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2022-05-31-accounts

DAMILOLA TAYLOR TRUST

REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MAY 2022

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CONTENTS

Page
Company details 3
Legal & administrative information 4
Trustees’ report 5
I am Change Career Search and Skills Development Programme 6
Career Pathway Programme for Schools -Year 2 of 3 12
Hope 2020 Campaign and 20th Anniversary Celebration 14
Plans for the future 19
Independent examiner’s report 23
Statement of financial activities 24
Balance sheet 25
Notes to the financial statements 26

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

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Company information for the year ended 31 May 2022

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 GLA: Young Londoners Fund Metropolitan Thames Valley Housing Association Rio Ferdinand Foundation Clarion Housing Group National Citizens Service (NCS) UK Youth

Many others provide their support in kind and through attendance at events Government, Trusts, Foundations and Partners:

The National Lottery: Communities Fund; Social Enterprise Support Fund London Community Response – The City Bridge Trust Home Office – via VRU Commissioning Southwark Council MOPAC – Mayor of London Policing and Crime/VRU John Boyega ACME Films Ltd Skyway Charity Paypal Giving Fund Kings College London –Extended Medical Degree Programme (EMDP) Hudl CIC Crying Sons Limited 2020 Change CIC The Hope Collective

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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

Trustees:

The trustees who are also directors under company law who served during the year and up to the date of this report were as follows:

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 2022 was 4 (2021-4). 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 Jenny Associates Examiner: Chartered Certified Accountants 73 Heathfield Drive, Mitcham, Surrey, CR4 3RD

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Report of trustees for the year ended 31 May 2022

The trustees are pleased to present their annual directors’ report together with the financial statements of the charity for the year ended 31 May 2022 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.

Review of activities

The Covid-19 pandemic has heightened existing challenges for children and young people (YP) and making them more complex for some. It is also presenting new challenges and risks for children and young people to deal with. The Trust is concerned that the YP it supports, who already face disadvantage in the labour market, are particularly vulnerable to being "left behind" in a labour market

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impacted by Covid-19. Given this context, we focused attention on delivering programmes designed to enable our young people make the shift in skills required for effective participation in a post-Covid-19 labour market. In the period under review, we delivered two main programmes: I am Change Career Search and Skills Development and year 2 of 3 of the Career Pathway Programme for Schools, as well as Hope 2020 Campaign, our advocacy activity.

I am Change Career Search and Skills Development Programme

We secured a BBC Children in Need in partnership with Youth futures Foundation (YFF) Covid-19 emergency grant to deliver the I am Change Career Search and Skills Development programme to support young people (YP) from disadvantaged backgrounds improve their employability skills and their prospects and pathways to gainful employment. We based the project on our Career Search and Skills Development (CSSD) programme that was first delivered in 2018, and expanded the scope of activities to explore topics made more relevant because of Covid-19. We added digital skills training, and mindfulness support activities to the content of the CSSD, which focuses mainly on employability skills development.

From the digital skills workshops, participants will get the opportunity to be exposed to the new digital economy. The mindfulness workshops would take participants through breathing exercises to help them master the art of breathing to control emotions. We believe that these additional activities would equip participants with appropriate knowledge and skills, and improve their chances of coping better with disruptions caused by the pandemic while working to access opportunities for gainful employment.

Project Implementation

Participant recruitment : We recruited 46 young Londoners aged 17-24 with little or no work experience, with particular focus on those living in the boroughs of Southwark, Lambeth and Croydon for this project.

Programme activities delivered

The programme was delivered in three modules:

Delivery of “I am change” core session workshops started as planned on 25 May 2021, with 46 participants split into two groups. Cohort 1 attended their sessions on Tuesdays 1pm– 3pm, total number 29; cohort 2 with 17 participants attended their sessions on Thursdays 6pm -8pm.

The core “I am change” workshops were delivered by two live online sessions per week for six weeks from 25 May to 2 July. Each session lasted for 1.5 hours. Participants were given exercises to work through on their own after each session. In tables below we list the activities performed in delivering the programme.

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Module 1 – I am Change Core Sessions

May 2021
Tuesday 25thMay: 1-3pm
Thursday27thMay: 6-8pm		 I am Change Core Session –Understanding the Mind
June 2021
Tuesday 1st June: 1-3pm
Thursday3rd June: 6-8pm		 I am Change Core Sessions –The Train of Action
Tuesday
8th
June:
1-3pm
Thursday10thJune:6-8pm		 I am Change Core Sessions –Success Motivation
Tuesday 15th June: 1-3pm
Thursday17thJune: 6-8pm		 I am Change Core Sessions –Happiness
Tuesday 22ndJune: 1-3pm
Thursday24thJune: 6-8pm		 I am Change Core Sessions –Unique Identity
Tuesday 29thJune: 1-3pm
Thursday1stJuly: 6-8pm		 I am Change Core Sessions –Leadership
**Responsibility **

Module 2: 2020 Change Partner Sessions

July
Tuesday6thJuly6-8pm Gratitude & Wellbeing– byMindful Talent
Thursday8thJuly6-8:30pm Breath Pod Exercises
Tuesday13thJuly6-8:30pm Digital Learning– byCircus Street
Thursday15thJuly6-8.30pm Financial Literacy- The Humble Penny
Tuesday20thJuly4 – 7pm Talent Rise CV Workshop
Thursday 28thJuly 6:30pm –
8:00pm		 Digital Learning – Circus Street
Thursday27thJuly6-8pm TV & Film Workshop– Sara Putt Associates
Wednesday28th July6pm – 8pm Insight Talk - PhilipSkyes (British School of Etiquette)

In late July, 2020 Change CIC transferred a total of 37 participants to HUDL CIC, our second delivery partner to begin delivery of module 3 activities of the programme. These were delivered on dates as shown below.

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Module 3: Employability Skills Development & Action Learning Sets
Monday 12th July
Wednesday 14 July		 Action learning Set A 1-3 pm
Action learning Set B 6- 8 pm
Action learning set C 1-3 pm
Action learningset D 6-8pm
Thursday 22 July (2 hrs online
session)		 Development Day 1 -Interviewing skills training, with 1-1
practice time and feedback sessions.
Aug 2021
Tues 3rdand Thursday 5th(2 hrs
online)		 Development Day 2 – Assessment Centre, with 1-1
practice time and feedback sessions.
Monday 9th
Wednesday 11th		 Action learning Set A 1-3 pm
Action learning Set B 6- 8 pm
Action learning set C 1-3 pm
Action learningset D 6-8pm
September & October 2021
Monday 13th September
Wednesday 15thSeptember
Action learning Set A 1-3 pm
Action learning Set B 6- 8 pm
Action learning set C 1-3 pm
Action learning set D 6-8 pm
Friday 8 October Development Day 3 - Networking delivered over 3 hours
online

Project Monitoring and evaluation

We used a variety of tools to monitor delivery of the programme, and collected project outcome data as project activities were delivered. To gather feedback from participants, we issued online (google docs) evaluation forms and encouraged attendees to complete the satisfaction surveys at the end of each activity. We analysed the feedback that the YP provided to understand their experience of each activity, used the information provided to fine tune subsequent sessions or amend approach of delivery activities, if necessary. As well as the satisfaction surveys, we conducted structured interviews to capture more detailed information about participants’ experiences.

Our Theory of Change includes a number of assumptions on the mechanism of change that link activities performed to anticipated outcomes of the programme. One of the key assumptions is that YP participating in the project would feel challenged by the activities, but would enjoy participating in those activities. Positive challenge and opportunity to achieve something is important to enabling YP to become more aware of their own skills, attitudes and behaviours and can also boost self-confidence, if

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the challenge is overcome. Enjoyment is a fundamental characteristic that helps facilitate developmental processes.

We conducted structured interviews with five participants to assess the degree to which our assumptions were validated. Participants were selected for interview based on observation by workshop facilitators and the results of self-reporting questionnaires (SRQ) that we administered at the start of the project in May 2021.

I am Change Career Search and Skills Development programme graduation photo

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 impact of the I am Change CSSD 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.

As stated above, we administered SRQs at two points: at project start between 25-27 May, which provided baseline measures and subsequently in the first week of October which provided the end of project measures. By analysing the results, we were able to determine the progress participants achieved in specific outcome areas. We used the following validated tools: Rosenburg self-esteem scale, Duckworth et al Grit & Determination scale to measure emotional capability improvements, and the Continuous Household Survey (understanding society) tool to measure confidence in searching for jobs and in presenting to employers, whether in writing CVs or attending interviews.

The project outcome assessment results which are summarised in the following tables are based on 27 respondent scores. We split the scores into four performance bands, showing the percentage of respondents that fall in each specific band. Our target for this programme is that participants will show good progress by scoring 75% or more of the maximum score on the scales.

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Outcome area: Emotional capabilities

Rosenberg self-esteem Base F inal F inal
Scores summary Profile Pr ofile
**Range ** No. % No. %
75% orgreater 5 19% 8 30%
60% to 74% 12 44% 16 59%
50% to 59% 6 22% 3 11%
Below 50% 4 15%
Total 27 100% 27 100%

Duckworth Grit & Determination

Base Final Final
Scores summary Profile Profile
**Range ** No. % No. %
75% orgreater 4 15% 11 40%
60% to 74% 14 52% 8 30%
50% to 59% 6 22% 8 30%
Below 50% 3 11%
Total 27 100% 27 100%

At the start of project, the profile of respondents’ scores showed that only 5 (19%) scored 75% or greater; 12 (44%) scored between 60-74% whilst 37% scored below the 60% on the Rosenburg self-esteem scale. However, by end of the project 8 respondents (30%) had achieved the target 75% or greater; 16 (59%) made progress scoring 60-74% on the scale, up from 44% at the start of the project. Only 3 (11%) compared to 37% of respondents scored below 60% on the scale.

The Duckworth scores showed a similar pattern, with those achieving the target of 75% score on the scale increasing from 4 (15%) at the start to 11 (40%) by end of the project. No respondent scored below 50% on the scale by end of the project, which would suggest that there has been positive improvement of emotional capabilities of participants on the programme.

Employability skills development

CHS, Confidence level Base Base Final Final
**Scores summary ** Profile Profile
**Range ** No. % No %
75% orgreater 3 11% 13 48%
60% to 74% 9 33% 11 41%
50% to 59% 9 33%
Below 50% 6 22% 3 11%
Total 27 100% 27 100%

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We used the Continuous Household Survey (CHS) understanding society to measure the employability skills development of participants on the programme. As shown in the table above, the number of respondents reporting confidence at the target level in finding jobs and presenting to employers has increased significantly from 3 (11%) at the start of the project to 13 (48%). Those respondents in the second performance band, with scores over 60% to 74% increased marginally from 9 to 11. At the start of project, 15 respondents reported CHS scores below the 60% level, but by the second SRQ the numbers in the two lower performance bands fell to only 3, indicating that a good number of participants have started to experience progress in improving employability skills.

Case Studies

Below we provide case studies to illustrate how participants have been impacted by the I am Change Career Search and Skills Development programme.

  1. Participant T a young person not working but searching for work. Prior to starting the I am Change CSSD programme, I did not have a job. Now I am in full time job (holding job) hoping to do a Master in Electrical Engineering degree. My Confidence in presenting to employers has very much improved; previously when in an interview I did not have good direction, when I am asked “tell me about yourself”. I wouldn’t really know what to say but now doing the programme I have found who I am. Now I can show it. Working with new people was challenging; working with people that I have never worked with before was the most difficult but after I have done team work to improve communication skills, it wasn’t as hard as it could have been .

  2. Participant I, a young person not working but searching for work was one of three respondents who although made marginal improvement in confidence level scored below the 75% target on the CHS tool. Herewith excerpts of her experience of the programme, recorded at an end of project interview:

What were your objectives of attending the I am Change CSSD programme?

“I wanted to improve my communication skills and do something different for myself. Were your objectives achieved?

“I think in the long-term communication skills is something you build on. The core programme helped me a lot.

Which Development Day activities did you enjoy most?

“Not sure. The 1:1 interview was really good. I was surprised of the positive side of the feedback I got. I was nervous, generally nervous when talking. The Assessment Centre was interactive; improved with my feedback….”

I’s additional comment,

“I have received an email to also look at the Circle programme which is for coaching. It is really good. It is linked to Action Learning Sets, open questioning, learning to coach. I was feeling more confident, I knew how to construct open questions which made me feel really good, I was more confident to talk … I was proud of myself”.

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Career Pathway Programme for Schools -Year 2 of 3

The Career Pathway Programme for Schools (CPPFS) is a three-year programme funded by Greater London Authority (GLA) Young Londoners Fund for delivery at Harris Academy Peckham (HAP) and Harris City Academy Crystal Palace (HCACP). 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:

o Low mind-set, behaviours and goals by giving young people the necessary behaviours, attitude and tools to enable them to make positive choices and re-engage in learning, with career goals in place and the skills and the grit to persist, including through managing setbacks.

o Entrenched behaviours and attitudes by giving sustained exposure to positive, influential mentors from a variety of career sectors, at least two times per week after school, offering guidance, positive companionship and emotional support.

o Self-efficacy so that young people can set realistic goals.

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

Delivery of year 1 of the programme started in March 2020 with a view to completion in June 2020. However, the Covid-19 pandemic interrupted delivery of year 1 activities which was stopped and rescheduled twice: March to June 2020 and January to April 2021. Because of these disruptions delivery of year 1 of the 15-week programme was performed over a period of 18 months. Unsurprisingly, only 16 of the 40 participants graduated when the project ended in July 2021. In the ensuing paragraphs, we report activities of year 2 of 3 of this flagship programme that took place up to the year ended 31 May 2022.

Promotion and Recruitment

We started promotion of year 2 of 3 of the CPPFS at the two Harris Academies in February 2022 by distributing flyers at the schools. As well as the flyers we provided a 2-minute video, for screening at the school, highlighting the benefits pupils could obtain from participating in the programme. After weeks of communication activities, we held the first information session to share information on the purpose of the CPPFS, activities to be performed and benefits of participation in the programme with 18 Year 10 pupils at Harris Academy Peckham. A total of 15 pupils registered to participate in the programme by end of the information session. At the second school HCACP we held the information session later than planned on 26 April. Here, sixteen pupils registered for the programme.

We began delivery of year 2 of 3 of the CPPFS programme at HAP on Wednesday 27 April 2022 from 2- 4pm, with 15 pupils that registered at the information session. In the first few sessions we noticed that more students were joining the classes. By week three the number of regular attendees increased to 22 (target 20). Although more students tried to join, we decided after session three not to accept new participants.

At HCACP on the other hand where 16 students registered at the information session, there was a hiccup with attendance when the 12-week programme started on Thursday 5 May, from 3.15 pm-5pm. On investigating the attendance issue, we found that the 3.15 pm start was too late for the students. So, after consulting with our school contact and the principal we brought the start time at HCACP

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forward from 3.15pm to 2 pm. Attendance stabilised but participant numbers did not increase as we experienced at HAP.

The CPPFS programme activities

Pupils recruited for the CPPFS programme experience a mix of issue based interactive workshops to build mental toughness, develop personal, social, and self-management skills, along with group mentoring activities with dedicated peer/career mentors once a week for 12 weeks after-school covering:

Those aged 15 are introduced to:

On Monday 30 May, the first day of the half term break, we took participants on an organisation insight trip to Shell Centre, Waterloo, London where they spent the day learning about the oil and gas company’s business. Students also had the opportunity to visit Shell’s Trading Floor to observe the operation of commodity trading activities. On the 1[st] of June we organised a social/recreational activity of bowling and bonding session for participants at the Hollywood Bowling club, Surrey Quays, Southwark.

In addition to the issue based interactive workshops, participants will attend Gang Awareness workshops to be educated about the factors that drive the evolution of youth violence, knife crime and gangs in high-risk inner-city environments. These workshops, which will be delivered by delivery partner Crying Sons Ltd, will equip participants with strategies on how they can access support and build resilience against being lured into crime or gangs. The Gang Awareness workshops will be delivered at HCACP on Tuesdays 14, 21 and 28 June; and at HAP on Fridays 17, 24 June and 1 July. We will complete delivery of year 2 of 3 of the CPPFS by Thursday 14 July 2022.

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Hope 2020 Campaign and 20th Anniversary Celebration

Since defining our three-year strategic plan in 2019, life has changed significantly for the young people we support due to the Covid-19 pandemic. In February 2020 we established the Damilola Youth Board of eight young professionals to represent the needs and ideas of young people in programme design. We launched The Year of Hope campaign in November 2019 to commemorate the 20th year anniversary of Damilola’s death. As the series of events planned could not take place because of the Covid-19 pandemic we developed The Hope 2020 brand for social media advocacy on Instagram and Twitter through 2020-2021, when social interactions were restricted to control spread of Covid-19.

The Hope Collective

Formed to support the 20th anniversary legacy campaign for Damilola Taylor, the Hope 2020 campaign evolved into The Hope Collective, whose shared purpose is to establish real change that enables UK’s most vulnerable communities to be free from poverty, violence and discrimination. We came together as a result of special partnerships that include every Violence Reduction Unit (VRU) in the UK, with youth sector support driven by UK Youth and National Citizens Services (NCS). The partnership opened a unique space between youth sector organisations and VRU networks, is committed to following the public health model of best practice for tackling problems of youth violence. Through the Hope Collective, young people can contribute their thoughts on issues that affect them, their lives and their communities. The goal of the Hope Collective is to ‘change the narrative’ for young people and focus on solutions, not symptoms, and importantly on their hopes for the future.

The Hope Collective structure includes the Advisory Board, made up of a maximum of twelve people; the Youth Management Group which leads and steers the overall activity of the movement, including deciding themes and ideas for events and social media. Once ideas have been formulated, the third component of the structure - the Operations Group - takes on responsibility for actioning them. The Advisory Board provides additional support to the Operations Group and further supports the collective with lobbying, awareness and fundraising.

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Hope Hacks

When Covid restrictions were lifted in March 2021 the Hope Collective organised ‘Hope Hack’ events which was designed and developed by the NCS events team (sit on the Hope Collective Operations group). The team aspired for the events to mirror a traditional ‘hackathon’, whereby a desired goal is achieved through a sprint-like event, normally taking place over several days. As part of the development the events team connected with an organisation called ‘Liminal Labs’ who had run similar virtual workshop sessions during the first lockdown and who “create spaces of curiosity and experimentation to address complex social problems, often utilising systems and design thinking practice.”

With support of Liminal Labs. the NCS events team developed a format for the Hope Hacks, creating a space in which young people could be invited to share, explore and develop ideas to tackle issues affecting them and their communities. For consistency, each Hope Hack event followed a similar structure. To kick start each event, the audience heard from an inspirational speaker followed by an open and honest panel of influencers and young people discussing the event topic, followed by an opportunity for questions and conversation from the audience of young people.

The hack style workshops followed on from the inspirational session, and consisted of several phases:

Starting in July 2021, the Hope Collective embarked on a Hope Hack tour with a goal to reach the four nations of the UK, with each event focussing on 2 key themes. In the table below we provide a summary of the Hope Hack Tour.

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The Hope Hack Tour of the UK

Hack Theme City Month held The Hope
Collective lead		 Hack location
Poverty &
**Inequality **		 London July 2021 2020 Change CIC Lilian Baylis
TechnologyCollege
Mental & Physical
**Wellbeing **		 Manchester September
2021		 NCS & Onside Mahdlo Youth Zone
Racism & Division Belfast October
2021		 Rio Ferdinand
Foundation		 Ashfield Boys
School
Environment
&
**Housing **		 Glasgow November
2021		 Tigers & Scottish
VRU		 Tigers
Education
&
employment		 Cardiff November
2021		 Violence
Prevention Unit -
Wales		 Principality Stadium

The hack events in 2021 were a brilliant opportunity for young people to come together and speak openly about the issues of poverty and inequality. It gave young people a voice in the way issues that predominantly affect them are addressed, and to “change the conversation”.

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Visit to No. 10 Downing Street

On November 25[th] , 2021, members of the Youth Management Group of the Hope Collective were invited to 10 Downing Street to participate in a discussion with members of the Downing Street policy team and to attend a reception with the Prime Minister, Boris Johnson.

The Youth management Group of the Hope Collective at No. 10 Downing Street Reception

Here are quotes from the Hope Hack Tours reflecting young peoples’ aspirations and hope:

Day of Hope Service

To celebrate the legacy of Damilola Taylor and inspire hope in young people, the Hope Collective successfully lobbied the Government to designate 7[th] December, Damilola’s birth date, as the official Day of Hope in the UK; a day for sharing young people’s hopes and aspirations.

On Tuesday 7[th] December 2021, we organised a service at Southwark Cathedral to commemorate the 20[th] anniversary of the Damilola Taylor Trust, and the work the Hope Collective did in the current year. The day, which was also the official UK Day of Hope, saw activities all over the UK celebrating young peoples’ hopes and ambitions.

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The Trust’s goal for its anniversary service was to bring the youth sector together in love, peace and hope, to promote and celebrate the kind of young person that Damilola was turning into. The service was covered by ITV London News, attended by the Mayor of London, Sadiq Khan, Dame Cressida Dick (Commissioner of the Metropolitan Police) and others including member organisations of the Hope Collective, youth workers and civil society.

The Mayor of London with CPPFS participants at the Day of Hope Service 7 December 2021

In his keynote speech at the service, Abba Bakko, a member of the Damilola Youth Board as well as the Youth Management Group of the Hope Collective stated, “I am in no doubt, after being in different parts of the country with the Hope Collective, that many of our young people have been inspired by the opportunities they have been presented with. The opportunities to have a voice and to be heard, the opportunities to build long-term relationships and connections, and the opportunities to add value to their communities”.

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Plans for the future

Although we are recovering from the pandemic, the nation now faces the worst cost of living crisis since the 1950s, thanks to the Russian Ukraine war, which has disrupted the global energy market. There is no denying that, in the UK, young people are being disproportionally affected. We are deeply concerned about the impact the crisis is having on the young people that we work with across the board.

Recent research[1] from The Co-op found that children as young as 10 are concerned and acutely aware of the rising cost of living with almost half (47%) of 10–25-year-olds seeing financial pressures as one of the top five challenges they’ll face in the next 12 months. Youth employment figures are increasingly concerning and as of January 2022 there are 364,000 unemployed 18-24 year-olds in the UK. We know that high numbers of vacancies do not translate into opportunities for all young people, especially those from BAME background who already face discrimination in the labour market.

To respond effectively to this emerging issue, we will have to work harder to support young people for whom the transition from formal education into employment is not automatic, so that they can have access to economic opportunities in these challenging times. We believe that our services can bridge this gap and provide opportunities for young people to develop wider social, personal and selfmanagement skills required for productive participation and integration into society.

We will continue to build on the achievements we have reported above and prioritise areas that have been identified as opportunity gaps to execute our updated strategy. We hope that at a time that the cost-of-living crisis means that core costs for premises, including bills will be increasing significantly, we will continue to have access to funding to be able to deliver and develop our programmes in response to the changing needs of beneficiaries.

1 https://www.co-operative.coop/media/news-releases/levelling-up-too-little-too-late-almost-half-of- - - - - 10 25 year olds say they

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Financial review

In the reporting period, the Trust’s gross income fell 57% to £126,875 (£297,870 in 2021). With total spending of £89,967 (£186,389 in 2021), we were left with net income of £36,908 at end of the year (£111,481 in 2021). The net income has increased total Revenue Funds from £227,891 at the beginning of the year to £264,798 as at 31 May 20222. Of this £190,819 is Restricted Fund balances earmarked for completion of projects carried forward (£152,602 in 2021) and £73,979 is Unrestricted Fund balances/free reserves (£75,289 in 2021).

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.

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, and bids for funding and finance.

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 overhead costs low, making us

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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.

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:

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

21

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 29 September 2022

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

22

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 2022 which are set out on pages 24 to 42.

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 accounting records have not been kept in accordance with section 386 of the Companies Act 2006;

A Shardow FCCA, CA

Jenny Associates, 73 Heathfield Drive, Mitcham, Surrey, CR4 3RD 29 September 2022

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

23

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 10,177 10,177
35,890
Charitable activities 115,900
115,900
261,980
Other tradingactivities
Investments
Other 798 798
Total 10,975 115,900
126,875
297,870
Expenditure 4
Expenditure on:
345
Raisingfunds 540
4,344
4,884
Charitable activities 11,744
73,339
85,083
186,044
Total 12,285
77,683
89,967
186,389
Net income/(expenditure) (1,310)
38,217
36,908
111,481
Net movement in funds (1,310)
38,217
36,908
111,481
Reconciliation of funds:
Total funds brought forward 75,289
152,602
227,891
116,410
Total funds carried forward 73,979 190,819
264,798
227,891

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

24

Charity Name: Damilola Taylor Trust 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
2021
All in £
Current assets
Debtors 7 43 72,101
72,144
35,038
Cash at bank and in hand 8 73,936 122,576
196,512
238,554
Total current assets 73,979
194,677
268,656
273,592
Creditors: amounts falling due within one
year		 9 3,858
3,858
24,701
Net current assets 73,979 190,819
264,798
248,891
Total assets less current liabilities 73,979
190,819
264,798
248,891
Provisions for liabilities 10 21,000
Total net assets 73,979
190,819
264,798
227,891
Funds of the Charity
Restricted income funds 190,819 190,819
152,602
Unrestricted funds 73,979 73,979
75,289
Total funds 73,979
190,819
264,798
227,891

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 SOR

Signed by trustee/director on behalf of all the trustees/directors

Richard Taylor OBE, Date 29/09/2022Signature of director authenticating accounts being sent to Companies House

Dr Olugbenga Coker, Date 29/09/2022

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

25

Section C Notes to the accounts

Note 1 Basis of preparation

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

ü

1.2 Going concern

An explanation as to those factors that support the conclusion that the charity is a going concern;

Disclosure of any uncertainties that make the going concern assumption doubtful;

Where accounts are not prepared on a going concern basis, please disclose 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.

Not applicable Not applicable Not applicable

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 ü No

Please disclose:

Please disclose:
(i) the nature of the change in accounting policy; N/a
(ii) the reasons why applying the new accounting policy provides more
reliable and more relevant information; and		 N/a

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

26

(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.

----- Start of picture text -----
N/a
----- End of picture text -----

1.4 Changes to accounting estimates

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

Yes No

ü

Please disclose:

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

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

Yes ü No

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

27

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
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

28

The cost of any stock of goods donated for distribution to
beneficiaries is deemed to be the 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.


ü
Donated goods for resale are measured at fair 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
ü
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.
Yes
No
N/a


ü
Gifts in kind for use by the charity are included in the SoFA as
income from donations when receivable.
Yes
No
N/a
ü


Donated services and
facilities
Donated services and facilities are included in the SOFA when
received at the value of the gift to the charity provided the value
of the gift can be measured reliably.
Yes
No
N/a
ü


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.
Yes
No
N/a
ü


Support costs
The charity has incurred expenditure on support costs.
Yes
No
N/a
ü


Volunteer help
The value of any voluntary help received is not included in the
accounts but is described in the trustees’ annual report.
Yes
No
N/a
ü


Income from interest,
royalties and dividends
This is included in the accounts when receipt is probable and
the amount receivable can be measured reliably.
Yes
No
N/a
ü


Income from
membership
subscriptions
Membership subscriptions received in the nature of a gift are
recognised in Donations and Legacies.
Yes
No
N/a


ü
Yes
No
N/a


ü
Insurance claims are only included in the SoFA when the
general income recognition criteria are met (5.10 to 5.12
Yes
No
N/a		 ü ü
Yes No N/a
ü
Yes No N/a
ü
Yes No N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a
ü
Yes
No
N/a

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

29

Settlement of insurance
claims
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.		 ü
Yes No N/a
ü
Yes No N/a
ü
Yes No N/a
ü
Yes No N/a
ü
Yes No N/a
ü
Yes No N/a
ü
Yes No N/a
ü
Yes No N/a
ü
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.		 Yes No N/a
ü

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

30

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
ü
Yes No N/a
ü
£400
Yes No N/a
ü
Yes No N/a
ü

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

31

Note 3 Income

Analysis of income Unrestricted
funds		 Restricted
income
funds		 Total
funds		 Prior year
All in £
Donations
and
legacies:		 Donations and gifts 10,177 10,177
35,890
Gift aid
Donated goods, facilities and services
Other - write back of creditor 798 798
Total 10,975 10,975
35,890
Charitable
activities:		 Career Pathway Programme for Schools:
Young Londoners Fund		 48,000 48,000
48,000
Social Enterprise Support Fund: NL
Community grant		 47,900 47,900
Youth filming Project: NL Celebrations 10,000 10,000
Hope 2020 Campaign 10,000 10,000
27,000
I am Change CSSD: BBC Children in
Need & YFF		 70,000
I am Change Online: City Bridge Trust
Covid-19 grant		 50,000
I am Change Online: National Lottery
Covid-19 grant		 49,980
Life Skills Training & Mentoring: Home
Office Comm. Fund: Covid-19		 14,000
Early intervention project: BBC Children in
Need		 3,000
Total 115,900 115,900 261,980
Total
Income		 10,975
115,900
126,875
297,870
All income in the
prior year was
unrestricted
except for:		 I am Change BBC CIN & YFF grant £70,000; I am Change Online City Bridge Trust Covid-19
grant £50,000; National Lottery grant £49,980; Career Pathway Programme for Schools Young
Londoners grant £48,000; Hope 2020 Campaign income £22,000; Home Office Life Skills
Training & Mentoring Covid-19 grant £14,000; Early intervention project BBC CIN £3,000.

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

32

Note 4 Expenditure

Analysis of expenditure Unrestricted
funds		 Restricted
funds		 Endowment
funds		 Total
funds		 Prior year
All in £
Expenditure
on raising
funds:		 Incurred seeking donations 540 540 345
Incurred seeking grants 4,344 4,344
Total expenditure on
raising funds		 540
4,344		 4,884
345
Expenditure
on charitable
activities		 I am Change CSSD BBC
CIN & YFF		 43,754 43,754 20,903
Career Pathway
Programme for Schools		 32,969 32,969 24,628
Hope 2020 Campaign/ 20
Anniversary		 16,022 16,022 32,755
Community Support 11,744 11,744 11,488
Youth Filming 1,594 1,594 5,063
MOPAC LSTM Provision
reversed		 (11,000) **(11,000) ** 8,501
HO/VRU Covid-19 CSSD
Provision reversed		 (10,000) **(10,000) ** 13,819
I am Change Online Project 68,886
Total exp. on charitable
activities		 11,744
73,339		 85,083
186,044
Total Total expenditure 12,284
77,683		 89,967
186,389

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

33

4.1 Other information:

Analysis of expenditure on charitable activities

Activity or programme Activities
undertaken
directly		 Support Costs Total this
year		 Total prior
year 2021
All in £
I am Change CSSD BBC CIN &YFF 31,669 12,085
43,754		 20,903
Career Pathway Prog. for Schools 23,863
9,106
32,969		 24,628
Hope 2020 Campaign/20th Anniversary 11,596
4,426
16,022		 32,755
Community Support 8,500
3,244
11,744		 11,488
Youth Filming 1,154 440
1,594		 5,063
MOPAC LSTM Project - provision reversed
(11,000)		 (11,000) 8,501
HO/VRU Covid-19 CSSD - provision
reversed		 (10,000) (10,000) 13,819
I am Change Online Project 68,887
Total 55,782
29,301
85,083
186,044

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

34

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

Activity or programme Activities
undertaken
directly		 Support Costs Total Prior
year 2021
All in £
I am Change online Programme 56,898
11,988
68,886
Hope 2020 Campaign 27,000
5,755
32,755
Career Pathway Programme for Schools 20,275
4,353
24,628
I am Change CSSD 17,193
3,710
20,903
Home Office: Life skills training & mentoring 11,400 2,419
13,819
MOPAC -Life skills training & mentoring 7,000 1,501
8,501
Youth Filming 4,120 943
5,063
Community support 9,437 2,051
11,488
Total 153,323
32,721
186,044

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

35

Note 5 Support Costs

Support costs
apportioned		 I am
Change
CSSD
BBC CIN
&YFF
Career
Pathway
Prog. for
Schools		 Hope 2020
Campaign/
20th
Anniversary		 Communi
ty
Support
Youth
Filming
Raising
Funds		 Total
Finance & management 9,394
7,079
3,440
2,521
342
1,049		 23,825
Governance 1,521
1,146
557
408
55
170		 3,857
Printing, insurance &
sundries		 442
333
162
119
16
49		 1,121
Communication 334
252
122
90
12
37		 847
Volunteers’ expenses 394
297
144
106
14
44		 1,000
Total support costs 12,085 9,106 4,425 3,244 440 1,349 30,650

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. Note 6.1 Fees for examination of the accounts This year Last year £ £ Independent examiner’s fees 1,169 1,085

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

36

Note 7 Debtors and prepayments

7.1 Analysis of debtors
Prepayments and accrued income
Other debtors
Total
Note 8 Cash at bank and in hand
Cash at bank and in hand
Total
Note 9 Creditors and accruals
9.1 Analysis of creditors
Trade creditors
Accruals and deferred income
Total
Delivery of projects interrupted by the COVID -19
which will be delivered once they have been adapted
for online/remote delivery or in settings where social
distancing requirements can be complied with.
Balance at the start of the reporting period
Amounts added in current period
Provisions reversed
Balance at the end of the reporting period		 This year
£		 Last year
£
201
71,943
35,038
72,144
35,038
This year
£		 Last year
£
196,512 238,554
196,512 238,554
Amounts falling due within one
year
This year
£		 Last year
£
12,348
3,858 12,353
3,858 24,701
This year
£		 Last year
£
21,000
This year
£		 Last year
£
21,000 16000
10,000
(21,000) (5,000)
21,000

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

37

Note 11 Charity funds

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

* Key: R - Restricted income funds, including special trusts, of the charity; and U - Unrestricted funds

Fund names Type* Purpose and Restrictions Balances
brought
forward		 Income Expenditure Balances
carried
forward
I am Change
online
Programme -
City Bridge Trust
& National
Lottery funded		 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.		 31,094 4,344 26,750
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.		 4,113 (11,000) 15,113
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.		 8,476 (10,000) 18,476
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.		 0 10,000 16,022 (6,022)
I am Change
Career Search
and Skills
Development -
BBC CIN &
Youth Futures
Foundation
funded		 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.		 49,097 43,754 5,343
Social
Enterprise
Support Fund:
NL Community
grant		 R To support development of the
Career Pathway Programme for
Schools (CPPFS) product for roll out
to other schools as the Trust's trading
activity for creation of unrestricted
income stream.		 0 47,900 47,900
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

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

38

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		 56,822 48,000 32,969 71,853
Youth Filming -
National Lottery
Community
Fund funded		 R Support young people using film-
making and its processes 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 .		 0 10,000 1,594 8,406
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.		 75,289 10,975 12,285 73,979
Total funds 227,891 126,875 89,968 264,798

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

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

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

39

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
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

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

40

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

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

41

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 True benefits from an employment with their charity or a related entity (True or False)

12.2 Trustees' expenses

No trustee expenses have been incurred (True or False) No trustee expenses have been incurred (True or False) No trustee expenses have been incurred (True or False) False
Type of expenses
reimbursed		 This
year		 Last year



£ £
DBS Check 839
Travel 120
Subsistence
Meeting costs 880
Total 1,000
839

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

Damilola Taylor Trust: Report and Financial Statement for the year ended 31 May 2022

42