2021-01-31-accounts

SOFTPOWER EDUCATION.COM

(A company limited by guarantee)

REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JANUARY 2021

Charity number 1098936

Company number 04638390

,

SOFTPOWER EDUCATION .COM

Financial Statements for the year ended 31 January 2021

Contents

Page

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List of Acronyms

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|||||||| |---|---|---|---|---|---|---| |AEC|Amagezi|Education|Centre| |DEFRA|Department|for|Environment,|Fisheries and|Rural|Affairs| |ICT|Information|and Communication Technology| |IT|Information|Technology| |IWTCF|legal|Wildlife Trade Challenge|Fund| |KCC|Kyabirwa|Children’s|Centre| |KSN|Kyomya|Special|Needs| |MOU|Memorandum|of|Understanding| |MIDGs|Millennium|Development Goals| |NSSF|National|Social|Security|Fund| |NGO|Non-Government|Organisation| |PAYE|Pay As You|Earn| |PMP|Performance|Management|Process| |PS|Primary|School| |SAVE|South|African|Volunteering|Experiences| |SC|Sub|County| |SEN|Special|Educational|Needs| |UGX|Shillings| |SPE|Soft|Power|Education| |SPEC|Soft|Power|Education.com| |SPH|Soft|Power|Health| |TEFL|Teaching|English|as a|Foreign|Language| |TUSC|Transporting|Uganda’s|Sick Children| |TEL|Telephone| |UK|United|Kingdom| |UGX|Ugandan|Shillings| |UN|United|Nations| |UPE|Universal|Primary|Education| |URA|Uganda|Revenue Authority| |USA|United|States|of America| |USL|Uganda|Sign|Language| |UWEC|Uganda|Wildlife|Education|Centre| |VSLA|Village Savings and|Loan|Association|

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Legal and administrative information

Constitution

SoftPower Education.com is a company limited by guarantee (incorporated on 15 January 2003) and a registered charity (registered on 11 August 2003) governed by its Memorandum and Articles of Association.

Charity number: 1098936 Company number: 04638390

Directors and trustees

The directors of SoftPower Education.com (“the charity” or “the company” or “SoftPower”) are its trustees for the purpose of charity law and throughout this report are collectively referred to as the trustees. The trustees are elected by a General Meeting of the board and serve for a period of two years or more, subject to certain rotation provisions.

The trustees serving during the year and since the year end were as follows:

Hannah Killingly Small (Chair of Trustees)

James Warrender Bayne

Emma Oxnam

Moira Oliver Dr Janine Dixon Robert Johnson (appointed 7* April 2021) Natasha Rosenthall (appointed 7" April 2021)

Secretary

James Warrender Bayne

Registered Office

55 Guildhall Street

Bury St Edmunds IP33 10F

Bankers

HSBC ple Grosvenor Court 149 Whiteladies Road Bristol BS8 2RR

Solicitors

Russell Jones & Walker Solicitors 324 Grays Inn Road London WC1X 8DH

Accountants

David Roberton & Co

84 Whiting Street Bury St Edmunds Suffolk IP33 1NZ

Trustees’ Report for the year ended 31 January 2021

The trustees are pleased to present their report together with the financial statements of the charity for the year to 31° January 2021.

The legal and administrative information set out on the preceding page forms part of this report. The financial statements comply with current statutory requirements, the Memorandum and Articles of Association and the Statement of Recommended Practice —- Accounting and Reporting by Charities.

Objects of the Charity

SoftPower Education is a non-religious British registered charity working closely within the local community ofJinja, Uganda.

The objects of SoftPower are to:

• e Educate children and adults about cultures other than their own with a view to fostering mutual understanding between people of different backgrounds , and

• e Advance the education of children, mainly in the primary sector, in developing countries through the provision of teachers, equipment and the building of schools.

SoftPower’s original 7 year plan, which started in 2003 has been extended and is reviewed each year. The plan is primarily aimed at refurbishing, up to government standard, the 20 primary schools in the Jinja area. The schools are in varying states of disrepairand with the help of volunteers and donations that the charity receives it is able to build new classrooms, refurbish old ones and assist with teaching programmes.

In order to achieve this SoftPower:

• e Has funded and organised the building of two pre-schools for orphans in Southern Uganda;

• e ls funding and organising the refurbishment of a number of existing Government run primary schools in southern Uganda including the installation of water catchment tanks, building new toilet blocks and painting murals;

• e Is funding the provision of teachers, teacher training, scholastic materials and training aids for the two pre-schools;

• ® Ensures that it supports the local economy by employing local building firms and labourers to undertake all building and refurbishment work;

• e Presents and promotes seminars and workshops for local people to help support them on a variety of issues including health, hygiene, women’s rights and developing new sources of income from the tourist market.

• e Provides tourists and visitors to Uganda an opportunity to work directly with local people on these local education projects; and 4.

@ Operates a website that brings people, children and adults of different cultures together.

Organisation

A board of three or more trustees administers the charity.

Investment powers

SoftPower has the power to invest in such investments, securities and property as is thought fit by the trustees.

Review of activities for the year and future developments

2.7 SPE ACHIEVEMENTS

2.7.1

The 2020-2021 Financial Year, which saw the COVID 19 Pandemic, was an incredibly challenging year for Soft Power Education. When global travel came to a standstill in March 2020 we were faced with a loss of income from cancelled events, fundraising activities and our volunteers being unable to travel to Uganda.

Prior to the lockdown we completed the painting at the new staff house built at Buwala Primary School thanks to the Berkshire Scouts and resources were distributed to 12 new LEAP partner schools in preparation for the start of the second LEAP cycle.

We completed the renewal of our NGO certificate for a further five years and completed registration with the Financial Intelligence Authority, which was introduced as a new regulation for all NGOs.

in March 2020 with the global pandemic worsening and future income uncertain, we had to take the difficult decision to close the Learning and Education for All Programme (LEAP) and the Earth Power Project with immediate effect. We also had to take the tough decision to make 13 team members redundant. We are proud that we were able to provide each member with a financial package according to how long they had worked for Soft Power Education.

On 20" March 2020 all schools were closed, pupils were sent home and a country-wide lockdown was imposed on 25" March 2020 with transport in both public and private vehicles banned.

We were forced to make some significant expenditure cuts due to a limited forecast of income for the remainder of the year. We gave notice on our office in Jinja town and in July we relocated all resources and equipment to the Amagezi Education Centre in Bujagali.

We immediately launched an emergency appeal through our supporter network and trialled the use of an online donation option through Stripe, which linked to a new Client Relationship Management system (CRM) called Donorfy to collect all the information about our donors. This was a key plan for the 2020-2021 financial year. The introduction of the CRM and online donation tool proved incredibly successful with over £20,000 raised through the emergency appeal. Throughout 2020 details of past donors and their connections to SPE were added to begin a process of minimising the amount of organisational history held by individuals.

Our Country Director took part in the 2.6 Challenge, which replaced the cancelled London Marathon, raising over £2,000. We also held our first online quiz night, which raised £200. 5.

As restrictions began to ease in July 2020 and with permission from the Jinja District COVID-19 Taskforce, we supported our pre-school children by providing a learning pack and supported their families with a food parcel containing posho, beans, rice, sugar and soap. Furthermore we supported the families and children in our Special Needs Programme through the provision of multiple food parcels. In total we delivered 1,565kgs of rice and beans, 1,765kgs of posho, 540kgs of sugar and 550 bars of soap.

When restrictions eased in September 2020, we began delivering home therapy services to our SEN children and between September and November we were able to deliver 398 home visits to 78 families in our SEN Programme. We also supported 7 families with the provision of assistive devices such as parallel bars, standing frames, walking bars and support walkers.

We, sadly, lost 5 children from our SEN Programme in 2020 and this led to the introduction of a condolence policy for any children that pass on from the SEN Programme to support their families.

Our School Infrastructure Programme Team and some of our casual workers were hired on a contract basis, which gave the casual workers an opportunity to earn some income to be able to support their families.

During the financial year we worked on strengthening our board and moved to monthly online meetings, which provided much needed support to the Ugandan team. A commitment was also made to improve the diversity of our board and we took part in a programme called Transform led by the organisation Getting On Board.

Throughout the year, we continued to pay all of our team members their full salaries with a midmonth payment option and continued the staff savings scheme, which all members were immensely grateful for. We also made use of the time to update and improve some SPE policies such as the SPE Financial Management Policy and the Procurement Manual. A Staff Loan Policy was also drafted and approved by the board allowing our team members to access a loan of up to one month’s salary if they have the equivalent saved in the savings scheme to act as collateral.

2.8 Shortcomings

The funding is limited to allow SPE to reach out to all needed community project schools.

2.9 Future Plans

2.9.1 Soft Power Education Plans for Financial Year 2021-2022

Whilst planning remains challenging due to ongoing COVID-19 restrictions we hope to be able to achieve the following in this financial year:

• To welcome the SPE team back at full capacity and work together from one office location at the Amagezi Education Centre.

• • To finalise the recruitment of UK Trustees - To recruit new members to the Ugandan Board with a view to becoming a Ugandan-led organisation.
• • Tocontinue monthly online Trustee Meetings with the Country Director, Sharon Webb, in attendance. 6.

• = Tocontinue our compliance with all statutory deductions such as Pay As You Earn (PAYE), National Social Security Fund (NSSF), Local Service Tax (LST).

• Tocontinue our compliance with providing reports to all relevant stakeholders including the NGO Board, the Financial Intelligence Authority and Jinja District Local Government.

• • To review all staff HR files and ensure they have all relevant documentation. - Toexplore the possibility of a cloud-based HR management tool. - Tore-establish the Performance Management Process (PMP) to regularly monitor staff with review meetings every 6 and 12 months. This year we will emphasise the importance of ongoing professional development and assist team members in accessing relevant training opportunities as this was not possible in 2020.

• Tocontinue to review and update all SPE policies and ensure all staff members are adhering to all policies by providing on-going training and support.

• Tocontinue to offer the staff savings scheme to encourage a saving culture.

• To continue to offer a Staff Loan Scheme, where staff are able to access a loan with savings used as collateral.

• Tohold mid-year and end of year staff days as a means of celebrating our team and everything they achieve.

• To continue to hold quarterly management meetings to ease communication between departments.

• ~ To continue our collaborative working with other organisations whilst exploring new partnerships.

• = To continue to take part in and be an active member of networking opportunities such as attending the Jinja Executive Network meetings.

• To continue to take advantage of all online trainings, peer support and workshops on offer through Smail Charities Coalition (SCC), Foundation for Social Improvement (FS!) and the Small International Development Charities Network (SIDCN) and other online platforms.

• Tocontinue to use the Donorfy CRM and develop our knowledge of the system to be able to link to Mailchimp and improve donor communications through a strategic donor support journey.

• Tosupport all fundraisers taking part in events for SPE such as the London Marathon and Brighton Marathon,

• • To continue to explore and diversify income generating streams to ensure the financial sustainability of SPE’s programmes. We will explore new fundraising opportunities especially through online platforms and virtual fundraisers.

• To continue to develop and sell the knitted items designed and made by the Kyabirwa Women’s Knitting Group as well as explore new retail opportunities.

• To continue to review all volunteer materials and ensure they are up-to-date.

• • To continue to use social media platforms {Facebook and Instagram) to engage with past, present and potential volunteers, to advertise SPE programme areas and as a fundraising tool e.g. Give as You Live.

• Toreview the SPE website and update all content.

• • To review all of our Monitoring and Evaluation (M&E)} systems, to ensure we are able to demonstrate the impact of our work.

• Toensure we are demonstrating best practice in all areas of SPE programmes.

Soft Power Education, Pre-Schools

It is currently unclear if and when the pre-schools will be able to reopen. If this is significantly delayed,

we will

• Explore some small group home-learning options.

• • Continue lesson planning until the pre-schools are able to reopen. 7.

• Seek out training opportunities for all team members to strengthen the delivery of the preschool programme through improved teaching methodology, resource making and knowledge of Early Childhood Development.

• Provide ICT lessons to the pre-school teachers.

• Explore the possibility of a cloud based pupil management system.

• • Finalise the process of obtaining a licence to operate for the two pre-schools with the Department of Education to allow us to proceed to applying for registration.

• If pre-schools are allowed to reopen and depending on standard operating procedures (SOPs), we plan

• Torecruit a new Head Teacher for Kyabirwa Children’s Centre.

• To review current enrolment and pian recruitment accordingly. This will be dependent on pupils progressing to primary school following schools reopening and so we may have spaces in both middle and top classes.

• To review all pupil files and ensure all parents have signed all of the relevant paperwork — Parent Expectation Agreement, Social Media Agreement, Emergency Contacts etc.

• • To organise the annual mini sports competitions, open days and the end of year Christmas party.

• ~ Toorganise holiday home visits, phonics training and sanitation awareness sessions with preschools parents with base line and end line surveys conducted to monitor implementation.

• • To conduct follow- up visits to primary schools to follow up on our graduates.

• To host holiday clubs with volunteers at both pre-schools during the second term break.

• To host committee meetings at each pre-school (PTA and SMC).

• • To provide uniform to pupils of shorts and t-shirts.

• Tocontinue to enter pupils’ attendance data digitally (and empower the teachers to do this) to allow for improved analysis.

• To host Dentaid UK to provide free dentistry to all pupils.

• • To conduct jolly phonics sessions each term at the AEC for both pre-schools.

• Toensure continuous assessment of all pupils each term.

Soft Power Education, Special Needs Programme

Assuming that all services can return to normal operations, we plan

• To welcome back all of our clients to the clinics and re-establish therapy treatment programmes for them all.

• • Tocontinue to provide quality education and therapy services across four clinic locations to over 140 children within the Jinja District.

• Tocontinue to offer free Physiotherapy and Occupational therapy services in outreach clinics in Kyabirwa, Bugembe, Walukuba, and Kyomya and seek a more conducive space for the Bugembe clinic.

• To provide quality education to 6 children with learning difficulties in the Kyabirwa Children’s Centre SEN class, using a multisensory approach to the Ugandan National Curriculum.

• Toensure that all children accessing our services have individual and achievable yearly targets for our education and therapy programmes, allowing us to continue to monitor progress effectively.

• To continue to lead the Social Communication Disorder Group embracing expansion and looking at the group working to promote social communication alongside using the Picture Exchange Communication (PECs) to promote functional communication.

• • Tocontinue to liaise and work in partnership with other SEN focused organisations working in Jinja, with an aim to build a directory of disability services available in Jinja. 8.

• To continue to monitor and evaluate parental engagement and enthusiasm during the community outreach therapy sessions.

• To promote ‘Parent Champions’; parents who are particularly engaged and have become skilled at supporting their children through spending time with our physiotherapist and occupational therapist. We hope that these parents will be empowered to support new parents and share their skills.

• Tocontinue to measure changes in attitude towards disability with an ongoing programme of questionnaires to the families of new clients.

• To continue to extend support services to parents and families with the development of parent groups to run alongside therapy sessions, led by our Social Worker.

• To continue to conduct home visits as appropriate to those children and families requiring additional support in the home.

• Tocontinue to seek vocational opportunities for relevant children within our programme with a view to embed vocational training into our education services where appropriate.

• • To host Christmas parties for our students and outreach clients.

• Tocontinue to review the provision of appropriate assistive devices through Applied Paper Technology (APT) and partnerships through other organisations.

• To provide residential care at the Kyomya Residential Unit providing proximity to specialist education services for 24 children with disabilities at Kyomya Primary School.

• To continue to provide opportunities for parents to interact with their children and liaise with the SEN team about their academic and therapeutic progress, through visitation days at the Kyomya residential unit.

• To maintain existing partnerships with Ekisa Ministries, Small Steps Foundation, Soft Power Health, His Heart For Africa (HHFA), Transporting Uganda’s Sick Children (TUSC)}, Embrace Kulture and the Crane/Viva Network and whilst continuing to actively seek new partnerships.

• • To welcome the UK Charity Dentaid, who provide dental services offering pain relief and check-ups to children in the SEN programme.

• To continue to deliver training to other professionals both internally, to our partner organisations and beyond.

• Tocontinue to support our SEN staff to seek out and attend high quality professional training to improve their skills and ensure we are offering continuous professional development.

• • Tocontinue to provide training and skill workshops to the parents and carers of our children. - Toexplore the possibility of a cloud-based patient management system.

Soft Power Education, School Infrastructure Programme

Assuming that all activities can resume, we plan

• To build a store room at Buwala Primary School with funds from the Berkshire Scouts

• To install solar power on teachers’ houses in partnership with Solar Light for Africa

• • To build a teachers’ house thanks to a private donation

• To build the new Buwenda Pre-School

• To carry out necessary repair works at the Amagezi Education Centre to ensure a conducive working environment.

On behalf of the Tmstees. J W Bayne Dlr•ctor i(L

Independent Examiner's Report to the Trustees of SoftPower Education.com

| report on the accounts of the company for the year ended 31 January 2021 which are set out on pages 12 to 17.

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 trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed.

Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:

• ® examine the accounts under section 145 of the 2011 Act; ° follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act; and

• ° state whether particular matters have come to my attention.

Basis of independent examiner's report

My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. it also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as 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:

• 1 which gives me reasonable cause to believe that, in any material respect, the requirements:

• e to keep accounting records in accordance with section 386 of the Companies Act 2006; and e to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities have not been met; or

• 2 to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

lepren[Cool] )

Stephen Cook MA FCA

David Roberton & Co Chartered Accountants 84 Whiting Street Bury St Edmunds Suffolk IP33 1NZ

24 Outebv leu

SOFTPOWER EDUCATION.COM

Statement of Financial Activities for the year ended 31 January 2021 (including income and expenditure account)

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||||||||| |---|---|---|---|---|---|---|---| |Unrestricted|Restricted|Total|Total| |funds|funds|funds| |2021|2021|2021|2020| |Notes|£|£|£|£| |Incoming|resources| |Activities|for generating funds:| |T Shirt and|pottery|sales|11|ii|427| |Donations|3|164,839|0|164,839|241,982| |Gift|aid|tax|reclaimed|12,807|12,807|7,452| |Fundraising|370|370|2,152| |Interest|received|58|58|160| |Other income|8,422|8,422|3,344| |Total incoming|resources|186,507|O|186,507|255,517| |Less cost of generating funds|4|1,158|1,158|9,249| |Net|incoming|resources|available| |for charitable application|185,349|QO|185,349|246,268| |Charitable|expenditure| |Direct|costs of schools|project|4|123,341|O|123,341|202,467| |Support|costs of managing the|schools|project|4|4,384|4,384|38,441| |Managing and|administering|the|charity|4|5,124|5,124|10,032| |Total charitable expenditure/resources| |expended|132,849|O|132,849|250,940| |Movement|in|total funds for the year|-| |net income|for the year|52,500|i]|52,500|-4,672| |Transfer between funds|0|0| |Fund balances|brought forward|141,888|O|141,888|146,560| |Total funds|carried|forward|8|194,388|O|194388|141,888|

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The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

12

SOFTPOWER EDUCATION.COM Balance Sheet at 31 January 2021

	Notes	2021	2020
Fixed Assets		£	£
Tangible assets	6	2,014	4,843
Current assets
Debtors	7	12,891	7,446
Cash at bankand in hand		194,584	135,266
		207,475	142,712
Creditors: amounts fallingdue within oneyear		15,101	5,667
Netcurrent assets		192,374	137,045
Total assets less current liabilities		194,388	141,888
Creditors: amounts falling due afterone year		-
Total assets		194,388	141,888
Funds
Unrestricted	8	194,388	141,888
Restricted	8	Q	i¢]
		194,388	141,888

These Accounts are prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small entities.

For the financial year ended 31 January 2021 the company was entitled to exemption from audit under section 477 Companies Act 2006; and no notice has been deposited under section 476. The trustees acknowledge their responsibility for ensuring that the company keeps accounting records which comply with section 386 and 387 of the Companies Act 2006 and preparing accounts which give a true and fair view of the state of affairs of the company as at the end of the year and of its profit or loss for the financial year in accordance with the requirements of section 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006, so far as applicable to the company.

Approved by the trustees on 26 October 2021 and signed on their behalf by

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James Bayne Ye
Company number 04638390 “
13
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SOFTPOWER EDUCATION.COM Notes to the financial statements for the year ended 31 January 2021

1 Accounting policies The principal accounting policies adopted in the preparation of the financial statements are as follows:

• a Basis of accounting

• The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014, the Financial Reporting Standard applicable in the United Kingdom and Republic of ireland (FRS 102), the Companies Act 2006 and UK Generally Accepted Practice as it applies from 1 January 2015.

b Incoming resources

• Voluntary income is received by way of donations and gifts and is included in full in the Statement of Financial Activities when receivable. Income from the sale of T shirts, sponsorships and other fund raising activities are included in full in the Statement of Financial Activities when receivable. The value of the free services provided by volunteers has not been included.

c Resources expended

Resources expended are included in the Statement of Financial Activities on an accruals basis.

d Depreciation

Depreciation is provided at rates calculated to write off the cost of each asset over its expected useful life, which in all cases is estimated at 3 years. Individual assets costing £500 or more are capitalised at cost.

e Foreign currency

Donations received and resources expended during the period in Uganda have been translated into sterling at the average rate of exchange for the year. Any gains or losses on exchange are included in the Statement of Financial Activities. Foreign currency balances are translated into sterling at the exchange rates prevailing on the balance sheet date. Any gains or losses on exchange are included in the Statement of Financial Activities.

f Funds

Unrestricted funds are avaiable for use at the discretion of the trustees in

furtherance of the general objectives of the charity and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrcitions imposed by donors or which have been raised by the charity for particular purposes. The aim and use of each restricted fund is set out in the notes to the financial statements.

2 Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of a winding-up is limited to £1.

14

SOFTPOWER EDUCATION.COM Notes to the Financial Statements (continued)

		2021	2020
		£	£
3	Donations
	General!donations	164,839	241,982
4	Total resources expended
	Cost ofgeneratingfunds
	General fund-raising and marketing expenditure	1,158	9,249
	Directcostofschools project
	Building materialsand tools	5,875	63,322
	Project staffcosts	95,338	93,506
	Miscellaneous otherdirect projectcosts	22,128	45,639
		123,341	202,467
	Supportcosts ofmanagingthe schools projects
	Wagesand salaries	0	32,923
	Transportdepreciation	1,744	1,744
	Plantand machinery depreciation	0	0
	Officeequipmentdepreciation	1,469	1,341
	Communications and office costs	1,171	2,433
		4,384	38,441
	Managementand administration ofthe charity
	Bank charges	294	536
	Othermanagement and administration costs	4,830	9,496
		3,124	10,032

15

SOFTPOWER EDUCATION.COM Notes to the Financial Statements (continued)

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|||||||||| |---|---|---|---|---|---|---|---|---| |2021|2020| |£|£| |Staff costs costs|and|numbers| |Staff costs| |Salaries and|wages|95,338|126,429| |The|average weekly number of employees|(including|paid|volunteers)|during| |the|year,|calculated|on|the|basis|of full-time|equivalents,|was as follows:| |2021|2020| |Admin|staff|2|2| |Project|staff|23|29| |Volunteers|5|5| |30|36| |Tangible|fixed|assets| |Plant&|Furniture|Motor|Computer|Total| |machinery|&fittings|vehicles|equipment| |£|£|£|£|£| |Cost| |At 1|February 2020|18,836|3,156|61,883|15,838|99,713| |Additions|0|8}|Q|384|384| |At 31 January 2021|18,836|3,156|61,883|16,222|100,097| |Depreciation| |At 1|February 2020|18,836|3,156|58,394|14,484|94,870| |Charge|for the year|0|1,744|1,469|3,213| |At 31 January 2021|18,836|3,156|60,138|15,953|98,083| |Net|book|value| |At 31 January 2021|0|Q|1,745|269|2,014| |At 31 January 2020|7)|0|3,489|1,354|4,843|

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5 Staff costs costs and numbers

6 Tangible fixed assets

16

SOFTPOWER EDUCATION.COM

Notes to the financial statements (continued)

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|||||||| |---|---|---|---|---|---|---| |7|Debtors|2021|2020| |£|£| |Gift Aid|receivable|41,945|7,430| |Other debtors|946|16| |12,891|7,446| |8|Analysis of net assets of net assets net assets assets|between funds funds| |Unrestricted|Restricted|Total|Total| |funds|funds|funds|funds| |2021|2021|2021|2020| |£|£|£|£| |Fixed|assets|2,014|2,014|4,843| |Net|current|assets|192,374|QO|192,374|137,045| |194,388|O|194,388|141,888|

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8 Analysis of net assets of net assets net assets assets between funds funds

The restricted fund related to funding received in respect of the Murchison Outreach DEFRA-IWTCF ((Itlegal Wildlife Trade Challenge Fund) project.

9 Movement in funds

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||||||| |---|---|---|---|---|---| |Unrestricted|Restricted|Total| |funds|funds|funds| |£|£|£| |As at|1|February 2020|141,888|O|141,888| |Movement|in the year|52,500|0|52,500| |Transfer|between funds|o|]| |As at 31 January 2021|194,388|QO|194,388|

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10 Related party transactions

Some of the expenses of the charity have been met as a donation in kind by certain of the trustees. The value of these expenses and services could not be quantified and therefore has not been included in these financial statements.

There were no other related party transactions.

No trustee received any remuneration in their capacity as trustee.

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