed in prior period periods disclosed in
these financial disclosed in these these financial
statements financial statements
statements
Property management costs - 91,207 -
Direct property costs - 37,251 -
Staff costs - (128,458) -

Income recognition

Donations are recognized in the charity when it has been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained, then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity, and it is probable that they will be fulfilled.

The recognition of income from legacies is dependent on establishing entitlement, the probability of receipt, and the ability to estimate with sufficient accuracy the amount receivable. Evidence of entitlement to a legacy exists when the Charity has sufficient evidence that a gift has been left to them (through knowledge of the existence of a valid will and the death of the benefactor) and the executor is satisfied that the property in question will not be required to satisfy claims in the estate. Receipt of a legacy is recognised when it is probable that it will be received and the fair value of the amount receivable, which will generally be the expected cash amount to be distributed to the Charity, can be reliably measured.

67

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022 Notes to the Financial Statements (continued)

No amount is included in the financial statements for volunteer time in line with the SORP. Further detail is given in the Trustees’ Annual Report.

Fixed asset gifts in kind are recognised when receivable and are included at fair value. They are not deferred over the life of the asset.

Income from government and other grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received, and the amount can be measured reliably. If entitlement is not met, then these amounts are deferred.

Investment income is earned through bank interest received and rental income. It is included when the amount can be measured reliably. Rent income is recognised as the charity’s right to receive payment is established.

Other income is recognised in the period in which It is receivable and to the extent the goods have been provided or on completion of the service.

Expenditure recognition

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are the sum of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset's use.

Expenditure on raising funds includes all expenditure incurred by the Group to raise funds for its charitable purposes and includes costs of all fundraising activities events and non-charitable trading.

Expenditure on charitable activities is incurred on directly undertaking the activities which further the Group's objectives, as well as any associated support costs.

Grants payable to third parties are within the charitable objectives. Where unconditional grants are offered, this is accrued as soon as the recipient of the grant is notified, as this gives rise to a reasonable expectation that the recipient will receive the grants. Where grants are conditional relating to performance then the grant is only accrued when any unfulfilled conditions are outside of the control of the charity.

Irrecoverable VAT is charged as an expense against the activity for which expenditure arose.

Intangible assets and amortisation

Intangible assets costing £500 or more are capitalised and recognised when future economic benefits are probable, and the cost or value of the asset can be measured reliably.

Intangible assets are initially recognised at cost. After recognition, under the cost model, intangible assets are measured at cost less any accumulated amortisation and any accumulated Impairment losses.

Amortisation is provided on intangible assets at rates calculated to write off the cost of each asset on a straight-line basis over Its expected useful life.

The estimated useful lives are as follows:

Computer software - 4 years

Assets in the course of construction are included as costs incurred to date. Amortisation on these assets is not charged until they are brought into use.

68

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

Tangible fixed assets and depreciation

Tangible fixed assets are stated at cost (or deemed cost) or valuation less accumulated depreciation and accumulated impairment losses. Cost includes costs directly attributable to making the asset capable of operating as intended. Individual fixed assets costing more than £500 or more are capitalised at cost.

Depreciation is provided on all tangible fixed assets, at rates calculated to write off the cost, less estimated residual value, of each asset on a systematic basis over its expected useful life as follows:

Freehold property - 50 years
Leasehold property improvements - 4 years
Fixtures and fittings - 4 years

Investments

Fixed asset investments are a form of financial instrument and are initially recognised at their transaction cost and subsequently measured at fair value at the Balance Sheet date, unless the value cannot be measured reliably in which case it is measured at cost less impairment. Investment gains and losses, whether realised or unrealised, are combined and presented as 'Gains/(Losses) on investments' in the Consolidated Statement of Financial Activities.

Investments in subsidiaries are valued at cost less provision for Impairment.

Investment property, which is property held to earn rentals and/or for capital appreciation, is recognised at fair value at the reporting end date. The surplus or deficit on revaluation is recognised in the Consolidated Statement of Financial Activities.

Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash at bank and in hand

Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Liabilities

Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.

Liabilities are recognised at the amount that the Group anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

Loans and borrowings

Loans and borrowings are initially recognised at the transaction price including transaction costs. Subsequently, they are measured at amortised cost using the effective interest rate method, less impairment. If an arrangement constitutes a finance transaction it is measured at present value.

Provisions

Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Consolidated Statement of Financial Activities as a finance cost.

69

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022 Notes to the Financial Statements (continued)

Defined contribution pension obligation

A defined contribution plan is a pension plan under which fixed contributions are paid into a pension fund and the company has no legal or constructive obligation to pay further contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods.

Contributions to defined contribution plans are recognised as employee benefit expenses when they are due. If contribution payments exceed the contribution due for service, the excess is recognised as a prepayment.

Defined benefit pension obligation

The Teachers' Pension Scheme ('TPS') is an unfunded scheme and contributions are calculated in order to spread the cost of pensions over employees’ working lives with the company in such a way that the pension cost is a substantially level percentage of current and future pensionable payroll. The contributions are determined by the Government Actuary on the basis of quinquennial valuations using a prospective benefit method. As stated in the notes to the financial statements, the TPS is a multi-employer scheme, and the company is unable to identify its share of the underlying assets and liabilities of the scheme on a consistent and reasonable basis. The TPS is therefore treated as a defined contribution scheme and the contributions recognised as they are paid each year.

Tax – Charity

The charity is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

Tax – Trading subsidiary

The tax expense for the period comprises current and deferred tax. Tax is recognised in profit or loss, except that a change attributable to an item of income or expense recognised as other comprehensive income is also recognised directly in other comprehensive income.

The current Corporation tax charge is calculated on the basis of tax rates and laws that have been enacted or substantively enacted by the reporting date in the countries where the company operates and generates taxable income.

Deferred tax is recognised in respect of all timing differences between taxable profits and profits reported in the financial statements.

Going Concern

The Trustees (who are directors of TLG for the purposes of company law and Trustees of TLG for the purposes of charity law) have reviewed the charity's financial position, taking into account the satisfactory level of reserves and cash, the annual plan and the three-year financial plan, and its systems of financial and risk management. As a result of their review, the Trustees believe that the charity is well placed to manage operational and financial risks successfully despite the ongoing uncertain economic outlook. Accordingly, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. The Trustees, therefore, continue to adopt the going concern basis of accounting in preparing the annual financial statements as the trustees believe that no material uncertainties exist.

Key sources of estimation uncertainty

The key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year include:

Valuation of investment and freehold property

Valuations of properties may have a material impact on the accounts. Professional valuations are sought to ensure that the properties are included at fair value.

70

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

Accrued and deferred Income

Accrued and deferred income are classed as a significant estimate. Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probably that income will be received, and the amount can be measured reliably.

Allocation of support costs

It is a requirement to allocate support costs on an activity basis. The allocation of support costs is a key estimate due to the allocation of support costs to restricted funds. This allocation is regularly reviewed to ensure allocation is in line with the funding agreements.

Mixed use

A judgement has been made to split the property value between investment property and freehold property based upon the used by the Group compared to the area rented externally.

Leases

Assets acquired under finance leases are capitalised and depreciated over the shorter of the lease term and the expected useful life of the asset. Minimum lease payments are apportioned between the finance charge and the reduction of the outstanding lease liability using the effective interest method. The related obligations, net of future finance charges, are included in creditors.

Rentals payable and receivable under operating leases are charged to the SoFA on a straight-line basis over the period of the lease.

Financial Instruments

Financial assets

Basic financial assets, including trade and other receivables, are initially recognised at transaction price, unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest for a similar asset. Such assets are subsequently carried at amortised cost using the effective interest method.

At the end of each reporting period financial assets measured at amortised cost are assessed for objective evidence of impairment. If an asset is impaired the impairment loss is the difference between the carrying amount and the present value of the estimated cash flows discounted at the asset’s original effective interest rate. The impairment loss and any subsequent reversal is recognised in profit or loss.

Financial assets are derecognised when (a) the contractual rights to the cash flows from the asset expire or are settled, or (b) substantially all the risks and rewards of the ownership of the asset are transferred to another party or (c) control of the asset has been transferred to another party who has the practical ability to unilaterally sell the asset to an unrelated third party without imposing additional restrictions.

Financial liabilities

Basic financial liabilities, including trade and other payables, bank loans, loans from fellow group companies and preference shares that are classified as debt, are initially recognised at transaction price, unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future receipts discounted at a market rate of interest for a similar debt instrument.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. Financial liabilities are derecognised when the liability is extinguished, that is when the contractual obligation is discharged, cancelled or expires.

71

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

3. Income from Donations and Legacies

Donations and legacies
Grants, including capital grants		 Group
Charity
2022
2021
2022
2021
£
£
£
£
1,028,953
858,143
1,028,953
858,143
1,309,146
977,450
1,309,146
977,450
2,338,099
1,835,593
2,338,099
1,835,593

Included within gifts and donations is £503,893 (2021 - £392,403) of restricted income.

4. Income from Investments

Income from property
Interest receivable and similar income
Other investment income		 Group
Charity
2022
2021
2022
2021
£
£
£
£
962,057
944,464
692,931
651,464
2,675
-
45,725
20,536
-
-
6,449
6,720
964,732
944,464
745,105
678,720

All income from investments was unrestricted in the current and preceding year.

5. Income from Charitable Activities

TLG Volunteer Programmes
TLG Therapeutic Support
TLG Education Centres		 Group
Charity
2022
2021
2022
2021
£
£
£
£
134,822
140,125
134,822
140,125
6,262
6,255
6,262
6,255
1,296,884
1,647,893
1,296,884
1,647,893
1,437,968
1,794,273
1,437,968
1,794,273

All income from charitable activities was unrestricted in the current preceding year.

6. Other income

Other incoming resources
Government grants receivable
Management charges receivable		 Group
Charity
2022
2021
2022
2021
£
£
£
£
3,163
9,880
3,163
9,880
1,433
2,921
-
1,055
-
-
28,743
17,182
4,596
12,801
31,906
28,117

Group Government grants includes Job Retention Scheme income of £Nil (2021 - £2,921) and Charity Government grants includes Job Retention Scheme income of £Nil (2021 - £1,055).

All other income was unrestricted in the current and preceding year.

72

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

7. Expenditure on raising funds

.
Expenditure on raising funds
Costs of generating donations and legacies
Costs of trading activities		 Group
Charity
2022
2021
2022
2021
£
£
£
£
441,802
383,160
441,802
383,160
992,468
908,701
798,424
713,445
1,434,270
1,291,861
1,240,226
1,096,605

A.) Costs of generating donations and legacies

Direct fundraising costs
Staff costs
Allocated support costs		 Group
Charity
2022
2021
2022
2021
£
£
£
£
23,514
47,599
23,514
47,599
224,986
171,629
224,986
171,629
193,302
163,932
193,302
163,932
441,802
383,160
441,802
383,160

Included within costs of generating donations and legacies is £6,232 (2021 - £5,928) of restricted expenditure.

B.) Costs of trading activities

Direct property costs
Staff costs
Property management costs
Allocated support costs		 Group
Charity
2022
2021
2022
2021
£
£
£
£
523,755
501,081
469,356
438,602
155,258
142,777
-
11,749
31,042
18,511
111,697
91,207
282,413
246,332
217,371
171,887
992,468
908,701
798,424
713,445

Included within costs of trading activities is £2,999 (2021 - £2,853) of restricted expenditure.

73

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

8. Expenditure on Charitable Activities

TLG Volunteer Programmes
Activities undertaken directly
Grant funding of activities
Staff costs
Allocated support costs
TLG Therapeutic Support
Activities undertaken directly
Staff costs
Allocated support costs
TLG Education Centres
Activities undertaken directly
Grant funding of activities
Staff costs
Allocated support costs		 Group
Charity
2022
2021
2022
2021
£
£
£
£
193,338
522,680
193,338
522,680
23,176
46,752
23,176
46,752
613,293
442,962
613,293
442,962
193,788
193,494
193,788
193,494
20,547
21,932
20,547
21,932
74,324
78,020
74,324
78,020
82,956
83,695
82,956
83,695
539,955
287,631
539,955
287,631
365
-
365
-
1,275,235
1,540,391
1,275,235
1,540,391
510,750
509,882
510,750
509,882
3,527,727
3,727,439
3,527,727
3,727,439

Included within charitable activities is £524,544 (2021 - £545,460) of restricted expenditure.

9. Analysis of Grants Paid

TLG Volunteer Programmes
TLG Education Centres		 Group
Charity
2022
2021
2022
2021
£
£
£
£
23,176
46,752
23,176
46,752
365
-
365
-
23,541
46,752
23,541
46,752

During the year, Transforming Lives for Good (TLG) Ltd made grants totaling £21,176 to other entities. These grants were in respect of Meals & More and are for the provision of food, household essentials and wellbeing resources to support children and families facing food insecurity.

Grants totaling £2,000 were paid to individuals during the year in respect of Boxes of Hope, these grants are also for the provision food, household essentials and wellbeing resources to support children and families facing food insecurity. The Individual grants paid were between £100 and £1,500.

Grants totaling £365 were paid to Educations Centre’s during the year to support their activities.

74

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

( )

10. Support costs allocated to raising funds and charitable activities

Gross Wages
Employers NIC
Pension
IT Support Costs
Training and Recruitment
Travel
Premises Expenses
Insurance
Cleaning
Telephone
Other Support Costs
Consultancy
Legal & Professional fees
Audit fees
Bad debts written off
(Profit)/loss on disposal of assets
Depreciation
Allocation of support costs
Costs of generating donations and legacies
Costs of trading activities
TLG Volunteer Programmes
TLG Therapeutic Support
TLG Education Centres		 Group
Charity
2022
2021
2022
2021
£
£
£
£
524,084
508,093
524,084
508,093
52,851
48,432
52,851
48,432
96,612
77,017
96,612
77,017
123,976
166,999
117,855
155,527
88,917
54,078
88,917
54,078
20,927
8,831
20,927
8,831
11,262
16,961
2,033
12,433
14,577
24,263
14,577
24,263
16,232
13,589
-
-
27,865
22,137
21,710
21,157
124,395
105,751
117,710
89,282
30,179
18,381
29,105
18,081
10,006
40,938
9,708
36,710
31,378
18,586
23,378
17,286
(4,211)
4,211
-
-
16,253
-
16,253
-
77,906
69,068
62,447
51,700
1,263,209
1,197,335
1,198,167
1,122,890
193,302
163,932
193,302
163,932
282,413
246,332
217,371
171,887
193,788
193,494
193,788
193,494
82,956
83,695
82,956
83,695
510,750
509,882
510,750
509,882
1,263,209
1,197,335
1,198,167
1,122,890

Support costs during the year have been apportioned based upon a % basis appropriate to the activity type.

Included within support costs is £47,322 (2021 - £45,019) of restricted expenditure, allocated to the appropriate activity type.

11. Auditors’ remuneration

tors’ remuneration
Audit of the financial statements Group
Charity
2022
2021
2022
2021
£
£
£
£
31,378
18,586
23,378
17,286
31,378
18,586
23,378
17,286

12. Trustees' remuneration and expenses

During the year, no Trustees received any remuneration or other benefits from the group.

During year 2 Trustees (2021 - 2 Trustees) were reimbursed for expenses incurred on behalf of the Charity to the sum of £425 (2021 - £331).

75

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022 Notes to the Financial Statements (continued)

13. Analysis of staff costs and the cost of key management

Salaries and wages
Social security costs
Pension costs
Other staff costs		 Group
Charity
2022
2021
2022
2021
£
£
£
£
2,536,886
2,487,090
2,407,284
2,375,876
220,529
203,248
213,253
196,062
257,075
235,396
240,847
224,238
2,152
1,470
-
-
3,016,642
2,927,204
2,861,384
2,796,176

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

Bands:
£60,001 - £70,000		 Group
Charity
2022
2021
2022
2021
No.
No.
No.
No.
1
1
1
1
1
1
1
1

The number of staff who received in excess of £60,000 to whom retirement benefits are accruing under defined contributions schemes was 1 (2021 - 1)

Employer’s pension contributions to defined
contribution schemes in respect of the
employees receiving in excess of £60,000		 Group
Charity
2022
2021
2022
2021
£
£
£
£
13,410
13,772
13,410
13,772
13,410
13,772
13,410
13,772

The key management personnel of the group comprise the trustee directors, CEO, and operational directors of the charity and the directors of Hope Park Business Centres Limited. The total employee benefits of the group were £421,107 (2021 - £528,409). The total employee benefits of the charity were £357,108 (2021 - £480,005).

14. Average number of employees

age number of employees
TLG Volunteer Programmes
TLG Therapeutic Support
TLG Education Centres
Fundraising & Partnerships
National Development
Centre Support, Teaching & Learning
Commercial & Other Support Staff		 Group
Charity
2022
2021
2022
2021
No.
No.
No.
No.
14
16
14
16
5
5
5
5
32
23
32
23
11
8
11
8
7
12
7
12
11
10
11
10
23
24
19
20
103
98
99
94

The average number of trustees, who act in a voluntary capacity, during the year was 8 (2021 – 8).

76

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

15. Taxation

The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.

Current taxation
Current tax on profits for the year
Deferred taxation
Origination and reversal of timing differences
Tax (credit)/charge in the SOFA		 Group
Charity
2022
2021
2022
2021
£
£
£
£
-
-
-
-
-
-
-
-
-
-
-
-

The tax on profit before tax for the year is lower than the standard rate of corporation tax in the UK (2021 - lower than the standard rate of corporation tax in the UK) of 19% (2021 - 19%).

Profit on taxable activities before tax
Profit on taxable activities multiplied by standard
rate of corporation tax in the UK of 19%
Effects of:
Movement in distributable reserves restricting
Gift Aid if property is sold
Total tax charge/(credit)		 Group
Charity
2022
2021
2022
2021
£
£
£
£
118,273
22,472
-
-
-
(22,472)
-
-
-
-
-
-
-

The amount of the net reversal of deferred tax assets and deferred tax liabilities expected to occur during the year beginning after the reporting period is £1,000 (2021 – credit £2,000).

Factors that may affect future tax charges

There were no factors that may affect future tax charges.

16. Intangible assets

Group and Charity
Cost
At 1 January 2022
Additions
As at 31 December 2022
Amortisation
At 1 January 2022
Charge for the year
As at 31 December 2022
Net book value
As at 31 December 2022
As at 31 December 2021		 Computer
Software
Total
£
£
89,875
89,875
-
-
89,875
89,875
5,644
5,644
22,469
22,469
28,113
28,113
61,762
61,762
84,231
84,231

77

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022 Notes to the Financial Statements (continued)

17. Tangible fixed assets

Group
Cost
At 1 January 2022
Transfers (to)/from investment property
Additions
Disposals
Revaluation
As at 31 December 2022
Depreciation
At 1 January 2022
Charge for the year
Eliminated on revaluation
As at 31 December 2022
Net book value
As at 31 December 2022
As at 31 December 2021		 Freehold
property
Leasehold
property
improvements
Fixtures
and
fittings
Total
£
£
£
£
583,500
159,826
584,496
1,327,822
(162,373)
-
-
(162,373)
-
15,514
53,599
69,113
-
(8,146)
-
(8,146)
12,924
-
-
12,924
434,051
167,194
638,095
1,239,340
-
145,957
452,874
598,831
11,052
5,827
63,128
80,007
(5,526)
-
-
(5,526)
5,526
151,784
516,002
673,312
428,525
15,410
122,093
566,028
583,500
13,869
131,622
728,991

Freehold property was revalued in June 2022 by an external valuer. This was conducted by Eddison's incorporating Taylors Business Surveyors Chartered Surveyors, at open market value in accordance with RICS Valuation Professional Standards January 2022 incorporating IVSC Valuation Standards. Valuations are carried out on the basis of Market Value as defined in Valuation Practice Statements VPS 4.1.2.

The historical cost of the freehold property above at 31 December 2022 was £612,555 (2021 - £848,993).

78

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

17. Tangible fixed assets (continued)

Charity
Cost
At 1 January 2022
Reclassification to investment property
Additions
Disposals
Revaluation
As at 31 December 2022
Depreciation
At 1 January 2022
Charge for the year
Eliminated on revaluation
As at 31 December 2022
Net book value
As at 31 December 2022
As at 31 December 2021		 Freehold
property
Leasehold
property
improvements
Fixtures
and
fittings
Total
£
£
£
£
583,500
159,826
505,928
1,249,254
(162,373)
-
-
(162,373)
-
15,514
44,618
60,132
-
(8,146)
-
(8,146)
12,924
-
-
12,924
434,051
167,194
550,546
1,151,791
-
145,957
409,801
555,758
11,052
5,827
47,669
64,548
(5,526)
-
-
(5,526)
5,526
151,784
457,470
614,780
428,525
15,410
93,076
537,011
583,500
13,869
96,127
693,496

Freehold property was revalued in June 2022 by an external valuer. This was conducted by Eddison's incorporating Taylors Business Surveyors Chartered Surveyors, at open market value in accordance with RICS Valuation Professional Standards January 2022 incorporating IVSC Valuation Standards. Valuations are carried out on the basis of Market Value as defined in Valuation Practice Statements VPS 4.1.2.

The historical cost of the freehold property above at 31 December 2022 was £612,555 (2021 - £848,993).

18. Investments

tments
Charity
Cost
At 1 January 2022
As at 31 December 2022		 Investments
in subsidiary
companies
£
100
100

The Charity owns 100% of the £1 ordinary shares issued in Hope Park Business Centres Limited, the investment is £100 (2021 – £100). The investment in Hope Park Business Centres Limited (Company number 09851811) represents 100 (2021 - 100) ordinary shares of £1 each which is wholly owned, called up and fully paid. The results of Hope Park Business Centres Limited are consolidated in these financial statements.

All subsidiaries are incorporated and registered in England and Wales.

79

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022 Notes to the Financial Statements (continued)

Turnover and assets of subsidiary

r and assets of subsidiary
2022 2021
£
Turnover 382,256 386,074
Expenditure (383,983) (330,902)
Unrealised gain/(loss) on investments 120,000 357,516
Profit for the financial year 118,273 412,688
Assets 1,696,834 1,582,679
Liabilities (1,339,310) (1,343,428)
Net assets 357,524 239,251

19. Investment Property

Group
Valuation
At 1 January 2022
Transfers (to)/from freehold property
Additions
Revaluation
At 31 December 2022		 Freehold
Investment
Property
£
5,916,500
162,373
1,514
260,562
6,340,949

Freehold investment property was revalued in June 2022 by an external valuer. This was conducted by Eddison's incorporating Taylors Business Surveyors Chartered Surveyors, at open market value in accordance with RICS Valuation Professional Standards January 2022 incorporating IVSC Valuation Standards. Valuations are carried out on the basis of Market Value as defined in Valuation Practice Statements VPS 4.1.2.

Charity
Valuation
At 1 January 2022
Transfers (to)/from freehold property
Additions
Revaluation
At 31 December 2022		 Freehold
investment
property
£
4,416,500
162,373
1,514
140,562
4,720,949

Freehold investment property was revalued in June 2022 by an external valuer. This was conducted by Eddison's incorporating Taylors Business Surveyors Chartered Surveyors, at open market value in accordance with RICS Valuation Professional Standards January 2022 incorporating IVSC Valuation Standards. Valuations are carried out on the basis of Market Value as defined in Valuation Practice Statements VPS 4.1.2.

80

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

20. Debtors

Amounts falling within one year
Trade debtors
Amounts owed by group undertakings
Prepayments
Accrued income
Other debtors		 Group
Charity
2022
2021
2022
2021
£
£
£
£
76,178
105,765
71,409
99,718
-
-
1,249,153
1,256,311
94,039
57,790
81,331
57,790
848,433
627,145
840,102
627,145
49,646
59,661
49,646
55,182
1,068,296
850,361
2,291,641
2,096,146

Within the group and charity accrued income is £840,102 (2021 - £627,145) in respect of multi-period grants.

Amounts falling due after more than one
year
Amounts owed by group undertakings
Accrued income		 Group
Charity
2022
2021
2022
2021
£
£
£
£
-
-
1,171,816
293,953
405,000
153,300
405,000
153,300
405,000
153,300
1,576,816
447,253

21. Creditors: amounts falling due within one year

Amounts falling within one year
Bank loans
Trade creditors
Other taxation and social security
Accruals
Deferred income
Other creditors
Deferred income
Deferred income at 1 January
Resources deferred in the period
Amounts released from previous periods
Deferred income at 31 December		 Group
Charity
2022
2021
2022
2021
£
£
£
£
138,494
161,877
138,494
161,877
125,422
84,137
109,740
78,129
80,839
83,874
77,186
69,227
77,490
42,835
62,754
33,555
37,746
11,092
34,753
11,092
142,020
179,112
102,890
121,930
602,011
562,927
525,817
475,810
Group
Charity
2022
2021
2022
2021
£
£
£
£
11,092
18,697
11,092
18,697
37,746
11,092
34,753
11,092
(11,092)
(18,697)
(11,092)
(18,697)
37,746
11,092
34,753
11,092

Deferred income represents tenants' rent invoiced for future periods and not yet earned.

81

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

22. Creditors: amounts falling due after more than one year

Bank loans
loans
Amounts falling due within one year
Amounts falling due 2-5 years
Amounts falling due after 5 years		 Group
Charity
2022
2021
2022
2021
£
£
£
£
3,817,424
3,952,593
3,817,424
3,952,593
3,817,424
3,952,593
3,817,424
3,952,593
Group
Charity
2022
2021
2022
2021
£
£
£
£
138,494
161,877
138,494
161,877
967,186
956,960
967,186
956,960
2,850,238
2,995,633
2,850,238
2,995,633
3,955,918
4,114,470
3,955,918
4,114,470

23. Bank loans

The loans are secured on the freehold properties known as Centre of Excellence, Hope Park Bradford and Beta House, Bradford by way of a legal charge. Except for an unsecured loan provided by a support of TLG. The amount outstanding on the loans on 31 December 2022 is £100,000 (2021 - £100,000). The loan term is 5 years and bears no interest, the repayment pattern is at the discretion of TLG.

Charity Bank Limited holds fixed and floating charges over all freehold, leasehold and other immovable property now and in the future. The amount outstanding on the loans on 31 December 2022 is £3,028,793 (2021 - £3,113,650). The loan term is 20 years and bears interest at 3% above the Bank of England base rate.

The Social Investment Business (previously known as Futurebuilders England Limited) holds a legal charge over the freehold land and buildings at Centre of Excellence, Hope Park, Trevor Foster Way, Bradford. The amount outstanding on the loans on 31 December 2022 is £550,485 (2021 - £616,457). The loan term is 20 years and bears interest at 6% per annum.

Big Issue Invest Limited holds a fixed and floating charge over all freehold and leasehold at Beta House, Parkside Court, Rooley Lane, Bradford. The amount outstanding on the loans on 31 December 2022 is £276,640 (2021 - £284,363). A variation to the original loan terms was agreed during the year, the loan terms for both loans are now 4 years and bears interest at 5% and 5.5% per annum.

24. Provisions for liabilities

Provisions at 1 January
Net amounts arising from discontinued activities
Provisions at 31 December		 Group
Charity
2022
2021
2022
2021
£
£
£
£
-
-
-
-
165,360
-
165,360
-
-
-
165,360
-
165,360
-

The above provision relates to the restructuring costs as a result of the decision to close the Education Centres during the year, the Education Centres will no longer be part of TLG beyond 31 March 2023.

82

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

25. Pension and other schemes

Defined contribution pension scheme

The group operates a defined contribution pension scheme. The group pension cost charge for the year represents contributions payable by the group to the scheme and amounted to £247,766 (2021 - £224,833). The charity pension cost charge for the year represents contributions payable by the charity to the scheme and amounted to £231,538 (2021 - £213,675).

Defined benefit pension scheme

Teachers' pension scheme

The TPS is an unfunded multi-employer defined benefits pension scheme governed by The Teachers’ Pensions Regulations 2010 (as amended) and The Teachers’ Pension Scheme Regulations 2014 (as amended). Members contribute on a “pay as you go” basis with contributions from members and the employer being credited to the Exchequer. Retirement and other pension benefits are paid by public funds provided by Parliament.

Multi-employer plans

Under the definitions set out in FRS 102, the TPS is a multi-employer pension scheme. The charity has accounted for its contributions to the scheme as if it were a defined contribution scheme.

The charity participates in the Teachers’ Pension Scheme (“the TPS”) for its teaching staff. The pension cost paid to the TPS in the period amounted to £9,309 (2021 - £10,563) and at the year-end £Nil (2021 - £Nil) was accrued in respect of contributions to this scheme.

The charity has set out below the information available on the scheme.

The employer contribution rate is set by the Secretary of State following scheme valuations undertaken by the Government Actuary’s Department. The most recent actuarial valuation of the TPS was prepared as at 31 March 2016 and the Valuation Report, which was published in March 2019, confirmed that the employer contribution rate for the TPS would increase from 16.4% to 23.6% from 1 September 2019. Employers are also required to pay a scheme administration levy of 0.08% giving a total employer contribution rate of 23.68%.

The 31 March 2016 Valuation Report was prepared in accordance with the benefits set out in the scheme regulations and under the approach specified in the Directions, as they applied at 5 March 2019. However, the assumptions were considered and set by the Department for Education prior to the ruling in the ‘McCloud/Sargeant case’. This case has required the courts to consider cases regarding the implementation of the 2015 reforms to Public Service Pensions including the Teachers’ Pensions.

On 27 June 2019 the Supreme Court denied the government permission to appeal the Court of Appeal’s judgment that transitional provisions introduced to the reformed pension schemes in 2015 gave rise to unlawful age discrimination. The government is respecting the Court’s decision and has said it will engage fully with the Employment Tribunal as well as employer and member representatives to agree how the discriminations will be remedied. The government announced on 4 February 2021 that it intends to proceed with a deferred choice underpin under which members will be able to choose either legacy or reformed scheme benefits in respect of their service during the period between 1 April 2015 and 31 March 2022 at the point they become payable.

The TPS is subject to a cost cap mechanism which was put in place to protect taxpayers against unforeseen changes in scheme costs. The Chief Secretary to the Treasury, having in 2018 announced that there would be a review of this cost cap mechanism, in January 2019 announced a pause to the cost cap mechanism following the Court of Appeal’s ruling in the McCloud/Sargeant case and until there is certainty about the value of pensions to employees from April 2015 onwards. The pause was lifted in July 2020, and a consultation was launched on June 2021 on the proposed changes to the cost control mechanism following a review by the government actuary. Following the public consultation, the government have accepted three key proposals recommended by the government actuary, and are aiming to implement these changes in time for the 2020 valuations.

83

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022 Notes to the Financial Statements (continued)

25. Pension and other schemes (continued)

The 2016 cost control valuations have since been completed in January 2022, and the results indicated that there would be no changes to the benefits or member contributions required. The results of the cost cap valuation are not used to set the employer contribution rate, and HM Treasury has confirmed that any changes to the employer contribution rate resulting from the 2020 valuations will take effect in April 2024.

In view of the above rulings and decisions the assumptions used in the 31 March 2016 Actuarial Valuation may become inappropriate. In this scenario, a valuation prepared in accordance with revised benefits and suitably revised assumptions would yield different results than those contained in the Actuarial Valuation.

Until the 2020 valuation is completed, it is not possible to conclude on any financial impact or future changes to the contribution rates of the TPS. Accordingly, no provision for any additional past benefit pension costs is included in these financial statements.

26. Obligations under leases and hire purchase contracts

Operating leases

The total of future minimum lease payments is as follows:

Not later than one year
Later than one year and not later than five years
Later than five years		 Group
Charity
2022
2021
2022
2021
£
£
£
£
1,682
1,224
1,682
1,224
5,887
4.284
5,887
4.284
100
-
100
-
7,669
5,508
7,669
5,508

The amount of non-cancellable operating lease payments recognised as an expense during the year within the group and charity was £1,582 (2021 - £994).

Operating leases - lessor

The total of future minimum lease payments is as follows:

Not later than one year
Later than one year and not later than five years
Later than five years		 Group
Charity
2022
2021
2022
2021
£
£
£
£
691,833
762,535
473,898
579,108
959,598
1,152,741
455.646
569,337
11,748
-
11.748
-
1,663,179
1,915,276
941,292
1,148,445

The amount of contingent rents recognised as income during the year within the group was £869,000 (2021 - £853,241). The amount of contingent rents recognised as income during the year within the charity was £625,087 (2021 - £593,728).

84

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

27. Funds
Unrestricted funds
Accumulated funds
Designated funds
IT System Development
Strategic Investment in Capital
Total designated funds
Revaluation Reserve
Total unrestricted funds - Charity
Restricted funds
Volunteer Programmes
Boxes of Hope
Therapeutic Support
Education Centres
Property
Development fund
Benefact
Total funds – Charity
Funds retained in trading subsidiaries
Unrestricted profit and loss reserve - non-distributable
Unrestricted profit and loss reserve - distributable
Total funds retained in trading subsidiaries
Removal of group transactions
Total funds – Group		 Fund balance
Gains and
Net movement
Fund balance
01/01/2022
(restated)
Income Expenditure
Transfers
Losses
In funds
31/12/2022
£
£
£
£
£
£
£
2,310,203
4,049,185
(4,234,178)
780,826
5,526
601,359
2,911,562
220,000
-
-
(220,000)
-
(220,000)
-
40,000
-
-
(40,000)
-
(40,000)
-
260,000
-
-
(260,000)
-
(260,000)
-
182,598
-
-
-
153,486
153,486
336,084
2,752,801
4,049,185
(4,234,178)
520,826
159,012
494,845
3,247,646
100,000
342,647
(264,646)
-
-
78,001
178,001
31,654
-
(2,000)
-
-
(2,000)
29,654
-
50,918
(34,418)
-
-
16,500
16,500
56,575
60,328
(73,667)
-
-
(13,339)
43,236
520,826
-
-
(520,826)
-
(520,826)
-
159,044
-
(159,044)
-
-
(159,044)
-
-
50,000
-
-
-
50,000
50,000
868,099
503,893
(533,775)
(520,826)
-
(550,708)
317,391
3,620,900
4,553,078
(4,767,953)
-
159,012
(55,863)
3,565,037
357,516
-
-
-
120,000
120,000
477,516
(118,365)
382,256
(383,983)
-
-
(1,727)
(120,092)
239,151
382,256
(383,983)
-
120,000
118,273
357,424
-
(189,939)
189,939
-
-
-
-
3,860,051
4,745,395
(4,961,997)
-
279,012
62,410
3,922,461

85

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

27. Funds (continued) – previous year
Unrestricted funds
Accumulated funds
Designated funds
IT System Development
Strategic Investment in Capital
Post-Covid Improvements
Other Strategic Investments
Total designated funds
Revaluation Reserve
Total unrestricted funds - Charity
Restricted funds
Volunteer Programmes
Boxes of Hope
Therapeutic Support
Education Centres
Property
Development fund
Church Revitalisation Trust
Total funds – Charity
Funds retained in trading subsidiaries
Unrestricted profit and loss reserve - distributable
Unrestricted profit and loss reserve - non-distributable
Total funds retained in trading subsidiaries
Removal of group transactions
Total funds – Group		 Fund balance
Gains and
Net movement
Fund balance
01/01/2021
(restated)
Income Expenditure
Transfers
Losses
In funds
31/12/2021
(restated)
£
£
£
£
£
£
£
2,408,492
3,944,300
(4,269,803)
148,000
79,214
(98,289)
2,310,203
257,500
-
-
(37,500)
-
(37,500)
220,000
80,000
-
-
(40,000)
-
(40,000)
40,000
16,000
-
-
(16,000)
-
(16,000)
-
54,500
-
-
(54,500)
-
(54,500)
-
408,000
-
-
(148,000)
-
(148,000)
260,000
21,711
-
-
-
160,887
160,887
182,598
2,838,203
3,944,300
(4,269,803)
-
240,101
(85,402)
2,752,801
115,857
262,704
(278,561)
-
-
(15,857)
100,000
50,000
2,500
(20,846)
-
-
(18,346)
31,654
9,900
69,200
(79,100)
-
-
(9,900)
-
15,000
57,999
(16,424)
-
-
41,575
56,575
520,826
-
-
-
-
-
520,826
310,354
-
(151,310)
-
-
(151,310)
159,044
8,000
-
(8,000)
-
-
(8,000)
-
1,029,937
392,403
(554,241)
-
-
(161,838)
868,099
3,868,140
4,336,703
(4,824,044)
-
240,101
(247,240)
3,620,900
-
-
-
-
357,516
357,516
357,516
(173,537)
386,074
(330,902)
-
-
55,172
(118,365)
(173,537)
386,074
(330,902)
-
357,516
412,688
239,151
-
(135,646)
135,646
-
-
-
-
3,694,603
4,587,131
(5,019,300)
-
597,617
165,448
3,860,051
84

86

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

27. Funds (Continued)

Transfers between funds

Designated funds to general unrestricted funds

During the year £260,000 was transferred from designated funds into general unrestricted funds. The reason for the transfer has been detailed below.

IT System Development, £220,000 transferred as a contribution towards the new HR and finance software.

Strategic Investments in Capital, £40,000 transferred to facilitate transitioning to new Education Centre model and improvements to Education Centres made during the year.

Restricted funds to general unrestricted funds

During the year £520,826 was transferred from restricted funds into general unrestricted funds. The reason for the transfer has been detailed below.

Property, £520,826 transferred as the charity has delivered its commitments and as such the entire amount has been released during the year.

Designated funds

IT System Development

Funds dedicated to improving our internal systems. The plans for these funds are the creation of a new Education Centre Management Information System plus further investments in TLG’s digital strategy.

Strategic Investments in Capital

Funds to facilitate transitioning to new Education Centre model and improvements to Education Centres. The plans for these funds are for new Education Centre opportunities.

Restricted Funds

Volunteer Programmes

Includes Early Intervention centres providing one-to-one coaching for primary school children and Make Lunch clubs to tackle food insecurity and isolation in school holidays.

Boxes of Hope

Providing food, household essentials and wellbeing resources to support children and families facing food insecurity.

Education Centres

This fund is to support the Education Centres which are located across the UK to support young people who have been excluded from mainstream school.

Therapeutic Support

Emotional First Aid and Emotional Rollercoaster training and resources for TLG partners and schools, as well as therapeutic, trauma-informed expertise underpinning all TLG programmes.

Property

The restricted property fund is part of a grant received from the European Regional Development Fund (ERDF) in 2011 and held as a contingency should the charity not deliver its commitments made in the ten years to 2021. The charity has delivered its commitments and as such the entire amount has been released in 2022.

Development fund

The Grant will fund three key areas, namely Partnerships, Business Systems Development and Programme Development.

Church Revitalisation Trust

Funding received for the Love Christmas Campaign to distribute locally. Not all the fundings was distributed and the remaining £8,000 was returned to the Church Revitalisation Trust in January 2021.

87

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022 Notes to the Financial Statements (continued)

( )

27. Funds (Continued)

Benefact

Cost of Living Crisis Grant - assisting families in need with heating and eating by providing funds for Make Lunch Clubs to cover increased heating costs and food costs, sustaining Club sessions during Cost of Living Crisis from Dec 2022-Dec 2023; and further enabling Make Lunch Centres to support families by providing grants for them to purchase energy saving cooking appliances and thermals/duvets etc, alleviating the burden of the Cost of Living Crisis.

Revaluation reserve

Represents the surplus on the revaluation of freehold property.

Profit and loss reserve – distributable

Includes all current and prior periods distributable profits and losses unless otherwise stated.

Profit and loss reserve - non-distributable

Represents the surplus on the revaluation of investment properties. These reserves are non-distributable and are net of tax.

28. Analysis of net assets by funds – Current year

Group
Intangible fixed assets
Tangible fixed assets
Investment property
Current assets
Current liabilities
Long term liabilities
Provision for liabilities
Charity
Intangible fixed assets
Tangible fixed assets
Investments
Investment property
Current assets
Current liabilities
Long term liabilities
Provision for liabilities		 Unrestricted
funds
Restricted
funds
Revaluation
reserve
Total
funds
£
£
£
£
61,762
-
-
61,762
566,028
-
-
566,028
6,004,865
-
336,084
6,340,949
1,221,126
317,391
-
1,538,517
(602,011)
-
-
(602,011)
(3,817,424)
-
-
(3,817,424)
(165,360)
-
-
(165,360)
3,268,986
317,391
336,084
3,922,461
Unrestricted
funds
Restricted
funds
Revaluation
reserve
Total
funds
£
£
£
£
61,762
-
-
61,762
537,011
-
-
537,011
100
-
-
100
4,384,865
-
336,084
4,720,949
2,436,425
317,391
-
2,753,816
(525,817)
-
-
(525,817)
(3,817,424)
-
-
(3,817,424)
(165,360)
-
-
(165,360)
2,911,562
317,391
336,084
3,565,037

88

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

29. Analysis of net assets by funds – Previous year

Group
Intangible fixed assets
Tangible fixed assets
Investment property
Current assets
Current liabilities
Long term liabilities
Charity
Intangible fixed assets
Tangible fixed assets
Investments
Investment property
Current assets
Current liabilities
Long term liabilities		 Unrestricted
funds
Restricted
funds
Revaluation
reserve
Total
funds
£
£
£
£
84,232
-
-
84,232
208,165
520,826
-
728,991
5,733,902
-
182,598
5,916,500
1,298,575
347,273
-
1,645,848
(562,927)
-
-
(562,927)
(3,952,593)
-
-
(3,952,593)
2,809,354
868,099
182,598
3,860,051
Unrestricted
funds
Restricted
funds
Revaluation
reserve
Total
funds
£
£
£
£
84,232
-
-
84,232
172,670
520,826
-
693,496
100
-
-
100
4.233.902
-
182,598
4,416,500
2.507.702
347,273
-
2,854,975
(475,810)
-
-
(475,810)
(3,952,593)
-
-
(3,952,593)
2,570,203
868,099
182,598
3.620.900

30. Analysis of changes in net debt

Group and Charity
Short term borrowings
Long term borrowings
ncial instruments
Financial assets
Financial assets measured at fair value through
SOFA		 Net debt at
1 January
2022
£
Cash flow
£
Net debt at
31 December
2022
£
161,877
(23,383)
138,494
3,952,593
(135,169)
3,817,424
4,114,470
(158,552)
3,955,918
Group
Charity
2022
2021
2022
2021
£
£
£
£
6,769,747
5,916,500
5,149,474
4,416,500		 Net debt at
1 January
2022
£
Cash flow
£
Net debt at
31 December
2022
£
161,877
(23,383)
138,494
3,952,593
(135,169)
3,817,424
4,114,470
(158,552)
3,955,918
6,769,747
5,916,500
5,149,474
4,416,500

31. Financial instruments

89

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022 Notes to the Financial Statements (continued)

32. Free reserves

reserves
Total funds
Intangible Assets
Tangible Assets
Investment Property
Loans to be repaid on sale of secured assets
Restricted Funds		 Group
2022
2021
£
£
3,922,461
3,860,051
(61,762)
(84,232)
(566,028)
(728,991)
(6,340,949)
(5,916,500)
3,955,918
4,114,470
(317,391)
(868,099)
592,249
376,699

33. Related party transactions

Hope Aid Charitable Trust loaned TLG £100,000 in December 2017 on a 5 year term with interest chargeable at 5% per annum. Andrew Burton is a trustee of both TLG and Hope Aid Charitable Trust. The loan was repaid in full during 2021 and £Nil interest paid by TLG (2021 - £4,508). Andrew Burton receives no remuneration from Hope Aid Charitable Trust.

Forge Leadership Consultancy Ltd provided leadership training to the value of £Nil during the year (2021 - £6,750). The balance outstanding as at 31st December 2022 was £Nil (2021 - £Nil). Simon Barrington is a director of Forge Leadership Consultancy Ltd and a trustee of TLG.

New Wine Resources Limited provided advertising services to the value of £Nil during the year (2021 - £2,416). The balance outstanding as at 31st December 2022 was £Nil (2021 - £Nil). Michael Royal is a director of New Wine Resources Limited and was a trustee of TLG until 15 February 2021.

TLG South Birmingham was set up in September 2019 and is run in partnership with Ecclesia International Church. TLG had purchases totalling £Nil during the year (2021 - £11,929) with Ecclesia International which are made up of the payment of pupil fees received from the local authority by TLG and paid over to Ecclesia International in accordance with the Franchise agreement. The balance outstanding as at 31st December 2022 with Ecclesia International Church was £Nil (2021 - £1,333). Michael Royal is a trustee of Ecclesia International and was a trustee of TLG until 15 February 2021.

Kerith Community Church paid TLG £Nil during the year (2021 - £189) in respect of meeting room hire and £900 during the year (2021 - £Nil) in respect of Early Intervention Partnership Fees. Kerith Community Church also made donation to TLG during the year totalling £589 (2021 - £Nil). The balance outstanding as at 31st December 2022 was £Nil (2021 - £Nil). Simon Benham is a director of Kerith Community Church and a trustee of TLG.

Kings Church Amersham paid TLG £900 during the year (2021 - £Nil) in respect of Early Intervention Partnership Fees and £240 during the year (2021 - £445) in respect of Make Lunch Partnership Fees. The balance outstanding as at 31st December 2022 was £Nil (2021 - £Nil). Andrew Burton is a is a trustee of both TLG and Kings Church Amersham.

Premier Christian Communications Ltd provided advertising services to the value of £Nil during the year (2021 - £225). The balance outstanding as at 31st December 2022 was £Nil (2021 - £Nil). Victoria Fafalios is a is a director of Premier Christian Communications Ltd and a trustee of TLG.

Whitehouse Support Ltd made donation to TLG of £300 during the year (2021 - £200). The balance outstanding as at 31st December 2022 was £Nil (2021 - £Nil). Bethany Whitehouse is a director of Whitehouse Support Ltd and a trustee of TLG.

St John Harbourne paid TLG £900 during the year (2021 - £900) in respect of Early Intervention Partnership Fees. The balance outstanding as at 31st December 2022 was £Nil (2021 - £Nil). Bethany Whitehouse is a member of St John Harbourne and a trustee of TLG.

90

Transforming Lives for Good (TLG) Ltd Year ended 31 December 2022

Notes to the Financial Statements (continued)

( )

33. Related party transactions (continued)

The Isaiah 61 Trust paid TLG £144 during the year (2021 - £Nil) in respect of meeting room hire. The balance outstanding as at 31st December 2022 was £Nil (2021 - £Nil). John Kirby is the founder of The Isaiah 61 Trust and a trustee of TLG.

The Light Church Bradford paid TLG £140 during the year (2021 - £Nil) in respect of Make Lunch Partnership Fees. TLG made payments to The Light Church Bradford of £16,590 during the year (2021 - £82,661) in respect of the Education Centre at the premises of The Light Church Bradford. The Education Centres model was changed in November 2021 and as a result Partnership Agreements were put in place, the main change of the model was that staff in the Education Centres were TUPE to TLG. The balance outstanding as at 31st December 2022 was £Nil (2021 - £Nil). John Kirby is the founder of The Light Church Bradford and a trustee of TLG.

Christians Against Poverty paid TLG £945 during the year (2021 - £200) in respect of meeting room hire. The balance outstanding as at 31st December 2022 was £Nil (2021 - £200). John Kirby is the founder of Christians Against Poverty and a trustee of TLG.

The total of voluntary donations to TLG by trustees and key management amounted to £9,742 during the year (2021 - 16,559).

Michelle Johnson (Managing Director of Hope Park Business Centres & Operational Director within TLG) paid TLG £62 during the year (2021 - £Nil) in respect of electric vehicle charging. The balance outstanding as at 31st December 2022 was £62 (2021 - £Nil).

Rachel Morfin received remuneration of £34,548 during the year (2021 - £41,076) from TLG. Rachel Morfin is the spouse of Tim Morfin (CEO), Tim Morfin is key management of TLG.

Mark Wrangles received remuneration of £22,665 during the year (2021 - £Nil) from TLG. Mark Wrangles is the spouse of Sian Wrangles (National Development), Sian Wrangles is key management of TLG.

During the year the charity received loan interest of £49,499 (2021 - £42,438) from its subsidiary, Hope Park Business Centres Limited to cover loans taken out in the charity name to fund the purchase of investment property owned by Hope Park Business Centres Limited.

The charity received payments totalling £28,743 (2021 - £17,182) to cover the administration of finance within its subsidiary Hope Park Business Centres Limited.

The charity made payments totalling £111,697 (2021 - £91,208) to cover the management of the charity's investment properties by its subsidiary Hope Park Business Centres Limited.

As at the 31 December 2022 the following amounts were owed to the charity by its subsidiary, Hope Park Business Centres Limited: Due within one year £77,337 (2021 - £962,358) Due in more than one year £1,171,816 (2021 - £293,953).

As at the 31 December 2022 the following amounts were owed by the charity to its subsidiary, Hope Park Business Centres Limited in respect of ring-fenced tenant deposits. The charity owed its subsidiary, Hope Park Business Centres Limited £13,963 (2021 - £Nil).

34. Ultimate control

Transforming Lives for Good (TLG) Ltd is a Charitable body, and the trustees ultimately control the charity.

92

TLG, National Support Centre, Hope Park, Bradford, BD5 8HH

Transforming Lives for Good (TLG) Ltd. is a company limited by guarantee, registered in England & Wales no.3690871 & Scotland no. SC050810. Registered Charity no. 1074114