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2021-03-31-accounts

COVENT GARDEN DRAGON HALL TRUST

Company No. 03456508 Charity No. 1087268

Report and financial statements

For the year ended

31 March 2021

COVENT GARDEN DRAGON HALL TRUST

Report and financial statements

For the year ended 31 March 2021

Contents
Page
Trustees’ annual report 1 - 27
Independent auditors' report 28- 31
Statement of financial activities 32
(incorporating an income and expenditure account)
Balance sheet 33
Statement of cash flows 34
Notes to the financial statements 35 - 42

Dragon Hall Annual Re ort p

Delivering a wide range of social, educational & recreational activities & events, developed & delivered in partnership with users, to serve the needs of our diverse communities.

2020 - 2021

Chair of Trustee’s REPORT

Sue Vincent Chair of Trustees

This has been a tumultuous year. The emotional and financial strain of Covid-19 remains and the uncertainty of what lies ahead is a worry for many of our users and communities. Young people have particularly faced a tough time, missing school and social gatherings, as has an older generation of people who have faced isolation and loneliness.

This year has made us appreciate more than ever that the partnership work we do day in and day out with other local charities is vital, not only in making the most of our scarce resources but ensuring no one falls between the gaps in getting the support they need. We are grateful for the hard work and focus our Dragon Hall Trust team and its community partners gave: providing people of all ages constructive, enjoyable and engaging activities to strengthen relationships, give hope and help us get through this extraordinary time.

Suffice to say, our usual room hire income plummeted during this year, indeed returning deposits held for future bookings left us in dire financial circumstances. However, our amazing local organisations, local councils and businesses really stepped up to help us support those in need and join the strategic co-ordination in response to the pandemic. It is a tremendous honour to acknowledge the kindness and integrity of so many people and organisations who really did step up to meet the many challenges of the pandemic:

Supporters and funders include: Camden’s C4 group, Voluntary Action Camden, VCC, Calthorpe Community Garden, Kings Cross Bloomsbury Neighbourhood Association, Holborn Community Association, Phoenix Garden, CAPCO, Shaftesbury PLC, Covent Garden Area Trust, South Bloomsbury Residents and Tenants Association, CBRE, Northbank BID, London Borough of Camden, Westminster City Council, HM Government in partnership with The National Lottery Fund, London Community Foundation, Young Camden Foundation, St Giles & St George Charity, Mercers Trust, City Bridge Trust, Peabody Trust, London Community Response Fund, Covent Garden Housing Co-operative, Seven Dials Housing Co-operative, Aver PR, John Lyons Foundation, Children in Need, Ageing Better Camden,

London Sport, London Youth Digital Fund, Jack Petchey Foundation, Covent Garden Community Centre, Felix Project, Councillors in Holborn & Covent Garden, St James and West End wards.

The financial and voluntary support was directed to our Covid19 response for local communities. This included: our After School Club activities ‘going virtual’ and where needed, students were supported with laptops and tablets to enable them to do their homework (and play games!); those in our 55+ Club who were not seasoned ‘Silver-Surfers’ were encouraged to use tablets and dongles we provided, giving 1:1 training sessions on how to get online, use videoing apps and other platforms to see and communicate with friends and family, receive health advice, contact their doctors and check benefit entitlements. A weekly Phone Bank was set up calling shielding and vulnerable neighbours, young people and parents to combat isolation, chat about the week and check that they had all the essentials needed. Daily Newsletters were distributed, and doorstep help was initiated including deliveries of medicine, laundry and other household tasks for those who were unable to leave their homes. Phoenix Gardens partnered with us to provide a Covid19 safe space for local young people and residents to garden, take Yoga and Pilate classes and enjoy the beautiful green oasis looked after by local volunteers. During this time the Covent Garden Food Bank had distributed 3,032 food parcels and 14,572 ready meals. Three hundred and twenty-seven residents were registered, 60% from Camden, Westminster 32%, with Islington and other residents at 8%.

Throughout this period all Covid-19 safe initiatives and risk assessments were undertaken and all the government guidelines were followed as best we could – a huge thanks to the teams who managed to understand the sometimes conflicting government guidance given out and made users feel safe and secure.

We start the coming year with hope and a strengthened community. When restrictions allow, we will gather together, celebrate and commiserate, make future plans to ensure no-one in our communities gets left behind and build on our strengthened relationships. Sue Vincent Chair of Trustees and Local Councillor

Annual Report 2020 to 2021

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Sue Vincent

Chair

Holborn & Covent Garden ward Councillor for LB Camden and local resident

Alex Lloyd

Trustee

PhD student in Psychology at Royal Holloway, University of London researching when and why teenagers take risks.

Simon Breugger Trustee

Local resident, merchant banker. Used to be a teacher & continues to support young people.

Jeff Hopwood

Treasurer

Former Camden council officer and supporter of the voluntary sector.

Claude Asgill Trustee

Experienced fundraiser and mental health advocate working in the construction industry.

Kate Matheson

Secretary

A local resident in Covent Garden, member of West End Women’s Institute, retired.

Tim Lynn Trustee

Sound Engineer in West End Theatres and former resident of Covent Garden.

John Quigley Trustee

A data protection lawyer advising companies of legal obligations on personal data and an experienced independent mediator.

Francis Go

Trustee

VP of Engineering at Distributed Ltd, a Technology Startup changing the future of work.

About Us Dragon Hall Trust

Delivering a wide range of social, educational & recreational activities & events, developed & delivered in partnership with users, to serve the needs of our diverse communities.

Aims

To benefit the inhabitants of Inner London by associating local authorities, voluntary organisations and such inhabitants in a common effort to provide facilities in the interests of social welfare for recreation and leisure-time occupations with the object of improving the conditions of life for the inhabitants.

To educate the public in the geography, history, natural history and architecture of the area and to secure the preservation, protection, development and improvement of buildings or features of historic or public interest in London to enable them to be enjoyed by the public.

To promote any charitable purposes for the benefit of the said inhabitants and in particular the advancement of education & skills (with particular but not exclusive reference to technology & the arts).

To establish or secure the establishment of community centres and to maintain and manage the same in furtherance of the above objects.

Annual Report 2020 to 2021

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Covid 19 Response Covent Garden Food Bank

Dragon Hall Trust & Covent Garden Community Centre responded to a call to assist with food distribution in April 2020 and within 10 days had established the Covent Garden Food Bank. This was supplied with surplus food by a partnership between LB Camden and The Felix Project, run by staff, and distributed by local volunteers. Daily contact was established with the older members of the community and help organised for food shopping, medicine collection and doorstep well-being checks. A daily newsletter was sent out covering Covid-19 information, wellbeing advice & online activities and a support telephone was established.

Nicole Furre

Referrals came via our online form and external referral agencies including LB Camden, local schools, Holborn Community Association, KCBNA, Calthorpe Community Garden & The Phoenix Garden, housing providers, local GP practice and lots of word of mouth.

The Voluntary and Community Sector responded to the pandemic and local lockdowns quickly. Food Banks were set up in community venues, distributing parcels and

ready meals to people shielding or sick or those in food poverty, in the ‘gig’ economy, on short term contracts or self-employed - the ones that didn’t fit with any furlough or support scheme.

We all learnt how to access Zoom and moved activities and support for our users online. Dragon Hall Trust supplied laptops, tablets, dongles & oneto-one telephone training for those without digital access, plus a friendly ear, regular telephone and doorstep support for local people.

The voluntary sector came together with local authorities to develop strategic responses to the growing need, isolation and hardship. Funders stepped up and opened ‘Covid Relief’ funds, and senior staff spent long hours developing budgets and writing applications to secure funds to cover the costs of the necessary responses. The ‘normal’ routes to generate income had stopped and the demand on services and increasing need was growing.

Even now, in August 2021 the level of need is not ‘back to normal’ and the removal of furlough will, perhaps, see an increase in need once again.

I am proud of my staff, trustees and all the volunteers, partners and local organisations, business and residents for their responses and help for those in real hardship and need.

Covent Garden Food Bank Annual Report 2019 to 2020 Covent Garden Community Centre @ 7 Dials Club & Covent Garden Dragon Hall Trust P. 9

Statistics 31/03/2021 Registered Users 327 Food Bank opened 30/04/2020 Registered Users 327 Food Parcels distributed 3,032 Ready Meals distributed 14,572 Self Isolating with Why is help symptoms 7% needed? Vulnerable or had Waiting for shielded status Benefits10% Where do they live? 42% Loss of income due to Covid-19 Camden 60% - Westminster 32% 41% Islington 5% - Other 3% 60 Households How did they find out about it? 3 or more 23% Online 30% Word of Single Households Mouth 40% Couples 17% 60% External Referrals 30% Food donations: The Felix Project / LB Camden, Local residents, M&S via Neighbourly Funding Support: CAPCO, Northbank BID, London Community Response Fund, Shaftesbury PLC, Westminster CC, LB Camden, Covent Garden Area Trust, South Bloomsbury Residents & Tenants Association, CBRE,60 40 HM Government in partnership with The National Lottery Community Fund, 7 Dials Housing Co-op, Covent Garden Housing Co-op, The Mercers’ Company & individual private donators.

Annual Report 2020 to 2021

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After School Clubs Young People

Covid-19 caused us to rethink the way we work, how to support more young people and their familes, and how to utilise technology and online sessions more effectively.

Keeley Reed

When April 2020 arrived we were in new territory, we had been working from home for 1 week, and we were working out how to engage with young people and families in this unfamiliar environment. The move online required us to think outside the box to provide opportunities for young people, consider how we could best support the families and young people we work with, and what was needed to access online services.

and 1-2-1 sessions to ensure they were happy with the work they were submitting to the school, the session ideas had come from the young people being unhappy with the work they were doing.

We had some positives coming out of 2020. We were working with more people online than ever before, and we developed relationships with parents that were previously not established. There existed a shared experience, being at home all the time, struggling to stay positive and missing out on so much. The activities we were offering were different to anything we had previously done, which led to young people developing new skills and knowledge.

Whether you are a young person, parent, carer, teacher or youth worker, 2020 affected us all in so many ways. We tried to support families and young people, to make things easier for them and their day-to-day experiences less disrupted. Our biggest challenge was the lack of technology at home. Young people had no access to the internet or laptops. We loaned out all our laptops and tablets to both Primary and Secondary school-aged young people to help them engage in schooling and youth activities. We bought dongles - then started fundraising to get hold of more.

We were lucky to be able to reopen during the summer of 2020, utilising Pheonix Gardens for 15 young people who had signed up ahead of time, in line with the government and National Youth Agency guidance. This was so different from our traditional summer schemes, introducing socially distanced activities, risk assessments and control of the environment. Everyone was so happy to have a different space to go to, to have activities that were enriching and fun as well as being with their friends in a safe and secure environment.

The activities we provided came from conversations with young people, we started online homework support, 1-2-1 sessions for homework, wellbeing sessions and games nights. During a time when they had little autonomy over what was going on it was vital they had ownership over our online sessions and enjoyed what they were doing.

During that period we ran a Holiday hunger project to support 25 young people with two meals a day, including cooked meals and dinner to take home to siblings. We continued our online delivery during the summer to ensure no young people were left behind - some couldn’t attend the sessions due to lack of space or the distance they had to travel. There were opportunities for online cooking sessions, where we all followed the same recipes, yoga sessions led by an instructor and craft sessions.

The online sessions and activities were making the year easier for the staff as well. They still had a routine, regular engagement with young people, planning activities.

Due to the lockdown young people reported a deterioration in the quality of their school work and their attitude towards education changed. This was further impacted as only 2 of the 18 schools the young people attend ran online classes from March to July 2020.

We worked with young people to help with ICT homework, Python and Maths. 5 GCSE students ran homework clubs

Digital technology played a vital role in our ability to work over the last year. In total there were 145 sessions for

Annual Report 2018 to 2019

our intermediates compared to the 84 sessions we ran last year for the same age group, (utilising the laptops and tablets we loaned out to families), online tools like Zoom, online games like GeoGussr, boggle, Pictionary and Kahoot.

The Covid-19 pandemic has caused us to rethink the way we work, as a staff team and with the young people who attend the sessions.

We will now remain online at least twice a week, running online weekly wellbeing sessions which allows for tutors or workshops to happen, as well as weekly games nights for our intermediates.

Our After School Club was able to experience face to face work more regularly due to the way the guidance was set out, so they have had 65 online sessions, and 51 face to face sessions, for 2 schools.

Every time we have reopened we have reached our capacity and currently have a waiting list for young people to join in September.

Michaela Crivello:

It was challenging not being able to connect with the young people in person, but we managed to build a solid community for them with regular activities on zoom.

We were not sure how this would engage the young people but it felt like we created a safe space where they could connect during a time of such solitude for many people, including myself.

I personally very much enjoyed keeping some structure in place with the daily zooms and having the activities to look forward to. I felt that we were able to create a special bond with the young people who were also committed to the zoom calls, often some of them would join even if they were not partaking in activities just for some company and it was those moments that felt very special.

We managed to keep the community centre spirit alive throughout all of the lockdowns, so much so that we have continued with the zoom calls for intermediates on Fridays and all the original participants from the start of 2020 still join in with us.

Annual Report 2019 to 2020

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Over 55s - 2020 to 2021

John Hayes - Community Development Manager

The impact of the lockdown hit home quickly. No sooner had Boris Johnson taken the country into lockdown, Bloomsbury Church (our partner organisation for Tuesday activities) informed me that they would be suspending services with immediate effect. It was Monday 16th March 2000. Not all our members had seen the announcement or understood the ramifications, so we went to speak to anyone who had come in.

On average, the lunch club would welcome between 30 and 50 members, as well as supporting a number of the homeless. The vast majority of people were aware of the new restrictions and stayed at home. Those that did come in were in a state of shock and disbelief that they were being ‘ordered to stay at home’. It was a surreal day.

Over the next days we took dozens of calls, some wanting confirmation of the suspension of services, many just wanting to talk. I decided to write a daily newsletter, providing basic information and letting people know that Amber and I were available by phone if people needed to talk.

As lockdown continued and daily deaths increased the impact on our members became obvious. Shops had large queues and food stocks were low. Our members were told to isolate themselves as they were the most vulnerable.

Anxiety increased, how to get the basic staple foods and medication? Local people started offering support, more offers of help were being posted online and soon (through Trial and Error) members were getting the help they needed on a regular basis.

The newsletter grew and took shape, members shared tips, ideas, links on how to remain connected, healthy and sane through these difficult days. Everyone agreed that routine and structured activities were the key to get through this time. Most of our members were adapting, but many were facing days of loneliness. We became concerned for a number of people. Our telephone conversations were taking up most of our days and it was clear that regular befriending was needed.

The Dragon Hall youth team stepped in to help. Genia and Michaela phoned people each week. Leah from The Phoenix Garden joined in and at our peak we were phoning between 50 - 70 people a week.

“I just wanted to tell you how pleasant and positive the yoga sessions are. Thank you.” ...SJ

During April and early May the newsletter continued.

P. 0 9Annual Report 2019 to 2020

Annual Report 2018 to 2019

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overwhelming for her. For Liz this was the motivation that she needed.

The weather was good, people were still going for walks in local parks, and the deserted streets were part of the everyday conversation. Getting to the shops was nearly impossible for many and the food bank, set up by Dragon Hall and Covent Garden Community Centre, was a lifeline. More volunteers helped deliver food parcels and meals.

On the 14th August 2020, Dragon Hall and Phoenix Garden organised a social distancing afternoon tea party. The event was attended by 16 members, with tables dotted around the garden, providing a safe space for everyone to sit, chat and have loads of tea. It was a wonderful afternoon and as one member stated to me; “I just want to say a big thank you to

One word kept coming through the emails, the news outlets and conversations. That word was ZOOM, and it was about to change our lives and have a huge impact on how we communicated with each other. Our first zoom activity took place on Sunday 17th May, Amber hosted a quiz. Everyone was so excited and it was wonderful to see some of our members for the first time in nearly two months.

you and your team, for providing the tea event today. It was really good to be able to meet up with people, and enjoy a good chat” - GB

Between June and August as the restrictions eased, there was a sense of relief, in person sessions were reintroduced. The most successful was the lunch club at 7Dials in a controlled, social distanced environment. Not everyone felt confident and comfortable with the restrictions, and continued to shield. Our Zoom programme continued and thrived and we extended our programme to include classes with the Mary Ward Centre, Wallace Collection and Two Temple House and started to offer Saturday talks. Between September and November, with the crisis resurfacing, we continued monitoring members and increasing our volunteer base.

Zoom became a topic which divided our community. A large group welcomed the new technology and the opportunities that it could create. Others were keen but did not have the digital skills or equipment to access this brave new world. Others turned their backs, not wanting anything to do with it.

Over the next few weeks confidence grew (for both users and staff alike), zoom sessions started to sprout everywhere, from small coffee interactions to advice sessions and creative workshops. Our timetable of zoom sessions increased. Yoga and Meditation were the first, soon followed by Flamenco and French Conversation. As members’ awareness increased so did our adventurous spirit - guitar lessons, bellydancing, Spanish and Bollywood. The first open community session took place on 3rd September and attracted over 70 people. At the time it was the biggest Zoom session that we had ever attended and was a tremendous success, everyone ...AB involved in the project was overwhelmed by the attendance and support.

“Thank you again. What you are all doing from Dragon Hall is wonderful, I had a good chat with Amber earlier today and it was great to air my concerns as I have a great many things I am trying to deal with right now” ...AB

With Christmas looming, it was becoming clear that another lockdown was in the air. Many of our members were looking forward to the holidays but now this was becoming unlikely.

We were planning a Christmas lunch, and, due to demand, had organised three events. The first lunch was held on Monday 14th December, which was a tremendous success. No sooner had the lunch finished then London saw new tougher restrictions and Tier 4 was introduced.

The next two lunches went ahead in June 2021.

Amber and I started working closely together with the Queens Gallery and we were instrumental in their community project. The QG started providing pilot workshops with our group and from there the “Learning in Lockdown” project which was a great success.

The winter was perhaps the most difficult time for everybody, some members facing the prospect of spending Christmas alone. Between January and March, we saw an increase in members wanting a regular telephone call and support with food bank parcels.

During this period, there were a number of successes that meant a lot to the team. I recall a Sunday at the British Museum. I had arranged a small group to attend a special preview. One of the attendees, Liz, had not been out of the house or seen anyone for five months. It was a mixture of shielding, feeling anxious and she had just moved to her new flat, and there was no opportunity to meet her new neighbours. Liz and I walked around the museum together chatting and talking about the exhibition, suddenly she burst into tears. Liz explained the relief that she felt, just having someone to listen to was too

The Government’s vaccination programme has been welcomed by many of the over 55’s group. This has provided some relief and ‘light at the end of the tunnel’. For some, being with other people has been overwhelming and feelings have been extreme, many not able to cope with so many people around them. With restrictions lifting we are slowly starting face to face sessions again and are encouraging all of our community to be take part once again - and making sure that all precautions are in place and any health risks are kept to an absolute minimum.

Annual Report 2020 to 2021

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After School Clubs Our Users

‘Being given a laptop during quarantine has been a huge help, it has completely changed my attitude towards learning for the better- making it easier for me to access classwork and join zoom calls’. KK aged 14

‘In these uncertain and destabilising times it has been so heartwarming to receive food from the community team. Food is a necessity so many of us are struggling to afford. Thank you all so much for keeping us afloat, a little healthier and being there for people in this community. You are all wonderful All the best to you John’ Penny

‘Dear Phil and Co - I just wanted to extend our thanks for all the work that goes on behind the scenes in assisting the local folk of Covent Garden with the food bank. The local business’s generosity alongside the admin and help from you guys is greatly appreciated, - THANK YOU VERY MUCH. Take care’ The Mather Family PS. kids were made up with the crisps!!

‘I was sharing a computer with my sister for school work and I am in year 10 so it was making it difficult to do my GCSE work. Having a second computer has allowed us to keep up with our school work and we are arguing less as we have our own computer’. MI Aged 15

Annual Report 2020 to 2021

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563 Registered Members for Over 55s Activities

788 Activities

over 6,000 Attendances

‘Magnum Healing has been delighted to partner with Dragon Hall for over 3 years providing yoga classes for its clients. We have seen participants go from strength to strength and helped build a sense of community among them. The support and commitment from both parties has been the basis for a successful longterm partnership.’

Annual Report 2020 to 2021

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YouTube Channel

https://www.youtube.com/c/SoapboxOnline/featured

Music production has been a long-standing staple of SoapBox’s provision, but the pandemic brought a new focus on video production, culminating in the setting up of a YouTube Channel that has over 2000 subscribers and 210000 views of content since June 2021.

This online Channel is a window into our work and the incredible lives & potential of young people and, as the name suggests, SoapBox gives young people a platform to use their voice, share their stories and showcase their talents.

And if you visit, you can expect the following:

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13% Mixed 26% White 40% Black or Black 21% British Other 51% 49%[26] Female Male Stress on the Brain 49 In September, SoapBox was invited by The Peel Institute to be part of a partnership opportunity with New River College & CAMHS to deliver a 6-week audio-visual project for 9 students at New River College. This piece of work saw Mister Lees (Recording Artist and Music Producer) support young people to record a music track, before Mikey Bharj (Filmmaker) worked with the group to create an accompanying video.

Soapbox Youth Centre Old Street, Islington

As we entered the final year of our 3.5 year contract with LB Islington to run Soapbox Youth Centre we reflected on the progress we had made:

2020 - 2021

662 Attendees

Attendances 6,094

Released on June 22nd 2020, Stress on the Brain has had 25,000 views on YouTube (as of March 2021) and a 795.2 watch hours and 85+ subscribers.

Annual Report 2020 to 2021

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Life in Lockdown By our Staff

This period has really tested the resilience and strength of everyone working at SoapBox, Dragon Hall Trust and our partner organisations.

Nick Crivello

SoapBox was at its peak at the start of 2020 working with hundreds of young people. Once the lockdown started that changed dramatically and we needed to react, so we did. We found we excelled in areas unfamiliar to us, and used this tragic and confusing period to our advantage - working with more young people than we ever have before. Our biggest advantage was technology, the ability to use platforms and make connections. We found hidden talents and enthusiasms in our team we didn’t know existed. We were fighting Covid-19 in our own way, by supporting young people.

This has been the most challenging experience in my 10 years at Dragon Hall. Only possible with the support from James, Nicky, trustees and volunteers. Working alongside a staff team dedicated to young people and working towards a common goal in difficult times.

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James Dellow
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2020, the most peculiar of years, with significant development taking place against a backdrop of loss and uncertainty. I have relished the chance to engage with the digital world in new ways and am immensely proud of our achievements. We embraced the new landscape - the staff team, allied to our close network of partners, ensured that young people received the best opportunities and support we could deliver. This is the more impressive when considering the fear, restrictions and challenges everyone had to overcome.

My life has been transformed by my puppy Pickle. Intended as the youth centre dog. He has been the best companion imaginable, giving me the sanity and security to deal with everything the year threw at me. Beyond this, the online staff party we had for UK

Youth’s Inspiring Hope Awards Ceremony was an unforgettable moment to celebrate our successes and perfectly bookended this tumultuous year. Finally, I want to thank Nicky for being everything I needed, Chris for making SoapBox more financially robust and Nick, without whom none of the progress would have been possible.

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Eugenia Kay
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The lockdown enabled me to focus on the development of the Young Women’s group. They received 1-1 support and the partnership with LVN has enabled young women to speak with professionals on specific careers they are interested in. The Black Girl Community Hub supplied the opportunity to express ideas through music, lyric writing and podcasts. The Peabody Project for young women enabled a variety of topics to be discussed - women in business, women & mental health, domestic abuse, women’s body image/confidence. The online Creative Art Gallery showcased their creativity and the employability sessions were an opportunity to hold conferences with young people and professionals. Thanks to James and Nick, Nicky and the trustees for the support throughout the pandemic.

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Michael Mathura
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Two main areas of work that have been standout for me during this time have been Podcasting with CADFA, which highlights the hardships currently being faced by Palestinians in Palestine & Case study videos which are created to motivate, support and showcase YP’s success stories through our youtube channel.

Some of my main challenges during this time was working from home, time wise and managing risks that come with working online and picking up on new or potential risks to add to the risk assessments and engaging interest with young people to get them to join online sessions.

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Lucas Lane Lockdown has been tough on us all, a statement we all can agree with! But it’s what you make of the tough times in life that can really make all the difference. Throughout lockdown I’ve been involved in many different projects. I have been running a weekly Instagram Live session where I try to diagnose and fix issues in technology. I have

been doing a weekly cooking show with a charity called eat club, the aim is to cook cheap, healthy food. I have also had some time to work on personal projects, involved in writing up a funding application with James to get some funding for one of my projects at SoapBox. The project is about reducing e-waste. Lockdown has been a journey, for me more of a positive journey than negative and I have SoapBox to thank for that, and for keeping me sane.

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Ivana Boskovic
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Almost a full year in lockdown and pandemic has been tough, personally and professionally. Hence, the doors to reinvent, innovate and change have remained opened within the Soapbox team. The work in different time zones, sometimes lack of technical capacity due to different networks,

with home being a new office, significantly challenged the mental capacity to navigate uncertainty. However, the result of the team effort was being nominees for the UK Youth inspiring Hope Awards 2021, this was truly inspiring and made me hopeful in difficult times. My biggest challenge and, at the same time, the biggest achievement within the team was staying connected.

This connection and care has motivated me to do the work, complete tasks and go forward, hoping that, truly, the young people can continue to use SoapBox as a means of connection, during times when it was challenged the most, in the same way I have.

Annual Report Page TitleAnnual Report 2020 to 2021 Jamil Mungul I’ve learnt a lot from working in SoapBox within my own area which is the tech side and also the music side. I have been challenged to try new things and overcome them. For example, I never thought I would be teaching a group of 10 plus kids ages 9-10 how to 3D modeling using Tinkercad / Maya on Zoom, and actually enjoy it. During the lockdown SoapBox has supported me to expand my skills even more by tasking me to create video content for our YouTube channel. Every Friday I have a 1 to 1 Game design session on Zoom with a special needs person and she taught me to never give up on your dreams no matter what happens, which I only understood because of our sessions. I feel like my journey hasn’t even started yet and I can’t wait to see what awaits.

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Yosias Desta
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Working with SoapBox during lockdown was a very good experience and I have had many challenges during this journey, but I have managed to overcome them.

I have delivered music production and Video editing sessions with young people via zoom - at first I didn’t know how I was going to explain what to do or how to

do it but as time went on I figured it out and have managed to overcome inexperience and doubt. I have also been working with other people such as Jamil and Mikey. Being in their sessions has helped me a lot because I observe their techniques and I try to do the same when I have a session. I have also opened a TikTok account for SoapBox and we are doing really well there. Now, with in-person sessions starting again I help out with cooking sessions and Instagram live that’s happening in the building. The biggest challenge through this lockdown was my Wifi connection when working from home because it always used to cut out and have problems in the middle of my sessions, thankfully it has now been sorted out.

Annual Report 2020 to 2021

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Funding Support

The work that we do at Dragon Hall Trust and Soapbox would not be possible without the support of all of our funders. We are very proud to be considered for their support - this year and in past years.

Annual Report 2020 to 2021

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Eat Club @ SoapBox

Awards

The Ben Kinsella Trust - A young person from SoapBox has received the Ben Kinsella Award (2021) in celebration of his positive actions as a young role model in leading the ‘Stress on the Brain’ project and the impact that has had on the local community, his peers and our organisation.

UK Youth’s Inspiring Pioneer Award - SoapBox’s online response to the pandemic was selected by UK Youth as one of 5 finalists for their 2021 ‘Inspiring Pioneer Award’ in recognition of our “impactful and forward-thinking work that harnessed new approaches, technology and collaboration to positively impact young people”

Annual Report 2020 to 2021

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Partners

Partnerships with other organisations are important to ensure a wide range of activities, opinions and viewpoints that cover all sorts of topics and subjects to engage and delight our users. We would like to thank all of our partners for their involvement and encourage new ones to contact us to see what we could do together.

Loud Futures - Jordan Sterling has become an irreplaceable figure at SoapBox, not only overseeing our music provision, but developing our accreditation work and securing invaluable external partnerships. And, as with many other people on this list, he has been a rock to rely on amongst all the chaos.

Richard Cloudesley & Courtyard Schools - These schools have been involved in standout work this year from the hosting of a year-long post-19 provision to weekly online activities.

Daniel Rainey & Mikey Bharj - two people who have been pivotal in developing our audio-visual programmes are Daniel & Mikey. At a time like this, what you look for is talented people who bring consideration and understanding to the table.

Emma Charlton & Joel Mcllven - we met Emma & Joel through the Stress on the Brain project. But transformational though that work was, their personal and professional care, influence and support has been even more valuable.

Sally Rush - Sally is the calm in the storm, offering staff and young people clarity, wisdom and empathy at all times.

Eat Club -Eat Club have been instrumental in the development of our work over the last year, in particular our use of Instagram Live as a digital outreach tool.

Nerissa, Catherine and Paul - students from the University of East London have played a central role in the life and work of Dragon Hall. Nerissa, Catherine and Paul, three Master’s Level students, have continued in that tradition, providing the injection of enthusiasm, commitment and ability just when we needed it.

“I wanted to pass on my thanks for the way you support the children. Our children are always keen to attend. I look forward to continuing to work with you next year” St Josephs Primary School

“We have been very pleased to work closely with Dragon Hall helping to deliver their digital inclusion programme. More members have access to the programme. The relationship benefits both partners” West End Community Trust

COVENT GARDEN DRAGON HALL TRUST

Reference and administrative information

For the year ended 31 March 2021

Trustees: Ms S Vincent - Councillor I Chair
Ms C A Matheson
Ms C Asgill
Mr S Bruegger
Mr J Quigley
Mr T Lynn
Mr A Lloyd
Mr J Hopwood - Treasurer
Mr F L Go
Mr. G Knowles- appointed 15/12/2020
Company Secretary: Mr T Lynn
Company number: 03456508
Charity number: 1087268
Registered office: 17 Stukeley Street, London, WC2B 5LT
Auditors: Goldwins Limited
75 Maygrove Road
West Hampstead
London NW6 2EG

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COVENT GARDEN DRAGON HALL TRUST

Trustees` Report for the year ended 31 March 2021

The trustees, who are also directors under company law, present their report and financial statements for the year ended 31 March 2021.

The trustees confirm that the financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102.

Structure, Governance and Management

Governing document

The organisation is a charitable company limited by guaranteed, incorporated on 28 October 1997 as Covent Garden Community Trust and subsequently changed its name on 8 June 2001 and registered as a charity on 29 June 2001. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up members are required to contribute such amount as may be required (not exceeding £1).

Recruitment and appointment of new trustees

The directors of the company are also charity trustees for the purposes of charity law and under the company's Articles are known as members. Under the requirements of the Memorandum and Articles of Association the longest serving members retire and may offer themselves for re-election at the Annual General Meeting.

The Trustees seek to ensure that the needs of this group are appropriately reflected through the diversity of the trustee body. To enhance the potential pool of trustees, the charity has, through advertising with the Volunteer Centre Camden and networking with local groups, sought to expand its skillset and experience.

Induction and training of new trustees

Potential new Trustees are invited to attend a short training session with the Project Director of the charity to familiarise themselves with the charity and the context within which it operates. They are then invited to attend three General Meetings to learn more about the chanty and its operations. Finally, they are invited to join the board. New Trustees are given a copy of the Memorandum and Articles, the latest financial statements and the previous Annual Report. New Trustees are supported by the Chair, other Trustees and ad hoc meetings with the relevant Project Director.

Organisational structure

The company was incorporated on 28 October 1997 as a charitable company limited by guarantee and not having a share capital. Its members are such persons admitted to membership by the Trustees. At present the Trustees are the only members of the company.

A scheme of delegation is in place and day to day responsibility for the provision of the services rests with the Project Director. The Project Director is responsible for ensuring that the chanty delivers the services specified

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COVENT GARDEN DRAGON HALL TRUST

Trustees` Report for the year ended 31 March 2021

and that key performance indicators are met. She is also responsible for day to day management of the Centre, individual supervision of staff and ensuring that the team continue to develop their skills and working practices in line with good practice.

Related parties

In so far as it is complementary to the charity's objects, the charity is guided by both local and national policy. The charity is a member of Camden Community Centres' Consortium, an organisation made up of 20 community centres in the London Borough of Camden whose purpose is to improve the quality of life for Camden residents, tackling key issues and seeking engagement from all members of the community and other voluntary sector organisations.

Risk management

The risk management strategy includes an annual review of the risks related to governance, operation, finance and litigation and establishment and implementation of procedures to mitigate and minimise impacts. Significant external risks to funding have led to the revision of our business plan and funding strategy to encourage diversification of funding and activities.

Financial review

Reserves policy

The Trustees consider it appropriate to aim for operating reserves to keep the Charity operating for a period of 4 months in the event of a funding fall-out. This target will be reviewed each year and adjusted if needed. The free reserves at the 31st March 2021 are £234,427 (2020 -£202,024).

Statement of responsibilities of the trustees

The trustees (who are also directors of the charitable company for the purposes of company law) are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year that 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:

-26-

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

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.

The trustees have no beneficial interest in the charity.

In so far as the trustees are aware:

Goldwins Limited were re-appointed as the auditors of the charitable company during the year as the result of an invitation to quote process. They have expressed their willingness to continue in that capacity.

The trustees’ annual report was approved by the trustees on ………………….. 2021 and signed on their 8th October behalf by:

Independent Auditor’s Report

To the members of

Covent Garden Dragon Hall Trust

Opinion

We have audited the financial statements of Covent Garden Dragon Hall Trust for the year ended 31 March 2021 which comprise the Statement of Financial Activities, the Balance Sheet, statement of cash flows and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Opinion on financial statements

In our opinion the financial statements:

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 Auditorʼs responsibilities for the audit of the financial statements section of our report. We are independent of the Charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRCʼs 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 charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditorʼs report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

-28-

Independent Auditor’s Report

To the members of

Covent Garden Dragon Hall Trust

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

We have nothing to report in this regard.

Opinion on other matter 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 Charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report.

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

Responsibilities of the trustees

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

-29-

Independent Auditor’s Report

To the members of

Covent Garden Dragon Hall Trust

In preparing the financial statements, the trustees are responsible for assessing the Charityʼs 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 Charity or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditorʼs 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 are set out below.

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

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

-30-

Independent Auditor’s Report

To the members of

Covent Garden Dragon Hall Trust

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charity’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Anthony Epton (Senior Statutory Auditor) for and on behalf of Goldwins Limited Statutory Auditor Chartered Accountants 75 Maygrove Road West Hampstead London NW6 2EG

13 October 2021

-31-

Covent Garden Dragon Hall Trust Statement of financial activities

(incorporating an income and expenditure account)

For the year ended 31 March 2021

Note
Income from:
Donations
Charitable activities
3
Other trading activities
4
Total income
Expenditure on:
Charitable activities:
5
Other trading activities
Total expenditure
6
Transfers between funds
Gains / (losses) on revaluation of fixed assets
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
Net income/ (expenditure) for the year
Net income / (expenditure) before other recognised
gains and losses		 Unrestricted
funds
£
8,916
354,326
7,250
370,492
338,089
338,089
32,403
-
32,403
-
32,403
202,024
234,427		 Restricted
funds
£
200
210,576
-
210,776
185,339
185,339
25,437
-
25,437
-
25,437
131,664
157,101		 2021
Total
funds
£
9,116
564,902
7,250
581,268
523,428
523,428
57,840
-
57,840
-
57,840
333,688
391,528		 2020
Total
funds
£
2,650
541,436
115,744
659,830
702,527
702,527
(42,697)
-
(42,697)
-
(42,697)
376,385
333,688

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. The attached notes form part of these financial statements.

32

Covent Gaiden Dragon Hall Trust BalanGe sheet As at 31 March 2021 2021 2021 202Q 2020 Fixed assets.. Tangible assets 4,261 4,261 4,418 C urrFnt ass &ls'. D¥bivi¥ Cssh al bank 8rxJ in hand 41,991 427,311 46g,302 22,013 3S4.279 q76,292 Creditrjrs, amount# fal.,ing duewhlhin on• y•af 82,Ig2 46.865 Net current assels 387,110 329,427 Total nèt as8è1$ 391 S28 303.688 14 Réstritttsd funds UnregtrictEd fund&. Gei)eral funds To￿1 unrÉ8trict8d fvnda 157,IlJl 131,664 234,427 202,024 234,427 202.024 Total Iulld$ 391,52B 303,688 fir.andal statemenls bave been wepered in accordanee the speelal provi8i0*8 for small compaNles urthr Pwt15 of Ihè Compan ès Ad 2006. aTrJ Signed on thelr behalf by.. MrJettre p%Yo C D mpa ny re gislratluil no. OE45650B atrach8d not￿ form pArt of fip.anrial starfjmenr8.

Covent Garden Dragon Hall Trust Statement of cash flows For the year ended 31 March 2021

Covent Garden Dragon Hall Trust
For theyear ended 31 March 2021
Statement of cash flows		 Covent Garden Dragon Hall Trust
For theyear ended 31 March 2021
Statement of cash flows
Note
2021
£
Cash flows from operating activities:
Net cash provided by / (used in) operating activities
15
Cash flows from investing activities:
Interest/ rent/ dividends from investments
-
Proceeds from the sale of property,plant and equipment
-
Sale/ (purchase) of fixed assets
(4,004)
Cash provided by / (used in) investing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
16		 2021
£
77,036
(4,004)		 2020
£
-
-
(4,370)		 2020
£
5,286
(4,370)
73,032
354,279		 916
353,363
427,311 354,279

34

Covent Garden Dragon Hall Trust Notes to the financial statements For the year ended 31 March 2021

1 Accounting policies

a) Basis of preparation

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 (FRS 102 - effective 1 January 2015) - (Charities SORP FRS 102) and the Companies Act 2006.

The charitable company meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

b) Going concern

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern.The trustees do not consider that there are any 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 reporting period.

c) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. Income received in advance for the provision of specified service is deferred until the criteria for income recognition are met.

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is a treated as a contingent asset and disclosed if material.

d) Donations of gifts, services and facilities

Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution.

On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

e) Interest receivable

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

f) Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work or for specific projects being undertaken by the charity.

35

Covent Garden Dragon Hall Trust Notes to the financial statements For the year ended 31 March 2021

1 Accounting policies (continued)

g) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Other expenditure represents those items not falling into any other heading.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

h) Allocation of support costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the charity's activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities. The bases on which support costs have been allocated are set out in note 5.

i) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

j) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £1,000. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

Land and buildings Straight line over 10 Plant and machinery etc. Straight line over 5 years and Straight line over 3 years

k) Stocks

Stock is included at the lower of cost or net realisable value. Donated items of stock are recognised at fair value which is the amount the charity would have been willing to pay for the items on the open market.

l) Debtors

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

m) Cash at bank and in hand

Cash at bank and cash 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.

n) Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

o) Financial instruments

36

Covent Garden Dragon Hall Trust Notes to the financial statements

For the year ended 31 March 2021

2 Detailed comparatives for the statement of financial activities

Income from:
Donations
Charitable activities
Other trading activities
Total income
Expenditure on:
Charitable activities:
Community hall
Total expenditure
Net gains / (losses) on investments
Net income / expenditure
Transfers between funds
Net movement in funds
Total funds brought forward
Total funds carried forward
3
Income from charitable activities
Fundraising
Ageing Better Camden
London Borough of Camden
Children in Need
CityBridge Trust
John Lyons Charity
Comic Relief
Mercers
Camden CIL
The National Lottery Community Fund
Other grants
Islington Council
Hyde Housing - Outreach & Youth Work
Other grants- Soapbox
Project funding- Soapbox
Net income / expenditure before gains / (losses) on
investments		 £
-
-
70,000
7,500
-
-
-
5,000
-
-
34,136
227,450
-
7,170
3,070
354,326
Unrestricted		 2020
£
2,400
198,528
115,744
316,672
256,413
256,413
60,259
-
60,259
-
60,259
141,765
Unrestricted		 2020
£
250
342,908
-
343,158
446,114
446,114
(102,956)
-
(102,956)
-
(102,956)
234,620
Restricted		 2020
Total
£
2,650
541,436
115,744
659,830
702,527
702,527
(42,697)
-
(42,697)
-
(42,697)
376,385
202,024 131,664 333,688
£
-
10,000
-
-
33,000
4,200
-
20,694
27,000
87,018
5,860
-
14,555
8,249
-
210,576
Restricted		 2021
Total
£
-
10,000
70,000
7,500
33,000
4,200
-
25,694
27,000
87,018
39,996
227,450
14,555
15,419
3,070
564,902		 2020
Total
£
7,636
-
45,000
30,003
24,750
35,000
29,420
23,694
55,167
-
59,270
199,733
9,506
5,987
16,270
541,436
Income from other trading activities
Venue hire
Total income from charitable activities		 Unrestricted
£
7,250
7,250		 £
-
-
Restricted		 2021
Total
£
7,250
7,250		 2020
Total
£
115,744
115,744

37

Covent Garden Dragon Hall Trust Notes to the financial statements For the year ended 31 March 2021

5 Analysis of expenditure

Analysis of expenditure
Staff costs
Othter direct expenses
Temporary staff
Rates and water
Insurance
Light & Heat
Telephone
Postage and stationery
Advertising
Staff training and welfare
Cleaning and security
Property maintenance
Computer costs
Bank & credit card charges
Equipment expensed
Entertainment
Subscriptions
Travel costs
Legal fees & professional fees
Auditors` remuneration
Bookkeeping
Consultancy fees
Improvements to property
Depreciation of computer equipment
Support costs
Total expenditure 2021
Total expenditure 2020		 £
300,280
14,439
46,741
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Charitable
activities		 Support
costs
£
-
-
-
1,457
3,875
17,303
15,063
1,691
5,951
180
22,549
46,484
8,548
1,107
5,085
-
397
14
(262)
6,000
18,495
4,184
-
3,847		 2021 Total
£
300,280
14,439
46,741
1,457
3,875
17,303
15,063
1,691
5,951
180
22,549
46,484
8,548
1,107
5,085
-
397
14
(262)
6,000
18,495
4,184
-
3,847		 2020 Total
£
374,609
54,814
65,759
7,860
3,404
35,996
19,868
4,125
2,082
404
12,778
65,223
12,091
903
4,064
385
1,393
2,972
2,005
6,000
18,329
3,311
2,400
1,752
361,460
161,968
523,428
702,527		 161,968
(161,968)
-
-		 523,428
-
523,428		 702,527
-
-
702,527

Of the total expenditure, £338,089 was unrestricted (2020: £256,413) and £185,339 was restricted (2020: £446,114).

5a Analysis of expenditure (prior year)

Analysis of expenditure (prior year)
S106 costs- see note 17
Staff costs
Othter direct expenses
Temporary staff
Rates and water
Insurance
Light & Heat
Telephone
Postage and stationery
Advertising
Staff training and welfare
Cleaning and security
Property maintenance
Charitable donations
Computer costs
Bank & credit card charges
Equipment expensed
Entertainment
Subscriptions
Travel costs
Legal fees & professional fees
Auditors` remuneration
Bookkeeping
Consultancy fees
Improvements to property
Depreciation of computer equipment
Support costs
Total expenditure 2020
Total expenditure 2019		 £
-
374,609
54,814
65,759
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Charitable
activities		 Support
costs
£
-
-
-
-
7,860
3,404
35,996
19,868
4,125
2,082
404
12,778
65,223
-
12,091
903
4,064
385
1,393
2,972
2,005
6,000
18,329
3,311
2,400
1,752		 2020 Total
£
-
374,609
54,814
65,759
7,860
3,404
35,996
19,868
4,125
2,082
404
12,778
65,223
-
12,091
903
4,064
385
1,393
2,972
2,005
6,000
18,329
3,311
2,400
1,752		 2019 Total
£
26
303,181
31,170
36,698
4,510
3,442
10,747
17,491
2,205
2,053
450
16,095
30,109
1,050
8,941
1,311
5,174
32
1,390
3,660
2,220
6,000
18,528
2,964
2,395
1,034
495,182
207,345
702,527
495,182		 207,345
(207,345)
-
-		 702,527
-
702,527		 512,876
-
-
- 512,876

Of the total expenditure, £256,413 was unrestricted (2019: £198,448) and £446,114 was restricted (2019: £314,402).

38

Covent Garden Dragon Hall Trust Notes to the financial statements For the year ended 31 March 2021

6 Net income / (expenditure) for the year

Net income / (expenditure) for the year
This is stated after charging / (crediting): 2021 2020
£ £
Depreciation 3,847 4,152
Auditor's remuneration:
Audit fees 6,000 6,000

7 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

Staff costs were as follows:
Salaries and wages
Social security costs
Employer’s contribution to defined contribution pension schemes		 2021
£
334,336
21,167
4,268		 2020
£
343,373
25,976
5,260
359,771 374,609

No employee received employee benefits (excluding employer pension) of over £60,000.

The total employee benefits including pension contributions and employer national insurance contributions of the key management personnel were £103,624 (2020: £99,070).

The charity trustees were not paid or received any benefits from employment with the Charity in the year (2020: Nil).

Staff numbers

The average number of employees (head count based on number of staff employed) during the year was as follows:

Youth workers
Older people worker
Administration and support		 2021
No.
11
2
6		 2020
No.
10
3
6
19 19

8 Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

39

Covent Garden Dragon Hall Trust Notes to the financial statements For the year ended 31 March 2021

9
Tangible fixed assets
Cost
At the start of the year
Additions in year
Disposals in year
At the end of the year
Depreciation
At the start of the year
Charge for the year
Eliminated on disposal
At the end of the year
Net book value
At the end of the year
At the start of the year
All of the above assets are used for charitable purposes.
10
Debtors
Trade debtors
Other debtors
11
Creditors: amounts falling due within one year
Trade creditors
Taxation and social security
Accruals
Deferred income
Deferred Income
Balance at the beginning of the year
Amount released to income in the year
Amount deferred in the year
Balance at the end of the year		 £
8,536
-
-
Land and
buildings		 £
13,426
4,004
-
Plant and
Machinery etc		 Total
£
21,962
4,004
-
8,536 17,430 25,966
7,190
520
-		 10,511
3,327
-		 17,701
3,847
-
7,710 13,838 21,548
826 3,592 4,418
1,346 2,915 4,261
2021
£
41,991
-		 2020
£
21,322
691
41,991 22,013
2021
£
8,677
6,965
12,550
54,000		 2020
£
33,478
7,387
6,000
-
82,192 46,865
2021
£
-
-
54,000		 2020
£
-
-
-
54,000 -

Deferred income in 2021 comprises of £54,000 related to grant from London Borough of Camden - CIL 3 year after school club.

40

Covent Garden Dragon Hall Trust Notes to the financial statements For the year ended 31 March 2021

12 Pension scheme

The charity operates a defined contributions pension scheme.

13 Analysis of net assets between funds

Tangible fixed assets
Net current assets
Net assets at the end of the year
13a Analysis of net assets between funds (prior year).
Tangible fixed assets
Net current assets
Net assets at the end of the year		 General
unrestricted
£
4,418
230,009		 Restricted
£
-
157,101		 Total funds
£
4,418
387,110
234,427 157,101 391,528
General
unrestricted
£
4,261
197,763		 Restricted
£
-
131,664		 Total funds
£
4,261
329,427
202,024 131,664 333,688
14
Movements in funds
Restricted funds:
Total restricted funds
Unrestricted funds:
General funds
Total unrestricted funds
14a Movements in funds (prior year)
Restricted funds:
Total restricted funds
Unrestricted funds:
General funds
Total unrestricted funds
London Borough of Camden, trust and
foundation grants and other grants
London Borough of Camden, trust and
foundation grants and other grants		 £
131,664
At the start of
the year		 £
210,776
Incoming
resources &
gains		 £
(185,339)
Outgoing
resources &
losses		 Transfers
£
-		 £
157,101
At the end of
the year
131,664 210,776 (185,339) - 157,101
202,024 370,492 (338,089) - 234,427
202,024 370,492 (338,089) - 234,427
£
234,620
At the start of
the year		 £
343,158
Incoming
resources &
gains		 £
(446,114)
Outgoing
resources &
losses		 Transfers
£
-		 £
131,664
At the end of
the year
234,620 343,158 (446,114) - 131,664
141,765 316,672 (256,413) - 202,024
141,765 316,672 (256,413) - 202,024

Purposes of restricted funds London Borough of Camden

This fund represents grants received from London Borough of Camden to fund various schemes run by the charity and the Director`s salary.

London Borough of Islington

This fund represents grants from London Borough of Islington to fund the Soapbox Youth Centre.

Dragon Hall Trust won a tender from Islington Council to run SoapBox, a youth centre for those aged 13 to 24. This centre opened in September 2017. Dragon Hall had a lease and funding to 2020. Dragon Hall Trust won a tender to carry on the running of Soapbox on a 15 year contract.

Trust/Foundation Grants

This fund represents grants received from foundations.

Other Grants

All other grants used to Fund community projects.

41

Covent Garden Dragon Hall Trust Notes to the financial statements For the year ended 31 March 2021

15 Reconciliation of net income / (expenditure) to net cash flow from operating activities

Net income / (expenditure) for the reporting period
(as per the statement of financial activities)
Depreciation
(Increase)/ decrease in debtors
Increase/ (decrease) in creditors
Net cash provided by / (used in) operating activities		 2021
£
57,840
3,847
(19,978)
35,327		 2020
£
(42,697)
4,152
22,131
21,700
77,036 5,286

16 Analysis of cash and cash equivalents

Analysis of cash and cash equivalents
Cash at bank and in hand
Total cash and cash equivalents		 £
354,279
At 1 April
2020		 Cash flows
£
73,032		 £
-
Other changes		 £
427,311
At 31 March
2021
354,279 73,032 - 427,311

17 Legal status of the charity

The charity is a company limited by guarantee and has no share capital. Each member is liable to contribute a sum not exceeding £1 in the event of the charity being wound up.

18 Related party transactions

During the year there have been various transactions with related parties. All such transactions have been approved by the Board of Trustees before being entered into.

Dragon Hall is rented from the London Borough of Camden, of which Ms Sue Vincent is an elected Councillor, for a peppercorn rent. The rental is covered by a 25 year lease dated 26th July 2005.

The London Borough of Camden is a major source of grant income for the charity. During the year to 31st March 2021 grants were received totalling £70,000 (2020: £45,000).

42