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2021-05-31-accounts

DAMILOLA TAYLOR TRUST REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MAY 2021

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CONTENTS

Page
Company details 3
Legal & administrative information 4
Trustees’ report 5
Independent examiner’s report 34
Statement of financial activities 35
Balance sheet 36
Notes to the financial statements 37

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Company information for the year ended 31 May 2021

Supporters: We are grateful for support that we receive

Corporate supporters : Lysis Financial

Norton Rose Fulbright

Shell Plc

The Co-op, Community Fund

BBC Children in Need

Youth Futures Foundation

The Worshipful Company of Weavers

Young Londoners Fund

Metropolitan Thames Valley Housing Association

Rio Ferdinand Foundation

Clarion Housing Group

Many others provide their support in kind and through attendance at events

Government, Trusts, Foundations and Partners :

The National Lottery –Awards for All, Communities Fund

London Community Response – The City Bridge Trust

Home Office – via VRU Commissioning

MOPAC – Mayor of London Policing and Crime/VRU

John Boyega

ACME Films Ltd

Skyway Charity

Paypal Giving Fund

Southwark Council

Kings College London –Extended Medical Degree Programme (EMDP)

Hudl CIC

Impact Accountants

Metropolitan Police

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Legal and Administrative Information

Company name: Damilola Taylor Trust Registered Office: 18 Barrington Villas London SE18 3SB Company number: 04219111 Charity number: 1087597

Mr Richard Taylor OBE -Chair

Mr Tunde Taylor Dr Olugbenga Coker Mr Geoff Sheath

Every member of the Company agrees to contribute an amount not exceeding £1 if the Company is wound up while he or she is a member or within a year afterwards and the Company has debts and liabilities which it cannot meet out of its assets. The total number of such guarantees at 31 May 2021 was 4 (2020-4). The trustees are members of the Company but as directors have voting rights.

Bankers: CAF Bank Limited 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ Accountants: Impact Accountants Chartered Certified Accountants 124 Old School Place Croydon CR0 4GB

Independent Examiner: Jenny Associates Chartered Certified Accountants 73 Heathfield Drive Mitcham Surrey CR4 3RD

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Report of trustees for the year ended 31 May 2021

The trustees are pleased to present their annual directors’ report together with the financial statements of the charity for the year ended 31 May 2021 which are also prepared to meet the requirements for the directors’ report and accounts for Companies Acts purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association and the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)

Our purposes and activities

The purposes of the charity are:

The vision that shapes our annual activities remains supporting young people of London, giving them the opportunity to live their lives free of fear and violence. In doing so our aim is that the young people ultimately fulfil their potential so that they face the future with confidence and optimism. In shaping our objectives for the year and planning our activities, the trustees have considered the Charity Commission’s guidance on public benefit, including the guidance ‘public benefit: running a charity (PB2).

Our approach is based on a number of core principles, which aim at ensuring that the personal and social development needs of vulnerable young people are met to enable them realise their potential. The following assumptions guide our vision and the interventions we make.

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Review of activities

Changing Context

The reporting period 1 June 2020 to 31 May 2021 was the first full financial year in which we experienced the impact of the Covid-19 pandemic on society. As governments around the world responded by shutting borders, and imposed social restrictions to mitigate the spread of the disease, social and economic activity stood still for a significant period in the year. The human and economic impacts have been stark.

Despite the challenges in wider society, we pursued our operating plans, worked with our delivery partners to adapt some of our programmes for delivery using remote/ online tools. As well as continuing delivery of our multi-year Career Pathway Programme for Schools (CPPFS), which started in March 2020, we implemented two other projects.

We started delivery of I am Change Career Search and Skills Development programme in the last month of the financial year.

In the following paragraphs, we review the activities we performed, along with the challenges we faced in a post-Covid 19 pandemic year as we pursued our plans for supporting the young people we work with.

Career Pathway Programme for Schools

Our commitment to build on the success we have achieved with our Career Pathway Programmes for young adults drove us to take the programme to schools for the benefit of pupils who despite existing support are failing to reach potential.

Objectives

The Career Pathway Programme for Schools (CPPFS) is an ambitious programme that we were fortunate to obtain a three-year funding from the Greater London Authority Young Londoners Fund (YLF) to implement. We also received a grant from the Worshipful Company of the Weavers towards delivery of year one of the programme.

The programme is designed to support 120 pupils who are at risk of /have engaged in criminal activity to engage fully in education and commence on a journey towards professional careers. The programme seeks to address:

The above activities are to enable a fundamental shift in mind-set that the target pupils require, in selfperception, and the skills to harness opportunities, to engage fully and maximise their potential.

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Project Delivery Plans

We designed the programme to take two cohorts of 20 pupils from Harris City Academy Crystal Palace (HCACP) and Harris Academy Peckham (HAP) to experience a mix of issue-based and broad personal development activities:

For participants aged 16/17, the group mentoring programme will also include:

Activities performed

We started CPPFS programme promotion activities at the two schools week beginning 3 February 2020 by distributing flyers to pupils, staff and parents. We followed this with a short video outlining objectives of the programme and the benefits that participants are likely to achieve from exposure to it. While the promotion activities were in progress, we organised the first of two information sessions for parents and prospective participants on 11 February at HCACP. Thirty pupils (identified by the school as those likely to benefit) and their parents attended the session. The second information session was held at HAP on 2 March. The programme was well received, especially from parents who readily acknowledged that their wards needed such a system of support in order to achieve their potential.

On Monday 24 February delivery of the CPPFS programme at HCACP started as planned, with delivery of the first “I am Change” workshops from 3.30pm to 5.30 pm. Subsequent workshops were delivered twice a week –Monday and Wednesdays for three weeks at the school, the last session of which was held on Wednesday 11 March. Our plan was to continue phase two activities at HCACP, with delivery of the group mentoring module of the programme on Wednesday 18 March.

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I am Change/Basic Skills Development Workshop Session at Harris City Academy Crystal Palace

Although “I am Change” workshops were delivered as planned at HCACP, only one of the six scheduled workshops was delivered at HAP when Covid-19 control measures led to closure of schools in the country. Because schools were closed, we were unable to continue delivery of the interactive workshops at HAP nor the group mentoring sessions, the first of which was scheduled to be delivered at HCACP on 18 March 2020.

When it became evident that the face-to-face method of delivering the programme would not be possible as the country battled with controlling Covid-19, we started work on adapting the workshop activities for online/remote delivery.

The development work progressed during the summer break with a view to resumption of delivery of the two components of the project in the September 2020 when schools were expected to re-open for the autumn term when the first lockdown ended. We agreed a process for performing the online delivery of project activities at the school with our contact at Harris Academy Peckham, having regard to the school’s safeguarding policies, procedures and standards, and scheduled delivery activities as follows:

Harris Academy Peckham:

Harris City Academy Crystal Palace:

Group mentoring activities once a week for 12 weeks, 23 Nov. to 14 December 2020 then from 11 January to 1 March 2021

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We consider parental figures as some of the most significant influencers in young people's lives. Although we held an initial information session with them prior to start of the programme in February 2020, we decided to re-engage with participants' parents again before project activities resumed in November. However, the school was unable to send invitation letters to parents on time so we couldn’t resume delivery of the workshops on 2 November as planned. Although invitation letters to parents were eventually sent, no parent attended the re-scheduled parent’s Zoom information session on 16 November.

Another session of CPPFS in progress

Furthermore, only 4 out of the 22 participants attended the first I am Change session at HAP when we resumed delivery using online tools on 16 November. Disappointed by the poor attendance figures on the 16 and 18 November, the project steering group (PSG) appealed to the school Principal to consider restructuring delivery of the workshops by having the youth workers (delivering team) come to the school to deliver the workshop in a building, with pupils attending the session socially distanced. We offered to have the delivery team members tested for Covid19. The Principal agreed with our suggestion so, on 23 November the team resumed delivery of the “I am Change” workshop at the HAP in face-to-face setting.

Unsurprisingly, the attendance figures improved significantly, with all 22 participants attending the face-to-face workshop. Although there was a slight drop in numbers after this date, attendance at subsequent sessions was good, with an average of 17 participants showing up each week. Because of our experience at HAP, we delayed resumption of the group mentoring activities at HCACP in order to secure permission to deliver the activity there in face-to-face settings, too. Permission was eventually granted but we were only able to deliver one group mentoring session, which was held on 8 December 2020 before the school closed for the Christmas holiday.

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In spite of the interruption, we made reasonable progress in implementing the CPPFS at HCACP and HAP by delivering the issue based I am Change workshops at both locations. Six workshops were delivered at HCACP over three weeks to 11 March 2020. In HAP these workshops were delivered on 16 March, 23 November to 9 December 2020. An average of 18 participants attended the workshops at the former while 15 attended at the latter location. When schools closed for the second time in January 2021 because of the Covid-19 pandemic, we paused delivery of the group mentoring activities again, with a view to resumption in March 2021 when the second lockdown was expected to end. By extending duration of the programme in response to the closure of schools, we were concerned that the risk of participants’ interest waning would increase. When we resumed delivery of the group mentoring sessions in May 2021, attendance numbers fell significantly as we feared, especially at HAP.

None the less, we continued delivery of group mentoring sessions with dedicated career mentors twice a week after-school at HCACP. Each group mentoring session focused on a specific theme determined through discussion with participants. Delivery of the group mentoring sessions at HAP also resumed, although later than scheduled. However, when attendance numbers dropped significantly by early July, we asked that the remaining number of participants at HAP should join the face-face delivery activity at HCACP via Zoom link. On 19 July 2019 the final group mentoring session was delivered at HCACP to complete year one of the programme, just before the school summer break.

Project evaluation

Evaluation is about being able to describe the impact or change that has happened during a programme or intervention. It typically involves aggregating results at a group level to show the impact of a programme as a whole on outcomes for young people. In evaluating the CPPFS programme, we used a variety of tools:

Table 1 – CPPFS programme outcome measuring tools

Outcome area **Measurement tool **
1. Self-efficacy Bandura’s self-efficacy scale
2. Reduced violence Buss & Perry’s Aggression scale
3. Improved self-esteem Rosenberg’s self-esteem scale
4. Improved behaviour-attitude to own education Longitudinal Study of Young People in Education
5.Improved grit and determination DuckworthetAlGrit andDeterminationscale

As per our project evaluation plan, we collected data for measuring outcomes of the programme at two points. The first data collection point was in March 2020, which provided the baseline results. The second data collection activity in July 2021 provided data for the end point. By analysing the results at the start and end point we were able to establish progress participants had made in each outcome area. In table 2 below, we summarise results of evaluation of year one of the CPPFS programme.

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Table 2 – Summary of CPPFS programme outcomes

Outcome area Anticipated
outcome		 How measured? What has changed No. of YP that
achieved
outcome
Improved
mental health
& well-being		 Improved self-
efficacy		 Participants completed
Bandura's self-efficacy
scale at the start and end
of the programme to
establish progress		 Apart from the
ability to enlist
social resources,
where there was
decrease
in
efficacy, 75% of
respondents
reported
improved
self-
efficacy in self-
regulated
learning,
self-
regulation/ability
to
resist
peer
pressure and self-
assertiveness		 12
Improved
mental
health
& well-being		 Improved self-
esteem		 Participants
completed
Rosenberg
Self-esteem
scale at the start and end of
programme to establish
progress		 75%
of
respondents
reported decrease
in
self-esteem,
with only 25%
reporting increase
in
self-esteem.
This was not the
result
we
anticipated		 4
Reduced
violence		 Reduced level of
participant
aggression		 Participants
completed
Buss & Perry Aggression
questionnaire at the start
and end of the project to
establish progress		 50%
of
respondents
reported reduced
violence, with a
range
of
reduction
from
29% to as much
as 40%. The other
50%
reported
increased
aggression levels,
with a range from
16% increase to
asmuchas40%.		 8
Improved
behaviour		 Improved
attitude to own
education		 Participants completed
the Longitudinal Study
of Young People in
education/understanding
society questionnaire at
the start and end of the
programme to establish
progress		 100%
of
respondents
reported
their
intention to stay
in school to do
A levels, with a
view to going to
university		 16

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Improved
behaviour		 Improved
emotional
capabilities -grit
and
determination		 Participants
completed
Duckworth et Al Grit &
Determination scale at the
start
and
end
of
programme to establish
progress		 75%
of
respondents
reported increase
in
exercising
autonomy;
in
making decisions
in areas of life
that are important
to
them
.
Surprisingly, for
grit
and
determination,
the result was the
other way, with
75%
of
respondents
reporting
a
decrease in that
capability/skill.		 12

Analysis of the results

Outcome measure 1 - Self-efficacy: All respondents reported increase in efficacy in selfregulated learning. Even though the measure of confidence in self-regulation was high at the baseline, all respondents reported increase in confidence in self-regulation at the end of the project. This is an important result, given the challenges pupils had to cope with during the Covid -19 pandemic.

Outcome measure 2 Improved self-esteem: The result of the change in self-esteem was not what we had anticipated to achieve. 75% of respondents reported decrease in self-esteem with only 25% reporting increase in self-esteem by end of the programme. We will look at this in years 2 and 3 of the programme, but we think the context of delivery of the programme (under the most challenging circumstances of the Covid-19 pandemic could have contributed to this outcome.

Outcome measure 3 Reduced violence: The results we achieved in this crucial area of outcome for the programme was mixed. Half of respondents reported reduced violence as measured by the Buss & Perry Aggression scale, with a range of reduction between 29 % to as much as 40% reduction. In contrast, the other half of respondents reported increased aggression levels, with a range of 16% increase to as much as 40%.

Outcome measure 4 Improved behaviour, attitude to own education: Results from measurement of this outcome was as we anticipated. 100% of respondents reported they intend to stay in school to do A levels, with a view to going to university. This would suggest that the programme has contributed to participants developing a positive attitude to their education.

Outcome measure 5 Improved grit and determination: Perseverance is an important personal skill that the programme is designed to help develop in participants. The thinking is that participants with grit and determination capabilities will pursue goals, especially in connection with their education that they set themselves, and would work to achieve those goals irrespective of obstacles they might face. As with the evaluation of self-esteem, the results for this outcome were mixed. Seventy-five per cent of respondents reported increase in exercising autonomy and will effectively resist peer pressure in areas of life that are important to them. On the other hand, when it came to grit and determination to set and pursue goals and be focused on achieving those goals, 75% of respondents reported a reduction in that capability. A strange result, as the very

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fact of completing the programme should indicate that the respondents have indeed persevered in the face of the obstacles that Covid -19 threw at them.

Conclusion: Only 16 of the 40 YP (40%) who started the CPPFS programme completed it in July 2021. The drop in attendance at the group mentoring sessions post lockdown number two in May 2021 by participants from HAP adversely impacted the outcomes we have achieved in year one of the project. The group mentoring activities are designed to provide practical support, help participants develop essential skills and positive behaviours. Since many participants from HAP did not attend the group mentoring sessions, it is not surprising that we missed our retention target, as well as the number of participants that we expected to achieve the anticipated outcomes in the first year.

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I am Change Online Project

The second project we implemented in the year under review is the I am Change Online project which was funded with grants from City Bridge Trust (London Community Response) and the National Lottery Community Fund. The “I am Change” was adapted for online delivery to reach disadvantaged young people isolated as a result of Government’s Corona virus Covid-19 pandemic restrictions. This emergency funding was given to support community organisations, including charities that work with dis-advantaged young people, who are likely to suffer most or be impacted adversely by the Covid-19 health crisis.

The aim was to help participants build resilience, set realistic goals with regards to employment in a labour market impacted by the Covid-19 pandemic. We expanded scope of the programme to explore topics made more relevant because of Covid-19 by adding digital skills training and mindfulness support. From the digital skills workshops, participants would get the opportunity to be exposed to the new digital economy. The mindfulness workshops would take participants through breathing exercises that will help them master the art of breathing to control emotions. These additional activities were expected to equip participants with appropriate knowledge and skills to improve their chances of coping better with disruptions caused by the pandemic and in accessing opportunities for gainful employment.

Participant recruitment

Having committed to reaching

a total of 78 young Londoners, we set out in November 2020 to recruit participants aged 17-30 for the project, with preference given to those living in the three south London boroughs of Southwark, Lambeth and Croydon.

Activities delivered

Delivery of the I am Change online project started as planned on 19 January 2021 with 68 participants, divided into three groups:

The core I am change workshops were delivered by two live sessions per week for six weeks from 19 January to 25 February. Each session lasted for 1.5 hours. Participants were given exercises to work through on their own after each session. Attendance at the workshops was recorded, the results of which are summarised in table 3 below.

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Table 3
Attendance at the core“I am Change” workshop activities		 Table 3
Attendance at the core“I am Change” workshop activities		 Table 3
Attendance at the core“I am Change” workshop activities		 Table 3
Attendance at the core“I am Change” workshop activities		 Table 3
Attendance at the core“I am Change” workshop activities
Session dates Workshop Topic Number
of
participants
attended (68)		 Attendance rate
(%)
19 & 21 January Understanding the Mind 59 87%
26 & 28 January Thoughts- The Train of Actions 56 82%
2 & 4 February Success Motivation 55 81%
9 & 11 February Happiness 54 79%
16 & 18 February Unique Identity 50 74%
23 & 25 February Leadership Responsibility 48 71%
Average 54 79%

The attendance rate of 79% achieved compares favourably to the target of 75%. The core workshop activities were followed by other activities designed to provide additional support so participants could manage the mental stress the pandemic might be causing them. These supplementary sessions were delivered over four weeks in March by 2020 Change partner organisations.

In the Mindfulness workshops, participants were taken through breathing exercises and coached on how to master the art of breathing to control emotions. The activities included digital skills training delivered by Circus Street and sessions on employability skills development. From the digital skills workshops, participants got the opportunity to be exposed to the world of digital. Participants gained free access to Circus Streets catalogue of training courses for one year. Any participant that successfully completes up to 18 of the lessons will be granted a digital skills qualification which then gives them access to apply for roles within the 500+ global companies that currently use Circus Street training platform.

Participants were allocated mentors/coordinators at the start of the programme who provided guidance and on-going support over duration of the programme. The final two weeks of the programme was devoted to provision of mentoring support to participants. Mentors had one-to-one online sessions to help participants finalise their “video tapes”: a statement of where one envisions to be in five years, expressed in the present.

The project ended in early April 2021 just before the Easter holidays. A total of 58 participants representing 85% of the number enrolled successfully graduated from the “I am Change” Online programme. Their achievement was celebrated in a virtual graduation ceremony held on 20 May 2021.

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Participant Feedback

We embrace feedback as an opportunity to understand participants’ experience of activities delivered on our programmes, as well as how they feel about specific aspects of the programme. We administered two separate satisfaction surveys, the first of which was issued on the 9[th] and 11[th ] February. Thirty respondents completed this survey. The final end-of-project (EOP) survey which was administered in April received 29 -32 responses. Below we provide charts of the responses.

----- Start of picture text -----
Q1.How are you this afternoon? EOP survey responses
2, 7%
1, 3%
4, 14%
9, 31%
13, 45%
1 Very unhappy 2 Unhappy 3 So-so 4 Happy 5 Delighted
Q1. How are you this afternoon? First survey responses
1, 3%
2, 7%
6, 20%
7, 23%
14, 47%
1 Very unhappy 2 Unhappy 3 So-so 4 Happy 5 Delighted
----- End of picture text -----

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We started by ascertaining the state of mind that participants were in on the day, with a view to determining how their state of mind or feeling changed after taking part in the “I am Change workshop session that day. In both surveys, over half of the respondents (67%, 59%) stated they were happy or delighted whilst 10% stated they were unhappy or very unhappy before starting the project activity on the day.

When we asked,”What are your feelings about today’s I am Change Online session”, a greater number of participants stated they felt better after taking part in the session, as shown by the charts of question 2 below in the first as well as the EOP survey. The number of respondents that stated they felt happy or delighted during the first survey increased from 20/30 to 29/31 (69% to 94% of respondents). At the EOP survey, this number increased from 17/29 to 24/32 (59% to 77% of respondents).

----- Start of picture text -----
Q2. What are your feelings about today's I am Change Online
Programme session? First survey responses
1, 3% 0, 0%
1, 3%
9, 29%
20, 65%
1 Very unhappy 2 Unhappy 3 So-so 4 Happy 5 Delighted
Q2. What are your feelings about today's I am Change Online
Programme session? EOP Responses
2, 6% 0, 0%
10, 31% 6, 19%
14, 44%
1 Very unhappy 2 Unhappy 3 So-so 4 Happy 5 Delighted
----- End of picture text -----

Similarly, the numbers that felt unhappy or very unhappy before and after the session decreased during each survey. In the first survey a total of 3/30 felt unhappy or very unhappy before the session. After the session this number fell to 1/29 (10% to 3% of respondents). At the EOP survey this number reduced from 3/29 to 2/32 (from 10% to 6% of respondents) suggesting that participants on the whole felt good taking part in the programme.

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What did you learn?

Having established how participants felt about the workshops, we asked in question number 3 if they learned anything new during the session.

A total of 25 respondents representing 86% said yes in the EOP survey. In the first survey 26 out of the 27 respondents (93%) said yes.

A sample of the responses we received when participants were asked to state what they learned are listed below:

Relationship with youth workers

Environment and relationship between a youth worker and a young person are thought to be crucial in enabling learning and developmental experiences as well as being critical in engaging young people. Important dimension to this relationship includes that both parties “trust” each other and that young people are treated with respect and feel a fundamental sense of safety and security. So, in the fourth and final question, we tried to find out if the young people on the programme had strong relationships with the youth workers. The responses are very useful. In the first survey held just three weeks of starting the programme unsurprisingly only 3 (10%) of the 30 respondents said yes, they had a strong relationship with the youth workers (see charts below). However, by the end of the project the number reporting that they had a strong relationship with the youth workers delivering the programme increased from 3 to 16 (57%) of the 28 respondents. What is useful however, is the participants’ response when we asked them to explain why they felt a relationship was strong or not.

If you answered yes, please explain the relationship

Why is it strong? What type of characteristics do the youth workers have to make it a strong relationship?

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If you answered no, please explain what is missing in the relationship?

----- Start of picture text -----
Do you believe to have a strong relationship to the Youth
worker(s) delivering the I am Change Online Programme
sessions? EOP survey responses
12, 43%
16, 57%
Yes No
----- End of picture text -----

----- Start of picture text -----
Do you believe to have a strong relationship to the Youth
worker(s) delivering the I am Change Online Programme
sessions? First survey responses
3, 10%
26, 90%
Yes No
----- End of picture text -----

Project Evaluation

In evaluating the impact of the I am Change Online programme, we used the young peoples’ journey to employment –JET framework. To be prepared for work, young people need to develop a range of personal assets and skills, and gain experience. They may also need to address issues relating to their personal and family circumstances. The diagram below represents a young person’s journey to employment—the JET framework .

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In the centre of the diagram is the job outcome. Surrounding the central job outcome are the factors that contribute to this. For each of these areas, a number of indicators are listed, reflecting what research shows is most important in the journey to employment. The complexity of job outcomes is reflected in the structure of the framework. The journey is not linear and many of the factors interact with each other to contribute to employability. We know that everyone’s journey is different and there is not a single factor that guarantees success in the labour market. Individual young people may need support with all, some, or none of these areas. The framework also recognises that there are external factors that affect a young person’s ability to get and sustain a job, including the state of the economy and the labour market.

We used the JET framework to help develop our project evaluation plan, with a focus on the three factors of the framework that the programme is designed to impact: emotional capabilities; employability skills as well as digital skills qualification. The results of our outcome measurement activities are summarised in table 4 below.

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Table 4 Anticipated and actual outcomes of the “I am Change Online Programme

Outcome
Area		 Anticipated outcome Measurement tools;
Target		 Actual outcome achieved
Emotional
capabilities		 Improved self-esteem Participants completed
the Rosenberg scale at
the programme start
and end of project to
establish progress;
target 75% of
participants
demonstrate positive
progress		 Rosenberg Scale scores:
End of programme = 75%
Start of programme = 64%
Improvement of 11% achieved
Improved grit and
determination		 Participants completed
Duckworth’s et Al 8-
item Grit Scale at the
start and end of
project; 75% of
participants
demonstrate positive
progress		 Duckworth’s et Al Grit scale
scores:
End of programme = 71%
Start of programme = 61%

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Employability
Skills		 Improved presentation
to employers		 Participants completed the
Job Applications module of
the Continuous Household
survey (CHS) at the start and
end of project; 75% of
participants demonstrate
positive progress		 See table below
Increase confidence in
finding employment		 Participants completed the
National Career Service ICM
Job Confidence Index at the
start and end of project; 75%
of participants demonstrate
positive progress		 See table below
Employment Entry into employment Participants will complete
the National Career Service
ICM Job Confidence Index
at the start and end of
project; 60% of participants
successfully find jobs or
connect to further
training/apprenticeship
leading to satisfactory
employment.		 To be measured
Participants will complete I
am Change destination
questionnaire – at six and 12
months after completion of
programme		 To be measured

Results of the outcome measures have yielded useful information about the benefits of the “I am Change” Online programme that we had not measured before. As shown in the table above, the programme was impactful in helping participants improve their self-esteem. By end of the programme, 75% of participants demonstrated positive progress on the Rosenberg self-esteem scale. However, the improvement achieved in self-esteem was not replicated in participants’ ability to manage their emotions to persevere when setbacks occur – personal assets that will be crucial in a post-Covid-19 labour market. The Duckworth Grit and determination scores showed that only 71% of Participants demonstrated positive progress compared to our target of 75%. In the employability skills development area, we observed a mix of results similar to the emotional capabilities outcome area. In table 4.1 we report the results of participants’ confidence in finding jobs. Unsurprisingly, 83% of participants were fairly or very confident in finding jobs through the internet at the start. This level of confidence increased 4% to 87% by end of the programme, which would suggest that the programme was impactful in this regard.

Apart from the internet, participants were generally not confident in finding jobs through the other five potential sources of jobs. With the increase use of the internet for most day-to-day activities, we might think it is less important to focus on “analogue” processes of finding jobs therefore we could disregard the low confidence index reported for the old methods.

However, we think it is not wise to discount all these sources. Employment agencies (whether accessed physically or digitally) for example, are good sources of jobs that young people with some work experience should be confident to turn to. Here, the programme needs to be more impactful, as only 47% of Participants reported that they were fairly or very confident in finding jobs through employment agencies.

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Table 4.1 Employability Skills – Confidence in finding jobs: detail results

Confidence in finding job through Newspapers & Mags Internet Family & Friends Job Centre Emp. Agency Local Business
Measured byCHS at: target 75% % % % % % %
End ofprogramme 37 87 52 13 47 28
Start of programme 18 83 31 18 38 28
Progress 19 4 21 (5) 9 0
Table 4.2 Employability Skills -Improved Presentation to Employers: detail results Table 4.2 Employability Skills -Improved Presentation to Employers: detail results
Measured by National Career Service ICM Job Confidence index at; target 75% CV writing
%		 Cover letter
%		 Job Application
%		 Job Interview
%
End of programme 75 47 78 72
Start ofprogramme 58 48 75 73
Progress 17 (1) 3 (1)

With regards to improved presentation to employers, the results are better. Participants’ confidence levels in presenting themselves to employers improved, with 78% of the YP confident in completing job applications, 75% in writing CVs. The two areas that require more work are: cover letter writing and interviewing.

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Youth filming project

In November 2019 we launched a 12-month programme of positive events including a youth filming project leading up to 27 November 2020, to mark the 20th anniversary of Damilola’s death. The vision of the campaign was to unify people around a common theme- Hope to inspire partnership working and unification of the London youth sector. We secured grant funding from the National Lottery Awards for All (AFA) to fund the youth filming element of the programme which was expected to start in March 2020, to create powerful content to support the Hope 2020 campaign. Then as we all now know, the Covid-19 pandemic hit. So, our delivery plans were put on hold, and revisited when the second lockdown ended in March 2021.

Purpose/Objectives: The main purpose of the project was to engage and support young people (YP) to highlight issues of concern to them in a powerful manner using a visual story-telling medium -film . In addition, the project was designed to provide technical, artistic and educational support to allow YP in inner-city deprived areas in South London to use the making of a film and its process as a medium for engaging them, encouraging YP’s collective participation in examining, and developing responses to their local community’s need. As in our previous youth filming projects, this project was led by YP, on this occasion by members of the Damilola Taylor Youth board (Damilola Youth).

Activities

The Damilola Youth team of four promoted the project with snappy videos for four weeks in March via Instagram, Facebook and Twitter social media channels. Young people aged 14-24 from across Southwark, Lambeth and Croydon were encouraged to participate in the project. The team managed to secure partnerships with the Central Film School, the Central School of Film and Drama, the London Film School and the Guildhall School of Music and Drama to provide technical, educational support, as well as venue for delivery of project activities. On Tuesday 6 April the Youth Filming project started, with induction of six participants. The schedule of activities performed to implement the project are shown in the table below, along - with a hyperlink that gives an idea of the content of the workshops: https://lfs outreach.padlet.org/svanroomen1/ohdam2f8xewj2kxz

Table 5 Youth Filming Project Activity Schedule
Week 1 05-Apr-21 06-Apr-21 07-Apr-21 08-Apr-21 09-Apr-21
AM 8.45 -11.30 Bank
holiday		 Script writing
Screen
writing; story
boarding
Acting
Film
making
PM 13.00- 15.00
Bank
holiday		 Script writing
Script writing
Career talks		 Film
making
Week 2 12-Apr-21 13-Apr-21 14-Apr-21 15-Apr-21 16-Apr-21
AM 8.45 -11.30 Early
Cinema		 POV Shot Framing Interpretation;
editing
Viewing
PM 13.00- 15.00 Filming Filming Editing Editing Editing

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Table 5.1 Location of activities

Activity Description Location
Script writing, film making Central Film School
Screen writing Central School of Film and Drama
Acting Guildhall School of Music and Drama
Early Cinema, Point-of -view Shot, framing,
interpretation		 London Film School (online)
Filming WiltonCommunity Church,LondonN10

The young people were fundamental to the entire project, from acting, writing scripts, shooting and editing footage to understanding colour grading and lighting . A short film entitled The Grey Area, which examines the sensitive issue of boundaries in personal relationship between young boys and girls was produced at the end of the two weeks of the project. Below we reproduce images of key moments of the project.

The location where The Grey Area was filmed: Wilton Community Church, London N10

For the youth board, the project provided a unique opportunity for members to organise and implement a project activity as volunteers of the Trust. It was a daunting task given the challenges of having to reschedule activities several times because of the pandemic; manage a project while adapting to the evolving dynamics of a new group at the same time as they were being inducted into the DTT organisation. In spite of those challenges the project was implemented effectively.

26

Youth filming participants review shots with the cameraman

The Grey Area cast checking their scripts

27

Cast of the Grey Area at end of a filming session

The youth board are looking at presenting the finished film, the Grey Area at the British Film Institute (BFI) film festival and are planning a public screening to showcase their work.

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Organisation Development and Plans for the Future

Since defining our three-year strategic plan in 2019, life has changed significantly for the young people we support due to the global Covid-19 pandemic. Now more than ever before, we must ensure our resources are invested into the areas our communities need the most

We acknowledge impact of the disruption on the long-term prospects of our young people, not only from an educational and economic perspective but also the wide-ranging personal considerations affecting their development, mindset, motivation and personal growth.

Education

The difficulties with helping young people stay in education were significant pre-pandemic and since learning moved to virtual classrooms due to lockdown restrictions and schools closed for greater part of the year, limited access to internet connectivity and physical devices created a ‘digital divide’. A survey of parents between the April-May 2020 lockdown showed higher income households spent 30% more time each day on educational activities than households in the lowest fifth of the country’s income demographic. YP from disadvantaged background faced growing inequalities[i] with access to education.

Economic

Training opportunities for young people in 2020 were severely impacted. Within just one month of the pandemic, three in five organisations stopped apprenticeships due to Covid-19[ii] . For those already working, the risk of unemployment persisted as employees under 25 were 2.5 times more likely than other age groups to work in a sector that was unable to operate due to Covid-19[iii] .

This left young people from disadvantaged backgrounds and without financial independence extremely vulnerable.

Personal

Other significant impacts experienced by young people due to the pandemic include increased loneliness and isolation, lack of safe spaces due to youth clubs/external services being shut down, increased social media and online pressure, and a higher risk of gang involvement, substance abuse, violence and weapons use[iv] . 52% of students said their mental health has deteriorated or been negatively affected by Covid-19[v] , with 29% seeking help.

How we responded to these challenges

Before 2020 we had identified opportunities in the limitations of our operational set up, which had been predominantly focused on delivering through partners to improve efficiency and reduce overheads. These limitations became our strengths during the pandemic enabling us to:

In November 2019 we launched our three-year purpose-driven strategy, building on our existing mission and vision. We defined key performance measures and action plans to ensure we continue to understand and respond to the needs of our young people. Guided by our mission and vision, we formulated our 2019-2022 to build new capabilities and mature our existing activities by focusing on three strategic priorities, in collaboration with our inaugural DTT Youth Board.

To deliver on our three strategic priorities by 2022 we committed to

29

Despite the challenges in wider society, we have remained strong in our focus to execute our 2022 strategy and have progressed many of our strategic goals towards completion. We are proud of our achievements during the last period from November 2019 to April 2021.

Key highlights

Develop innovative programme packages to empower our communities

Drive advocacy and brand awareness through our impact

Priority focus areas for 2021 -2022

Significant progress has been made across all three strategic priorities in the last 18 months by increasing our capacity and securing emergency funding to adapt programmes during the pandemic. We will continue to build on these achievements and prioritise areas that have been identified as opportunity gaps to execute our 2022 strategy. Over the past year we have broadened our partnerships, extended our reach and continued to deliver impactful programmes despite Covid-19. To achieve our strategic goals, we will increase our focus and investment into the following areas over the next 18-month strategic period.

  1. Develop a robust approach to protecting our intellectual property

  2. Use data intelligence to inform our advocacy and communications strategy for policy change

  3. Continue to incorporate the following external drivers into our work:

  4. Re-engaging young people in learning post-pandemic

  5. Connecting young people to employment opportunities post-pandemic

  6. Providing support with mental health and social pressures to tackle loneliness, isolation and lack of safe spaces for young people.

Financial review

In the reporting period, the Trust’s gross income was £297,870 (£146,270 in 2020), total spending £186,389 (£128,859 in 2020), leaving net income of £111,481 (£17,411 in 2020). As a result, the Trust’s revenue reserves of £99,000 at the beginning of the year 1 June 2020 increased to £227,891 at the year ended 31 May 2021, of which £152,602 was Restricted Fund balances, earmarked for funding projects that have been carried forward to the next financial year (£51,098 in 2020). Unrestricted Fund balances were £75,289 (£65,312 in 2020).

Reserves policy

Trustees’ reserves policy provides the framework for managing reserves of the Trust. This is to maintain reserves sufficient to cover core operating costs for at least 6 months but not greater than 12 months.

30

Structure, Governance and Management

Governing document

Damilola Taylor Trust is a company limited by guarantee governed by its Memorandum and Articles of Association (M& A) dated 18 July 2001. It is registered as a charity with the Charity Commission. Following amendments to the M& A, anyone over the age of 18 can become a member of the Company.

Appointment of trustees

Trustees have been appointed following invitation from the chair of trustees or existing trustee board members. Newly appointed trustees are inducted by the chair and existing board members. As part of the plans to re-build the charity and its work, a more formal approach is now followed for recruiting trustees. The purpose of trustee recruitment is to ensure that the Trustee Board has the right skills and capacity to lead the charity effectively.

All trustee vacancies are advertised. Interested parties are required to submit a written application and attend an interview. Candidates assessed as meeting the essential and desirable, knowledge and skills requirements set out in the Person Specification are considered for appointment. All new trustees are properly inducted to understand the vision, goals, key policies and procedures of the Trust before joining the organisation.

Organisation

The board of trustees currently with four members, administers the charity. The board normally meets monthly for ten months of the financial year, there are sub-committees covering programme/project management which meet fortnightly or as needed to effectively direct project implementation. To facilitate effective operations, the chair of trustees is given delegated authority, within terms of the Trust’s Scheme of Delegation approved by the trustees for operational matters, including contracts for procurement of Services or Goods, bids for funding and finance.

We will invest to use new technology to create better processes to enable us operate with optimum efficiency and effectiveness. As we have done in the past few years, our finance and administration function will continue to be performed by our finance service partner. Wherever possible, our programmes will be delivered by youth service practitioners. This organisational strategy should keep our overheads costs low, making us nimble, enabling us to respond faster to changes in demography, government policy or economic conditions as we pursue our charitable objectives.

Risk Management

The Trust is committed to establishing an effective risk management framework and culture to provide the tools for managing the charity’s affairs going forward. We have identified a number of key risks that the charity is exposed to, given the nature of our activities. We will continue to thoroughly review the key risks (listed below), evaluate which actions we need to take to establish a sound framework for ongoing management of those risks.

Risk Category Examples of risks
Governance Difficulty in recruiting trustees with relevant skills
that the charity requires at this moment; conflict
of interest
Financial risks Loss of major funder, diversityof income sources
External risks Public perception and adverse publicity, including
reputational issues
Compliance with law and regulation Breach of trust law, employment law, regulatory
requirement of particular activities such as anti-
money laundering, bribery and corruption;
safeguardingchildren andyoung people.

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The trustees have a risk management strategy that comprises:

This work has identified that financial sustainability is the major financial risk for the charity. A key element in the management of financial risk is a regular review of available liquid funds to settle debts as they fall due. Trustees only approve commitments to expenditure when they are assured by the finance service partner that there are sufficient funds available in the Trust’s coffers to cover the estimated expenditure.

Trustees’ responsibilities in relation to the financial statements

The trustees are required to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the Trust and of its incoming resources and application of resources, including the net income or expenditure, for the year. In preparing those financial statements the trustees are required to

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Trust and which enable them to ensure that the financial statements comply with the Companies Act 2006.

The trustees are also responsible for safeguarding the assets of the Trust and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Reporting Accountants

Impact Accountants were re-appointed as the charitable company’s accountants and have expressed their interest to continue in that capacity.

Declaration

The company has taken advantage of the small companies’ exemption in preparing the report above. The trustees declare that they have approved the trustees’ report (including directors’ report) above.

Signed on behalf of the charity’s trustees/directors

Richard Taylor Company Secretary

11 February 2022

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Independent Examiner’s report to the trustees of Damilola Taylor Trust Limited

I report on the accounts of the company for the year ended 31 May 2021 which are set out on pages 34 to 54.

Respective responsibilities of trustees and examiner

The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144 of the Charities Act 2011 (the Charities Act) and that an independent examination is needed.

It is my responsibility to:

Basis of independent examiner’s statement

My examination was carried out in accordance with general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below.

Independent examiner's statement

In connection with my examination, no matter has come to my attention to indicate that:

A Shardow FCCA, CA Jenny Associates 73 Heathfield Drive Mitcham Surrey CR4 3RD 11 February 2022

33

Charity Name Charity No 1087597
Damilola Taylor Trust Company
No		 4219111
Period start
date		 To Period end
date
01-Jun-20 31-May-21
Section A Statement of financial activities (including summary
income and expenditure account)
Recommended categories by activity Notes Unrestricted
funds		 Restricted
income
funds		 Total funds Prior year
funds
All in £
Income
3
Income and endowments from:
Donations and legacies
Charitable activities
Other trading activities
Investments
Other
Total
Expenditure
4
Expenditure on:
Raising funds
Charitable activities
Total
Net income/(expenditure)
Transfers between funds
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
35,890 35,890 10,251
5,000 256,980 261,980 136,019
40,890 256,980 297,870 146,270
32 312 345 4,683
11,488 174,556 186,044 124,176
11,521 174,868 186,389 128,859
29,369 82,112 111,481 17,411
(19,392) 19,392
9,977 101,504 111,481 17,411
65,312 51,098 116,410 98,999
75,289 152,602 227,891 116,410

34

Charity Name: Damilola Taylor Trust Damilola Taylor Trust Charity
No		 1087597
Company
No		 4219111
Section B
Balance sheet
Notes Unrestricted
funds		 Restricted
income funds		 Total this
year		 Total last year
2020
Current assetsAll in £
Debtors
7
Cash at bank and in hand
8
Total current assets
Creditors: amounts falling due
within one year
9
Net current assets/(liabilities)
Total assets less current liabilities
Provisions for liabilities
10
Total net assets
Funds of the Charity
11
Restricted income Funds
Unrestricted Funds
Total Funds
38 35,000 35,038 225
79,627 158,928 238,554 141,170
79,664 193,928 273,592 141,395
4,376 20,325 24,701 8,985
75,289 173,603 248,891 132,410
75,289 173,603 248,891 132,410
21,000 21,000 16,000
75,289 152,603 227,891 116,410
152,602 152,602 51,098
75,289 75,289 65,312
75,289 152,602 227,891 116,410

The company was entitled to exemption from audit under s477 of the Companies Act 2006 relating to small companies. The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006. The directors acknowledge their responsibilities for complying with the requirements of the Companies Act with respect to accounting records and the preparation of accounts. These accounts have been prepared in accordance with the provisions applicable to small companies subject to the small companies’ regime and in accordance with FRS 102 SORP.

Signed by trustee/director on behalf of all the
trustees/directors
Signature of director authenticating accounts being sent to
Companies House		 Signed Date 11/02/2022
Richard Taylor OBE
Signed Date 11/02/2022
Dr Olugbenga Coker

35

Section C Notes to the accounts

Note 1 Basis of preparation

This section should be completed by all charities .

1.1 Basis of accounting

These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The accounts have been prepared in accordance with:

•
•		 ✓ the Statement of Recommended Practice:
Accounting and Reporting by Charities
preparing their accounts in accordance with the
Financial Reporting Standard applicable in the
UK and Republic of Ireland (FRS 102) issued
on 16 July 2014
the Financial Reporting Standard applicable in
the United Kingdom and Republic of Ireland
(FRS 102)
✓

The charity constitutes a public benefit ✓ entity as defined by FRS 102.

1.2 Going concern

An explanation as to those factors that Not support the conclusion that the charity is applicable a going concern; Disclosure of any uncertainties that Not make the going concern assumption applicable doubtful; Where accounts are not prepared on a Not going concern basis, please disclose applicable this fact together with the basis on which the trustees prepared the accounts and the reason why the charity is not regarded as a going concern.

1.3 Change of accounting policy

The accounts present a true and fair view and no changes have been made to the accounting policies adopted in note {2}. Yes ✓ No

Please disclose: (i) the nature of the change in accounting policy; (ii) the reasons why applying the new accounting policy provides more reliable and more relevant information; and (iii) the amount of the adjustment for each line affected in the current period, each prior period presented and the aggregate amount of the adjustment relating to periods before those presented, 3.44 FRS102 SORP.

36

1.4 Changes to accounting estimates

No changes to accounting estimates have occurred in the reporting period (3.46 FRS102 SORP).

Yes
✓
No

Please disclose:		 ✓
(i) the nature of any changes; N/a
(ii) the effect of the change on income and
expense or assets and liabilities for the current
period; and		 N/a
(iii) where practicable, the effect of the change in
one or more future periods.		 N/a

1.5 Material prior year errors

1.5 Material prior year errors 1.5 Material prior year errors 1.5 Material prior year errors
No material prior year error has been identified in the reporting period
(3.47 FRS102 SORP) details of which are given below.
Yes
No		 ✓

37

Note 2 Accounting policies

This standard list of accounting policies has been applied by the charity except for those deleted. Where a different or additional policy has been adopted then this is detailed in the box below.

2.2 INCOME
Recognition of
income
These are included in the Statement of Financial
Activities (SoFA) when:
• the charity becomes entitled to the
resources;
• it is more likely than not that the trustees
will receive the resources;
• the monetary value can be measured with
sufficient reliability.
Offsetting
There has been no offsetting of assets and
liabilities, or income and expenses, unless
required or permitted by the FRS 102 SORP or
FRS 102.
Grants and
donations
Grants and donations are only included in the
SoFA when the general income recognition
criteria are met (5.10 to 5.12 FRS102 SORP).
In the case of performance related grants,
income must only be recognised to the extent
that the charity has provided the specified goods
or services as entitlement to the grant only
occurs when the performance related conditions
are met (5.16 FRS 102 SORP).
Government
grants
The charity has received government grants in
the reporting period
Tax reclaims on
donations and
gifts
Gift Aid receivable is included in income when
there is a valid declaration from the donor. Any
Gift Aid amount recovered on a donation is
considered to be part of that gift and is treated
as an addition to the same fund as the initial
donation unless the donor or the terms of the
appeal have specified otherwise.
Contractual
income and
performance
related grants
This is only included in the SoFA once the
charity has provided the related goods or
services or met the performance related
conditions.
Donated goods
Donated goods are measured at fair value (the
amount for which the asset could be exchanged)
unless impractical to do so.		 Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓

38

The cost of any stock of goods donated for distribution to beneficiaries is deemed to be the Yes No N/a fair value of those gifts at the time of their receipt and they are recognised on receipt. In the reporting period in which the stocks are distributed, they are recognised as an expense at the carrying amount of the stocks at distribution. ✓ Donated goods for resale are measured at fair Yes No N/a value on initial recognition, which is the expected proceeds from sale less the expected costs of ✓ sale, and recognised in 'Income from other trading activities' with the corresponding stock recognised in the balance sheet. On its sale the value of stock is charged against 'Income from other trading activities' and the proceeds from sale are also recognised as 'Income from other trading activities'.

✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓

Goods donated for on-going use by the charity are recognised as tangible fixed assets and included in the SoFA as incoming resources when receivable.

Gifts in kind for use by the charity are included in the SoFA as income from donations when receivable.

Donated services and facilities are included in the SOFA when received at the value of the gift Donated services to the charity provided the value of the gift can and facilities be measured reliably.

Donated services and facilities that are consumed immediately are recognised as income with an equivalent amount recognised as an expense under the appropriate heading in the SOFA.

The charity has incurred expenditure on support Support costs costs.

The value of any voluntary help received is not included in the accounts but is described in the Volunteer help trustees’ annual report. Income from interest, royalties This is included in the accounts when receipt is and dividends probable and the amount receivable can be measured reliably.

Income from Membership subscriptions received in the nature membership of a gift are recognised in Donations and subscriptions Legacies.

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Membership subscriptions which give a member
the right to buy services or other benefits are
recognised as income earned from the provision
of goods and services as income from charitable
activities.
Settlement of
insurance claims
Insurance claims are only included in the SoFA
when the general income recognition criteria are
met (5.10 to 5.12 FRS102 SORP) and are
included as an item of other income in the SoFA.
Investment gains
and losses
This includes any realised or unrealised gains or
losses on the sale of investments and any gain
or loss resulting from revaluing investments to
market value at the end of the year.
2.3 EXPENDITURE AND LIABILITIES
Liability
recognition
Liabilities are recognised where it is more likely
than not that there is a legal or constructive
obligation committing the charity to pay out
resources and the amount of the obligation can
be measured with reasonable certainty.
Governance and
support costs
Support costs have been allocated between
governance costs and other support.
Governance costs comprise all costs involving
public accountability of the charity and its
compliance with regulation and good practice.
Support costs include functions and have been
allocated to activity cost categories on a basis
consistent with the use of resources, eg HR
costs by the time spent and other costs by their
usage.
Where the charity gives a grant with conditions
for its payment being a specific level of service
or output to be provided, such grants are only
recognised in the SoFA once the recipient of the
grant has provided the specified service or
output.
Grants with
performance
conditions
Grants payable
without
performance
conditions
Where there are no conditions attaching to the
grant that enables the charity to realistically
avoid the commitment, a liability for the full
funding obligation is recognised.
Redundancy cost
The charity made no redundancy payments
during the reporting period.
Where terms and conditions of grant have not
been met or uncertainty exists as to whether the
charity can meet the terms or conditions
otherwise within its control the income is not
recognised but deferred as a liability until it is
probable that the terms or conditions imposed
can be met.		 Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓

40

Deferred income
Where terms and conditions of grant have not
been met or uncertainty exists as to whether the
charity can meet the terms or conditions
otherwise within its control the income is not
recognised but deferred as a liability until it is
probable that the terms or conditions imposed
can be met.
Creditors
The charity has creditors which are measured at
settlement amounts less any trade discounts
Provisions for
liabilities
A liability is measured on recognition at its
historical cost and then subsequently measured
at the best estimate of the amount required to
settle the obligation at the reporting date
2.4 ASSETS
Tangible fixed
assets for use by
charity
These are capitalised if they can be used for
more than one year, and cost at least
They are valued at cost.
The depreciation rates and methods used are
disclosed in notes to the accounts
Debtors
Debtors (including trade debtors and loans
receivable) are measured on initial recognition at
settlement amount after any trade discounts or
amount advanced by the charity. Subsequently,
they are measured at the cash or other
consideration expected to be received.		 Yes No N/a
✓
Yes No N/a
✓
Yes No N/a
✓
£400
Yes No N/a
✓
Yes No N/a
✓

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Note 3 Income

Note 3 Income
Analysis of income Unrestricted
funds		 Restricted
income
funds		 Total
funds		 Prior year
All in £
Donations and
legacies:		 Donations and gifts 35,890 35,890 10,251
Donated goods, facilities and
services
Total 35,890 35,890 10,251
Charitable
activities:		 I am Change CSSD - BBC
Children in Need & YFF		 70,000 70,000
I am Change Online - City Bridge
Trust Covid-19grant		 50,000 50,000
I am Change online - National
LotteryCovid-19grant		 49,980 49,980
Career Pathway Programme for
Schools -YoungLondoners Fund		 48,000 48,000 24,000
Hope 2020 Campaign 5,000 22,000 27,000 9,900
Life Skills Training & Mentoring -
Home Office Comm. fund: Covid-
19		 14,000 14,000 30,000
Early intervention project -BBC
Children in Need		 3,000 3,000
Life Skills Training & Mentoring -
MOPAC Seed Fund grant		 39,437
Career Pathway Programme for
Schools -Worshipful Company of
Weavers grant		 30,000
Career Search and Skills
Development (The Co-op)		 2,682
Total 5,000 256,980 261,980 136,019
Total Income 40,890 256,980 297,870 146,270
Other information:
All income in the prior year was unrestricted except
for:		 £39,437 MOPAC Seed Fund LSTM; £30,000 Home
Office LSTM; £30,000 Weavers Company Career
Pathway Programme for Schools (CPPFS); £24,000
Young Londoners Fund CPPFS; £9,900 The National
Lottery Youth Filming; £2,682 Career Search and
Skills Development (The Co-op).

42

Note 4 Expenditure

Note 4 Expenditure
Analysis of expenditure Unrestricted
funds		 Restricted
funds		 Endowment
funds		 Total
funds		 Prior
year
Expenditure on raising funds: Incurred seeking donations 32 312 345 263
Incurred seeking grants 4,158
Advertising, marketing, and publicity 262
Total expenditure on raising funds 32 312 345 4,683
Expenditure on charitable activities I am Change Online Programme 68,886 68,886
Hope 2020 Campaign 32,755 32,755 7,581
Career Pathway Programme for Schools 24,628 24,628 20549
I am Change CSSD 20,903 20,903 27,462
Home Office: Life Skills Training &
mentoring		 13,819 13,819 21705
MOPAC-Life skills training & mentoring 8,501 8,501 28,772
Youth filming 5,063 5,063
Community support 11,488 11,488 4,581
Development project TNL 12,290
Damilola Taylor Library-Lagos State 1,236
Total exp. on charitable activities 11,488 174,556 186,044 124,176
Total Total expenditure 11,521
174,868		 186,389
128,859

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Other information:

Analysis of expenditure on charitable activities

Activity or programme Activities
undertaken
directly		 Grant funding of
activities		 Support
Costs		 Total
this year		 Total prior
year 2020
All in £
I am Change Online Programme 56,898 11,988
68,886
Hope 2020 Campaign 27,000 5,755
32,755
7,581
Career Pathway Programme for Schools 20,275 4,353
24,628
20,549
I am Change CSSD 17,193 3,710
20,903
27,463
Home Office: Life skills training& mentoring 11,400 2,419
13,819
21,705
MOPAC-Life skills training & mentoring 7,000 1,501
8,501
28,772
Youth Filming 4,120 943
5,063
Community support 9,437 2,051
11,488
4,581
Development project TNL 12,290
Damilola Taylor Library-Lagos State 1,236
Total 153,323 32,721
186,044
124,177

44

Prior year expenditure on charitable activities can be analysed as follows:

Activity or programme Activities
undertaken
directly		 Grant funding of
activities		 Support Costs Total
Prior year
2020
All in £
MOPAC -Life skills training & mentoring 23,598 5,174 28,772
CareerSearchand SkillsDevelopment 22,572 4,891 27,463
Home Office: Life Skills Training &
mentoring		 17,802 3,903 21,705
Career Pathway Programme for Schools 16,834 3,715 20,549
Development project TNL 10,075 2,215 12,290
Hope 2020 Campaign/DTML 6,219 1,362 7,581
Community support 3,500 200 881 4,581
Damilola Taylor Library-Lagos State 1,000 236 1,236
Total 101,600 200 22,377
124,176

45

Note 5 Support Costs

Note 5 Support Costs
Support costs apportioned I am
Change
online
Programme		 Hope
2020
Campaign		 Career
Pathway
Programme
for Schools		 I am
Change
CSSD (BBC
CIN/YFF)		 Home
Office
Covid-19		 MOPAC
& HO
Comm.
Seed
Fund		 Youth
filming
project		 Community
Support		 Raising
Funds		 Total
Finance &management 7,649 3,630 2,726 2,311
1,532		 941 554
1,269		 29 20,640
Communication 2,431
1,154
866		 735 487 299 176 403 9 6,561
Governance 1,326
629
472
401
266		 163 96
220		 5
3,578
Printing, insurance &
sundries		 457
217
163
138
91
56		 33
76		 2
1,232
Volunteers’ expenses 126
126
126
126
42
42		 84
84		 84
839
Total support costs 11,988 5,755 4,353 3,710 2,419 **1,501 ** 943 2,051 129 32,850

Support costs include functions undertaken to enable the charity perform its activities effectively and have been apportioned to those activities on bases consistent with the use of resources. Finance & Management, Communication, Governance, Printing insurance & sundries - direct resource spend; Volunteers expenses, time spent on activity.

46

Note 6 Details of certain types of expenditure

Note 6.1 Fees for examination of the accounts

Note 6.1 Fees for examination of the accounts
This year Last
year
£ £
Independent examiner’s fees 1,085 1,051
Note 7 Debtors and prepayments
This Last
7.1 Analysis of debtors year year
£ £
Prepayments and accrued income 188
Other debtors 35,038 38
Total 35,038 7,480
This Last
Note 8 Cash at bank and in hand year year
£ £
Cash at bank and in hand 238,554 141,170
Total 238,554 141,170
Amounts falling
due within one
Note 9 Creditors and accruals **year **
This Last
9.1 Analysis of creditors year year
£ £
Trade creditors 12,348 5518
Accruals and deferred income 12,353 3,468
Total 24,701 8,986
10. Provision for liabilities and charges
Delivery of projects interrupted by the COVID -19 This
year		 Last
year
which will be delivered once they have been adapted £ £
for online/remote delivery or in settings where social 21,000 16,000
distancing requirements can be complied with.
10.1 Movements in recognised provisions and funding commitment during the period
This Last
year year
£ £
Balance at the start of the reporting period 16,000
Amounts added in current period 10,000 16,000
Amounts charged against the provision in the current period (5,000)
Balance at the end of the reporting period 21,000 16,000

47

Note 11. Charity Funds

11.1 Details of material funds held and movements during the CURRENT reporting period

unrestricted funds

Fund names Type* Purpose and Restrictions Balances
brought
forward		 Income Expenditure Transfers Balances
carried
forward
I am Change Online
Programme - City
Bridge Trust & NLF		 R To provide tailored support to YP aged 17-25 with
little or no work experience so that they can improve
their employability skills to be able to access gainful
employment, following the Covid-19 health crisis.		 99,980 68,886 31,094
MOPAC: Life Skills
Training & Mentoring		 R To educate YP and parents about the factors that
drive the evolution of youth violence and knife
crime in high-risk inner-city environments,
equipping participants with strategies on how to
access support and build resilience against been
lured into crime.		 12,615 8,501 4,113
Home Office: Life
Skills Training and
Mentoring		 R To educate YP and parents about the factors that
drive the evolution of youth violence and knife
crime in high-risk inner-city environments,
equipping participants with strategies on how to
access support and build resilience against been
lured into crime.		 8,295 14,000 13,819 8,476
Hope 2020 Campaign R Advocacy activity to keep the issue of knife crime
and its destructive impact on the life chances of
youths in inner cities on the public agenda, to
influence policy on protecting YP		 (3,450)
22,000		 33,067 14,517
I am Change Career
Search and Skills
Development -BBC
CIN & Youth Futures
Foundation		 R To provide tailored support to YP aged 17-25 with
little or no work experience so that they can improve
their employability skills to be able to make the
transition from formal education to stable
employment, following the Covid-19 health crisis.		 70,000 20,903 49,097

49

Development grant,
Big Lottery fund		 R To establish structures and processes to bring YP
voice into the heart of the Trust's decision making,
programme development and implementation.		 188 (188)
Early intervention
project (Children in
Need)		 R Supporting YP at risk of violence or crime to
develop personal, social and self-management skills.		 3,000 3,000
Career Pathway
Programme for
Schools		 R To provide tailored support to pupils who are at risk
of/ have engaged in criminal activity to engage fully
in education and commence on a journey towards
professional careers		 33,450
48,000		 24,628 56,822
Youth Filming -
National Lottery
Community Fund
funded		 R Support young people using film-making and its
process as a medium for engaging them and
encouraging their collective participation in
examining, developing and getting involved in
implementing responses to their local community’s
need		 5,063 5063
DTML, Community
Support Damilola
Taylor Library
(Lagos)		 UR Activities to support development of YP from
disadvantaged backgrounds; other activities that
further the objects of the Trust as determined by
trustees.		 65,312 40,890 11,521 (19,392)
75,289
Total funds 116,410 297,870 186,389 227,891

50

11.2 Details of material funds held and movements during the PRIOR reporting period

unrestricted funds

Fund names Type* Purpose and Restrictions Balances
brought
forward		 Income Expenditure Transfers Balances
carried
forward
MOPAC: Life Skills
Training & Mentoring		 R To educate YP and parents about the factors that
drive the evolution of youth violence and knife
crime in high- risk inner- city environments,
equipping participants with strategies on how to
access support and build resilience against been
lured into crime.		 1,950 39,437 28,772 12,615
Home Office: Life
Skills Training and
Mentoring		 R To educate YP and parents about the factors that
drive the evolution of youth violence and knife
crime in high- risk inner- city environments,
equipping participants with strategies on how to
access support and build resilience against been
lured into crime.		 30,000 21,705 8,295
Hope 2020
Campaign/ DTML		 R Advocacy activity to keep the issue of knife
crime and its destructive effect on the life
chances of youths in inner cities on the public
agenda, to influence policy on protecting YP		 (5,769) 9,900 7,581 (3,450)
Career Search and
Skills Development		 R To provide tailored support to YP aged 17-25
with little or no work experience so that they can
improve their employability skills to be able to
make the transition from formal education to
stable employment.		 21,947 2,682 27,462 2,833
Development grant,
Big Lottery fund
(cost of raising funds)		 R To establish structures and processes to bring
YP voice into the heart of the Trust's decision
making, programme development and
implementation.		 16,713 13,692 (2,833) 188

51

Early intervention
project (Children in
Need)		 R Supporting YP at risk of violence or crime to
develop personal, social and self-management
skills.		 3,000 3,000
Career Pathway
Programme for
Schools		 R To provide tailored support to pupils who are at
risk of/ have engaged in criminal activity to
engage fully in education and commence on a
journey towards professional careers		 54,000 20,550 33,450
Unrestricted funds:
Damilola Taylor
Memorial Lectures,
Community support,
Damilola Taylor
LibraryLagos		 UR Activities to support development of YP from
disadvantaged backgrounds; other activities that
further the objects of the Trust as determined by
trustees.		 61,159 10,251 6,098 65,312
Total funds 99,000 146,270 128,860 116,410

52

Note 12 Transactions with trustees and related parties 12.1 Trustee remuneration and benefits

None of the trustees have been paid any remuneration or received any other benefits from an employment with their charity or a related entity (True or False)

TRUE

12.2 Trustees' expenses

No trustee expenses have been incurred (True or False) FALSE

Type of expenses
reimbursed		 This
year		 Last year
£ £
DBS Check 839
Travel 233
Subsistence 132
Meeting costs 47
Total 839 412

Number of trustees reimbursed for expenses or who had expenses paid by the charity

3

53

i The impact of Covid-19 on education A summary of evidence on the early impacts of lockdown. https://www.edge.co.uk/documents/92/covid-19_report_final_-_web_7C24k6R.pdf

ii People Management (2020) Three in five organisations have stopped recruiting apprentices due to COVID19 survey says 19. https://www.peoplemanagement.co.uk/news/articles/three-five-organisations-stopped iii Employees under 15 are 2.5 more likely than other age groups to work in a sector that was unable to operate due to Covid-19. https://www.ifs.org.uk/publications/14791

iv Covid-19 and Youth Employment. https://www.bitc.org.uk/wp-content/uploads/2020/07/bitc-factsheetemploymentcovid19andyouthemployment-june20.pdf

v Concerns Over Students Mental Health: New Research. https://www.youthemployment.org.uk/concernsover-students-mental-health-new-research

54