OpenCharities

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

2023-03-31-accounts

Tender Education and Arts Trustee Report and Accounts

Year Ending: 31st March 2023 Company Number: 04627846 Charity Number: 1100214

INTRODUCTION

The trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31st March 2023. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

Structure, Governance and Management

Tender Education and Arts (trading as Tender) is governed by an elected Board of Trustees. The Board of Trustees is elected annually at the Annual General Meeting. Retiring members are eligible for re-election. The Board meets four times per year, with additional meetings scheduled when the company requires greater direction or support.

The Board of Trustees has legal, financial and fiduciary duties under Company Law and Charity Law, and responsibilities for ensuring that the organisation complies with the conditions placed on grants from public and other funders. The Board also has responsibilities for the organisation’s strategy. Although the ultimate responsibility lies with the Board, the daily operational management of many of these duties is delegated to the Chief Executive Officer and her staff.

Policies and procedures for induction and training of Trustees

All new Trustees are invited to meet with the Chair and Chief Executive to discuss the work of the charity and, in particular, to be informed of:

The Charity Commission outlines four clear expectations for Trustees:

All Trustees are required to hold an enhanced DBS (Disclosure and Barring Service), which is renewed every two years in line with Tender’s safeguarding policies and protocols, or they must be signed up to the DBS Update Service. They should undertake safeguarding training every 2 years, attend Tender’s “basic awareness of domestic abuse training”, read “Keeping Children Safe in Education” by the Department for Education and we aim to ensure they visit a Tender project once a year when possible (COVID restrictions have made this challenging during certain periods).

Key Management Personnel

Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the charitable company, directly or indirectly, including any director/trustee (whether executive or otherwise) of the charitable company. The key management personnel of Tender Education and Arts are its directors, the Chief Executive Officer (CEO) and the Chief Operating Officer (COO). The directors are not remunerated, and remuneration of the CEO is set by the Board of Trustees.

OBJECTIVES

The summary objectives of the charity under its Memorandum of Association are:

  1. To advance the education of the public about the violence and abuse perpetrated against women and young people.

  2. To meet the needs of women and young people who have been subject to violence and abuse.

Public Benefit

Tender ensures that all its charitable activities focus on young people’s needs and young people are involved in guiding our work. This includes advancing the direction of Tender’s education programmes, supporting the organisation’s operations and contributing to Tender’s governance. We have due regard to the guidance issued by the Charity Commission.

ACHIEVEMENTS AND PERFORMANCE

Tender demonstrates its achievements and performance by linking them to the organisation’s mission statement and strategy. Tender achieves its strategy by delivering arts-based healthy relationships programmes in primary schools, secondary schools, further and alternative education settings and specialist youth settings, further and higher education settings and businesses and organisations.

Mission Statement: To prevent domestic abuse and sexual violence by creating culture change in communities, schools, youth settings and workplaces, using the creative/dramatic arts. Doing this safely underpins everything we do.

Strategy:

Tender’s work with young people is delivered by six project teams; London Schools, Specialist Provision, RE:SET, Tender National, Post-18, and Adult Training . The activity of each of these teams is detailed below in order to evidence the achievement of both aims.

2022/23 2021/22
Number of projects, training
sessions and events delivered
byTender		 253 283
Number of young people
who participated in Tender’s
projects		 16,324 32, 174
Number of adults who
participated in Tender’s
courses,events and seminars		 3,319 3, 625
As a result of taking part in a
Tender project:		 • 91%primary school participants
said they now know who to talk to
if they feel unsafe or need support
• 96%secondary school participants
stated they have more knowledge
about healthy and unhealthy
relationships
• 85%secondary school participants
feel more confident in dealing with
issues of violence and abuse
• 90%of all participants enjoyed the
project
• 95%of adult training beneficiaries
reported an increased confidence
to use the learning in their
professional practice
*Data taken from post-project surveys

The numbers we delivered to in 2022/23 are lower than in 2021/22 for a few reasons. Primarily this is due to our pioneering Whole School Approach programme, RE:SET, which has been in review and development this year since the pilot in 2021/22 in order to ensure it is robust forthcoming delivery that will see us rolling RE:SET out in 70 schools over the next three years (delivery began in the first 10 schools in January 2023). This year has also seen the London Schools team make a conscious choice to focus delivery on our core 2-day Healthy Relationships programme rather than shorter enrichment days or assemblies which typically involve more beneficiaries. While the core model is significantly more impactful, it involves fewer participants.

London Schools and colleges

This year Tender’s London Schools Team worked with 7,756 beneficiaries across 92 primary schools, secondary schools and alternative education settings. A total of 5,696 young people took part in 2-day Healthy Relationships workshops or in-depth projects, disseminating their learning to a further 420 young people via peer-led presentations. 1,503 young people have taken part in enrichment days or assemblies. We have trained 137 adults who work with the young people in these schools to be able to further support the learning.

Tender’s Healthy Relationships school projects continue across London. Thanks to grants from MOPAC, Lloyds Banking Group, the Olwyn Foundation and Ealing Borough Council, this year we were able to deliver our healthy relationships projects to schools in all 32 London boroughs. These projects ranged from Enrichment-day events - with over 100 students receiving hour-long workshops across one day - to our flagship 2-day Healthy Relationships programme, which equips up to 25 participants with an in-depth knowledge of healthy and unhealthy relationships. Our approach of using the arts allows us to find new and exciting ways to engage young people with this essential part of the curriculum.

Tender’s Ending Gender Based Violence Toolkit Launches in Collaboration with the Mayor. This year the Mayor of London announced a 3-year relationship with Tender, which will see the rollout of our ‘Ending Gender-Based Violence Toolkit’ to educators across the capital. The programme, which falls within the Mayor’s ‘Have a Word’ campaign, aims to equip teachers and school staff with the means to start creative conversations with young people (particularly boys) about gender-based violence. Borough specific sessions have been hugely successful at linking participants with local services and information.

Youth Facilitator Programme Launched. A new pilot scheme to give early career facilitators the opportunity to learn from Tender’s unique and impactful approach launched in September. 5 Youth Facilitators embarked on the pilot 6-month programme, which saw them shadow and codeliver Tender’s projects – giving them hands-on experience guided by our trained, expert facilitators. Each Youth Facilitator has been expected to reflect on their journey and has received 1-to-1 coaching from Tender HQ staff.

The ongoing school strikes - combined with strikes in other sectors, particularly transport – have had an impact on projects across the year, meaning some projects have had to be rescheduled or cancelled, and school staff have reported increasing pressures on their capacity.

Over the coming year we will continue to deliver our core Healthy Relationships programme to schools and youth settings across London and the South-East, as well as shorter term projects such as assemblies and enrichment days.

RE:SET

RE:SET is Tender’s pioneering Whole School Approach programme; using an online Toolkit and the support of a Tender Mentor to enable primary and secondary schools to explore, adapt and reset their existing Relationships Education provision, to further promote healthy, equal and respectful relationships across the whole school. Building on the success of the five schools in the pilot year (Sept 2021-July 2022) and on securing £1.6 million funding from the Mayor of London’s Violence Reduction Unit, during the autumn term of 2022 we reviewed and developed the RE:SET programme in preparation for it to be delivered to nearly 90 schools and alternative education provisions by September 2025. Between April 1[st] 2022 - March 31[st] 2023 we started delivering 12 new RE:SET projects in primary and secondary schools in London and West Yorkshire, Norfolk and Avon & Somerset. We also developed the programme structure, content and supporting online toolkit for alternative provisions, which is being piloted during 2023-2024.

The Inclusive and Nurturing Schools Programme will fund the RE:SET programme in London (2022-2025) will be delivered to 70 schools across seven London boroughs in partnership with Nurture uk . Through investing in developing a strong partnership with Nurture uk , we have recruited all 70 schools to the programme and have built positive partnerships with designated borough leads. We have also had numerous meetings with VAWG colleagues in each borough and have been invited to contribute to the VRU’s Education Summit as well as the Inclusion Conference held in Barking and Dagenham.

In January 2023 we started delivery to 10 schools (6 primary and 4 secondary which includes over 1,500 staff and over 8,000 students) in the Royal Borough of Greenwich, plus two secondary schools in West Yorkshire and Bath. All schools have completed their audit and received a bespoke project delivery plan, with the majority of schools receiving a staff induction and assembly for all students.

All schools are offered focus group sessions and/or online surveys for students, parents/carers and staff to gauge what themes and issues are current and relevant for their specific context.

Across all three cohorts we have received feedback that the key areas they want to know more about are:

“I want to know more about how I can be a good partner. I’m glad my parents can find out more about what we learn, even though it’s embarrassing, I want to be able to talk about relationships and work things out.” 11 year-old boy, Royal Greenwich School Trust

“RSE has changed and I’m glad you’re here. We want to get this right, we have to get this right to help our children be safe.” Headteacher, Nightingale Primary School

“I see ego from young people, and it’s hiding confusion, misinformation and, I think, some fear. We need this. We need to stop this behaviour, understand where it comes from and support it changing.” Assistant Headteacher, St Mary Magdalene Secondary School

Specialist Provision

273 young people and 53 adults benefitted from Tender’s Specialist Provision Programme across 29 projects, workshops and trainings. Specialist Provision encompasses our work with vulnerable children and young people in specialist and alternative education settings.

Creative Connections. This year we wrapped up delivery of our visual art programme; our Children in Need funded partnership with visual arts organisation Leap then Look. The programme was delivered in 12 settings across three years and culminated in a celebration event which saw young people from some of the settings participate in a range of creative activities. A short film resource, that explains different interpretations of a healthy relationship, was created with the young people from the final setting and showcased at the event. Everyone went away with a goody bag containing the self-care resource created the previous year, and a doughnut. Positive outcomes have seen setting staff and facilitators describe how, through these projects, the visual arts became a ‘way in’ to relationship building with some of their most vulnerable beneficiaries.

Development of Tender’s interactive video game resource, Relationship Goals. This resource was successfully delivered to four settings in Richmond, completing the second pilot phase of the programme. The team have developed a scheme of activities which complement and deepen the learning that participants receive from the game. Feedback has been hugely positive from participants and setting staff, and our ongoing relationship with the game developers helps us

ensure it remains sensitive and relevant to players’ needs. We look forward to sharing the resource more widely in the forthcoming year.

In the forthcoming year the team look forward to developing our work in youth justice settings, which we plan to pilot in the summer. We hope to offer the Level 2 OCN in Peer Mentoring and Facilitation to a group of 6-8 young people with experience of the criminal justice system.

Post-18 Programmes

This financial year has seen the completion of our Shoulder2Shoulder programme. In Summer 2022 we hosted a roundtable event attended by staff and student officers from our partner universities to review and evaluate the programme’s impact. Over the following months, building on the success of Shoulder2Shoulder, and incorporating learning from across Tender we have developed a pilot of a Whole University Approach (WUA) award: RE:SET Universities.

The RE:SET Universities Award supports universities and students’ unions to prevent domestic abuse and sexual violence across campus. It embeds effective, sustainable messages and behaviours in campus culture; and empowers, supports and educates staff and students through a programme of training, campaigns, student engagement and policy support. Underpinned by an online toolkit and ongoing mentoring support from a key contact at Tender, senior leaders and frontline staff will be equipped with the knowledge and skills required to lead the sector in preventing gendered violence and developing a positive campus culture. When the programme is complete universities will be recognised with the Excellence in Prevention Award. We started working with 5 universities on this pilot in Autumn 2022 with completion due in January 2024.

Alongside RE:SET Universities, we are also continuing to deliver high quality workshops in other Higher Education settings. In particular, our partnership with drama school RADA continues to develop as we have delivered 4 series of workshops over the last year for BA students and RADA’s Youth Theatre Company.

Youth Board

Tender’s Youth Board is made up of volunteers aged 16-25 and is core in guiding the strategic development of Tender’s work and ensuring young people, and the issues relevant to them, are at the heart of everything we do.

This year we held 11 Youth Board meetings for a total of 22 members (13 currently sitting on the board). We recruited 5 new members in December 2022, and now the makeup of the board has greater diversity in age and educational experience, with more high school students involved. It also now represents more regions of the UK, with over half living outside of London and members based in Wales, Scotland and across England.

It’s been a busy year for the Youth Board, as we continue to develop our processes for greater youth participation in decision making. This year, board members have:

An ongoing challenge for the Youth Board is consistent attendance, as members are often inevitably navigating the conflicting responsibilities that are present for young people between the ages of 16-25, as they transition from full time education to further education or work; several members have had to step down for a period of a few months this year in order to navigate these commitments. However, when able to attend, Youth Board members are consistently extremely committed, and have played a significant role in shaping the direction of Tender’s work in all areas throughout the year.

Over the coming year we will be building a strategy for the Youth Board, including exploring pathways for engagement, as well as continuing with regular meetings and masterclasses.

Tender National

Between April 2022 and March 2023 Tender’s regional teams delivered 68 projects across 6 regions, working directly with 7,215 young people and delivering training to 913 adults. We delivered core Healthy Relationships workshops with 1,206 Young Leaders, who became active champions of violence prevention, creating strong and informative performances that were

shared with audiences of a further 4,676 young people. An additional 1,333 young people were reached through several enrichment days and targeted/bespoke workshop activities.

Project Delivery. Our Regional Hubs in West Yorkshire, Avon & Somerset and Norfolk have continued to deliver core 2-day Healthy Relationships projects in primary, secondary and out-ofschool settings, as well as securing a range of income generation projects and bespoke commissions. These have included continuing relationships with Bath Spa University, Norfolk Youth Offending Team and Norwich MAP, as well as new commissions from the University of East Anglia (UEA) and Breckland MAP. We have also been delighted to partner with Scarabeus Aerial Theatre on the pilot of a new primary school project, ‘Shifting Point’, as well as providing a training and consultancy package in support of the recent regional theatre tour of ‘Destiny’ by writer and actor Florence Espeut-Nickless. The National Team also successfully completed delivery in Kent as part of our funding from the Kent Community Foundation.

Following on from previous activity in the region, we were delighted to receive further funding from a private donor to deliver our first primary school project in Brighton & Hove. December’s project at St. Andrew’s CofE (aided) Primary School was a great success, and we hope to be able to deliver more projects in the region in the future.

Tender was also successful in securing funding from the Sussex Police and Crime Commissioner to deliver a series of enrichment days at Greater Brighton Metropolitan College. These sessions, entitled ‘Promoting Healthy Campus Culture: Addressing Sexual Harassment’ were very well received by post-16 students from across a wide range of vocational courses.

New Region. Through the generous support of Landlark – a Cambridge-based charity working to end domestic abuse, intimate partner violence and all forms of harassment - Tender has been able to deliver first projects in both primary and secondary schools in the region.

The coming year will see us explore how we might grow Tender’s work in new regions, enabling us to work with more children, young people and adults across the country.

Adult Training

In 2022-23 the Adult Training team worked with 29 schools and alternative settings to deliver a programme of work raising awareness and professional confidence in ending Violence Against Women & Girls (VAWG), working with 665 teaching staff.

VRU (Violence Reduction Unit) Teacher Training Programme. Funded by the Mayor’s Office Violence Reduction Unit from their Women and Girls Funding Lot, the purpose of the programme is to increase awareness of and improve response to VAWG within primary and secondary

schools and alternative settings. Tender developed a 15-hour programme covering the main issues impacting VAWG. We worked with specialist organisations including Ashiana to create and deliver the content, ensuring we always drew on specialist knowledge. We know that equipping as many professionals as possible with key skills and knowledge around VAWG, leads to earlier identification, better support and inevitably, prevention.

Content development. For this programme, we developed 7 modules focusing on Domestic Abuse, Child on Child Abuse, Online Harms, Harmful Cultural Practices, Intersectionality & Trauma Informed Practice and Delivering Effective Training. We worked with specialists to develop this content and developed an extensive resource pack to go alongside the training. We also re-designed our existing Domestic Abuse Basic Awareness E-Learning, as well as creating another e-learning module for other members of staff (who did not complete the programme) to gain a basic awareness of the topics covered.

Following the completion of the programme, we asked the beneficiaries to provide feedback, with our outcomes focused on improving the experience for girls and young women within these settings.

96% of beneficiaries reported an increased awareness of gender inequality

97% of beneficiaries reported an increased confidence in tackling VAWG

89% of beneficiaries reported an increased ability to identify early signs of risk

95% of beneficiaries reported an increased confidence to use learning in their professional practice

Workplace Training. We have continued to develop our workplace offer which forms two pillars: working with businesses to support colleagues and customers who may be experiencing domestic abuse and working with businesses to create healthy workplace cultures by preventing sexual harassment, bullying and discrimination. This year we delivered 15 training sessions to workplaces, reaching a total of 1,096 beneficiaries.

Many businesses are seeking to raise the volume of conversations about building positive, inclusive cultures, promoting healthy relationships, and creating opportunities for everybody to have an equal share of voice. It can be challenging for leadership teams to manage these conversations and create the right environment of trust and openness with employees. In these cases, it is valuable to bring in independent experts to help facilitate and guide positive and constructive dialogue. We have continued our positive and long-term relationships with Lloyds

Banking Group and Clifford Chance LLP. In January Jess Phillips MP hosted an event for Tender at the House of Commons where we showcased our workplace training offer to representatives from over 15 businesses in the banking, finance and construction industries.

Safeguarding

The Chief Executive continues to lead Tender’s Safeguarding, with the Safeguarding Team (made up of the Chief Executive, the Head of Services and all Programme Managers) continuing to meet monthly to ensure the wellbeing and safety of children and young people remains at the heart of everything Tender does, and that rigorous processes and procedures are in place. We have continued to closely monitor disclosures and ensure safeguarding remains a priority in both virtual and in-person workshops. We continue to effect robust safeguarding training procedures for new staff and facilitators.

Disclosure rates during our programmes have increased by 90% compared to the previous year. This is a combination of young people making disclosures about their own experiences and young people making comments that are a cause for concern to the workshop facilitators. We have noticed an increase in children and young people talking about choking and strangling which we treat as a safeguarding issue and is likely to reflect the access they have to violent pornography and to influencers who talk about behaviours like this.

Development and Innovation

Development of new animation. Having enlisted the generous pro bono support of fellow charity HelpFilm, in 2022-23 Tender developed a short animation exploring pornography and its influence on young people's relationships.

The accessibility of porn today means that many young people encounter it before they discover sex. This can make it difficult to contextualise what they are watching in relation to their own experiences or expectations of sex, gender and intimacy. If porn is someone’s first introduction to sex, they might assume it's an accurate representation: which, given the hardcore content of most mainstream porn, can be distressing, problematic and unsafe.

Our animation is aimed at young people aged 11 years and up, in recognition that - in today's digital world - one in 10 children have watched pornography by the time they are nine years old ' (Children s Commissioner, 2023).

In addition, Tender’s core and freelance team have developed new arts-based activities to further explore the animation’s themes within supporting workshops, such as:

We will be planning to trial and distribute the animation and accompanying workshop activities further during 2023/24 and look forward to evaluating where this leads us next.

Development of new short live-action film. This year Tender wrapped up a new film resource, “Snap!” which was developed in collaboration with London’s Roundhouse and funded by The Mayor of London’s Violence Reduction Unit. The film was written and developed in consultation with young people and will be a key resource in future workshops with young people, enabling us to further explore early warning signs of unhealthy behaviour, sharing nudes and seeking support.

OTHER SUPPORTING ACTIVITIES

Diversity, Equity and Inclusion

Following the adoption of a new Diversity, Equity and Inclusion (DEI) Policy in late 2021, we committed to a number of objectives to improve our approach to diversity and inclusion, both within Tender and in how we interact with anyone coming into contact with us. This year, our efforts were focused primarily on strengthening our recruitment practices, organisational culture, and developing inclusive training and resources for neurodivergent adults and young people. To improve the governance and oversight of our DEI work, we set up a DEI Governance Committee comprising several trustees, who will actively work with the Tender team to set goals and monitor our progress against them.

Engaging with the community

Valentine’s Day Campaign. As is tradition at Tender, we celebrated Valentine’s Day with a social media project. Published across Instagram, Facebook and Twitter, this year’s campaign asked people to give the gift of healthy relationship skills. Rather than flowers or chocolates, each £20 donation funded a Tender workshop for two young people, setting them up for a lifetime of healthy relationships.

Tender Annual Awards. July saw the return of Tender’s wonderful annual awards celebration. This event celebrates the work of children, young people, teachers and youth workers in preventing domestic and sexual violence. The event took place at BAFTA this year and was attended by over 100 guests. Our fantastic Patron Olivia Colman led the award givers who were

Laura Yeates (Clifford Chance LLP), Sophie Linden (Deputy Mayor for London), actors Rachel Weisz, Jessie Buckley and Phoebe Waller-Bridge and Jess Phillips MP. Awards were:

Private Film Screening. In October we were delighted that MGM studios and Universal got in touch to organise a special screening and Q&A for a new film “Women Talking”, which follows a group of Mennonite women who are deciding their next course of action after suffering horrific abuse by the men and boys in their community. The audience for the screening was made up of Youth Board members, university students and Tender staff. The Q&A with director Sarah Polley and lead actress Claire Foy was incredibly thought-provoking and engaging, with strong engagement in the issue and fantastic questions from the young people present.

Tender in the Media

Tender has continued to raise awareness of the issues surrounding gender-based violence and Tender’s innovative prevention projects with children, young people and adults.

Our VAWG Teacher Toolkit and training sessions, funded by the Mayor’s Office for Policing and Crime (MOPAC) was featured across widespread media including:

The story also secured broadcast coverage including:

Meanwhile, CEO Susie McDonald was featured as one of the Evening Standard’s 23 ‘most inspiring thought leaders in the capital’ - International Women’s Day: 23 female changemakers to know in London in 2023

Raising Tender’s Profile through Effective Communications

Tender uses social media and digital platforms to inform the public about our work and the issues surrounding gender-based violence. With content and campaigns posted throughout the week, we currently have:

Tender’s workshop leaders have recently observed a rise in misogynistic and unhealthy victimblaming attitudes, particularly from young men taking part in our projects. This is, for the most part, due to the huge popularity of harmful social media influencers such as Andrew Tate. In response, Tender has written an organisational stance which provides valuable guidance and advice for delivery teams and schools in how to approach this controversial topic.

Over the next year we will be developing Tender’s Communications Strategy, and investing in infrastructure and channels that will enable us to achieve it. For example, an organisational rebrand and new website, a 20[th] anniversary comms campaign and our new Ambassadors programme.

Increasing Tender’s sustainable future

Tender’s Development team continues to focus on the stability and sustainability of the organisation, particularly as it is difficult to predict what the economic climate may look like over the next few years, as we come out of the pandemic.

We have seen significant success in our plans to diversify income:

Plans for 2023/24 and beyond

This year, we carried out a strategic review of Tender’s work and operations with the aims of reviewing and, if appropriate, refreshing our vision, mission, values and priorities. We engaged an external consultant to carry out a review of the organisation, and to consider the wider landscape in which we work, using a combination of desktop research and extensive conversations with staff, trustees, the Youth Board and external stakeholders (such as beneficiaries and funders).

The review concluded that, generally, our purpose statement, current work and direction of travel are well aligned with our charitable objects, delivering positive outcomes for our beneficiaries, and there continues to be a growing demand for our work. We have revised our mission and identified two strategic outcomes and four priorities to strengthen our focus on our ultimate purpose and create a clear structure for all areas of our work. A key conclusion of the review was the need for us to invest in internal capacity building, for example in relation to communications, research, impact and learning, and technology.

The review also highlighted ways in which the structure of the organisation could be improved to take into account the growth in our team and ensure the resources and capabilities of the team are aligned to the requirements of the programmes envisaged for the next three years; enabling us to work collaboratively and effectively to support the needs of our beneficiaries. As a result, we have restructured the organisation, creating clear senior leadership and management structures, and aligning and connecting service delivery departments. It is our intention that the revised structure will also ensure all team members have a healthy, supportive working environment, with a clear understanding of their roles and responsibilities, and how their work contributes to Tender’s wider vision, mission and priorities.

The revised mission, outcomes and priorities are now guiding our decisions about the work we do, and don’t do, and will inform future decisions about potential innovations and developments we are exploring. We have operational plans for every team in Tender for 23-24, linked to the priorities, and we will be developing plans for a further two years in early 23-24. As a result of the review and this work, we will have a clearly defined strategy and plans for three years, creating a strong basis for delivering on our charitable objects and developing a long-term fundraising strategy to ensure the long-term sustainability of Tender.

To support the implementation of our strategy, we are also reviewing and strengthening our organisation-wide monitoring and evaluation plans, which will enable us to carry out robust and reliable impact measurement of our programmes on beneficiaries and the settings with which we work. The refreshed monitoring and evaluation plans will mean that, in future years, we will be able to report more detailed insights into our work and use these insights to continually improve the quality of our projects and resources.

ACKNOWLEDGEMENTS

We would like to say a special thank you to our patron Olivia Colman and husband Ed Sinclair for their generosity of time and support for Tender throughout this and every year – it continues to be invaluable.

We would also like to take this opportunity to thank: Tiernan Brady, David Harkness, Kate Haslett, Sonya Leydecker, Amy Malik, Jane Porter, Catherine Rutter, Jane Rodrick, Pete Tromans, Kay White, Lynette Williams, and Laura Yeates.

Thanks also goes to the Tender Staff, Youth Board, Facilitators and Trustees, without whom none of the incredible work Tender achieves would be possible.

RISK STATEMENT

Tender implemented its revised Risk Register in 2022/23. This is overseen by the COO and CEO and a summary report is provided at all trustee board meetings listing the most significant risks and steps being taken to reduce their likelihood and/or impact. This is a sub-set of all risks actively monitored and managed by the SLT.

The categories of the risk are: Financial, Operational, External, Governance, Regulatory and Compliance. Risks are RAG rated as minor (green), moderate (amber) or major (red).

The Purpose of the Risk Register is for the Senior Leadership Team (SLT) to identify potential risks to the charity in a timely manner and to manage those risks. At February 2023 the key risks were all no higher than Moderate. Key risks were:

Financial:
High level of dependency on single
or small range of income streams
 Mitigated by:
•
Monthly review of income and pipeline vs targets
•
Quarterly review of fundraising strategy and progress
•
Quarterly stress test of largest donors
Financial:
Insufficient budgetary controls and
financial reporting in place to
ensure appropriate management
of finances		 Mitigated by:
•
Quarterly budgetary reviews to assess budgets are being correctly spent
•
Monthly management accounts shared with Finance Committee
Financial:
Inappropriate pricing policy which
does not ensure that all costs are
recovered and which does not
consider future pricing changes		 Mitigated by:
•
Quarterly budgetary reviews to ensure expenditure does not exceed budget
•
Monthly management accounts shared with Finance Committee
•
Annual external audit confirming full cost recovery
•
Review costing of services, in particular staffing costs, with support from external provider
•
Monitor funder feedback on pricing levels
•
Agree standardised pricing for projects and train fundraising team / projects team in
pricing projects (agreed for income generation projects)
External:
Lack of funding for core costs and
service delivery		 Mitigated by:
•
Monthly review of income and pipeline against target (fundraising management meetings)
•
Monthly review of reserves levels (management accounts)
•
Quarterly review of fundraising vs strategy
•
Improve monitoring processes to more accurately update fundraising team on funding
needs
•
Agree revised fundraising strategy to increase income
External:
Poor public perception / adverse
publicity		 Mitigated by:
•
Monthly review of comms/public perception risks
•
Quarterly review of progress against strategy
•
Quarterly report of complaints to Board
•
Monthly management accounts shared with Finance Committee and annual external audit
to confirm accurate financial reporting
•
Implement public relations training / procedures

FINANCIAL REVIEW

In the year ended 31st March 2023, Tender continued working on projects, which during the current year were funded largely by MOPAC (Mayor s Office for Policing and Crime), Paul Hamlyn Foundation, The Sam & Bella Sebba Charitable Trust, Greater London Authority, Comic Relief, The Thompson Family Foundation, The Coutts Charitable Trust, , BBC Children in Need, The City Bridge Trust, Maria Marina Foundation, John Lyons Foundation, The Rayne Foundation, Lloyds Banking Group, Esmée Fairbairn Foundation, Fidelity UK Foundation, The Foux Foundation, Garfield Weston Foundation, Coutts Foundation, The Crucible Foundation, The Clothworkers’ Foundation, Richmond Parish Lands Charity, The Olwyn Foundation.

Tender will carry forward £693,522 of restricted funds; this includes £525,402 of the Children and Young People programme, and £168,120 of other funding in the Adults with Safeguarding Responsibilities department and core funding to be spent in the 2023-24 financial year.

Reserves Policy

The purpose of the policy is to ensure that Tender is able to meet its contractual obligations and finance the planned future growth of the organisation. The level of free reserves (excluding restricted funds) is reviewed annually by the Trustees. The Trustees consider that the most appropriate level of reserves at 31st March 2023 would be £725,155 (“free reserves”), which is equivalent to approximately six month’s basic operating costs.

The general reserve at 31st March 2023 amounted to £725,155, which is considered as free reserves.

Fundraising Policy

The Charity engages fundraising consultants on occasion to develop strategic plans of activities and events to support our internal team of fundraisers. No data is shared with or sold to any external agencies. The charity does not purchase external lists of potential individual donors or undertake Direct Mail appeals to such lists.

The charity occasionally invites individuals to attend events but does not exert undue pressure to attend or to donate. It does not approach or pressure vulnerable people to support its work. A complaints policy is in place and is accessible on request from the Chief Executive Officer. The charity adheres to the Fundraising Code of Practice issued by the Fundraising Regulator.

Any fundraising events carried out on behalf of the charity that we are aware of are supported and monitored by the Development Manager. Any marketing materials and approaches are checked that they comply with the Fundraising Code of Practice and details of income and

expenditure are recorded by the Finance Manager. Income is acknowledged and grateful thanks are sent, typically with a letter.

Reference and administrative details

Tender Education and Arts (formerly Until the Violence Stops), trading as Tender , is a Company Limited by Guarantee and a registered charity, governed by its Memorandum and Articles of Association. The company was incorporated on 3rd January 2003.

Charity Number 1100214
Company Number 04627846
Registered office and operations
address		 Tender Education and Arts
Resource for London
356 Holloway Road
London N7 6PA
Patrons Olivia Colman
Board of Trustees Matthew Layton(joined 14 February2023)
Michaela Chamberlain(joined 2 November 2022)
Laura Sanford(joined 2 November 2022)
Sharina Walia
RoryConwell
Simon Walker
Róísín Murphy
AmyMalik
Kate Toumazi(resigned 14 February2023)
Liz Rymer(resigned 14 February2023)
Jess Moore(chair resigned 13 December 2022)
Chief Executive Officer Susie McDonald
Independent auditors Knox Cropper LLP
65 Leadenhall Street
London
EC3A 2AD
Bankers NatWest
38 Strand
London
WC2N 5JB

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees (who are also the directors of Tender Education and Arts for the purposes of company law) are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland".

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to,

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

In so far as the trustees are aware:

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

Approved by the Board on 20[th] July and signed on its behalf by:

Matthew Layton (Jul 24, 2023 22:33 GMT+1)

Matthew Layton Chair of Trustees

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF TENDER EDUCATION AND ARTS

Opinion

We have audited the financial statements of Tender Education and Arts (the ‘charitable company’) for the year ended 31 March 2023 which comprise the statement of financial activities, the balance sheet, statement of cash flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

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

Conclusions relating to going concern

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

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

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

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF TENDER EDUCATION AND ARTS

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified any material misstatements in the directors’ report included within the trustees’ report.

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

Responsibilities of trustees

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

In preparing the financial statements, the trustees are responsible for assessing the company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF TENDER EDUCATION AND ARTS

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

Use of our report

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

Richard Billinghurst (Senior Statutory Auditor)

For and on behalf of:

Knox Cropper LLP Chartered Accountants & Statutory Auditors 65 Leadenhall Street London EC3A 2AD

Date:

TENDER EDUCATION AND ARTS STATEMENT OF FINANCIAL ACTIVITIES

(INCLUDING THE INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2023

Notes
Income from:
Donations and legacies
2
Charitable activities
3
Investment Income
Total income
Expenditure on:
Raising funds
5
Charitable activities
4
Total expenditure
5
Net income and net movement in funds
Reconciliation of funds:
Total funds brought forward
BALANCE CARRIED FORWARD
31 MARCH 2023		 Unrestricted
Funds
£
179,801
147,874
6,767
334,442
59,791
181,973
241,764
92,678
1,086,824
£1,179,502		 Restricted
Funds
£
1,278,852
-

-
1,278,852
14,339
1,323,651
1,337,990
(59,138)
752,660
£693,522		 2023
Total
£
1,458,653

147,874
6,767
1,613,294
74,130
1,505,624
1,579,754
33,540
1,839,484
£1,873,024		 Unrestricted
Funds
£
667,358
77,268
101
744,727
79,591
285,905
365,496
379,231
707,593
£1,086,824		 Restricted
Funds
£
1,322,607
-
-
1,322,607
-
983,384
983,384
339,223
413,437
£752,660		 2022
Total
£
1,989,965
77,268
101
2,067,334
79,591
1,269,289
1,348,880
718,454
1,121,030
£1,839,484

None of the Charity’s activities were acquired or discontinued during the above two financial years.

TENDER EDUCATION AND ARTS BALANCE SHEET AS AT 31 MARCH 2023

Notes 2023 2023 2022 2022
£ £ £ £
FIXED ASSETS FIXED ASSETS 7 12,345 10,673
CURRENT ASSETS
Debtors 8 364,646 246,144
Bank and Cash 1,635,577 1,677,876
2,000,223 1,924,020
Creditors: Amounts falling due
within one year 9 (139,544) (95,209) (95,209)
NET CURRENT ASSETS NET CURRENT ASSETS 1,860,679 1,828,811
NET ASSETS £1,873,024 £1,839,484
FUNDS
Restricted 10 693,522 752,660
Unrestricted - General 12 725,155 520,438
- Designated 12 454,347 566,386
1,179,502 1,086,824
TOTAL FUNDS £1,873,024 £1,839,484

The financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

The financial statements were approved by the Trustees on 20[th] July 2023.

Michaela Chamberlain (Treasurer)

Company Registration Number: 04627846

TENDER EDUCATION AND ARTS CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2023

CASH FLOWS FROM OPERATING ACTIVITIES:
Net income for reporting period
Depreciation charges
Bank interest
Decrease/(increase) in debtors
Increase/(decrease) in creditors
Net cash provided by/(used in) operating activities
CASH FLOWS FROM INVESTING ACTIVITIES:
Bank interest
Purchase of furniture and equipment
Net cash provided by/(used in) investing activities
CHANGE IN CASH AND CASH EQUIVALENTS
CASH AND CASH EQUIVALENTS AT BEGINNING OF
REPORTING PERIOD
CASH AND CASH EQUIVALENTS AT END OF REPORTING
PERIOD		 2023
£
33,540
6,719
(6,767)
(118,502)
44,335
(40,675)
6,767
(8,391)
(1,624)
(42,299)
1,677,876
£1,635,577		 2022
£
718,454
6,580
(101)
(78,708)
763
646,987
101
(8,467)
(8,366)
638,621
1,039,255
£1,677,876

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) “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)”, Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” and the Companies Act 2006. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note. The presentational currency of these financial statements is Pounds Sterling (£).

Going Concern

The Trustees consider that there are no material uncertainties about the Charity's ability to continue as a going concern. In forming this opinion, they have considered the impact of the war in Ukraine and other relevant factors on both its income and expenditure, assets and liabilities for at least a period of twelve months from the date of approval of these financial statements.

Income

All income is recognised in the Statement of Financial Activities once the charitable company has entitlement to the funds, any performance conditions attached to the items of income have been met, it is probable that the income will be received and the amount can be measured reliably.

In particular, revenue grants are credited to income at the earlier date of when they are received or when they are receivable, unless they relate to a specified future period, in which case they are deferred. Capital grants for the purchase of fixed assets are credited to restricted income at the earlier of when they are received or become receivable. Depreciation on the related fixed assets is charged against the restricted fund.

Expenditure

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

Support costs are those functions that assist the work of the charitable company but do not directly undertake fundraising or charitable activities. Support costs include general overheads and governance costs (those costs incurred in the governance of the charitable company and its assets and are primarily associated with constitutional and statutory requirements) and are allocated on the basis of staff time devoted to each activity.

Value Added Tax

The charitable company is not registered for VAT and accordingly, where applicable, all expenditure incurred is inclusive of VAT.

Fixed Assets

Individual fixed assets are capitalised at cost and depreciated on a straight line basis over their useful economic lives. Office equipment and computer equipment has been depreciated over three years.

Short-term Debtors and Creditors

Debtors are recognised when the charitable company is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.

Creditors are recognised when the charitable company has a present legal or constructive obligation resulting from a past event to make payment to a third party, it is probable that settlement will be required and the amount due to settle the obligation can be measured or estimated reliably.

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES (continued)

Cash and Cash Equivalents

Cash and Cash Equivalents in the Balance Sheet comprise cash at bank and in hand and short-term deposits with an original maturity of three months or less. For the purpose of the Cash Flow Statement, cash and cash equivalents are as defined above net of outstanding bank overdrafts if they exist.

Financial Instruments

The charitable company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments, including its debtors and creditors. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

Funds

Restricted Funds represent donations or grants whose purposes have been restricted by the donor. Unrestricted funds represent income which can be used for charitable purposes at the discretion of the trustees.

Hire purchase and leasing commitments

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.

Judgements and key sources of estimation uncertainty

No judgements (apart from those involving estimates) have been made in the process of applying the above accounting policies that have a significant effect on amounts recognised in the financial statements.

Company status

Tender Education & Arts is a charitable company limited by guarantee, registered in England (company registration number 04627846; charity registration number 1100214). Its registered office and operational address is The Resource Centre, 356 Holloway Road, London, N7 6PA.

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

2. INCOME FROM DONATIONS AND LEGACIES

MOPAC
Tender Guardians
The Crucible Foundation
Maria Marina Foundation
Esmée Fairbairn Foundation
Lloyds Banking Group
The Thompson Family Charitable Trust
The Coutts Charitable Trust
Other Income
Fidelity UK Foundation
BBC Children in Need
John Lyons Charity
The Leathersellers' Foundation
Clifford Chance LLP
VRU – West Yorkshire
Scarabaeus
The Garfield Weston Foundation
The Rayne Foundation
Comic Relief
The City Bridge Trust
The Foux Foundation
The Shears Foundation
West Yorkshire Police
European Commission
The 29th May 1961 Charitable Trust
CMF Charitable Trust
Greater London Authority
The Husluck Charitable Trust
London Youth – YISF
Sydney Black Charitable Trust
Donation in kind
London Councils
The Clothworkers' Foundation
Paul Hamlyn Foundation
Impact 100
Richmond Parish Lands Charity
Jack Petchey Foundation
The Sam & Bella Sebba Charitable Trust
The Olwyn Foundation
FACET Trust
The Grace Trust
HMRC - Job Retention Scheme		 Unrestricted
2023
£
-
34,600
-
-
-
50,000
50,000
-
40,701
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3,000
-
-
1,000
-
500
-
-
-
-
-
-
-
-
-
-
-
-
£179,801		 Restricted
2023
£

605,119

70,000

100,000

96,000

79,650

-

-

44,000

-

33,700

32,254

28,000

25,000

25,000

24,449

22,172

20,000

16,000

12,447

10,350

10,000

10,000

5,979

3,984

-

2,000

1,644

-

600

-

504

-

-

-

-

-

-

-

-

-

-
-
£1,278,852		 Total
2023
£
605,119
104,600
100,000
96,000
79,650
50,000
50,000
44,000
40,701
33,700
32,254
28,000
25,000
25,000
24,449
22,172
20,000
16,000
12,447
10,350
10,000
10,000
5,979
3,984
3,000
2,000
1,644
1,000
600
500
504
-
-
-
-
-
-
-
-
-
-
-
£1,458,653		 Total
2022
£
151,960
107,000
-
80,000
-
330,900
50,000
30,000
533,358
-
31,754
28,000
-
25,000
-
-
-
16,000
112,034
41,325
-
-
-
-
-
2,000
10,164
-
-
-
-
265,520
42,000
30,000
25,000
22,453
20,881
15,000
14,075
2,000
2,000
1,541
£1,989,965

3. INCOME FROM CHARITABLE ACTIVITIES

Contracts for Operational
Programmes
Income From Schools
LBO Ealing
MAP
LBO Waltham Forest
External Training Fees
Sussex Police
North Somerset Council
Sales of Educational Resources		 Unrestricted
2023
£
43,055
40,876
24,053
20,000
15,290
4,600
-
-
£147,874		 Restricted
2023
£
-
-
-
-
-

-

-
-
£-		 Total
2023
£
43,055
40,876
24,053
20,000
15,290

4,600

-
-
£147,874		 Total
2022
£
21,900
-
-
-
39,910
-
15,332
126
£77,268

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

4. ANALYSIS OF CHARITABLE ACTIVITIES

Adults with Safeguarding Responsibilities
and Workplace Training
Children and Young People		 Undertaken
Direct
£
262,700
1,118,123
£1,380,823		 Support &
Governance
Costs
£
28,146
96,655
£124,801		 2023
£

290,846
1,214,778
£1,505,624		 2022
£
180,119
1,089,170
£1,269,289

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

5. RESOURCES EXPENDED

Direct
Artists
Partners
Printed Resources
Online Resources
Relationship Goals
Payroll Costs
Non-payroll Staff
Recruitment
Training
Research and Outreach
- 32 -
Volunteers, Travel & accom.
Other
Support
Audit Fees
Depreciation
Postage, Stationery & Courier
Equipment Maintenance and IT Support
Rent, Rates & Service Charge
Office Costs
Bank Interest and Fees
Other Costs
Accountancy Fees
Quality & Compliance
Governance
Total Expenses		 ADULTS with
SAFEGUARDING
RESPONSIBILITIES
CHILDREN &
YOUNG
PEOPLE
GENERATING
FUNDS
GOVERNANCE
Total
2023
Total
2022
£
£
£
£
£
£
33,520
217,426
-
1,270
252,216
262,353
24,768
124,650
-
-
149,418
142,987
254
10,003
20
2,019
12,296
7,161
6,700
30,551
72
180
37,503
1,583
-
33,346
-
-
33,346
72,105
165,149
518,749
17,228
80,401
781,527
585,953
-
46,100
37,300
20,610
104,010
96,324
-
2,650
-
13,424
16,074
23,250
1,319
458
103
851
2,731
3,190
-
314
-
873
1,187
799
451
20,939
17
22,327
43,734
24,106
14
8,535
19
3,050
11,618
8,656
232,175
1,013,721
54,759
145,005
1,445,660
1,228,467
1,066
3,663
352
739
5,820
5,000
1,231
4,407
406
675
6,719
6,582
103
368
34
56
561
1,324
9,914
35,499
3,273
5,439
54,125
38,482
8,013
25,145
2,646
7,940
43,744
42,904
378
1,353
125
207
2,063
1,109
90
322
30
49
491
639
770
2,758
254
423
4,205
1,470
320
1,298
106
21
1,745
1,517
2,678
9,590
884
1,469
14,621
21,386
24,563
84,403
8,110
17,018
134,094
120,413
34,108
116,654
11,261(162,023)
-
-
£290,846
£1,214,778
£74,130
-
£1,579,754
£1,348,880

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

6. STAFF COSTS, TRUSTEES’ REMUNERATION AND KEY MANAGEMENT PERSONNEL

Salaries and Wages
Social Security Costs
Pension Costs
Total Payroll Costs		 2023
£
700,539
65,550
15,438
£781,527		 2022
£
527,050
45,842
13,061
£585,953

The average number of staff employed by the charity was 20.4 (2022: 19).

One employee earned in excess of £60,000 per annum (2022: none). No trustee received any remuneration during the period. No expenses were paid to the trustees during the period.

Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the charitable company, directly or indirectly, including any director (whether executive or otherwise) of the charitable company. The key management personnel of Tender Education and Arts are the directors (who are also the trustees) the Chief Executive Officer and the Chief Operating Officer. Aggregate compensation paid to key management personnel in the year amounted to £114,900 (2022: £85,827 the COO joined in October 2022).

7. FIXED ASSETS

Cost at 1 April
Additions
Cost at 31 March
Depreciation at 1 April
Charge for the year
Depreciation at 31 March
Net Book Value at 31 March
EBTORS
Debtors
Rent/Service Charge Deposit
Prepayments		 2023
Furniture
and
Equipment
£
59,504
8,391
67,895
48,831
6,719
55,550
£12,345
2023
£
328,634
3,168
32,844
£364,646		 2022
Furniture
and
Equipment
£
51,037
8,467
59,504
42,251
6,580
48,831
£10,673
2022
£
227,709
3,168
15,267
£246,144

8. DEBTORS

9. CREDITORS

HM Revenue and Customs
Deferred income
Accruals
Creditors		 2023
£
19,826
-
30,285
89,433
£139,544		 2022
£
16,623
3,000
46,635
28,951
£95,209

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

10. RESTRICTED FUNDS 2023

A. At 31[st] March 2023

At 1 April At 31 March
2022 Income Expenses 2023
£ £ £ £
CHILDREN & YOUNG PEOPLE
London Schools programme
Lloyds Banking Group 322,659 - 175,765 146,894
Scarabaeus - 22,172 515 21,657
The Olwyn Foundation 13,900 - 13,900 -
RE:SET
The Clothworkers’ Foundation 7,035 - 7,035 -
Specialist Provision
Greater London Authority 15,148 1,644 16,792 -
Comic Relief 42,052 12,447 54,499 -
Richmond Parish Lands Charity 22,453 - 22,453 -
John Lyons Charity 28,000 28,000 21,446 34,554
Maria Marina Foundation 64,398 96,000 60,029 100,369
The Rayne Foundation 15,500 16,000 11,755 19,745
The Grace Trust 2,000 - 2,000 -
BBC Children in Need 11,400 32,254 38,127 5,527
The City Bridge Trust 27,285 10,350 37,635 -
National Programme
West Yorkshire VRU - 24,449 24,449 -
The Foux Foundation - 10,000 - 10,000
West Yorkshire Police - 5,979 568 5,411
CMF Charitable Trust 2,000 2,000 2,000 2,000
Kent Community Foundation 2,018 - 2,018 -
The Shears Foundation - 10,000 - 10,000
Post-18 Youth Settings and Youth
Board
Clifford Chance 6,958 25,000 4,450 27,508
London Youth – YISF - 600 - 600
Other
European Commission - 3,984 3,984 -
The Crucible Foundation - 100,000 - 100,000
Tender Guardians 37,268 70,504 66,635 41,137
ADULTS with SAFEGUARDING RESPONSIBILITIES & OTHER FUNDS
MOPAC 87,586 605,119 606,066 86,639
The Sam & Bella Sebba Charitable Trust 15,000 - 15,000 -
Fidelity UK Foundation - 33,700 3,073 30,627
The Leathersellers' Foundation - 25,000 - 25,000
The Coutts Foundation - 44,000 38,146 5,854
The Garfield Weston Foundation - 20,000 - 20,000
Paul Hamlyn Foundation 30,000 - 30,000 -
Esmée Fairbairn Foundation - 79,650 79,650 -
£752,660 £1,278,852 £1,337,990 £693,522

The CHILDREN & YOUNG PEOPLE programme

London Schools programme

Reaching children and young people in primary, secondary, SEND schools across Greater London through prevention education workshops. These enable young people to develop positive attitudes towards relationships in order to prevent domestic abuse and sexual violence.

RE:SET

An online toolkit supported by a Tender Mentor to enable primary and secondary schools to explore, adapt and reset their existing relationships education across the whole school It support schools to promote healthy, equal and respectful relationships and become Healthy Relationships Champion Schools.

Specialist Provision

Supporting young people who may be most vulnerable to experiences of domestic abuse and sexual violence including care-experienced young people, those with disabilities, identifying as LGBTQ+ and asylum seekers. This includes the online game Relationship Goals. Programmes are specially designed using trauma informed approaches to working with young people and training for the staff who work with them.

-34 -

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

National Programme

Reaching children and young people in primary, secondary, SEN schools across regions of the UK, through prevention education workshops. These enable young people to develop positive attitudes towards relationships in order to prevent domestic abuse and sexual violence.

Post-18 Youth Settings and Youth Board

Working with further and higher education settings, including universities and conservatoires, to promote healthy cultures that challenge domestic and sexual violence and harassment. This is achieved through targeted training for student union officers, university societies, university staff and students; engaging with existing networks of support to increase efficacy of reporting routes.

The board comprises a group of young people aged 16 – 24 who are interested in the issue of domestic and sexual violence and wish to play a part in advocating for healthy relationships and supporting Tender in its core mission through participating in consultation sessions, creating and delivering campaigns and helping at events throughout the year including fundraising and media and communications.

Other

The European Commission - reimbursement and final payment towards the Erasmus project completed in 2021-22. The Crucible Foundation - supports the ‘Specialist Provision Programme’ and ‘Avon and Somerset Hub Programme’. Tender Guardians - supported the delivery of RESET and youth board activities.

ADULTS with SAFEGUARDING RESPONSIBILITIES & WORKPLACE TRAINING

Adults with Safeguarding Responsibilities

Equipping adults with the knowledge and skills to understand domestic abuse and sexual violence in order that they can effectively safeguard the children and young people in their care. This includes teachers, youth workers, virtual school teachers, foster parents, social care professionals and the police.

Workplace Training

Delivering training to workforces in businesses and organisations to promote healthy workplace cultures that are free from bullying, sexual harassment and discrimination. Tender also delivers domestic abuse awareness training to colleagues in order that businesses can play a role in preventing domestic abuse and where victims/survivors can seek support and advice in a safe and private space.

OTHER

MOPAC continued to support the Whole-Community Approach to Healthy Relationships programmes as well as the delivery of adult training to adults with safeguarding responsibilities. New funding from MOPAC funded the following – MOPAC (Ashiana) - Provision of service known as ‘LOT 1 Girls & Young Women’.

MOPAC (Nurture UK) - Provision of service known as INCLUSIVE AND NURTURING SCHOOLS. MOPAC (Toolkit) - provision of the VAWG Prevention Toolkit for Teachers Support.

Fidelity UK Foundation funds the salaries of Tender's Research and Impact Manager.

The Sam & Bella Sebba Charitable Trust, The Leathersellers' Foundation, The Garfield Weston Foundation, The Coutts Foundation, Paul Hamlyn Foundation and Esmée Fairbairn Foundation - contribute to core costs including salaries.

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

B. At 31[st] March 2022

. At 31stMarch 2022
At 1 April **At 31 ** March
2021 Income Expenses 2022
£ £ £ £
CHILDREN & YOUNG PEOPLE
London Schools programme
London Councils - 265,520 265,520 -
Lloyds Banking Group - 330,900 8,241 322,659
The Olwyn Foundation - 14,075 175 13,900
RE:SET
The Clothworkers’ Foundation - 42,000 34,965 7,035
Tender Guardians - 80,000 42,732 37,268
Specialist Provision
Greater London Authority 23,246 10,164 18,262 15,148
Comic Relief 22,864 112,034 92,846 42,052
Garfield Weston Foundation 10,004 - 10,004 -
Richmond Parish Lands Charity - 22,453 - 22,453
The Reta Lila Howard Foundation 13,576 - 13,576 -
John Lyons Charity - 28,000 - 28,000
Maria Marina Foundation - 80,000 15,602 64,398
The Rayne Foundation - 16,000 500 15,500
Souter Charitable Trust 3,000 - 3,000 -
The Grace Trust - 2,000 - 2,000
BBC Children in Need 17,033 31,754 37,387 11,400
The City Bridge Trust 19,828 41,325 33,868 27,285
National Programme
Go Play Foundation 20,957 - 20,957 -
Kent Community Foundation 4,925 - 2,907 2,018
West Yorkshire Police 4,419 - 4,419 -
CMF Charitable Trust 2,000 2,000 2,000 2,000
European Commission 6,067 - 6,067 -
Post-18 Youth Settings and Youth
Board
Trust for London 7,343 - 7,343 -
Clifford Chance - 25,000 18,042 6,958
Other (including ADULTS with SAFEGUARDING RESPONSIBILITIES)
Jack Petchey Foundation - 20,881 20,881 -
MOPAC 176,085 151,960 240,459 87,586
HMRC – Job Retention Scheme - 1,541 1,541 -
The Sam & Bella Sebba Charitable Trust 32,242 15,000 32,242 15,000
Paul Hamlyn Foundation 49,848 30,000 49,848 30,000
413,437 1,322,607 983,384 752,660

The CHILDREN & YOUNG PEOPLE programme

London Schools programme

Reaching children and young people in primary, secondary, SEN schools across Greater London through prevention education workshops. These enable young people to develop positive attitudes towards relationships in order to prevent domestic abuse and sexual violence.

RE:SET

An online toolkit supported by a Tender Mentor to enable primary and secondary schools to explore, adapt and reset their existing relationships education across the whole school It support schools to promote healthy, equal and respectful relationships and become Healthy Relationships Champion Schools.

Specialist Provision

Supporting young people who may be most vulnerable to experiences of domestic abuse and sexual violence including care-experienced young people, those with disabilities, identifying as LGBTQ+ and asylum seekers. This includes the online game Relationship Goals. Programmes are specially designed using trauma informed approaches to working with young people and training for the staff who work with them.

.

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

National Programme

Reaching children and young people in primary, secondary, SEN schools across regions of the UK, through prevention education workshops. These enable young people to develop positive attitudes towards relationships in order to prevent domestic abuse and sexual violence

Post-18 Youth Settings and Youth Board

Working with further and higher education settings, including universities and conservatoires, to promote healthy cultures that challenge domestic and sexual violence and harassment. This is achieved through targeted training for student union officers, university societies, university staff and students; engaging with existing networks of support to increase efficacy of reporting routes.

The youth board comprises a group of young people aged 16 – 24 who are interested in the issue of domestic and sexual violence and wish to play a part in advocating for healthy relationships and supporting Tender in its core mission through participating in consultation sessions, creating and delivering campaigns and helping at events through out the year including fundraising and media and communications.

OTHER including ADULTS with SAFEGUARDING RESPONSIBILITIES & WORKPLACE TRAINING

Adults with Safeguarding Responsibilities

Equipping adults with the knowledge and skills to understand domestic abuse and sexual violence in order that they can effectively safeguard the children and young people in their care. This includes teachers, youth workers, virtual school teachers, foster parents, social care professionals and the police.

Workplace Training

Delivering training to workforces in businesses and organisations to promote healthy workplace cultures that are free from bullying, sexual harassment and discrimination. Tender also delivers domestic abuse awareness training to colleagues in order that businesses can play a role in preventing domestic abuse and where victims/survivors can seek support and advice in a safe and private space.

Jack Petchey Foundation funded the salaries of intern who supported the Adults with Safeguarding Responsibilities, Workplace training and the National programmes.

MOPAC continued to support the Whole-community Approach to Healthy Relationships programmes as well as the delivery of adult training to adults with safeguarding responsibilities.

The Sam & Bella Sebba Charitable Trust funded the salaries of personnel responsible for the Specialist Provision and Post 18 and Youth Board programmes.

The Paul Hamlyn Foundation grant funds the salary of the Programme Manager as well as contributed to the Children in Need and Relationship Goals projects.

11. LONDON COUNCILS EXPENDITURE 2023

A. At 31[st] March 2023

The London Councils' funding did not continue beyond the financial year 2021/22. No income from London Councils received during 2022/23 FY.

B. At 31[st] March 2022

Staff Costs
Beneficiary Costs
Overheads
Other Direct Project Costs
Tender
Nia
Women and Girls Network
Ashiana Network
LAWRS
IMECE
IKWRO
FORWARD
Solace
Total		 Balance
B/F
Grant
Grant Spent
Net refund
due
£
£
£
£
-
232,459
233,388
929
-
6,813
5,828
(985)
-
22,192
23,174
982
-
4,056
3,130
(926)
£-
265,520
£265,520
£-
Balance
B/F
Grant
Grant Spent
Net refund
due
£
£
£
£
-
109,605
124,134
14,529
-
20,242
19,722
(520)
-
33,580
33,580
-
-
10,091
10,091
-
-
33,580
27,094
(6,486)
-
20,242
12,719
(7,523)
-
33,580
33,580
-
-
4,600
4,600
-
-
-
-
-
£-
£265,520
£265,520
£-

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

Section 37 Statement

London Councils have awarded grants of £1,060,000 over four years. £265,520 of which relates to the financial year ended 31 March 2022. The grant is restricted to the purpose of funding the London Councils pan-London VAWG Consortium Prevention Project funded under Priority 2.1 Sexual and Domestic Violence Prevention. However, due to covid the grants committee agreed that some of the funding could be utilised for the redeployment of the partners into their respective organisations whilst schools were locked down.

12. UNRESTRICTED FUNDS

A. At 31[st] March 2023

Designated
Post 18 Programmes and Youth Board
LBO Ealing
LBO Waltham Forest
MAP
Relationships Goals
Tender Regional Development Fund
Core Costs
Designated Total
General Reserves		 At 1 April
2022
Income
Expenses
Transfer
At 31 March
2023
£
£
£
£
16,930
8,536
25,466
-
-
-
40,876
8,038
-
32,838
-
20,000
8,808
-
11,192
-
24,053
5,473
-
18,580
2,155
-
2,155
-
-
77,302
60,000
37,672
-
99,630
470,000
-
31,054
(146,839)
292,107
566,387
153,465
118,666
(146,839)
454,347
520,437
180,977
123,098
146,839
725,155
£1,086,824
£334,442
£241,764
-
£1,179,502

Designated funds are earmarked for the following purposes:

Post 18 Programmes and Provision to deliver Post 18 and Youth Board activities in 2022/23. Youth Board LBO Ealing and Waltham To complete the delivery of Healthy Relationships projects in the boroughs. Forest MAP Provision to deliver Healthy Relationships programme in Norwich. Relationship Goals To complete the pilot phase of the programme. Tender National Partnership This fund will continue to fund the delivery of Tender’s Children & Young Development Fund People, Post 18 and adult training programmes. Core costs Provision towards senior management staff salaries and on-costs over the next 24-36 months Transfer £146,839 of the Core costs fund has been undesignated and transferred to general reserves to meet the required reserves level of £725,155.

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

B. At 31[st] March 2022

Designated
Post 18 Programmes and Youth
Board
Relationship Goals
Tender National Partnership
Development Fund
Core costs
General Reserve		 At 1 April
2021
Income
Expenses
Transfer
At 31 March
2022
£
£
£
£
£
39,641
14,075
36,786
-
16,930
17,880
2,500
18,225
-
2,155
132,720
29,400
84,818
-
77,302
-
500,000
30,000
-
470,000
190,241
545,975
169,829
-
566,387
517,353
198,752
195,668
-
520,437
£707,594
£744,727
365,497
-
£1,086,824

Designated funds are earmarked for the following purposes:

Post 18 Programmes and Youth Board

Provision to deliver Post 18 and Youth Board activities in 2022/23.

RESET

To complete the pilot phase of the programme.

Relationship Goals

To complete the pilot phase of the programme.

Tender National Partnership Development Fund Core costs

This fund will continue to fund the delivery of Tender’s Children & Young People, Post 18 and adult training programmes.

Provision towards senior management staff salaries and on-costs over the next 24-36 months. This fund represents one off donation that is not expected to continue beyond 2021/22 financial year.

13. TAXATION

Tender is a registered charity and is potentially exempt from taxation in respect of income and capital gains received within the categories covered by Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that such income or gains are applied to exclusively charitable purposes.

14. INCOME/EXPENDITURE

Net income for the period is stated after charging:

Total Total
2023 2022
£ £
Auditors’ Remuneration 5,820 5,000
Depreciation 6,719 6,580

15. ANALYSIS OF NET ASSETS BETWEEN THE FUNDS 2023

Unrestricted Funds
Restricted Funds		 Fixed
Assets
£
12,345
-
£12,345		 Net Current
Assets
£
1,167,157
693,522
£1,860,679		 Total
£
1,179,502
693,522
£1,873,024

TENDER EDUCATION AND ARTS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2023

B. At 31[st] March 2022

At 31stMarch 2022
Unrestricted Funds
Restricted Funds		 Fixed
Assets
£
10,673
-
£10,673		 Net Current
Assets
£
1,076,151
752,660
£1,828,812		 Total
£
1,086,824
752,660
£1,839,485

16. RELATED PARTY TRANSACTIONS

Total aggregate donations of £52,500 were made by the trustees during the year without conditions attached (2022: £12,000). No other related party transactions were recorded in the current financial year (2022: £nil).

17. OPERATING LEASE COMMITMENTS

The charitable company operates from its premises on Holloway Road. The current rental agreement is from 31st July 2018 to 31st July 2023 and has a 3 months cancellation period. Under this agreement the charity's rental obligation at year end was £10,374 inclusive of VAT.

In addition, as at 31st March 2023 the charitable company was committed to minimum rental payable under noncancellable operating leases in respect of equipment (inclusive of VAT), as follows:

Payable within one year
Payable in two to five years		 2023
£
3,293
-
£3,293		 2022
£
3,944
-
£3,944

18. ECONOMIC IMPACT

The Trustees anticipate that the war in Ukraine and other significant economic factors will have a longterm impact on the Charity’s incoming resources and resources expended in the coming years. The Charity is essentially a cash-based business and carries out stress testing annually as a matter of course. This stress test anticipates events and what the financial impact might be on the Charity and how the charity can react to that impact. Based on this testing and their review of subsequent events in connection with the world economy, the Trustees are confident that it has sufficient reserves and enough flexibility to ensure that it can continue to exist for the foreseeable future. When considering the foreseeable future the Trustees are looking forward a period of at least twelve months from the date of approval of these financial statements.

Tender Trustee Report and Accounts 2023 FINAL

Final Audit Report

2023-08-06

Created: 2023-07-24 By: Trupti Reddy (truptireddy@hotmail.com) Status: Signed Transaction ID: CBJCHBCAABAAzYAqSuZxsxZrhkNKDYxZjbr5SuXefm-1

"Tender Trustee Report and Accounts 2023 FINAL" History

2023-07-24 - 21:18:15 GMT- IP address: 51.9.173.199

Document emailed to matthewlayton@mrlstratconsultancy.com for signature

Document emailed to Michaela Chamberlain (chamberlainml89@gmail.com) for signature 2023-07-24 - 21:20:34 GMT

2023-07-24 - 21:32:14 GMT- IP address: 104.47.20.254

Signature Date: 2023-07-24 - 21:33:16 GMT - Time Source: server- IP address: 31.51.8.223

New document URL requested by Trupti Reddy (truptireddy@hotmail.com) 2023-08-02 - 12:44:28 GMT- IP address: 167.98.69.67

Agreement completed.