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← Junior League Of London

2025-05-31-accounts

(A company limited by guarantee)

Report and Financial Statements For the Year Ended 31 May 2025

Charity number 1103298 Company number 05045667

JUNIOR LEAGUE OF LONDON

CONTENTS

Page
Report of the Trustees 1 – 11
Independent Examiner’s Report 12
Consolidated Statement of Financial Activities 13
Consolidated and Charity Balance Sheets 14
Notes to the Consolidated Financial Statements 15 – 25

JUNIOR LEAGUE OF LONDON

Report of The Trustees

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 (YE) 31 May, 2025. 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).

These financial statements are in compliance with FRS102 and the Charities SORP (2019).

1. Reference and Administrative Details of the Charity, its Trustees and Advisers

Charity name: Junior League of London Charity number: 1103298 Company number: 05045667 Registered office address: C/O Canopi, Unit A, Arc House 82 Tanner Street, London SE1 3GN

Board of Directors and Trustees

The Board of Directors of the charity are its trustees for the purpose of charity law and throughout this report are collectively referred to as the Trustees.

The Trustees serving during the fiscal year 2024-25 (and up to the date of this report) are as follows (name and position):

Susanna Pitts Teixidor President (appointed 29 April, 2023) Alyson Tart President Elect (appointed 24 May, 2023) Sarah Allen Finance Director (appointed 04 August, 2024) Rachel Beatty Non-Executive Director (appointed 04 August, 2024) Jennifer Poon Non-Executive Director (appointed 04 August, 2024) Elizabeth Brovero Membership Vice President (appointed 16 November, 2024) Courtney Hagen Communications Vice President (appointed 04 August, 2024) Lauren Zimman Fund Development Vice President (appointed 04 August, 2024) Gillian Bentley-Richardson Community Vice President (appointed 22 December, 2023)

Susanna Teixidor temporarily assumed the role on 1 April 2024 and served as the JLL Company Secretary and Director of Operations until 16 November 2024 when Kerry McIlhatton assumed the Company Secretary role. The Trustees serving during the fiscal year 2025-26 (including the date of this report) are as follows (name and position):

Alyson Tart President (appointed 24 May, 2023) Rachel Beatty President Elect (appointed 4 August 2024) Sarah Allen Finance Director (appointed 4 August 2024) Kristin Kilshaw Nominating Director (appointed 1 June 2025) Jennifer Poon Non-Executive Director (appointed 4 August 2024) Susan Bruce Non-Executive Director (appointed 1 June 2025) Gillian Bentley-Richardson Non-Executive Director (appointed 19 December 2023) Elizabeth Brovero Membership Vice President (appointed 16 November 2024) Courtney Hagen Communications Vice President (appointed 4 August 2024) Melanie Davis Fund Development Vice President (appointed 1 June 2025)

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JUNIOR LEAGUE OF LONDON Report of The Trustees

1. Reference and Administrative Details of the Charity, its Trustees and Advisers (continued)

Professional Support

Independent Examiner: Gravita Audit Oxford LLP Park Central, 40-41 Park End Street, Oxford OX1 1JD

Bankers: CAF Bank Limited PO Box 289, West Malling, Kent ME19 4TA HSBC 79 Piccadilly, London, W1J 8EU

Bookkeepers: Paula Cairey Consultancy 20 Adelina Mews, London, SW12 0BGH Solicitors: Morgan, Lewis & Bockius UK LLP Condor House 5-10 St. Paul’s Churchyard, London EC4M 8AL

2. Structure, Governance and Management

The Junior League of London (JLL, the charity or the League) is a membership organisation open to all women and those who identify as women, who have a passion for volunteering to improve the London community and who commit to fulfilling the time and financial requirements of the charity. The JLL has approximately 185 volunteer-members, and, apart from one paid employee and one bookkeeper, all of the JLL’s work is performed by our volunteer-members. While the JLL is a volunteer-led organisation, it continuously strives to be professionally run, with systems and programmes for strategic planning, efficient day-to-day management, risk identification and mitigation, and leadership transition.

The JLL is a member of the Association of Junior Leagues International (AJLI), an umbrella organisation, comprising almost 300 Junior Leagues in the United States, Canada, Mexico, Kenya, France and the United Kingdom.

Governing Documents

The governing documents of the Junior League of London are the Memorandum of Association and Articles of Association of the Junior League of London. The Operating Policies and Procedures (OPPs) (last updated June 2024) are an interpretation and elaboration of the Memorandum and Articles of Association of the JLL and are in no way deemed a modification of those documents. The OPPs are reviewed regularly and amended, as required. Our Mission is to advance women’s leadership for meaningful community impact through volunteer action, collaboration and training .

Structure

The OPPs outline the organisational structure of the JLL, how decisions are made and delegated, methods to recruit and appoint new charity trustees, membership policies, including policies and procedures for induction and training, financial management protocols and relationships with community partners. The structure through the 2024-25 fiscal year is outlined below.

The governing body of the JLL is its Board of Directors (the “Trustees” or “Board”). The members of the Board are also charity trustees for the purposes of charity law. The Trustees administer the charity and are responsible for the strategic direction and policy of the charity. Because an important part of the Mission of the charity is to develop the potential of its members for excellence in voluntary service, all the members of the Board are members of the charity, and each Board position is for a one-year term, although Board members may choose to re-apply for a subsequent, consecutive term.

The day-to-day operations of the JLL are managed by the Management Council (MC), which is chaired by the Executive Vice President. The EVP serves as the link between the Board and the MC, facilitates and ensures the overall alignment of League work and leads the MC in carrying out the mission of the League according to the strategic plan and direction.

The Exco structure is composed of four functional Councils: Community, Fund Development, Membership and Communications. Each Council is led by a Council Vice-President. For example, the Community Council comprises the Community VP and the Committee Chair(s) of each of the League’s key community initiatives. Through managing the day-to-day activities and implementation of JLL initiatives, these all-volunteer Council Vice-Presidents are responsible for fulfilling the strategy, as determined by the Trustees. The Council Vice-President members also serve a one-year

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JUNIOR LEAGUE OF LONDON

Report of The Trustees

2. Structure, Governance and Management (continued)

term, and may choose to re-apply for a subsequent, consecutive term.

Operations are overseen by the President and supported by the Director of Operations. This includes management of the virtual office and League wide technology as well as assisting with month end reporting, billing, scheduling and general enquiries.

Recruitment and Appointment of Trustees

Each year, Board members are selected or ‘slated’ by the Nominating Committee and elected for one-year terms of office by the membership of the charity. Concurrent, two-year terms are encouraged for many Board positions, though they must be re-elected by the membership for the second year in office. In keeping with the JLL’s governing documents, internal policies and volunteer tradition, none of the Trustees have any beneficial interest in the charity, nor do they receive any remuneration for their services.

Setting Pay and Remuneration of Support Staff

The JLL complies with all employment laws, including offering flexible working when requested and offering an employee pension scheme as required. The JLL approaches all aspects of the organisation with our mission and values at the forefront. It is the intent of the JLL that each JLL employee shall be paid a fair salary for the job assigned. All employees sign a written contract for employment with the JLL upon commencing employment. Salary levels and pay rises are determined annually by the Board of Trustees as part of the budgeting process for the upcoming fiscal year (usually in March/April) based upon the performance of the employee. Each employee’s performance is reviewed every six months by the President or, in her absence, by the President-Elect. The reviewer obtains oral and written reviews of the employee’s work from the Board of Trustees.

3. Objectives and Activities for the Public Benefit

As stated in its Memorandum of Association, the Charity’s Objects are:

The JLL’s Mission Statement is consistent with its Objects: The Junior League of London is an organisation of women committed to advancing women's leadership for meaningful community impact through volunteer action, collaboration, and training.

The Trustees confirm that they have referred to the guidance contained in the Charity Commission’s general guidance on public benefit, when reviewing the charity’s aims and objectives, and in planning future activities.

Strategic Report

4. Achievements and Performance

The 2024-2025 year marked our 40th year as a member of the Association of Junior Leagues International and was a year of marking the impact of the JLL in the London community.

While we continue to adjust to the changing patterns of engagement across our membership and with our community partners, we remain steadfast on delivering our mission, providing benefits to people in need throughout London and empowering our members for excellence in voluntary service both within and beyond our League.

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JUNIOR LEAGUE OF LONDON

Report of The Trustees

4. Achievements and Performance (continued)

Improving the Community

We meet our charity's objectives through our programmes and activities supporting disadvantaged Londoners. The JLL’s vision is of a London where each person has the opportunity and means to prosper. Our charity’s volunteers engaged in 489 hours of direct community service (270 hours with community partners and 219 hours dedicated to our Holiday Hampers programme), all with the goal to improve the lives of Londoners in need. In addition to direct community service, JLL membership engaged in an additional 2,619 hours of indirect community service via strategic planning, committee engagement and training hours. Taken together, the JLL was involved in over 3,044 hours of community service in 202425.

Since April 2008, the community focus for the JLL has been to eliminate poverty and its effects in London. Our volunteering activities have been structured through our Community Action Team (CAT), focusing on issue-based work in Homelessness and Education & Employment.

We also maintained our long-standing Holiday Hampers Programme, working to engage members and non-members alike through donation drives at members workplaces. With an increase in new members in 2024 - 2025, we focused on opportunities for in-person volunteering and membership engagement. We also welcomed a new community partner, Little Village Baby Bank, expanding on our work with women and families impacted by poverty.

As part of our focus, we evaluated which partnerships were most in line with our mission and resonated most with members, leading to a decrease in total partnerships for volunteering. However, as a result, we found increased engagement from members with volunteering opportunities. As a result of the reset, we increased shifts offered to members and increased our impact. The JLL’s unique volunteering model is extremely impactful, as it provides additional hours of free resources for community partners, which would otherwise have been completed by paid staff, saving them thousands of pounds. Our community-facing programmes also help promote our organisation and our community partners to non-members.

Holiday Hampers

In existence since 1998, Holiday Hampers is one of the JLL’s longest-running programmes and the cornerstone of our community outreach efforts. This past Christmas (December 2024), we provided 855 customised hampers, filled with food, essentials, and gifts for more than 1,100 of London’s most vulnerable individuals. We increased the scope of agencies we partner with to help these families and individuals feel the spirit of the holidays which can be a difficult period, made even more challenging through the Cost-of-Living Crisis. Our hampers are often the only gifts they receive and make a real difference in their lives by making them feel cared for and less isolated. Our members provided 219 volunteer hours to assemble the hampers, in addition to the many more hours spent throughout the year securing content and assembly venue donations; liaising with agencies to identify appropriate recipients; purchasing customised hamper contents; and organising the assembly and delivery of the hampers.

Community Action Team

JLL’s Community Action work is focused on Education & Employment and Homelessness. We partner with community organisations in various ways, including by providing trained volunteers and resources to meet the needs of our partners throughout the year.

The JLL’s work in Education & Employment focuses on breaking the cycle of poverty through support activities for both children and adults. In March 2025, we donated books to pupils at Deptford Park Primary School, and along with the World Book Day event, donated a total of 250+ books to this diverse inner-London school. In Homelessness, the JLL leads efforts to organise and manage opportunities for our volunteers to fight the effects of poverty in London. Our community action work this year offered volunteer shifts with ten of our community partners, including sorting winter coat donations for Wrap Up London; serving meals at drop-in centres for Restart and Manna Centre; and providing more than 70 period packs for Little Village Baby Bank.

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JUNIOR LEAGUE OF LONDON

Report of The Trustees

4. Achievements and Performance (continued)

JLL 2024-25 Community Partners and Holiday Hampers recipients: Cardinal Hume Centre Children’s Book Project Dashwood House Deptford Park Primary School Family Action Wandsworth Family Friends Families for Peace Glass Door Chelsea and Fulham Hestia Brent Hestia Richmond Hestia Wandsworth Houstin for Women Lambeth Community Early Help Little Village Baby Bank Manna Centre Notting Hill Genesis Restart Lives St. Vincent’s Family Project Wandsworth Earl Help Family Support NEWPIN West London Action for Children* Wrap Up London

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JUNIOR LEAGUE OF LONDON

Report of The Trustees

4. Achievements and Performance (continued)

Member Training and Development

An important part of delivering our mission is providing training for our volunteers to serve in the community. In the 202425 League year, we delivered 371 hours of mission-focused training over eight training sessions. Throughout the year, in addition to structured training sessions designed by JLL members as well as AJLI training conferences, our volunteers have the opportunity to participate as members or leaders of our committees and community programmes, which provide them with valuable ‘on-the-job’ training to include critical civic skills such as volunteer team organisation, fundraising, leadership skills, and community partner relationship management. Our members also have access to extensive online training and resources provided by AJLI, and we sponsored a leader to attend two AJLI conferences.

Training for Current League Members

In the 2024-25 League year, we held two General Membership Meetings, two Social General Membership Meetings and one Annual General Membership meeting, marking the end of the year and handover to new leadership. These general membership meetings provide the opportunity to educate all members about our work, issues impacting our operations, upcoming volunteer opportunities, and learning from guest speakers who are each thought leaders in their fields. These sessions also offer our members a forum in which they can ask questions, exchange ideas and discuss broader social and development issues impacting our community and members.

A highlight of each League year are the full-day leadership conferences organised by the Leadership Education and Development (LEAD) committee. This year, we hosted two Leadership Conference, in the autumn and the spring. Sessions were led by leaders in their fields, both members and external speakers, and included topics such as overcoming obstacles, discovering your values, aligning actions with goals, and developing leadership skills, including engaging others and crucial conversations.

We also continued to utilise social media, email newsletters and direct messaging platforms to help members stay connected with one another, understand the needs of London and our community partners, and raise awareness of volunteering opportunities and the impact we are making in the community.

Training for the JLL Leadership Team

Ensuring our leaders are ready to effectively manage volunteers during the year is an important contribution that we seek to make in providing trained volunteers to the community and developing our members more broadly. The incoming Board and Leadership Team participate in annual training days organised and run by the JLL President and PresidentElect to prepare them for their responsibilities during the year. The Board of Trustees had a full day of training and planning, and all members in leadership positions were invited to attend an in-person training at the beginning of the League year.

In addition to London-based training, our President-Elect also attended (in-person) role-specific training offered annually by AJLI, in San Diego and Miami.

Training for New League Members

During the 2024-25 League year, we welcomed 33 women to our New Member training and development programme with all going on to activate. To ensure a seamless onboarding process and increased flexibility for new members, the Membership committee adopted a rolling onboarding process, including 6 new member sessions throughout the year. During their training, New Members learned about our community focus as well as the mission of our charity through a series of orientation sessions alongside their membership commitments. The new members participated in various JLL activities, including Holiday Hampers (see above) and the Little Black Dress Initiative (see below), as well as engaging in volunteer shifts, socials, and general meetings. These activities allowed the New Members to not only learn about what we do, but also helped them integrate with our Active members, which will aid their transition into the League as engaged community volunteers.

Promotion of Voluntary Service

With dedication, training and strong organisation, the JLL believes that everyone can succeed as a volunteer and make a difference in her community. The League not only helps members become successful, lifelong volunteers, advocates and civic leaders, but also promotes voluntarism by making members aware of other volunteering opportunities in the London community and encouraging them to become more involved.

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JUNIOR LEAGUE OF LONDON

Report of The Trustees

4. Achievements and Performance (continued)

Little Black Dress Initiative

Founded in 2014, the Little Black Dress Initiative (LBDI) is a week-long, social media-driven advocacy campaign to raise awareness about poverty and its effects in London. October 2024 was our 12th campaign. Participants had the option to wear the same black outfit throughout the campaign to stand in solidarity with vulnerable Londoners and promote the work of our volunteers. Alongside the, each day the Junior League of London and participants posted statistics and information about poverty in London and the JLL’s work to fight it, as well as ways that donors and volunteers can get involved. The campaign not only raises funds for our work, but also provides our members with valuable advocacy skills, and promotes opportunities to make a difference through volunteerism.

Amplifying our Impact

In addition to serving as volunteers for the JLL, our members often take the experience they have gained through the Junior League and apply it to other organisations in a variety of capacities, whether as volunteers, employees, or trustees, thus furthering the promotion of volunteerism. This is one of the reasons the JLL works with many and varied community partners, to ensure members have a range of opportunities to volunteer and make a difference in the London community.

In addition to this work, our members also raise awareness about poverty and the positive work of the Junior League of London externally. This year, we received a Growth Award from the AJLI enabling us to increase our branding and promotion to drive membership and retention. We see this as a positive path forward, as increased membership will enable us to continue to make an impact in the London community.

Resources Spent on Charitable Activities

Community programmes: £78,351

Member training and development: £21,241

5. Financial Review of Operations

JLL’s target is to operate within its set budgets and achieve a balanced budget each fiscal year to allow it to successfully provide support to its community partners and develop the potential of its volunteers through training. It is not the JLL’s goal to generate large surpluses, but instead, to focus on covering our costs so that it effectively uses funds raised. The financial results of the JLL’s operations are provided on a consolidated basis, including its wholly owned subsidiary, JLL Enterprise Limited “JLLE”.

For fiscal year 2024-25, JLL ended the year with a deficit of £19,483 (2023-24 deficit of £25,418).

Incoming Resources

Incoming Resources for 2024-25 totalled £124,768 representing an increase of 14% compared to the prior year total of £109,101.

Income from charitable activities totalled £65,776 (2023-24: £52,247).

Income from grants, donations and legacies totalled £53,130 vs. 50,458 in 2023-24.

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JUNIOR LEAGUE OF LONDON

Report of The Trustees

5. Financial Review of Operations (continued)

Incoming Resources (continued)

Our largest single source of income, membership dues, decrease slightly year-on-year. Dues and transfers fees income totalled £27,677, down from last year’s income of £30,960. This decrease was driven by a reduction in membership renewals.

Lastly, we received £39,240 in in-kind donations.

Resources Expended

Total Resources Expended for 2024-2025 was £144,251, approximately 7% more than last year’s total of £134,519.

Our largest direct expenditure remains our investment in community programmes totalling £78,351 with Holiday Hampers receiving the majority of support and continuing to be our signature programme throughout the year. These funds are an increase compared to the prior year spend of £68,921. While the Community costs were 50% higher than budget, this was largely driven by higher than budgeted In Kind donations which are budget neutral.

During the year, the JLL continued its commitment to its mission to support the development of volunteers to grow as future leaders in the community and serve as trained leaders within the JLL, spending a total of £21,241 on JLL membership training and development activities vs. £23,682 in the prior year.

Finance and Operational costs were £44,808 vs £50,918 in 2023-2024. A focus on controlling costs mitigated inflation and cost of living increases.

The charity ended the year with £236,762 in total net assets, where only £2,578 is restricted.

Trading Subsidiary

Junior League of London Enterprises Limited (“JLLE”) is a wholly owned trading subsidiary of the Junior League of London, through which it engages in active, commercial activities. JLLE’s activities primarily consist of sales of “Living in London: A Practical Guide”, a book targeted at expatriates relocating to London. 1% of JLL’s costs were allocated to JLLE in line with our allocation from 2024-25.

The Board of Trustees voted to wind down this Trading Subsidiary given the lack of need for it going forward and the costs it takes to run. The Board subsequently applied for strike off in December 2025.

Reserves, Reserves Policy and Going Concern

Reserves:

The JLL’s total reserves being carried forward from 2024-2025 total £236,762. The reserves are classified as restricted and unrestricted with unrestricted reserves including a subset of designated and other unrestricted. Restricted funds total £2,578, designated funds total £84,034 and other unrestricted funds total £150,150.

Reserves Policy:

The JLL reserves policy is defined to sufficiently cover unforeseen events in the short-term, for a large variation in income from a major fundraiser, loss of membership dues, or impact of London’s economic and political environment. The amount of reserves must be greater than the annual average of the previous three years’ operating expenses.

For the three years ended 31 May 2025, JLL’s operating expenses averaged £52,023 based on the average of the previous three years: (2023: £60,344, 2024: £50,918, 2025: £44,808).

With a current balance of £236,762 less the restricted funds totalling £2,578 and designated balances totalling £84,034 JLL remains in compliance with its Reserves policy.

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JUNIOR LEAGUE OF LONDON

Report of The Trustees

5. Financial Review of Operations (continued)

Reserves, Reserves Policy and Going Concern (continued)

Restricted Funds:

  1. Scholarship fund - £2,354

  2. Established in April 2020, The JLL Scholarship Funds was established to provide an opportunity for current and prospective members ("members") to receive financial support on their Membership fees. An application is completed by an interested member and is subsequently reviewed by a Scholarship Committee consisting of Trustees and other leaders.

  3. LBDI COVID-19 Community Fund - £224 In response to the COVID 19 pandemic, all the net funds raised from the May 2020 LBDI COVID-19 Community Appeal were restricted to support our community partners and programmes fighting poverty and the disproportionate effects of COVID on vulnerable Londoners. Any member is allowed to identify a project to fund. Subsequently, each request is reviewed by the Community VP and Finance Director and either approved or rejected as appropriate.

  4. Holiday Hampers Fund - £0.

  5. Funds to directly support the Holiday Hampers program. Spend is reviewed by the Community VP and Finance Director and either approved or rejected as appropriate. The fund was spent down the year to support Holiday Hampers Committee requests for additional budget.

Designated Funds:

Going Concern:

Following the review of JLL’s financial performance for 2024-25, combined with the level of Reserves in place, the Trustees have a reasonable expectation that the charity will be able to continue in operational existence for the foreseeable future, and they continue to adopt the going concern basis of accounting in preparing the annual financial statements.

Principal Risks and Uncertainties

The JLL has established a Risk Policy and Risk Register which detail potential risks and steps to mitigate those risks. These policies are managed by the Finance Director and updated as needed. A full review is conducted every five years. The Trustees examine the major strategic, business, and operational risks facing the charity and confirm that any necessary steps have been taken to lessen these risks. At each Board meeting, Trustees are required to register any changes in interest with the Company Secretary who keeps the Interests Register updated. The Trustees review their risk management strategy and plan annually or more often if circumstances require. The Finance Director is also required to review the JLL’s insurance policy to make sure we have adequate coverage and to ensure risk reduction wherever possible.

The principal risks and uncertainties facing the charity are:

During the year, the Board and Exco continued to focus on these areas as a priority as we developed and executed our Annual and Strategic Plans.

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JUNIOR LEAGUE OF LONDON

Report of The Trustees

5. Financial Review of Operations (continued)

Fundraising Practices

The JLL recognises the reliance of fundraising is essential to deliver its mission. Our fundraising strategy is multifaceted targeting JLL members (our primary source of funds), members of the public, corporate donations and grants provided by Government or other Non-Profits.

Fundraising activities are supervised by the Fund Development Vice President (a member of the Executive Committee and of the Board of Trustees). Our annual budget, which is approved by our members, places targets on fundraising revenue and expenses, with a strict approval process for unbudgeted spend. All prize-draws comply with required regulations. Our fundraising activities are executed by our volunteer-members, without support from professional fundraisers; and we are not aware of any complaints made during the financial year.

6. Plans for Future Periods

For the 2025-26 year, we have planned a programme of community service and training activities, offering a variety of both in-person and virtual to address the ever-changing needs of those we serve and our members in light of learnings from the pandemic and the changing environment around us.

The Board of Trustees reviewed performance against the five-year strategic plan and will be updating it to reflect the ever-changing needs of both the community we serve and our members. In 2025 - 2026, the League will be conducting a review of it’s strategic plan to better align to our current organisational size, as well as the charity landscape. For the 2024 - 2025 years, we have developed detailed plans to deliver against the year five objectives of the five-year strategic plan, across all four of our pillars: Community & Civic Leadership, Lifelong Membership, Operational Excellence, and Continuous Development. The strategic priorities for the year ensure we are building a sustainable organisation for the future.

● Lifelong Membership

In the 2024-25 League year, we had a focus on increasing engagement with current members and expanding our recruitment efforts. Having received support from the AJLI through the Growth Fund, we expanded our recruitment outreach leading to a large increase in our new member intake. The 40th Anniversary celebrations also lead to an increase in Sustainer engagement, including returning members who had previously left the league.

The focus for the 2025-26 League year will be to continue promote engagement with current members and evaluate how we promote value to our members.

● Operational Excellence

In 2024 - 2025, we continued to embed our new budgeting process based off our membership vote. We are looking at ways to build on our current fundraising activities, as well as diversifying our funding strategy to expand our reach and reduce reliance on membership dues

In 2025 - 2025, we are focusing on documentation of critical office functions to minimise impact for any future employee handovers and transition our necessary IT infrastructure.

● Continuous Development

In 2024-25, we simplified our new member programme to allow more flexible options for members to join, both in timing of the programmes, as well as path to active membership. We also expanded options for training – while continuing to run our in-person conferences, we piloted our League Learning Lounges. This allowed us to both leverage our members professional and personal expertise, as well as offer flexible, online training for our members. We also began expanding our Holiday Hampers programme with the introduction of Boxes for Good to benefit additional community partners and needs.

In 2025, we will look to build upon our new member programme with the success of onboarding a higher number of new members. We will also look at expansion of our Boxes for Good with additional community partners and through donations from members and sponsors. As we continue to look at how to diversity our revenue streams, we will investigate additional sources, such as paid conference.

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JUNIOR LEAGUE OF LONDON

Report of The Trustees

5. Financial Review of Operations (continued)

● Community & Civic Leadership

As reflected across all four strategic pillars, the challenging economic environment has brought our mission to life even more brightly. Our focus continues to be alleviating the effects of poverty and driving positive change. The plans for 2025-26 continue to build on that focus, whether it is expanding our own programmes (e.g., Holiday Hampers, Boxes for Good, World Book Day), relationships with existing partners or identifying new partners for new relationships. Our community-facing activities ensure our members have opportunities to apply their skills as volunteers and civic leaders in the wider community.

The Board of Trustees will work with our membership over the course of the coming year to further develop these priorities and our plans for the future as we develop our strategic plan to guide the next five years of our operations.

2025-26 Budget

In planning the 2025-26 budget, we remained mindful of the current economic environment and our reduced income and thus planned our programming accordingly. The membership has approved a (deficit) budget of £17,040 for the year. This is an improvement upon our 2024-2025 (deficit) budget of £25,070. The reduced deficit was accomplished through reducing in operating costs, along with increased income from our 40[th] Anniversary fundraising, along with increased new members. Although we anticipate a deficit overall, we have sufficient reserves and believe that the projected income and expenditures will meet the needs of our members and community whilst focusing on the long-term sustainability of our organisation.

Trustees’ Responsibilities

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

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

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

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

19 February 2026

Approved by the Board of Directors on ……………………………………………………and signed on its behalf by:

…………………………………………………………. Alyson cavks Alyson Tart , 2025-26 President

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JUNIOR LEAGUE OF LONDON

Independent Examiner’s Report

To The Members of the Junior League of London

I report to the charity trustees on my examination of the accounts of the company for the year ended 31 May 2025.

Responsibilities and basis of report

As the charity’s trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the accounts of the company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (the ‘2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's report

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Gary Pready FCA Gravita Audit Oxford LLP First Floor, Park Central 40-41 Park End Street Oxford OX1 1JD

Date:

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JUNIOR LEAGUE OF LONDON

Consolidated Statement of Financial Activities

For The Year Ended 31 May 2025

Notes
Incoming resources
Incoming resources from generated
funds:
Donations and legacies
2
Charitable activities
3
Interest received
Government Grants
Total incoming resources
Resources expended
Raising funds
Costs of generating voluntary income
Cost of fundraising trading
Charitable activities
Community programmes
Member training and development
Promotion of voluntary service
Total resources expended
4
Net incoming resources before
transfers
Transfers between funds
Net movement in funds
Total funds brought forward
Total funds carried forward 13		 2025
Unrestricted
Funds
53,026
65,776
5,862
-
_
124,664
_
8,962
28,230
77,931
21,241
7,467
_
143,831
(19,167)
-
_
(19,167)
253,351
_
234,184
_		 2025
Restricted
Funds
104
-
-
-
_
104
_
-
-
420
-
-
_
420
(316)
-
_
(316)
2,894
_
2,578
_		 2025
Total
Funds
£
53,130
65,776
5,862
-

____
124,768
____
8,962
28,230
78,351
21,241
7,467
____
144,251
(19,483)
-
____
(19,483)
256,245
____
236,762
____		 2024
Total
Funds
£
50,458
52,247
6,396
-
____
109,101
____
10,184
23,246
68,921
23,682
8,486
____
134,519
(25,418)
-
____
(25,418)
281,663
____
256,245
____

The notes on pages 15 to 25 form part of these financial statements.

13

JUNIOR LEAGUE OF LONDON

Consolidated and Charity Balance Sheets

As at 31 May 2025

Fixed assets Notes 2025
Group
£		 2024
Group
£		 2025
Charity
£		 2024
Charity
£
Tangible assets 9 - - - -
Investments 10 - - 20,090 50,000
Current assets ____
-
____		 ____
-
____		 ____
20,090
____		 ____
50,000
____
Debtors 11 8,140 957 116,529 108,416
Cash at bank and in hand 247,556 272,107 119,077 145,805
Creditors:Amounts falling ____
255,696		 ____
273,064		 ____
235,606		 ____
254,221
due within one year 12 (18,934) (16,819) (18,934) (16,039)
Net current assets ____
236,762		 ____
256,245		 ____
216,672		 ____
238,182
Net Assets
Funds		 ____
236,762
____		 ____
256,245
____		 ____
236,762
____		 ____
288,182
____
Restricted funds: 13 2,578 2,894 2,578 2,894
Unrestricted funds:
Designated funds 13 84,034 84,034 84,034 84,034
Other unrestricted funds 13 150,150
____
236,762
____		 169,317
____
256,245
____		 150,150
_
236,762
_		 201,254
____
288,182
____

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 May 2025.

The members have not required the charitable company to obtain an audit of its financial statements for the year ended 31 May 2025 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for:

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

19 February 2026

Approved by the Board of trustees on……………………………………………………and signed on their behalf by:

Alyson crak Alyson Tart 2025-26 President

……………………………………………………..

The notes on pages 15 to 25 form part of these financial statements.

14

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

1. Accounting policies

1.1 Basis of preparation

Junior League of London is a company limited by guarantee in the United Kingdom. In the event of the charity being wound up, the liability in respect of the guarantee is limited to a maximum of £10 per member of the charity. The address of the registered office is given in the charity information on page 1 of these financial statements. The nature of the charity’s operations and principle activities are set out on page 2.

The charitable company 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), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice as it applies from 1 January 2019.

The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value.

The financial statements are prepared in sterling which is the functional currency of the charity.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

1.2 Basis of Consolidation

The Statement of Financial Activities (SOFA) and Balance Sheet consolidate the financial statements of the charitable company and its wholly owned subsidiary, JLL Enterprises Limited. The results of the subsidiary are consolidated on a line by line basis in accordance with FRS 102 – section 9 and the Charities SORP (FRS 102) – section 24.

Details of JLL Enterprise Limited are given in note 10 of the financial statements.

A separate statement of financial activities for the Charitable Company has not been present because the Charitable Company has taken advantage of the exemption afforded by section 408 of the Companies Act 2006.

1.3 Going Concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charitable company to be able to continue as a going concern.

15

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

1. Accounting policies (continued)

1.4

Incoming resources

All incoming resources are included in the Statement of Financial Activities (SOFA) when the charity 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. The following specific policies are applied to particular categories of income:

Government grants relating to incoming resources are recognised as income over the periods when the related costs are incurred . The grants received in the year relate to The Coronavirus Job Retention Scheme.

1.5 Resources expended

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. It is categorised under the following headings:

The irrecoverable element of VAT is included with the item of expense to which it relates.

Staff costs are allocated between costs heading according to the function of each employee.

1.6 Allocation of support and governance costs

Support costs are those that assist the work of the charitable company but do not directly represent charitable activities and include governance costs, administrative office function costs, depreciation, HR and recruitment costs, and premises costs. They are incurred directly in support of expenditure on the objects of the charitable company.

Governance costs comprise all costs involving the public accountability of the charitable company and its compliance with regulation and good practice. These costs include costs related to the independent examination.

Support and Governance costs have been allocated across the charitable activities using various percentage allocations.

1.7 Tangible fixed assets

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost or valuation of fixed assets, less their estimated residual value, over their expected useful lives as follows:

Computer equipment Office furniture and equipment

16

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

1. Accounting policies (continued)

1.8 Debtors

Other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid. Accrued income is measured at the amount due to be received.

1.9 Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar accounts.

1.10 Creditors

Creditors are recognised where the charitable company has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably.

Other creditors and accruals are recognised at their settlement amount due.

1.11 Financial instruments

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

1.12 Judgements and key sources of estimation uncertainty

Accounting estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

The following judgements (apart from those involving estimates) have been made in the process of applying the above accounting policies that have had the most significant effect on amounts recognised in the financial statements:

Useful economic lives of tangible assets

The annual depreciation charge for tangible assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are reassessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets. See note 9 for the carrying amount of the property plant and equipment, and note 1.7 for the useful economic lives for each class of assets.

There are no key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.

1.13 Operating leases

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged to the Statement of Financial Activities as incurred.

1.14 Project Funding

Full provision is made in the accounts for the costs of new projects at the time of inception on the basis that a constructive obligation arises. Unspent balances are included within creditors.

17

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

1. Accounting policies (continued)

1.15 Funds accounting

Restricted funds – these are funds that can only be used for specific restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Designated funds – these are funds set aside by the trustees out of unrestricted general funds for specific future purposes or projects.

Unrestricted general funds – these are funds which can be used in accordance with the charitable objects at the discretion of the trustees.

1.16 Taxation

The charitable company is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part II 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 exclusively to charitable purposes.

2.

3.

Donations and legacies
Grants, donations and sponsorships
Annual fund
Amount recovered under gift aid
Gifts in kind:
-
Holiday Hampers
-
Member development
Income from charitable activities
Membership dues
Fundraising events and campaigns
Living in London
Other income		 2025
£
4,280
7,831
1,779
39,240
-
_
53,130
_
2025
£
27,677
34,783
-
3,316
_
65,776
_		 2024
£
9,394
3,224
1,444
34,396
2,000
____
50,458
_
2024
£
30,959
18,747
417
2,124
_
52,247
____

18

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

5.
Analysis of Support Costs
Staff salaries and pensions
Insurance
Bookkeeping, accounts and IE fees
Professional fees
Rent & office costs
Telephone
Printing, postage and stationery
Repairs and maintenance
Bank charges
Other costs
4.
Analysis of Total Resources Expended
Direct
Activities
Support
Costs
(note 5)
£
£
Raising funds:
Costs of generating voluntary income
-
8,962
Cost of fundraising trading
17,028
11,202
Charitable activities
Community programmes
68,642
9,709
Member training and development
13,773
7,468
Promotion of voluntary service
-
7,467
_
_
99,443
44,808
_
_
Principal items included within the categories shown above are:
Community programmes:
Holiday Hampers
Community Action Teams
Member training and
development:
Dues paid to Association of Junior
Leagues International (AJLI)
Costs of attending AJLI training
And conference		 2025
£
15,544
1,297
15,362
184
2,132
144
-
9,291
854
-
_
44,808
_
Total
2025
£
8,962
28,230
78,351
21,241
7,467
_
144,251
_
2025
£
65,235
844
_
7,553
2,281
_		 2024
£
22,475
1,214
15,945
26
2,202
342
-
7,752
961
1
_
50,918
_
Total
2024
£
10,184
23,246
68,921
23,682
8,486
_
134,519
_
2024
£
53,417
2,003
_
6,961
1,337
_
__ __

19

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

6. Net Income/(Expenditure)

Net income/(expenditure) is stated after charging/(crediting):



Independent examiner fee
Depreciation – owned asset
Operating lease rentals		 2025

£

3,000
-
-
____		 2024
£
2,500
-
227
____

7. Trustees’ Remuneration and Benefits

The trustees received no remuneration for their services during the year under review (2024: £Nil).

8. Analysis of Staff Costs and the Cost of Key Management Personnel

Salaries
Pensions		 Consolidated
2025
£
15,367
177
______
15,544
______		 2024
£
21,964
511
______
22,475
______		 Charity
2025
£
15,367
177
______
15,544
______		 2024
£
16,473
506
______
16,979
______

Over the course of the year there was 1 part-time paid member of staff (2024: 1 part-time).

Employee time has been allocated to support costs allocated on a percentage basis over all the costs. No employee received emoluments above £60,000 (2024: none).

The key management of the charity comprise of the trustees only.

20

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

9.
Fixed Assets
Consolidated and Charity
Cost
At 1 June 2024
At 31 May 2025
Depreciation
At 1 June 2024
Charge for year
At 31 May 2025
Net Book Value
At 31 May 2025
At 31 May 2025		 Computer
Equipment
£
22,554
______
22,554
(22,554)
-
__
(22,554)
-
____
-
 Office
Equipment
£
657
______
657
(657)
-
__
(657)
-
____
-
 TOTAL
£
23,211
______
23,211
(23,211)
-
______
(23,211)
-
______
-

10. Subsidiary Company

The charity owns 100% of the issued share capital of JLL Enterprises Limited, a company registered in England and Wales whose main business activities are selling the book “Living in London: A Practical Guide”. The trading results of JLL Enterprises Limited that have been included in the consolidated accounts were as follows:

Profit and loss account
Turnover
Cost of sales
Gross profit
Administrative expenses
Operating (loss)
Interest receivable
Taxation
Donation to Junior League of London
Surplus retained in subsidiary		 2025
£
-
-
_
-
(990)
_
(990)
3,015
-
_
2,025
-
_
2,025
___		 2024
£
422
-
_
422
(1,460)
_
(1,038)
2,684
-
_
1,646
-
_
1,646
___

21

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

10. Subsidiary Company - continued

Balance Sheet
Current assets
Creditors: amounts falling due within one year
Total assets less current liabilities
Called up share capital
Retained profit and loss account
Shareholders’ funds
11.
Debtors
Amounts owed from group undertakings
Other debtors
Prepayments
Accrued Income
12.
Creditors:Amounts falling due
within one year
Trade creditors
Taxes payable
Deferred income (note 12.1)
Accruals
12.1
Deferred income
Balance as at 1 June 2024
Released in the year
Deferred in the year
Balance as at 30 June 2025		 Group
2025
£
-
-
783
7,357
_
8,140
_
Group
2025
£
3,084
265
7,305
8,280
_
18,934
_
Group
2025
£
7,001
(7,001)
7,305
____
7,305
 2025
£
128,479
(108,389)
__
20,090
_
50,000
(29,910)
_
20,090
__
2024
£
-
-
957
-
_
957
_
2024
£
758
-
7,001
9,060
_
16,819
_
2024
£
9,472
(9,472)
7,001
____
7,001
 2024
£
126,305
(108,239)
__
18,066
_
50,000
(31,934)
_
18,066
__
Charity
2025
2024
£
£
108,389
107,459
-
-
783
957
7,357
-
____
____
116,529
108,416
_
_
Charity
2025
£
2024
£
3,084
758
265
-
7,305
7,001
8,280
8,280
_
_
18,934
16,039
_
_
Charity
2025
£
2024
£
7,001
9,472
(7,001)
(9,472)
7,305
7,001
_
_
7,305
7,001

 2024
£
126,305
(108,239)
__
18,066
_
50,000
(31,934)
_
18,066
__
Charity
2025
2024
£
£
108,389
107,459
-
-
783
957
7,357
-
____
____
116,529
108,416
_
_
Charity
2025
£
2024
£
3,084
758
265
-
7,305
7,001
8,280
8,280
_
_
18,934
16,039
_
_
Charity
2025
£
2024
£
7,001
9,472
(7,001)
(9,472)
7,305
7,001
_
_
7,305
7,001
_
2024
£
758
-
7,001
8,280
_
16,039
_
2024
£
9,472
(9,472)
7,001
_
7,001

22

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

13. Funds

Consolidated and Charity
Restricted funds:
Holiday Hampers Program (1)
Scholarship Fund (2)
LBDI
COVID-19
Community
Fund (3)
Designated funds:
Resource Fund (4)
JLL Community Impact Fund
30th Anniversary Fund (5)
Other unrestricted funds:
AJLI Marketing Award
General reserves
Total Charity
General reserves
Total Consolidated		 Brought
Forward
Incoming
Resources
Resources
Expended
£
£
£
-
-
-
2,670
104
(420)
224
-
-
_____
__
_
2,894
104
(420)
43,786
-
-
10,000
-
-
30,248
-
-
_____
__
_
84,034
-
-
1,334
-
-
199,920
121,649
(172,753)
_____
__
_
288,182
121,753
(173,173)
(31,937)
3,015
28,922
_____
__
_
256,245
124,768
(144,251)
__
__
______		 Transfers
£
-
-
-
_
-
-
-
-
_
-
-
-
_
-
-
_
-
____		 Carried
Forward
£
-
2,354
224
_____
2,578
43,786
10,000
30,248
_____
84,034
1,334
148,816
_____
236,762
-
_____
236,762
_____

23

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

13.1 Funds – Prior Year

Consolidated and Charity
Restricted funds:
Holiday Hampers Program (1)
Scholarship Fund (2)
LBDI
COVID-19
Community
Fund (3)
Designated funds:
Resource Fund (4)
JLL Community Impact Fund
30th Anniversary Fund (5)
Other unrestricted funds:
AJLI Marketing Award
General reserves
Total Charity
General reserves
Total Consolidated		 Brought
Forward
Incoming
Resources
£
£
4,029
772
2,490
180
2,042
-
__
_
8,561
952
43,786
-
10,000
-
30,248
-
__
_
84,034
-
1,334
-
221,317
105,043
__
_
315,246
105,995
(33,583)
3,106

__
_
281,663
109,101

 Resources
Expended
£
(16,192)
-
(1,818)
__
(18,010)
-
-
-
_
-
-
(115,049)
___
(133,059)
(1,460)
______
(134,519)
 Transfers
£
11,391
-
-
_
11,391
-
-
-
_
-
-
(11,391)
_
-
-
_
-
 Carried
Forward
£
-
2,670
224
_____
2,894
43,786
10,000
30,248
_____
84,034
1,334
199,920
_____
288,182
(31,937)
_____
256,245
_____

14. Operating Lease Commitments

At 31 May 2025 the charity had annual commitments under non-cancellable operating leases as detailed below:

Operating leases which expire:
In less than one year		 Land and building
2025
£
-
______		 2024
£
120
______

24

JUNIOR LEAGUE OF LONDON

Notes To The Consolidated Financial Statements

For the Year Ended 31 May 2025

15. Connected Charity

The Junior League of London is a member of the Association of Junior Leagues International Inc an organisation based in the United States of America.

16. Related Party Transactions

There are no related party transactions that require disclosure in the financial statements.

17. Allocation of Net Assets between Funds

The funds of the group are represented by the following assets:

Tangible fixed assets
Current assets
Current liabilities		 Total
£
-
255,696
(18,934)
_
236,762
_

18. Consolidated Statement of Financial Activities – Prior Year

Notes
Incoming resources
Incoming resources from generated
funds:
Donations and legacies
2
Charitable activities
3
Interest received
Government Grants
Total incoming resources
Resources expended
Raising funds
Costs of generating voluntary income
Cost of fundraising trading
Charitable activities
Community programmes
Member training and development
Promotion of voluntary service
Total resources expended
4
Net incoming resources before transfers
Transfers between funds
Net movement in funds
Total funds brought forward
Total funds carried forward 13		 2024
Unrestricted
Funds
£
49,506
52,247
6,396
_
108,149
_
10,184
23,246
50,911
23,682
8,486
_
116,509
(8,360)
(11,391)
_
(19,751)
273,102
_
253,351
_		 2024
Restricted
Funds
£
952
-
-
-
_
952
_
-
-
18,010
-
_
18,010
(17,058)
11,391
_
(5,667)
8,561
_
2,894
_		 2024
Total
Funds
£
50,458
52,247
6,396
-

____
109,101
____
10,184
23,246
68,921
23,682
8,486
____
134,519
(25,418)
-
____
(25,418)
281,663
____
256,245
____		 2023
Total
Funds
£
60,196
83,026
1,827
-
____
145,049
____
12,069
23,346
75,254
32,806
10,057
____
153,532
(8,483)
-
____
(8,483)
290,146
____
281,663
____

25