Charity Registration in England and Wales No. 1108210
Scotland Registration No. SC044207
Company Registration No. (England and Wales) 05331412
THE SHEILA MCKECHNIE FOUNDATION
(A COMPANY LIMITED BY GUARANTEE)
UNAUDITED TRUSTEES. REPORT AND ACCOUNTS
FOR THE YEAR ENDED 31 MARCH 2021

THE SHEILA MCKECHNIE FOUNDATION
A COMPANY LIMITED BY GUARANTEEI
CONTENTS
Page
Legal and Admini$lrative Information
Trustees, Report
Independent Examinerfs report
15
Stslement of Financial A¢livitie$
17
Balan¢e Sheet
18
Notes to the A¢¢ounts
19

THE SHEILA MCKECHNIE FOUNDATION
(A COMPANY LIMITED BY GUARANTEE)
LEGAL AND ADMINISTRATIVE INFORMATION
Trustees
Peter Moorey (interim Chairl
Stuart Davis (Treasurer)
Cecilie Heslbaek
Rhea Stevens
Bushra Ahmed (Appointed 16 December 20201
Kimberley Garande (Appointed 16 December 20201
Patrick Sleene (Appointed 16 December 20201
Zainab Ali Khan (Appointed 16 De￿mber 20201
Deborah Doane (Appointed 16 De￿mber 20201
Sarah Woolon IResigned 16 February 20211
Moira Fraser-Pearce Iresigned 24 February 20211
Richard Lane (Appointed 7 April 20211
Kierra Box (Resigned 16 December 20201
Louise Hanson (Resigned 16 December 2020}
John Rudkin (Resigned 16 December 20201
Alastair Wilson (Resigned 16 December 20201
Principal address
and Registered Office
The Foundry
17 Oval Way
London
SE115RR
Independent Examiner
D J Bond FCA
8rebners Chartered Accountants
130 Shaftesbury Avenue
London
W1D5AR
Bankers
Unity Trust Bank
Nine Brindleyplace
Birmingham 812HB

UNAUDITED TRUSTEES REPORT AND ACCOUNTS FOR THE
FINANCIAL YEAR APRIL 2020-MARCH 2021
THE SHEILA MCKECHNIE FOUNDATION (SMK)
This trustees, report includes the directors, report as required by company law.
Introduction
SMK envisages a confident and powerful civil society in which people work together
to drive change.
We collaborate with our community to explore change, deepening understanding,
generating insights and creating tools to help others.
We share knowledge through our training and consultancy, which can be tailored to
individual or organisational needs.
We are a champion for civil society campaigning and work to protect civic space.
Each year, we celebrate the best campaigns and campaigners.
Together, we are unleashing civil society's sociol power.
Objectives of the charity
To promote the efficiency and effectiveness of charities and the effective application
of resources for charitable purposes for the benef it of the public by raising the
standard of, and promoting excellence in, campaigni ng on behalf of charitable
purposes in particular bv-.
Recognising individuals who have conducted effective and lawful campaigns that
further charitable purposes
Raising awareness of good practice in campaigning
Providing information and guidance to people who are campaigning in furtherance
of charitable objectives
Public benefit statement
In setting our objectives and planning our objectives our Trustees have given careful
consideration to the Charity Commission's general guidance on public benefit and in
particular to its supplementary public benefit guid ance on advancing citizenship and
community development.

Activities and Review
2020121 wasn't the year anyone expected to have. Covid-19 arrived as our financial
year started, and has dominated minds and lives sin ce. We at SMK have fared
reasonably well compared to a great number of charities. We have managed to keep
all staff and have worked throughout. But we did suffer a rapid decline in earned
income- down roughly a half compared to the year before. And conversations we
were having with funders were paused as they understandably turned their
attention to the frontline. We are very grateful to have received a £25K emergency
Covid grant from Esmee Fairbairn which helped off-set some of this loss, and also to
Tudor Trust who gifted us a £2K 'well-being' grant. However, our year-end position is
lower than the year before in a year in which we were hoping to continue on our
planned path to growth.
There have been upsides.. remote working has meant that we have had to take all
our training and consultancy on-line, which has hel ped extend our reach
geographically. With a few exceptions, we intend to keep most of our training on-
line. We also had to take our SMK National Campaigner Awards on-line broadcasting
live on Youtube allowing us to reach a much larger audience.
As you will read below, most of the rest of our work has been 'business as usual,,
albeit all mediated on-line. As with many others, we have Zoomed and Teamed our
way through the yearl
Notable activity includes the second year of our Power Sharing Project, which
continued to explore what would it look like if civil society in London was better at
sharing power in pursuit of social change. Working closely with our Core Learning
Group, the project has continued to navigate this complex and sensitive topic with a
view to finding insights, tools and ideas that can help the social sector work in closer
collaboration with those with 'lived' or 'first-hand' experience. These outputs are
due to launch in October this year, and we are hopeful of securing on-going funding
to then put them to the test and evaluate their impact.
This ha5 also been a busy year for SMK in term5 of civic space. As detailed below thi5
last year has seen a raft of proposed legal changes that directly affect the space to
campaign, as well the ramping up of 'culture wars, with charities in the frontline. We
continue to play an active role tracking the impact of these developments on
campaigners and speaking up for campaigners via our annual Campaigner Survey.
We are also very excited to say that we have started working with a grouping on
household name charities who want to work together to help charities 'take their
place in the national conversation,. Participants a re contributing towards the costs of
the work bringing a valuable new income stream into the charity.
Business development and fundraising have also been a clear focus, particularly in
the second half in the year in large part thanks to the arrival of our new Deputy CEO.
Rob Abercrombie. Rob is overseeing all our earned income and also working closely
with the CEO on trying to get SMK back on a path to growth.

The rest of this report is structured under each of our four strategic objectives
below..
WE CAPACITY BUILD.. Our unique onalysis of social change ond the potentialfor
power in civil society (which we coll 'social power'j underpins our wide range of
troining ond expert consultancy. Our relentless curiosity keeps our onolysis up to
date. Using our years of experience as campaigners and change-makers, on-going
reseorch ond real-world opplicotions of ourfindings, we con help you to achieve
lasting and transformative change.
Core Training
One of the biggest changes in our work this year has been to take our historically
face-to-face training service and re-launch it as a digital offer. SM K's new 'Campaign
Carousel, was trialled in autumn 2020 and launched at the beginning of 2021.The
Campaign Carousel doesn't just take our existing training online= we have
comprehensively reviewed and revised our training offer to ensure it equips
campaigners with the tools needed to create change in the current environment.
There are 13 individual workshops that together form the Campaign Carousel,
covering the basics of planning for change, and a range of more specialist topics
from Working with Lived Experience and Influencing Locally through to Digital
Campaigning and Using the Law. We are working with 'best in class, partners to
deliver some of the specialist content. All workshops can be accessed individually, or
campaigners can build their own package of campaign training designed to be
completed f lexibly over a year.
The decision to take all training on-line was prompted by the Coronavirus crisis, but
we are delighted with the results. Going virtual has democratised SMK'S training,
transforming the geographical spread of organisations taking it up, and unleashing
strong demand from across the nations and regions. The Carousel is structured
around three semesters a year and we've sold out all three 2021 places, with more
than 50 campaigners doing the full Carousel training over the course of the year, and
around 500 training places f illed altogether.
The Carousel has allowed us to deepen our connectio ns to budding campaigners, has
established the foundations of an 'alumni' network, and cemented our training
programme as a core piece of sector infrastructure. It also represents the
completion of the evolution of our training offer f rom something foundations
commissioned for their grantees, to a service offered on the open market and paid
for directly.
The reception from trainees has been overwhelmingly positive, with more than 90%
of respondents rating their session 4 or 5 out of 5.
We have exciting plans to develop the Carousel further, with workshops being
revised, new trainers recruited, and plans for a 'Masterclass' programme for
experienced campaigners.

We said in our report last year that we hoped to secure some support to run a
bursary scheme. We have since decided that we want to go further than this in
opening up our capacity building offer to those who can't afford to pay. We've
developed a new proposal for what we are currently calling 'The Centre for
Campaign Excellence, The idea of the Centre is to create an online resource that can
hold much of SMK'S and others, resources, tools and tips. Alongside this, the Centre
will create networks of campaigners providing peer support and sharing ideas. We
plan to start talking to potential funders about th e Centre soon.
Commissioned training & Consultancv
Commissioned training has also continued to be popu lar, and we've run bespoke and
in-house training programmes for a wide variety of organisations. From big charities
like Centrepoint and NSPCC, to local organisations such as Map and Warwickshire
Wildlife Trust. One trend we've observed is the popularity of commissioned training
for groups of young activists. In response we are developing a new training offer
specifically designed for young people which will l aunch in autumn 2021.
Meanwhile, SMK continues to provide strategic consu Itancy, helping clients to make
their organisations and campaigns effective. We provided a significant level of
support to the Royal College of Nursing facilitating 'listening events, with members
as they try and shift their culture towards becoming a more campaigning
organisation; we produced a trends pack for the Mark Leonard Trust that we used
with their grantees to help them consider how they need to adapt in response- and
we have supported grassroots charities like the Traveller Movement with their
campaigning strategy.
We were also commissioned by the Local Trust ILTI to deliver a programme of
workshops, interviews and coaching for local activists in Big Local and Creative Civic
Change areas around policy inf luencing. The aim was to increase individuals, capacity
while helping Local Trust ILTI to understand how it might support greater policy
collaboration between local areas and LT nationally.
WE CHAMPION.. We seek to build a more confident and powerful civil society,
whose role in social chonge is recognised ond valued. We help civil society be heard
by bringing octors together and creoting platforms that Strengthen visibility ond
voice. We also celebrate success at the onnual SMK National CampaignerAwards.
We continue to support individual change-makers. organisations and civil society as
a whole to: understand the campaigning environment, trends and drivers,. ensure
their experiences and voices are part of the wider public debate,. and celebrate
excellence and success wherever we see it.
This year, we have focused on advocating for the needs and benefits of campaigning,
protecting the space to campaign (against both formal and informal threats), sharing
our insights into the way change-making is itself shifting, and leading by example.

SMK Annual Campaigner Survey
Our Annual Campaigner Survey continues to provide the social sector with evidence
and insight. It is regularly quoted by organisations such as Bond and the Quakers
le.g. in evidence to select committees and in the Civil Society Voice report on
Campaigning During Coronavirusl.
In 2020, we ran the fifth Annual Campaigner Survey, the results of which attracted
coverage in both the Guardian the sector press. We found that campaigners in civil
society are encountering an increasingly hostile political environment, but politicians
are now far more likely to be negative about campaigning than the general public-
and it's a growing gap. This comes after years of tightening government restrictions
on campaigning and increasingly intolerant attitudes to dissent.
Campaigners say that people and organisations are becoming bolder and braver,
with more community-led campaigns. The public seem to be more receptive to
carnpaign messages, especially amidst the pandemic and high-profile campaigns like
Black Lives Matter and Marcus Rashford's food poverty work. Plus, there's simplv
greater need and people are responding by campaigning.
Unfortunately, a more hostile political environment has seen politicians shutting
down channels of communication, and attacking campa igners and their allies as a
threat to the common good. The pandemic has made traditional ways of
campaigning difficult or even impossible, and there are signs of digital 'exhaustion'.
We had good coverage of the Annual Campaigner Survey this year, most notably
by Patrick Butler in the Guardian. It stayed high u p the page ranking5 in the Society
section for a couple of days, and even spent time i n the 'Headlines' section. The
response on social media was enthusiastic and across January on Twitter we had
205k tweet impressions, nearly 7000 profile visits, and gained 105 new followers
160% more than usuall.
Protecting Civic Space
The past year has seen a greater volume of 'formal' and 'informal' threats to civic
space than ever before. Proposed changes to judicial review, protest law, and
regulation of third-party campaigning have been introduced in legislation currently
going through Parliament. At the same time, we have seen a raft of attacks on
legitimate charity activity Ithe most high-profile of which have been the National
Trust, RNLI, and Barnardo'sl, which have had knock-on effects of across the social
sector. In some cases, it has made organisations more determined to stand up, in
others it has led to greater caution. This is something we will explore in the 2021
Survey.
SMK continues to play an active role in sector activity to defend civic space. SM K is
currently a core member of the Civil Society Voice directors and policy groups, which
has acted as a hub for intelligence sharing and coo rdination of joint activity.
In partnership with other organisations. we have submitted letters to ministers and
MPS, and evidence to select committees on: work of the Charity Commission; a

better selection process for the next Charity Commission chair- and Danny Krugerfs
review of civil society. We also sit on cross-sector groups on judicial review and the
Police Bill.
Looking ahead, we are working with colleagues who share our interest in civic space
to secure f unding that will help all players in thi s area to better understand who is
working on what and how funding for this work can be improved.
A Reforming Civil Society
We have recruited a group of large, household name charities who share an
ambition for charities to 'take their proper place in the national conversation, We
convene regular discussions, at both CEO and senior campaigner/comms levels that
allow them to share experiences and analysis. The aim is for SMK to host activity that
will support each of them to 'lead by example, to be 'bold and brave, in injecting
their broader social analysis into our national debate, and to better understand the
broader context in which they are working. This feels particularly timely as we start
to come out of the most critical phase of the pandemic here in the UK.
In 2021-22, those discussions will start to happen face-to-face, providing a space for
mutual support and innovative ideas.
Law Family Commission
The Law Family Commission on Civil Society, which i s well-funded and potentially
influential, launched a programme of inquiries into the effectiveness and potential of
civil society. SM K's CEO contributed an essay for its launch collection, we sit on its
Technical Panel, and we have offered comment on its outputs throughout the year.
Annual Awards Ceremony
SMK'S 15th Annual Campaigner Awards were due to be held at Union Chapel in May
2020. However due to the on-going pandemic the Awards were postponed, taking
place virtually on 30 September live on Youtube. We had fantastic winners, as ever,
including Marcus Rashford and Fareshare who won a new Campaign of the Year
category for their work on food poverty, and Joeli Brearly who won a new
Campaigner of the Year award for her brilliant Pregnant then Screwed campaign.
They were viewed over 1600 times.
With new Awards branding in place we made full use of digital to run a month-long
campaign in the run up to the Awards. In this peri od, including the Youtube live
event, we made 180,000 Tweet impressions, a 368% increase from the previous
month of activity.
The Awards team continues to work on improving the Awards year on year to ensure
that we are offering our audiences an engaging experience, celebrating and
championing change-making and convening civil society campaigners so that they
have the knowledge and power to drive Social change.
"Whot ofantostic wotch I Congratulations to oll concernedfor pulling off this event in
such a slickfa5hion in a pandemic"

'Well done SMK- this is the very best virtuol event/ceremony I hove been to."
WE ARE CURIOUS: Moking social change hoppen is olwoys complex, often messy
and rarely, if ever, easy. The world around us is constantly changing. Tools and
toctics evolve. Attitudes in society ond in our own orgonisotions change. We bring
together change-makers from all ports of civil society and create spaces where we
can explore change-making together. We listen and share our evolving
understanding of sociol chonge, os well os our unique tools, freely.
SMK aims to help bring the campaign community together, which we do by
circulating a regular newsletter, our social media channels and through our training
and other events.
Power Sharing Project
The Power Sharing Project continued to explore what would it look like if civil society
in London was better at sharing power in pursuit of social change, with a focus on
lived experience, poverty and socio-economic inequa lity. Grace Wyld departed SM K
in autumn 2020 and Sarah Thomas joined us to lead t he project. Her recent masters
degree in Power, Participation and Social Change, a nd varied experience in social
sector, brought a new dimension to our collective knowledge.
Covid-19 forced us to redesign our approach, as most of our plans were for face-to-
face discussions. We hosted on-line workshops with organisations already starting to
explore the question and undertook more desk-based research to ensure we were
drawing on the many years of thinking about power that already exists. We also
invested more time and resource in the Core Learning Group, which has a good mix
of people with lived experience, learned experience and a mixture of both. Our
monthly collaborative inquiry sessions provided a great deal of insight into the
practical challenges and the usability of the tools we had started to develop.
A final publication is already in the process of be ing drafted (due autumn 20211. It
will be complemented by a variety of online resources. Looking ahead, we are
seeking f unding to put the ideas in the project i nto practice, in partnership with a
group of organisations. We are in conversation with Trust for London about
continuing their support, and others about securing match funding.
The Change Network
We hosted a Change Network event on 22 April on the reduction in the number of
young people in custody over the last ten years. Ou r first Zoom-based public event. it
attracted higher turnout than usual, with 95 people registering, and engagement
from across the UK.
Campaign Shakedown 2020
Our quarterly Change Network events were halted by the pandemic and the
departure of Grace Wyld. However, we were keen to capitalise on audience interest

and, in partnership with Alice Fuller (Save the Children) and Kath Christie ISM K
Associate), we held a review of the year in December 2020.
It was a success, with over 50 attendees and such a rich conversation that it took a
series of three blogs to capture and share it more widely.
Campalgn trends & drlvers
Our ambition is to continue to track and capture what's new. what's working and the
emerging challenges in change-making. We have struggled to find the capacity to do
this consistently in 2021 (though events like the Campaign Shakedown were part of
our effort51, but a commi55ion by Mark Leonard Trust enabled u5 to carry out a one-
off exercise towards the end of the year.
It remains our ambition to do more of this work in 2021-22.
SMK is o high performing orgonisation driven by the desire tofind the best ways to
SUPPOrt campaigning excellence
ORGANISATIONAL INFRASTRUCTURE
Comms, brand and marketing
As for all others, It has been a challenging year for SMK as we adjusted to working
remotely and delivering so much of our work on-line. Despite that, we still managed
to complete a significant programme of work across our brand, visual identity and
digital transformation.
Having developed a Digital Transformation Strategy in the previous financial year,
implementation also began to install and customise Salesforce for SMK'S constituent
management needs. Although this work is on-going and will require on-going
resource and capacity, the project team focused this first phase on a full sweep and
clean of SM K's contact5 data. The team will continue to train staff, improve the
quality of data and continue to integrate Salesforce across SM K's programmes.
In 2019-20, SMK tendered for a brand and design agency to update the vision and
mission, the brand positioning, boilerplate and ton e of voice as well as full visual
identity overhaul that included a new logo, strapline, colour palette, font and
guidelines for internal use. The chosen agency was Brand Ethos. They completed the
project in summer 2020 and it was a huge success. The branding is now clearer, is
memorable and there is more confidence is how we present what we do at SMK. The
new visual identity has been applied across all existing and new digital channels
including a new website.
'For the size of 5MK, you would thinkfrom the bronding and visuals that it was a lot
bigger than it is. It hos a very memorable look andfeel.,

Staff and other organisational changes
In this year, SMK had a core team of four full-time staff and three part-time staff on
a mixture of permanent and fixed-term contracts.
Emma Burnell joined on a f ixed-term contrart as a Head of Training - a role we have
not been able to re-fill. This resource has been used in part to recruit a new PIT
Deputy CEO, Rob Abercrombie.
Grace Wyld (full timel departed in September 2020. Sarah Thomas took on her
management and leadership of the Power Sharing Project on a part-time basis, also
in September.
Other core members of the team are Sue Tibballs ICEO F/T,' Chloe Hardy, Director of
Policy & Comms14 dayslwkl,. Emma Boyd (Head of Marketing &Comms IFITI;
Rumenna Begum
Financial Review
Total income for the year wa5 £434,0431£528,767 in 2020}, an 18% decrease
compared with the previous year. We continued to receive income from a diverse
range of sources. 23°A of our income was restricted to funding specific projects.
These funders and projects are listed in the accounts (Note 31.
The difference is in income is accounted for in part due to a decrease in earned
income.. this was down £40K on the previous year chiefly due to the effects of Covid-
19. One of our core grants also came to an end.
Our actual budget in 2020121 has been higher as we carried forward income for
activity that had to be delayed due to the pandemic notably the SMK National
Campaigner Awards. Hence why the reserve position at the end of 19120 looks high
lover £40K of this was spent on delayed activity) and why expenditure in 20121 was
higher than income.
In terms of the future, we are very confident that income in 21122 will bounce back
to 19120 levels, and we are hopeful of growing it f urther as set out below.
Expenditure
Total expenditure amounted to £478,1581£465,046 in 20201 a 2.8% increase
compared with the previous year.
Funds at year-end were £61,82412020 £105,9391.
The future
SMK has made significant progress in recent years establishing itself as a valuable
think tank and capacity-builder focused on campaign ing, social change and civil
society's reforming power.
We are asking questions about social change and how it happens that people
recognise are important and want to discuss

We are trusted to host significant projects that ask big and complex questions, and
produce insights and tools designed that help others think and behave differently.
A very wide range of organisations working across a raft of issues are asking for our
help to guide strategy and build capacity.
We have shown that with high quality IP, we can generate signif icant earned income.
We are helping not just protect civic space but also build a new narrative and
engagement with the importance of civic space and civil society's reforming role.
We speak up for the campaign community and produce valuable evidence a5 to their
experiences and attitudes.
High profile and well-regarded charities trust us a nd want to work with us to build a
new understanding of charities, reforming role in societv.
Our annual SMK National Campaigner Awards celebrate people and organisations
whose achievements might otherwise be unsung.
We use our network to provide a platform to others, and work with partners and
Associates to make their expertise more widely available.
Our reports are making national news, we are regularly asked to give comment. and
our evidence is cited widely.
SMK - set up in memory of the brilliant Sheila McKechnie - is. we think, doing her
proud. But we want to do more.
We think civil society and the social sector in the UK could be doing so much more -
driving even more transformational change - if they were working without constraint
and with the right support. What we call Social Power. Our role is to unleash it.
It remains that where there is a size-able industry in the US, there is very little in the
UK. SMK is working very hard to fill that gap. but to meet need and demand, we
need to be bigger ourselves.
We have set out a clear vision for our future that we are now sharing with funders
and donors in the hope we can grow our capacity and impact. We feel hopeful of
securing that support so that we can grow this valuable organisation.
Reserves Policy
The charitvs reserves policy is set out in the note 1.7 to the accounts.
Strurturei governance and management
Sheila McKechnie Foundation is a charitable company limited by guarantee governed
by its Memorandum of Association as adopted at the extraordinary general meeting
on 21st February 2005. It is registered as a charity with the Charity Commission and
as a Company with Companies House.
12

Pay and remuneration of staff is determined in accordance with SMK'S pay &
remuneration policy. As a very small employer, there are some key principles that
underpin SMK'S approach to pay and remuneration=
It must be simple and straightforward to administer
It should be flexible, recognising that SM K's income can fluctuate, and that organisational
needs can change
It must reflect the values of the organisation
It must be in line with best practice in the sector
Pay levels are reviewed annually, taking into account evidence of pay levels across the
sector more widely, and SMK reviews Cost of living annually, and makes an award
accordingly. SMK is a London Living Wage employer.
Appolntment of Trustees
Our Articles of Association provide that SMK may have no less than three trustees
but it is not subject to any maximum.
SMK uses a transparent and fair method when recruiting new trustees. We
advertise all trustee vacancies and they are open to anyone who wishes to be a
trustee. From time to time the Board may call for trustees with specialist skills and
experience that it identifies 15 needed for the effective governance of the
organisation.
The process is led by the Resource Committee, and applicants for trusteeship are
asked to make their application in writing and to attend an interview. During this
time, each applicant and interviewee goes through the same process. We also apply
our equal opportunities policy to trustee recruitment.
Each new trustee received an introduction pack and an induction to the
organisation. and support is readily available from the Officers of the organisation.
The board of Trustees meets regularly and there were 5 meetings held during the
year12020'. 51.
The present members are listed in this report.
The following changes in trustees occurred during this financial year..
In line with the charity's Mem & Arts, the three longest standing trustees stood
down at the AGM in December 2020.. Alastair Wilson; Kierra Box and Louise Hanson
Ichairl. In the course of the year, f ive new trustees were initially co-opted and then
formally appointed: Bushra Ahmed,. Zainab Ali Khan, Deborah Doane; Kimberley
Garande and Patrick Steen. We are delighted that our new trustees have significantly
diversified the Board's collective experience and expertise. Trustee Pete Moorey was
appointed interim Chair at the AGM and continues in that role.

List of Trustees is in Page 2 Legal and Administrative Information.
Members of the Trust guarantee to contribute an amount not exceeding £10 to the
assets of the charity in the event of winding up. The total amount of such
guarantees at 31st March 2021 was 1012020.. 101.
Risk statement
The trustees and staff jointly reviewed the possible risks facing the organisation
during the year. Therefore they were aware of the major risks facing the charity and
are taking adequate steps to protect the charity. The major risks are related to the
nature of the work within which the charity supports through grants and awards and
the use of appropriate volunteers and people who su pport the charity.
Independent examiners
Brebners were appointed as the charitable company's independent examiners and
have expressed their willingness to continue in that capacity.
Small company provisions
This report has been prepared in accordance with the special provisions for small
companies under Part 15 of the Companies Act 2006.
08 September 2021
Approved by the trustees on
and signed on their behalf by
Pete Moorey
Stuart Davis
Interim Chair
Treasurer
14

THE SHEILA MCKECHNIE FOUNDATION
IA COMPANY LIMITED BY GUARANTEEI
INDEPENDENT EXAMINER'S REPORT TO THE
ACCOUNTS OF THE SHEILA MCKECHNIE FOUNDATION LIMITED
Responsibilities and basis of report
I report lo the charity Iruslees on my examination of the accounts of the company for the year ended 31 March 2021.
As the charity trustees of the company land also its directors for the purposes of company lawl you are responsible for the
preparation of the accounts in accordance with the requirements of the Companies Act 20061'lhe 2006 Acl'l and in
accordance with the terms of the Charities and Trustee Investment (Scotlandl Act 2005 and the Charities Accounts
(Scotlandl Regulations 2006 las amended). The charity trustees consider that the audit requirement of Regulation110111
lal to Icll of the Accounts Regulations does not apply. It is my responsibility lo examine the accounts as required under
section 44111 Icl of the Act and lo slate whether particular matters have come to my attention.
Having satisfied myself that the accounts of the company are not required lo be audited under Part 16 of the 2006 Act and
are eligible for Independent examination, I report in respect of my examination of your company's accounts as carried out
under section 145 of the Charities Act 20111'the 2011 Acl'l and Section 4411 Ilcl of the 2005 Act. In carrying out my
examination I have followed the reqU1￿MeNtS of Regulation 11 of the Charities Accounts (Scollandl Regulations 2006 {8S
amended) and the Directions given by the Charity Commission under section 14515llbl of the 2011 Act.
My examination is carried out in accordance with Regulation 11 of the 2006 Accounts Regulations. An examination
includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those
records. It also includes consideration of any unusual items or disclosures in the accounts, and seeks explanations from
the trustees Con￿rning any such mallers. The procedures undertaken do not provide all the evidence that would be
required in an audit, and consequently I do not express an audit opinion on the view given by the accounts.
Independent examiner's statement
Since the company's gross income ex￿eded £250,000 your examiner musl be a member of a body listed in section 145
of the 2011 Act. Further, since the company is required by company law to prepare ils accounts on an accruals basis and
is registered as a charity in Scotland your examiner musl be a member of a body listed in Regulation 11121 of the Charities
Accounts (Scollandl Regulations 2006 las amendedl. I confirm that l am qualified to undertake the examination because I
am a member of the ICAEW, which is one of the listed bodies in both instanTrs.
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 that in any material respect..
accounting records were not kept in respect of the company as required by section 386 of the 2006 Act and
R￿ulatioN 4 of the 2006 Accounts Regulations., or
the accounts do not accord with those records with the accounting requirements of Regulation 8 of the
Charities Accounts (Scollandl Regulations 2006., or
the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any
requirement that the accounts give a 'true and fair view, which is not a matter considered as part of an
independent examination or.,
the accounts have not been prepared in accordance with the methods and principles of the Statement of
Recommended PracliTr for accounting and reporting by charities applicable lo charities preparing their
accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland
IFRS 1021.
15

THE SHEILA MCKECHNIE FOUNDATION
IA COMPANY LIMITED BY GUARANTEEI
INDEPENDENT EXAMINER'S REPORT TO THE
ACCOUNTS OF THE SHEILA MCKECHNIE FOUNDATION LIMITED
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 lo enable a proper under3tanding of the accounts lo be reached.
Signed..........................................
DJ Bond FCA
For Brebners
130 Shaftesbury Avenue
London
W1D5AR
Dale 29th September 2021
16

THE SHEILA MCKECHNIE FOUNDATION
(A COMPANY LIMITED BY GUARANTEE)
STATEMENT OF FINANCIAL ACTIVITIES
INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT
FOR THE YEAR ENDED 31 MARCH 2021
COMPANY REGISTRATION NO. (ENGLAND AND WALES) 5331412
Statement of Financial Activities for the year ended 31 March 2021
2021
Unrestricted Restricted
funds
funds
2020
Total
Total
Incomin
resource5
Notes
Voluntary income
Charitsble a¢livilies
Total Incoming resources
2,395
332,148
334,543
2,395
99.500 431,648
99,500 434.043
1,528
527.239
528,767
Resources ex
ended
Raising funds
Charitsble activities
Total resources expended
6.7.8,9
385,797
385,797
92,361 478,158
92,361 478,158
465,046
465,046
Net movgment in funds
13
151,2551
7.139 144,1151
63,721
Fund balances at 1 April 2020
97.675
8,264 105,939
42,218
Fund Transfers
Fund balances at 31 March 2021
46.420
15,403
61,824
105,939
All Income and expenditure derive from continuing activities. The Statement of Financial Activities
includes all gains and losses recognised during the year.
17

THE SHEILA MCKECHNIE FOUNDATION
IA COMPANY LIMITED BY GUAIiANTEE}
BALANCE SHEET
AS AT 31 MARCH 2021
COMPANY REGISTRATION NO. (ENGLAND AND WALES} 5331412
Note8
2021
Re$tri¢ted
fund5
2020
Total
Unre$tri¢ted
fund5
Totol
Fixed asset
10
3,554
3,554
6.988
Current a$$ets
Debtors
Investment
Cash at bank and in hand
11
75,488
11,500
86,988
35,675
94,094
169,583
3.903
15,403
97,997
184,986
162,720
198,395
Llabllltles
Creditors falling due within one year
12
1126,7171
1126.7171
199,4431
Net ¢urrent a$$ets
42,866
15.403
58,270
98,952
Net a$$ets
46,420
15.403
61,824
105.940
Funds brought fO￿ard
97,675
8,264
105,939
61,147
SurplusllL05sI for the year
151,2551
7,139
144,1151
118,9291
Fund Transfers
Funds ofthe charity
46,420
15,403
61,824
42,218
The tru5te8s are Satisfied that the company is entitled to exemption from the provisions of the Companie5 Act 2006 (the Act) relating to
the preparation of the unaudited Accounts for the period by virtue of section 477121. 8nd that no member or members have requested
an audit pursu3nt lo sedion 476111 of the Act.
The trustees aeknowledge their responsibilities for.
lil ensuring that the cornpsny keep5 adequate accounting records which comply with section 386 of the Act, and
lill preparing unaudrted aceounls which give a true and fair view of the state of affairs of the company as at the end of the financial
period and of its profit loss for the financial period in accordan￿ with the requirernents of section 393. and which otherwise cornply
with the requir8ments of the Act relating lo the unaudited financial ststem8nls, so far as applicable lo the company.
These accounts have been prepared with the special provisions of Part 15 of the Cornpanies relating to small cotnpanies and
constitute th8 annusl account5 required by the Companies Act 20C6.
The accounts were approved by the Board on
08 September 2021
Peter Moorey
Interim Chair of Trustees
stuart Davis
Treasurer
18

THE SHEILA MCKECHNIE FOUNDATION
(A COMPANY LIMITED BY GUARANTEE)
NOTES TO THE ACCOUNTS
FOR THE YEAR ENDED 31 MARCH 2021
Company status
The Sheila McKechnie Foundation is a company limited by guarantee and has no share capital. The liability of
each member does not exceed £10. 11 is a charity registered in England and Wales Iregistralion No. 11082101,
Scotland (Registration No. SC0442071. Ils company registration number is 05331412 (England and Wales). Ils
registered address is The Foundry, 17 Ov81 Way, London SE11 5RR.
Note
Accounting policigs
Basis of proparation
The Sheila McKechnie Foundation meets the definition of a public benefit entity under FRS 102. Assets
and liabilities are initially recognised at historical cost or transaction value unless otherwise slated in the
relevant accounting policy notes. These accounts have been prepared using the historical cost
convention except any items disclosed in the accounting policies as being shown al fair value and a
presented in sterling, which is the functional currency of the enlily. Balances within the accounts have
been rounded to the nearest £1. The accounts are prepared under the historical cost convention, in
accordance with the Slalemenl of Recommended practi￿ 2019.. Accounting and Reporting by Charities
preparing their 8ccounls in a￿ordanCe with the Fin8nci81 Reporting Stand8rd applicable in the United
Kingdom and the Republic of Ireland IFRS 1021 and the Financial Reporting Standard applicable In the
United Kingdom and Republic of Ireland IFRS 1021 and the Companies Act 2006. In preparing the
accounts, the Trustees have assessed the Charity's ability lo continue as a going concem. The principle
financial risk facing the Charity is ils ability lo generate sufficient income lo cover expenditure incurred in
fulfilling its objectives. The Trustees have reviewed the cash position of the Foundation and cash
forecasts at the dale of signing the accounts, including grants and donations secured or pledged,
together with unavoidable financial commitments, and are satisfied that the Foundation will be able lo
meet all of ils financial commitments. As a consequence the Trustees believe that the Foundation is well
placed lo manage its financial risks successfully, including the impact of Covid-19, and that the
Foundation has adequate reserves to continue in operational existen￿ for the foreseeable future and al
least, but not limited to, 12 months from the dale of approval of these accounts. Accordingly the Trustees
continue to adopt the going concern basis in preparing the accounts and are satisfied that the￿ are no
material uncertainties related lo events or conditions that cast significant doubt on The Sheila
McKechnie Foundation's ability lo continue as a going concern.
Fund accountlng
The charity's accounts are defined as follows..
Unrestricted Funds comprise accumulated surpluses and deficits on general funds.. they are available for
use al the discretion of the Trustees in furtherance of the general Charitable objectives. Restricted
Funds are funds subject lo specific restricted conditions imposed by the donors.
19

Incoming resource8
l incoming resources are accounted for when the charity has entitlement, there is certainty of receipt
and the amount is measurable. Income is deferred when it is in respect of work to be carried out in the
following year.
Voluntary income comprises all incoming resources from donations and gift aid. Charitable activities
comprises incoming resources from grants and charitable trading. Investment income is Bank interest
accounted for on a receivable basis. Other income comprises income from non-charilable trading.
Resources oxpand8d
Expenditure is recognised when a liability is incurred. Contractual arrangements and perfomiance
related grant are recognised as services are supplied. Costs of generating funds are those costs
incurred in attracting voluntary income. Charitable activities comprise those costs incurred by the charity
in the delivery of its activities and services for its beneficiaries. 11 includes both costs that can be
allocated directly lo such activities and those costs of an indirect nature necessary lo support them.
Debtors, Cash and Crgditors
Debtors- short term debtors are measured al transaction price.
Cash and cash equivalents- comprise cash al bank and in hand.
Creditors - short term creditors are measured at the transaction price.
Fixed A88ets and Depreciation
All fixed assets are initially recorded al cost. Depreciation is calculated so as to write off the Cost of an
asset over the useful economic life. The rale adopted is as follows..
Fixtures and Fittings
Computer Equipment
330A straighl-line
33% slraight-line
Reserves policy
The Directors of SMK lake the view that a reserve should be held sufficient to pay notice periods for all
staff plus any other liabilities re. ￿nt or other suppliers in the event the charity has lo wind up. Based on
SMK'S current head count and notice periods, this means a figure of £88K would ideally be held in
Reserve. Recognising that it is very unlikely the charity will have lo wind up at no notice, and that some
wind down costs could potentially be covered from other sources. the Board has agreed that the more
moderate figure of 60K is reasonable to hold in reserve and is proportionate lo the Charity's income.
Pension
Pension costs represent payments lo individual personal pension schemes of employees. Pension costs
are charged to the Slalemenl of Financial Activities in the period in which they are paid.
VAT
Income and expenditure is slated gross of VAT as il is not recoverable.
SMK is not registered for VAT.
1.10 Independent Examination
The Independent Examiner's remuneration for 2021 was £3,60012020 £3,000. 2020 fees were paid by a
third-party donor)
20

THE SHEILA MCKECHNIE FOUNDATION
(A COMPANY LIMITED BY GUARANTEE)
NOTES TO THE ACCOUNTS
FOR THE YEAR ENDED 31 MARCH 2021
Note
Voluntary income
2021
2020
Total
Unrestricted
funds
Restricted
funds
Total
Donations
Misc Income
959
1,435
2.395
959
1,435
2.395
986
542
1,528
Incomlng resources from charltable actlvltles
2021
2020
Total
Unrestricted
Resiricted
Total
funds
fund5
Grants
Charitable Activity income
Totsl resources
173,750
158,398
332,148
99,500
273,250
158.398
431,648
345,158
182,081
527,239
99,500
Grants
John Ellerman Foundation
Barrow Cadbury Trust
Cornerstone - City Bridge
Cornerstone - Trust for London
Esmee Fairbairn Foundation
Joseph Rownlree Charitable Trust
Paul Hamlyn Foundation
Tudor Trust
Tudor Trust IWellbÈingl
Shelter
Crisis
RSPCA
RNID
The Wildlife Trusts
50,000 1£37,500 deferred to 2021-221
8,000
8,500
50,000
25,000
30,000
40,000
25,000 1£6,250 accrued lo 2019-201
2,000
5,000 (Deferred lo 2021-221
S,000 IDeferred lo 2021-221
5,000 IDeferred lo 2021-221
5,000 IDeferred lo 2021-221
5,000 IDeferred lo 2021-221
Add deferral from 2019120
67,000 Icity Bridge £17,500 John Ellerman £37,500
Barrow Cadbury £2,000 Joseph Rownlree
Charitsble Trust £10,000)
Less accrual lo 2019120
Add accrual from 2021122
Less deferral lo 2021122
16,2501 labovel
11.500 (Barrow Cadbury £7,500 City Bridge £4,000)
162,5001 labovel
Total Grants
273,250
Deferred Income refers lo cash grants re￿iVed before the Balance Sheet dale but relating to activities
ommencing thereafter
Acctued Income refers lo e8sh grants received after the Balance Sheet date bul re18ting to activities
conducted beforehand
21

THE SHEILA MCKECHNIE FOUNDATION
IA COMPANY LIMITED BY GUARANTEEI
NOTES TO THE ACCOUNTS
FOR THE YEAR ENDED 31 MARCH 2021
Note
Comparator for Prlor Year SOFA Values
2020
Unr88tricled R88triclÈd
funds
funds
Total
Voluntary income
Charitable artivitie$
Totsl Incoming resources
1,528
367.115 1fj0,124
368.643 160,124
1,528
527,239
528,767
Re
urtss Èx
ende
Raising funds
Charitable activities
Total resourc&s expended
313,047 151,999
313.047 151,999
485,048
465,046
Nel moveffÉnt in funds
55,596
8.125
63.721
Fund balances at 1 April 2019
38,189
4,030
42,218
Fund Transfers
3,891
13,8911
Fund balances at 31 March 2020
97,675
8.264
105.939
Grant-making Activiti85
The total of grants paid was £Nil12020.. £20.0001.
2021
2020
Total
Cost of charitablè activftie$'.
Unrostrfctsd
Rosthctsd
Total
fund$
staff Cost
Projecls expenditure
Office overheads
268.019
47.405
70.373
385,797
82,380
10,001
350,379
57,406
70,373
478,158
301.778
101.494
61.774
465.046
92,361
Number of employeos
The avÈragÈ monthly number of Full TIMÈ Equnfalent employees during the year was 61202D". 51.
Employment cost8
2021
2020
Wage5 and 581aries
Social security
Pension costs
Con5uttancylProfessional 5etvices
Travel & Subsislen
289.297
27,380
14.477
19.225
218,916
2Q,959
10,946
50,653
304
301,778
350,379
One employee eamed be￿een £70,000 and £80,000 12020.. 11
The CEO is considered to be the Key Management Person of the charty. The total paid to the CEO during the year lexcluding
pensKn payments) was £78,79512020 £77,250)
TrLtsteÈs
None of the trustees lor any persons connected wrth Iheml received any remuneration or
benefits from the tharity during the year. Trustees reimbursed expenses were nil12020.. £Nill
22

THE SHEILA MCKECHNIE FOUNDATION
IA COMPANY LIMITED BY GUARANTEEI
NOTES TO THE ACCOUNTS
FOR THE YEAR ENDED 31 MARCH 2021
Notes
10
Tanglble Flxed Assets
OST
BIF 3t 31 M3r 20
11.789
CIF
11.789
De
BIF
4.801
3.434
8.235
Charge for year
CIF
NET BOOK VALUE
BIF at 311312020
CIF at 311312021
6.988
3.554
Invoslments
BIF at 31 Mar 20
Additions
CIF
11
Debtor8
2021
2020
Total
Unr¢$triCted
Restiitted
Totsl
Jnds
funds
Trade debtors
Provision for Doubtful Debt
Accrued incotne
Prepayments & Deposits
62,192
11.2401
12,000
2.536
75,488
62.192
1,2401
23.500
2.538
86,988
20,618
11.500
11,406
3,651
35,675
11,500
12
Croditors- amount falling due within one year
2021
2020
Total
Unre$triCt#d
Jnds
Restritted
funds
Totsl
Trade creditors
Deferred incorne
11.118
92.412
10.569
20,302
70,000
9,141
92,412
10,569
Ljnpaid Sharè Capital
Accruals
12,619
126,717
12.619
126,717
99,443
Operating Lease
Minimum lease payments under the non-¢an￿l1ab￿ operating lease for the office Spa￿ a￿".
2021
2020
Not later than one year
Later than one year and not later than five years
Later than five years
Lease payments ￿COgnised as an expense.
10.140
25.372
23

THE SHEILA MCKECHNIE FOUNDATION
{A COMPANY LIMITED BY GUARANTEE)
NOTES TO THE ACCOUNTS
FOR THE YEAR ENDED 31 MARCH 2021
Notè$
13
Movement in funds
At start of Incoming Outgoing
Fund
thè year Rosources Rasourcos Transfers
At end of
thè yèar
Restricted funds
Power Sharing
Restricted Core
8,264
80.000
19,500
74,861
17,500
13,403
2.000
Total Restricted Funds
8,264
99,500
92,361
15,403
Unrestricted funds
Campaigner Carousel
Consutsncy
Awards
Core
Reserves
59,259
72.057
46.000
157,227
13,962
13,546
18,108
340,182
{45,2971
158.5111
{27,8921
182,955
{51,2551
97,675
46.420
Total Unrostsleted Funds
97,675
334.543
385.797
46.420
Total Funds
105,939
434,043
478,158
61,824
Restricted projects..
The Power Sharing Project is a Corneislone funded two-year project that 15 exploring what il would
look like If oivil society in London was better at sharing power in pursuit of social change. with a fo¢us on
lived experience, poverty and soci(Feconomic inequality.
Restricted Core Tudor Trust generously awarded a grant of £2,000 for staff wellbeing in Feb 2021
which iernained unspent al the end of the FY. Other Restricted Core income w8$ awaided by Barrow
Cadbury as a grant restricted to Core activities.
Transfer of funds
At 1 Apr 2020, £51,255 was transferred from Reserves to Unrestricted operational areas to enable
activities delayed from 19-20 into 2(k21 as a result of Covid-19. At 31 Mar 21, all Unrestricted FLJnds
were wnsolidaled into Reserve5. The remaining balances on the Resliicled Fund5 'Power Sharing, of
£13,403 and Restricted Core of £2,000 were carried forward, together with Unrestricted Reserves of
£46,420. There were no transfers between Restricted and Unrestricted Funds.
24

THE SHEILA MCKECHNIE FOUNDATION
(A COMPANY LIMITED BY GUARANTEE)
NOTES TO THE ACCOUNTS
FOR THE YEAR ENDED 31 MARCH 2021
Notes
14
POST BALANCE SHEET EVENT- COVID 19 IMPACT
The emergency measures imposed by the Government lo control the COVID 19 pandemic restricted the
ability of the Sheila McKechnie Foundation lo operate normally through 20-21. While the situation is
beginning lo return lo a degree of normality, that reslriclion on normal operations is still being fell. The
Trustees continue to work lo minimise the impact of the exceptional challenges caused by the pandemic
and the measures taken by the Government to control il and the effects of the pandemic do not result in
any adjustment being needed lo the value of assets and liabilities al the balance sheet date.
The Trustees of the Sheila McKechnie Foundation remain confident that they will be able to overcome
the continuing operational differences and as a Consequen￿ these accounts have been prepared on a
going concern basis.
15
POST BALANCE SHEET EVENT- TRADING SUBSIDIARY
On 1 April 2021 the Sheila McKechnie Foundation moved all trading activity into a Trading Subsidiary
(Sheila McKechnie Trading, Company Registration Number 132488801 which was registered with
Companies House during March 2021. 100 % of the shares in the Trading Subsidiary were purchased by
Sheila M¢Kechnie Foundation. There was no activity in the Trading Subsidiary prior lo the Balan￿ Sheet
date and al that date the Trsding Subsidiary had no assets, liabilities or funds other than the £1 Called-
up Share Capital. Group Accounts have therefore not been prepared for the 2020-21 year.
25