## IntoUni
(A company limited by guarantee)
## Working Name **Into** University
## REPORT AND FINANCIAL STATEMENTS
## FOR THE YEAR ENDED 31 AUGUST 2021
Company number: 6019150 Charity number (England and Wales): 1118525 Charity number (Scotland): SCO49776
**1**
## **Letter from the Chairman**
_When I come to_ _**Into** University I can focus, and the community is just amazing. At home there are distractions, so it really helps me to focus here - everything is set up perfectly for me. The centre provides you with a safe and good environment to learn in. Each time I come to_ _**Into** University there’s always something that I learn._ _**Into** University has given me aspirations and a direction to follow.’_
_Year 9 student, Walworth_
In the 2020-21 academic year **Into** University centres across the UK supported more than 40,000 children, young people and student associates through its FOCUS, Academic Support and Mentoring schemes, through the Uni Connect programme, through its Student Associate Network, and through remote support during the COVID-19 closure period.
We were delighted to reopen our learning centres for the beginning of the 2020-21 academic year, having supported students remotely since March 2020 due to the COVID-19 pandemic and resulting government restrictions. As a result of the third national lockdown in England, we returned to supporting our young people remotely in January 2021, extending our remote support offer over the spring term. Following this, in April 2021, we were very pleased that in light of new government guidance in both England and Scotland, our centres were able to reopen and offer a blended programme of face-to-face and online support.
In these challenging times, the charity has pressed ahead with its expansion plan, opening six centres in 2021 - our most ambitious year to date.
We were delighted to expand into Scotland for the first time, in partnership with the University of Edinburgh and University of Glasgow. The charity opened centres in Edinburgh and Glasgow in Spring 2021, with a further centre in Glasgow launching in Autumn 2021. Once these centres are established, they expect to support more than 3,000 young people in Scotland each year.
The charity also opened a centre in Norwich in April 2021, in partnership with the University of East Anglia. Despite this mid-year opening, we were really pleased that the centre was able to support over 800 students in its opening months.
In Autumn 2021, we have also opened new centres in Bradford, in partnership with Queen’s College, Cambridge, and a centre in Newcastle, in partnership with the University of Newcastle and the University of Northumbria.
Digital poverty is a key obstacle for our students. During COVID-19 lockdowns, many of our students were trying to keep up with remote learning on shared devices or mobile phones. Despite local and national initiatives to provide devices for disadvantaged families, a detailed survey of our students revealed that many of our highest need students still reported major access issues, with many of our students lacking the basic equipment they need to study. Over each lockdown, we focused on supporting students no matter what their digital provision was at home.
During the third lockdown, in February 2021, we sought to address the digital divide through launching an urgent appeal to provide 500 of our high-need students across our network with new Chromebooks. Thanks to the generosity of our supporters, we were able to get this equipment to the students who needed it most.
**2**
Our work depends on the continued generosity of our funders. We are truly grateful to our wider community of funders and partners for their support - from trusts and foundations, companies, individual donors and academic institutional partners, including universities and schools. On behalf of everyone at **Into** University, we would like to thank you for your continued generous support, which is enabling us to raise the aspirations of young people from disadvantaged backgrounds and provide them with the guidance and support they need to achieve their ambitions.
Two of the charity’s strategic university partnerships received recognition from awards during the year.
In October 2020, the charity’s long-term partnership with the University of Nottingham was recognised with a National Education Opportunities Network (NEON) Widening Access Partnership Award. The NEON Awards provide a platform to celebrate the successes and accomplishments of NEON’s members and their learners in widening access to higher education and enabling social mobility. The University of Nottingham has now supported the charity’s centres in Nottingham for a decade – we remain hugely grateful for the university’s critical support.
In June 2021, the charity’s partnership with the University of Edinburgh and University of Glasgow received a gold-level CASE Circle of Excellence Award for its targeted fundraising campaign for the establishment of three centres in Scotland. The judges commented: “We really enjoyed the creativity and collective partnership between these three institutions in launching a fundraising campaign to better serve Scotland’s children from disadvantaged communities in navigating educational pathways.”
On behalf of both the board and the Senior Management Team, I would like to thank sincerely Sir Eric Thomas who has retired as a trustee after more than eight years. Thank you Eric for everything that you have done for the charity. I would also like to warmly welcome Professor Nishan Canagarajah as a trustee.
Finally, I want to thank our staff team and volunteers for their wholehearted dedication to our values. The Trustees are indebted to you for your professionalism, teamwork and commitment, and of course your genuine care and compassion for our cause.
Oliver Haarmann
Chairman
**3**
**CONTENTS For the year ended 31 August 2021**
|Letter from the Chairman|2|
|---|---|
|Contents|4|
|Report of the Trustees|5-23|
|Independent Auditor’s Report|24-26|
|Statement of Financial Activities|27|
|Balance Sheet|28|
|Statement of Cash Flows|29|
|Notes to the Financial Statements|30-44|
**4**
## **INTOUNI REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 AUGUST 2021**
The Trustees present their report and audited financial statements for the year ended 31 August 2021.
## **Reference and administrative information**
Charity Name: **Into** Uni Working Name: **Into** University Charity Number (England & Wales): 1118525 Charity Number (Scotland): SCO49776 Company Number: 6019150 Registered Office and Operational Address: 95 Sirdar Road London W11 4EQ
## **Trustees**
Nilufer von Bismarck OBE Roderick Brooks Professor Cedric Nishanthan Canagarajah[1] Pasha Coupet Michaelsen Julian Granville Oliver Haarmann Chairman Sarah Havens Christoph Henkel Sophia Lewisohn[2] Vice Chair Clare Richards MBE[2] Safeguarding Trustee Sir Eric Thomas[3] Steve Windsor Treasurer
1 Appointed on 9 March 2021 2 Nominated by The ClementJames Centre 3 Stood down on 8 September 2021
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## **INTOUNI REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
The composition of the committees below is as at 31 August 2021:
## **Advisory Panel**
David Alleyne[1 ] Tom Arbuthnott[1 ] Maria Bentley Nils Blythe Nicholas Bull Simon Cairns Rachel Caldéron Clare Carolan Jessica Cecil Victoria Corcoran Meeta Dave[1 ] Patrick Derham Adele Eastman Roger Enock Cortland Fransella Perdita Fraser Katrin Henkel Mouhssin Ismail[1 ] Elizabeth Jack Fiona Laffan James Lambert Paywast Lateef[1 ] Tim Lee Janet Legrand Alasdair Macdonald Davina Mallinckrodt Priscilla Mensah
Lucy Morris Catherine Nelson Harlem Nguyen[1 ] Rosemary O’Mahoney Solomon Pervez[1 ] Hilai Qahari[1 ] Steve Rafferty Alec Rattray Caspar Rock Samaira Saleem[1 ] Nitin Sharma Mary Ann Sieghart Nat Sloane Rebecca Smith Ros Smith Chris Stephens Andrew Stewart Amelia Sussman Colin Tyler Ed Vainker[1 ] Tim Webb Eric Wilkinson Nick Wright Members of the Trustee Board Senior Management Team Senior Leadership Team Student Advisory Panel Representatives
1 Joined the Advisory Panel during the year
**Audit and Risk Committee**
Clare Richards MBE (Chair) Julian Granville
Sophia Lewisohn
## **Campaign Board**
Nilufer von Bismarck OBE Roderick Brooks (Chair designate)
Oliver Haarmann (Chair) Sir Eric Thomas
## **Investment Committee**
Roderick Brooks Dr Rachel Carr OBE Daniel Century
Oliver Haarmann Steve Windsor (Chair)
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**INTOUNI REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
## **Nominations Committee**
Nilufer von Bismarck OBE Oliver Haarmann Sophia Lewisohn (Chair)
## **Remuneration Committee**
Oliver Haarmann (Chair) Christoph Henkel
Pasha Coupet Michaelsen (Chair designate) Clare Richards MBE Steve Windsor
The Trustees have also formed a Diversity and Inclusion Committee in September 2021. The composition of this committee will be shown in the 2021-22 accounts.
## **Senior Management Team**
Dr Rachel Carr OBE Daniel Century
Hannah Purkiss Dr Hugh Rayment-Pickard MBE
**Senior Leadership Team** Senior Management Team Laura Barton John Bleasdale
Laura Culverhouse Eilis O’Donnell
## **Auditor**
Haysmacintyre LLP, 10 Queen Street Place, London EC4R 1AG
## **Principal Bankers**
Lloyds Bank plc, 25 Gresham Street, London EC2V 7HN CAF Bank, 25 Kings Hill, West Malling, Kent ME19 4JQ
## **Investment Managers**
BlackRock Investment Management (UK) Ltd, 2 Throgmorton Avenue, London EC2N 2DL Schroder Investments Ltd, 31 Gresham Street, London EC2V 7QA
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**INTOUNI REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
## **Structure, Governance and Management**
## Governing Document
**Into** Uni (“ **Into** University”, “the charity”) is a charitable company limited by guarantee, incorporated on 5 December 2006 and registered as a charity on 26 March 2007. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. The charity operates under the working name of **Into** University.
## Relationship with The ClementJames Centre
The **Into** University charity grew out of the **Into** University work that was started at another charity, the St Clement and St James Community Development Project (now known as The ClementJames Centre) in 2002. The **Into** University work at The ClementJames Centre (known as **Into** University North Kensington) is affiliated to, and receives grants from, the **Into** University charity, but remains under the governance of the Trustees of The ClementJames Centre and the management of its Chief Executive. **Into** University North Kensington received total grants of £190,000 in the year ended 31 August 2021 (year ended 31 August 2020: £190,000). All other centres are managed directly by **Into** University.
## Recruitment and Appointment of Trustees
The directors of the company are also charity Trustees for the purposes of charity law. The Trustees who served during the period and up to the date of this report are set out on page 5. The Report of the Trustees is the Directors’ Report in accordance with section 415 of the Companies Act 2006.
The members of the company are the Trustees; there are no other members. The members of the company have guaranteed the liabilities of the company up to £1.
The Board of Trustees consists of at least one and not more than three persons appointed by The ClementJames Centre, and such other person/s as the members may appoint by ordinary resolution.
When vacancies arise on the Board, or when the needs of the Board are being reviewed, the Nominations Committee identifies the need for new Trustees and recommends candidates to the Board in a process that complies with the governing document. Interviews are carried out by the Nominations Committee. Successful candidates are invited to join the Trustee Board, subject to references, criminal record checks and approval by the full Trustee Board.
The Board aims to be representative of the educational work of the charity and to ensure that it has available a broad range of skills and expertise amongst its members. A regular audit of the skills of the Trustees is carried out in order to ensure that a broad range of skills is represented on the Board.
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## Trustee Induction and Training
An information pack about the charity is sent to new Trustees, including their duties and the charity’s expectations of them, and a full induction process is arranged. New Trustees meet existing Trustees, key members of staff and volunteers and are introduced to the charity’s work, values, programmes and safeguarding approach.
## Organisational Structure
During the year to 31 August 2021, the Board met five times (via videoconference due to COVID-19 restrictions), including an Away Day. These meetings also involved members of staff as appropriate.
The role of the Board is to provide oversight of the charity’s activities, including planning, approval of annual budgets and review of the charity’s results and achievements. The Board also provides general support to the Chief Executive and her staff. The day-to-day running of the charity is carried out by the staff team, with support from volunteers, under the leadership of the Senior Management Team. The Senior Management Team comprises the Chief Executive and Co-Founder, Dr Rachel Carr; the Chief Strategy Officer and Co-Founder, Dr Hugh Rayment-Pickard; the Director of Finance, Daniel Century; and the Director of Operations, Hannah Purkiss.
Sub-committees of the Trustee Board (listed on pages 6-7) oversee specific areas of the charity and report regularly to the Trustee Board. During the period the Advisory Panel met three times (via videoconference) to consider areas of significant interest in the charity’s development. The Trustees would like to thank the members of the Advisory Panel for the invaluable support and guidance they provide.
## Pay Policy for Key Management Personnel
The Trustees consider that the Board of Trustees and the Senior Management Team comprise the key management personnel of the charity in charge of directing and controlling, running and operating the charity on a day-to-day basis. All Trustees give of their time freely and no Trustee received remuneration in the year. Details of Trustees’ expenses and related party transactions are disclosed in note 7 and note 17 to the accounts respectively.
The pay of the Senior Management Team and all staff is reviewed annually by the Remuneration Committee, and recommendations are made to the Trustees accordingly. Staff pay rises are considered in the context of the following factors: inflation; harmonisation and fairness; promotion with increased responsibility; and recognition and reward of experience. The charity also benchmarks against pay structures in comparable organisations.
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## **Objectives and Activities**
As stated in the governing documents (the Memorandum and Articles), the objects of the charity are:
- a) To advance the education of children and young people in deprived communities across the United Kingdom.
- b) To run local education centres providing services to address educational underachievement and social exclusion.
- c) To provide training, consultancy and management services to other agencies working to advance the education of children and young people in deprived communities across the United Kingdom.
The charity’s current growth plan includes ambitious plans to reach even more social mobility coldspots and educationally underserved regions of the United Kingdom.
## Public Benefit
The Trustees 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 its future activities.
## The Main Activities of the Charity
The charity runs an integrated education programme addressing the barriers and challenges faced by young people growing up in areas of economic, social, cultural, or linguistic disadvantage. At the heart of the programme is the belief that the needs of young people are best addressed in the context of a long-term pastoral engagement where the charity can build self-esteem and support learning to enable young people to reach their potential to go to university or realise another chosen aspiration.
The charity’s normal delivery model is detailed below. For details of how the charity’s programmes were adapted for COVID-19 restrictions during the year, please see page 15.
The charity provides a centre-based service. The centre is a distinctive place of belonging for students, chosen by them and available to them all year round. Staff create a positive ethos and provide children with intensive hands-on learning in a non-school context. Young people have a fresh start at the end of the school day, engaging with staff who have no preconceived expectations based on their behaviour at school. The centres are places that users choose to attend, not places they have to attend.
The charity aims to be a ‘home-from-home’ rather than a ‘school-from-school’. Staff aim to provide the kind of academic support and personal expectation that is a matter of course in many middle-class families.
The charity starts working with young people from as young as seven and aims to work with them over the long term until university access. Academic research on access to university for children from socially-excluded groups stresses the importance of aspiration to future university study from a young age. Most other widening participation projects addressing underachievement begin at secondary age. In contrast, the charity starts working with children from as early as Year 2.
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The charity aims to have a high ratio of staff/volunteers to students. This is crucial both for the quality of the educational support and the maintenance of pastoral relationships. It enables the development of positive, affirming relationships with young people who receive substantial individual attention.
The charity aims to provide a positive, aspirational ethos, believing that children and young people can succeed in life and that their decisions and the attitudes they have help shape their futures for good or bad. Staff work to promote good behaviour, pride in achievements and a positive, safe and stimulating out-of-school environment.
The charity takes a multi-stranded approach, recognising that young people require a range of support in order to raise and attain their aspirations: academic support, new learning opportunities, aspirational activities and confidence building. Students are encouraged to move between different aspects of the programme to provide ongoing, in-depth support. Particular attention is given to the key points when young people may become disaffected with school (for example, primary to secondary school transfer, GCSE to A level).
The charity’s educational programme provides the following three core strands of activities:
**1. Academic Support:** The charity provides help with homework, coursework and exam revision and brings the national curriculum to life through an exciting in-house curriculum. Trained volunteers provide additional support and help maintain a high adult:student ratio. Academic Support raises levels of achievement, increases confidence and motivation, and helps young people re-engage with learning outside school hours. The programme offers pastoral support and the opportunity for young people to build positive long-term relationships with adults and to address any challenging behaviour they may demonstrate. The charity has further developed a formal primary school curriculum for its Academic Support students who come without homework to complete. It covers subjects not usually taught in primary school - in 2020-21, the core subjects were Engineering, Psychology, and History of Art - and is designed to support literacy and numeracy as well as to introduce primary school children to subjects they might study at university. Independent Learning Projects and the 'Future Readiness Award' have been created for secondary school students to provide students with extended research projects to complete once they have finished their homework.
**2. FOCUS programme:** The charity runs subject-based aspiration and awareness building workshops for young people aged 7 to 18. The Primary FOCUS programme includes hands-on workshops and inspiring visits to cultural institutions, which many of the charity’s students have never accessed before. Primary FOCUS provision includes a university visit and graduationstyle ceremony, introducing students to university life and making university a realistic and tangible aspiration through experiential learning. The Secondary FOCUS package is an integrated education programme which aims to increase students’ knowledge of Higher Education, career opportunities and other future pathways. The programme strengthens students’ aspirations, provides strategies to make effective educational choices and helps students to develop transferrable skills. In addition to the core FOCUS programme, other strands such as Careers in FOCUS, Business in FOCUS and Leadership in FOCUS provide more detailed career guidance, develop important workplace skills and a platform for selfreflection respectively. Finally, the Student Enrichment programme provides work experience,
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**INTOUNI REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
internships, and networking opportunities giving students access to opportunities and professional advice from a range of industries.
**3. Mentoring:** The charity has developed a mentoring programme comprised of three parts: University Student Mentoring, Corporate Mentoring and the ‘Buddy’ programme. The charity works closely with universities to provide trained student mentors for the University Student Mentoring scheme who act as positive role models of people who have made it to university. Mentors support their mentees to develop reading, writing and maths skills and develop their confidence and inter-personal skills by taking part in social activities. The Corporate Mentoring programme pairs young people in Year 13 with trained volunteer professionals who support the mentee with the university application process and support their transition to university and first year of study. Through the charity’s two-day Buddy Programme, pupils in Year 8 take part in subject-based activities led by trained undergraduate volunteers and are shown around a university campus by the students.
The charity also operates an Associate Network to provide support for its former students and to engage its former staff and volunteers. The Network aims to support **Into** University students beyond the age of 18 by offering support, advice and guidance through its _IU Connect_ online platform and through face-to-face events. _IU Connect_ supports students with their transition to university, offers guidance about study skills, job applications, and CV writing, and provides students with access to opportunities including e-mentoring, networking and attendance at events designed to support students to develop core skills. Former staff and volunteers are able to support students through _IU Connect_ and are engaged in the charity's work through regular communication and events.
The charity operates a Boarding School Bursary Scheme in partnership with the Royal National Children’s SpringBoard Foundation which seeks to identify **Into** University students who might benefit from the support, enrichment and teaching provided by state and independent boarding schools. The project aims to support the entry process and to offer ongoing pastoral support to the students and families on the scheme.
Khadija Saye Arts at **Into** University continues the work of **Into** University with a focus on encouraging and supporting young people with an interest in the arts. The programme aims to address the lack of diversity in the UK arts sector providing opportunities for young people from disadvantaged communities across the UK to explore the Arts by incorporating Arts-based activities from a range of disciplines into **Into** University's existing programme. The programme is overseen by a full-time Arts Programme Manager.
**Into** University has also been an integral part of the Uni Connect Programme (formerly the National Collaborative Outreach Programme) in Leeds and Nottingham. This is a joint initiative across universities, colleges and third-sector organisations to provide a programme of activities and support for students in Year 9 and above at schools and colleges in areas where progression to Higher Education is lower than expected. **Into** University’s participation in this project concluded in 2020-21, as planned.
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The charity works closely with other institutions including primary and secondary schools local to the centres, and cultural institutions. The charity has major partnerships with the University of Nottingham, the University of Bristol, the University of Leeds, the University of Southampton, King’s College London, the University of Liverpool, the University of Manchester, and Birmingham City University, to operate centres in their respective cities. The charity also has major partnerships with the University of Edinburgh and the University of Glasgow to operate centres in Edinburgh and Glasgow; with Anglia Ruskin University to operate a centre in Clactonon-Sea; with the University of Bath to operate centres in Weston-super-Mare and Hammersmith; with the University of East Anglia to operate a centre in Norwich; and with the University of Warwick to operate a centre in Coventry. The charity partners with the University of Oxford and Christ Church, Oxford to operate its Oxford South-East centre, and with the University of Bath, the University of Bristol, and the University of Exeter to operate its Bristol South centre. The charity also has funding partnerships with Christ’s College, Cambridge; Corpus Christi College, Cambridge; London School of Economics; Pembroke College, Cambridge; Trinity College, Cambridge; and Wadham College, Oxford. In addition, the charity works in collaboration with a range of other university partners.
## **Strategic Report**
## **Achievements and Performance**
During the academic year 2020-21 the charity supported 40,043 children, young people, and student associates. This is a remarkable achievement, especially in light of the disruption caused by the COVID-19 pandemic. As outlined below, centre teams did a fantastic job of adapting in the face of changing restrictions to continue providing high-quality support to as many students as possible last academic year.
Of the students supported, 3,400 attended Academic Support, 21,397 took part in the Primary FOCUS programme, 11,362 took part in Secondary FOCUS programmes for years 7 to 11, 4,883 were supported in years 12 to 13, 1,955 participated in the Mentoring and Buddy programmes, 1,454 received Uni Connect provision, and 312 were supported through the Student Associate Network.
An analysis tracking the destinations of students who had left school at the end of the 2019-20 academic year and had taken part in the **Into** University programme indicated that 71% of Year 13 school leavers had secured a university place.[1] Student evaluations collated in 2019-20 indicated that 72% of those students who had participated in the Academic Support programme reported improved school grades, and 70% of students who had participated in the Primary FOCUS and Secondary FOCUS programmes reported that they were more likely to go to university as a result of their participation.
Detailed student numbers by centre are shown on the following page.
> 1 These figures are based on a sample of 4,972 students who were either finishing Year 13, or would have completed Year 13 had they stayed in school (a 51% sample of a cohort of 9,660 students). The university progression figure for all **Into** University Year 13 leavers may be lower. Although staff tried to contact every single student, it was only possible to obtain data for 51% of school leavers. It may be that those for whom we do not have data are less likely to have applied for and have gained a university place. If we conservatively assume that we had no impact on these students, then our overall progression rate would still be 58%, 32 percentage points above the average for Free School Meals (FSM) students nationally, and 15 percentage points above the average for all maintained school students nationally.
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## **INTOUNI**
## **REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
Centre by centre programme figures during the 2020-2021 academic year were as follows:
|**Academic**
**Support**
**Primary**
**FOCUS**
**FOCUS**
**Year 7-11**
**Year 12-13**
**Mentoring**
**and Buddy**
**Uni**
**Connect**
**Student**
**Associate**
**Network**
**Established Centres ***
**Into**University Birmingham North
83
682
581
116
61
**Into**University Bow
121
677
440
204
83
**Into**University Brent
115
632
401
290
91
**Into**University Brighton
91
466
299
204
32
**Into**University Bristol East
127
626
222
105
39
**Into**University Bristol South
84
625
339
146
31
**Into**University Brixton
120
641
364
150
61
**Into**University Clacton
105
693
300
101
22
**Into**University Coventry
95
647
382
193
51
**Into**University East Ham
126
828
442
562
112
**Into**University Hackney Downs
105
637
364
121
14
**Into**University Hackney South
120
613
477
271
82
**Into**University Hammersmith
124
598
349
250
90
**Into**University Haringey North
125
634
459
248
68
**Into**University Kennington
140
764
381
200
84
**Into**University Leeds East
160
600
359
53
83
**Into**University Leeds Extension
106
599
215
-
49
**Into**University Leeds South
149
519
286
151
49
**Into**University Manchester North
123
577
338
193
35
**Into**University North Islington
119
646
480
149
39
**Into**University North Kensington
161
623
501
162
127
**Into**University North Liverpool
104
750
253
40
19
**Into**University Nottingham Central
115
760
361
143
83
**Into**University Nottingham East
122
708
514
149
70
**Into**University Nottingham West
133
897
429
123
107
**Into**University Oxford South East
121
738
495
182
114
**Into**University Southampton
106
849
463
116
142
**Into**University Walworth
128
626
435
181
59
**Into**University Weston-super-Mare
78
710
273
74
47
**Emerging Centres ***
IntoUniversity Birmingham North
83
682
581
116
61
**Launch Centres ***
**Into**University Craigmillar
16
589
83
-
-
**Into**University Govan
19
753
77
-
-
**Into**University Norwich
31
693
101
25
-
**Cross centre events**
- - 26
59
11
**Uni Connect**
**DANCOP**
1,206
**Leeds Uni Connect**
248
**Student Associate Network**
312
**Total ^**
3,400
21,397
11,362
4,883
1,955
1,454
312|
**Total**
**Unique**
**Students ^**
1,362
1,384
1,332
983
961
1,103
1,188
1,123
1,249
1,830
1,143
1,413
1,256
1,354
1,391
1,069
918
1,017
1,109
1,235
1,393
1,074
1,313
1,386
1,497
1,397
1,485
1,256
1,049
1,362
604
770
819
94
1,206
248
312|
|---|---|
||**40,043**|
* ‘Launch’ refers to a centre’s first full year of operation, ‘Emerging’ refers to a centre’s second full year of operation, and ‘Established’ refers to all future years of operation.
> ^ As many students attended more than one strand of **Into** University’s activities, and some students attended more than one **Into** University centre during the year, the totals for unique students in the table above do not equal the aggregation of individual strands or the aggregation of unique students in individual centres.
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I **NTOUNI REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
## **Programme delivery in 2020-21**
The charity reopened its centres for the beginning of the 2020-21 academic year, having supported students remotely since March 2020 due to the COVID-19 pandemic and resulting government restrictions.
Between September and December 2020, the charity supported over 11,000 young people to re-engage and get back on track with their learning. The programmes were adapted during this period to ensure that centres were COVID secure. The precise arrangements varied across different centres according to regional restrictions and logistics for individual sites. As a result of a third national lockdown, in January 2021, centre teams returned to supporting young people remotely and the remote support offer was expanded. In light of updated government guidance, centres resumed face-to-face delivery in the summer term with COVID-safe practices in place and the continuation of some remote learning.
The charity responded flexibly to the changing restrictions required because of the pandemic and centred its provision on the needs of the young people, their families, and our partner schools. The charity’s long-term Learning Recovery strategy focuses on supporting young people in three key outcome areas: well-being; academic attainment; social skills. A key focus during the year was preparing students to flourish in a post-COVID world, placing individual student needs at the heart of the charity’s response. The charity prioritised bringing evidencebased practices such as metacognition, oracy and reading comprehension to the forefront of delivery. Centre teams found that the negative impacts of the pandemic on our young people were varied and highly individual; our place-based model ensured our response was both localised and adaptable. Staff teams assessed and then responded to the wellbeing, social skills and academic needs of each young person in Academic Support. For example, wellbeing packs were provided to students transitioning to Secondary school, all Holiday FOCUS provision incorporated wellbeing activities and new workshops, including a ‘Finding Motivation’ workshop were created.
## Academic Support
The approach for Academic Support ensured that all students, regardless of their access to digital devices and the internet, were able to receive support. For in-person delivery in autumn and summer term, regulations limited capacity to 15 students, with a further reduction to 12 students during the second lockdown in November. Students attended fortnightly in-person sessions, supplemented by weekly home-learning activities. Centres triaged students to prioritise those most in need, considering safeguarding vulnerability, access to devices, and examination year groups. Students in high need were prioritised to attend face-to-face sessions weekly. During autumn Academic Support live streaming was piloted to future-proof for further potential lockdowns.
In spring term centres delivered Academic Support remotely. Over 2,700 calls were made to families and detailed digital access surveys were conducted. There was a wide variation in access to suitable technology, creating an additional learning barrier that would widen the gaps experienced by those who already face the most challenges. The charity responded by raising funds to gift 500 devices to families. Staff delivered the spring term’s Primary Academic Support curriculum, Psychology, to students during live group sessions online. For secondary students, staff provided live group Academic Support sessions, offering a mixture of group activities, study skills sessions and independent working. Tuition phone calls continued for students with limited device or internet access and supplementary printed resources were sent to students. When in-person Academic Support resumed in summer term with a limited capacity of 15 students, virtual sessions continued to provide additional support to students.
**15**
## Mentoring
The Mentoring programme took place online throughout the year, with some face-to-face mentoring meetings happening in the summer term. The charity pivoted to online mentoring in April 2020 and continued this with success. This allowed students to continue receiving crucial one-to-one academic and pastoral support from a mentor. From April 2021 the charity transitioned to a hybrid model for Mentoring meetings and pairs now have the option to meet in person, to continue meeting virtually, or to do a combination of both.
Centres facilitated and nurtured mentoring relationships by providing feedback and guidance to volunteers via virtual de-briefs and google forms. Bespoke, virtual training taught mentors how to set productive SMART targets with their mentee online and staff created an online directory of resources for mentors and mentees, to ensure meetings were high quality and met clear goals. Online group events allowed mentoring pairs to make connections in their cities and clusters, at a time when social interactions at school and university were limited.
## FOCUS
The charity’s localised approach enabled centres to respond to the changing needs of their partner schools throughout the year. Centres provided sessions in different formats including: in-person delivery, live virtual sessions for students at home or in the classroom, recorded content with follow-up resources, or a blended approach. In-person workshops were adapted to be ‘COVID safe’ – for example, carousel activities where students would usually move around the room were instead led from the front. With restrictions on off-site trips, centres sought inspiring virtual opportunities to bring Higher Education to life. Partner universities provided immersive virtual campus tours and sessions with university students to answer questions and share insights about student life.
During the spring term lockdown, Primary FOCUS workshops were adapted so that they could be run virtually. All adapted sessions featured learning objectives in line with National Curriculum learning goals. Every student was encouraged to participate through the use of online learning and teaching tools. Primary FOCUS Graduation ceremonies were adapted to bring a sense of occasion to a virtual format. Students presented their future ambitions to their peers, complete with home-made mortar boards.
The charity adapted both the format and content of Secondary FOCUS to meet the needs of students and schools. For example, at a time when schools were focused on supporting students with their academic progress, centres offered additional webinars on university life and learning. Lower secondary students attended a new ‘Is University for Me?’ webinar, during which staff shared their experiences of Higher Education. This supported students to look at their long- term ambitions at a time when the future was uncertain. Some older secondary students reported reduced access to form tutors and specialised career support during school closures. In response, centres provided practical tips for sixth form and college applications during a tailored ‘Spotlight Session’. Sixth form students also accessed supplementary webinars which explored how to connect to prospective universities and how to choose which university was right for them, during a time when campus visits were limited.
## Additional Programmes
The charity utilised its extensive network of corporate partners to provide high-quality, virtual enrichment opportunities to students. Pivoting enrichment events online removed geographical barriers and allowed students from across the network to meet professionals from a variety of sectors. A number of student enrichment programmes took place virtually in summer 2021, such as the charity’s Big City Bright Future three-week paid internship programme. 196 students undertook virtual work placements at 24 different firms as part of this programme. The Academy of Enterprise programme, which gives young people hands-on experience of being an entrepreneur, also took place virtually at the end of July.
**16**
## **Financial Review**
Total expenditure for the year amounted to £8,095,033 (year to August 2020: £7,196,130). Total income amounted to £8,850,088 (year to August 2020: £7,556,625). At 31 August 2021 the charity had net assets of £5,001,335 (2020: £4,078,302). These comprised a £882,376 designated fund, free reserves of £2,979,616, restricted operating funds of £250,825, and an expendable endowment of £134,849.
**Into** University is very grateful to all the donors who supported the charity throughout the period, full details of whom are listed in note 3.
## Reserves Policy
It is the policy of the Trustees to hold free reserves equal to approximately four months’ forecast running costs (currently equal to £3.07m). At the end of the year, free reserves stood at £2,979,616.
In addition to its free reserves, the charity holds a designated fund of £882,376, a permanent endowment of £753,669, and an expendable endowment of £134,849.
The designated fund provides the charity with extra financial security for its growth plan. The charity’s current growth plan has ambitious targets to reach more social mobility coldspots and educationally underserved regions of the UK by 2024. In view of the significant annual funding requirements to achieve this plan, the designated fund enables the charity to grow while maintaining a financially strong position. The expectation is for the designated fund to be utilised over the course of this growth plan, although the timing of utilisation will be assessed on a continuing basis by the Trustees as the charity reviews its future growth strategy.
The expendable endowment of £134,849 has arisen from legacies and donations made specifically for that purpose.
During the year, the charity established a permanent endowment called The IntoUni Endowment Fund, in partnership with a third-party foundation, in order to provide long-term financial security for the charity. The income from the permanent endowment will be used to further the charity’s charitable objects, including (without limitation) through supporting the charity’s core costs.
In February 2021, the Trustees agreed to transfer £250,000 from the designated fund to the permanent endowment. This transfer was matched by a grant of £250,000 from the third-party foundation. In August 2021, the Trustees agreed a further transfer of £250,000 from the expendable endowment to the permanent endowment. This transfer will be matched by a further grant of £250,000 after year-end by the third-party foundation. At 31[st] August 2021, the balance of the permanent endowment was £753,669.
The Trustees also decided to transfer an additional £125,000 during the year from free reserves to the designated fund to provide the charity with extra financial security for its growth plan.
**17**
I **NTOUNI REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
## Investment Policy
As at 31 August 2021, £1,548,570 was held in equity and fixed income investments and £2,237,355 was held in long-term deposits. Investments are made in accordance with the broad investment powers accorded to the Trustees in the charity’s Memorandum of Association. At present, the charity’s investments are made through seven common investment funds, one passive tracker fund, and through a long-term deposit account. Common investment funds are collective investment vehicles similar to unit trusts but open only to charitable bodies.
The charity’s principal investment objective is to increase the value of invested assets over the long-term, protecting them against the effects of inflation and producing a return for the charity. A secondary objective is to produce income for the charity which can be applied to its ongoing operating costs.
During the year, net gains on the charity’s investments amounted to £167,978. This increase reflected trends in the wider market, and was a welcome recovery following unrealised losses of £132,033 in the previous financial year.
## Fundraising Approach
The charity's fundraising activity is broken down into four main areas: applications to grantmaking trusts; applications to corporates; partnerships with educational institutions; and requests for support from individuals. Approaches to individuals are normally made in person or through fundraising events, in line with the Fundraising Code of Practice set by the Fundraising Regulator.
The charity would like to assure its supporters of the following:
- The charity will never sell supporters’ contact details to anyone
- If a supporter asks the charity to change how it communicates with the supporter, or to stop communications, the charity will respect that
- The charity does not engage in cold-calling, door-to-door or street fundraising
- The charity endeavours to ensure that no one ever feels pressurised to support its work
- The charity is registered with the Fundraising Regulator and adheres to the Fundraising Code of Practice
- All of the charity’s activities are open, fair, honest and legal
The charity has a training programme for its fundraising staff to reinforce its fundraising ethics.
The charity has a Donations Acceptance Policy which sets the charity’s policy for the acceptance of donations and sets out the procedures for the charity’s screening of donations, including, where necessary, referral to the charity’s Due Diligence Advisory Panel.
In 2020-21 the charity did not work with any third-party partners in delivering fundraising activities with trusts and foundations or individual donors. No complaints about the charity's fundraising activities were received during the year.
**Into** University also has an obligation to protect vulnerable people and those in vulnerable circumstances. Whenever we suspect that a potential or actual supporter is lacking capacity or is in vulnerable circumstances we will take courteous and respectful steps immediately to discontinue fundraising conversations and other fundraising communications. In these circumstances we will not accept donations.
**18**
I **NTOUNI REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
## Fundraising Performance
Almost all of the charity’s income comes from fundraising and the charity continued to fundraise successfully over the course of the year, raising £8.7m from voluntary income and event income. The majority of these funds came from corporate donors (13%), charitable trusts and foundations (37%), and educational institutions (34%). There was also an important contribution from individual donors and from funds raised at events (16%).
## **Non-Financial Support**
Throughout the year the charity has received professional advice, services and time from various individuals and organisations. In particular, support has been received via Impetus’s programme which provides professional people who volunteer their specific expertise.
The charity has also received significant volunteer support from corporate partners and the charity’s stakeholder university partners. The value of this cannot be quantified reliably and so has not been included in the financial statements. However, the Trustees would like to thank everyone who has volunteered their time, professional knowledge or any other service for their generous contributions, which are hugely beneficial to the operations of the charity.
The charity is also extremely grateful for pro bono contract law support received from Dechert LLP, for property law support received from Allen & Overy, and for pro bono employment law advice received from Covington & Burling LLP (and in particular, Antonio Michaelides) over a number of years.
## **Plans for Future Periods**
The charity has continued to expand as set out in its 2019-24 business plan (see below), launching the following new centres in England and Scotland in Autumn 2021:
- A centre in Bradford, in partnership with Queen’s College, Cambridge.
- A second centre in Glasgow, in Mary Hill, in partnership with the University of Edinburgh and the University of Glasgow.
- A centre in Newcastle, in partnership with the University of Newcastle and the University of Northumbria.
The charity is in advanced discussions on future expansion with a number of university partners with a view to opening four new centres in Autumn 2022. However, the charity recognises that COVID-19 restrictions may delay the process.
The charity has a business plan which aims to respond strategically to Britain’s social mobility cold spots, growing to 41 learning centres across England, Scotland and Wales by 2024, using the power of education to lift young people out of poverty, and open up new worlds of possibility. The plan is informed by a strategic mapping of patterns of need for its services, looking both at regional needs and local areas where young people are under-served. In each new area we are seeking university partners who will bring both funding and engagement opportunities for young people. The plan will add additional capacity for over 11,000 students each year.
**19**
I **NTOUNI REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
## **Principal Risks and Uncertainities**
The Trustees regularly review the many risks to which the charity is exposed and the means by which these risks are managed and controlled. These range from political and reputational to legal and financial risks. The aim of the review is to ensure that Trustees are satisfied that all major risks have been identified and that appropriate internal controls are in place to manage the charity’s exposure. There is a sub-committee of the Trustee Board, the Audit and Risk Committee, which monitors risk management.
The principal risks and uncertainties identified by the charity are as follows:
|**Risk identified**|**Actions to mitigate risk **|
|---|---|
|Change in
government or
political aims|Be aware of potential changes in government policies, including government
support for the financial position of universities and government initiatives to
address the impact of COVID-19 lockdowns on education gap, and to consider
the implications for charity
Monitor discussions around the level of university fees and work closely with
university partners to assess implications for partnerships
Maintain strong relationships with policymakers, key people in the widening
participating field, and the Office for Students|
|Data security /
cyber-security
risk|Ongoing review of data protection policies and procedures to ensure
compliance with data protection legislation
Engage data protection consultant to support with data protection compliance
with current and future regulations
External review of cyber-security risks
Regular reporting to Trustee Board highlighting areas of risk and ongoing
workstreams
Additional staff training around data protection and cyber-security|
|Diversity lacking
amongst staff &
volunteers, and
in the charity’s
resources|Permanent Diversity and Inclusion team.
Continued operation of Diversity and Inclusion Forum, consisting of permanent
Diversity and Inclusion Team and staff members from across the charity.
Standing item at board meetings
Formation of Diversity and Inclusion sub-committee of the board in September
2021
Development of formal Diversity and Inclusion strategy to take place with
support of external consultants.
Employee Engagement Survey issued to staff and results willto inform ongoing
strategy.
Regular management review of employment policies and practices to ensure
these continue to operate as fairly and consistently as possible across the staff
team
Recruitment practices incorporate strategies to address under-representation
Workstream review of student resources to ensure inclusivity
Charity has achieved first stage of Disability Committed status
Standing item at board meetings, and formation of Diversity and Inclusion sub-
committee ofthe boardinSeptember 2021|
|Funding risk|General reserves policy of four months’ expenditure to provide additional
protection against a funding shortfall
Designated funds provide extra security during growth phase
New centres/projects launched only when funding has been secured for
incremental cost of the centres/projects
Identifymulti-year funding partnersforexisting provision|
**20**
|**Risk identified**|**Actions to mitigate risk **|
|---|---|
|Impact of Brexit|Monitor the impact of Brexit on the finances of universities and other funders.
Fundraising strategy to include ongoing review of the potential impact of Brexit
In the event that fundraising is materially impaired, identify alternative funding
sources, or reconsiderbusiness plan|
|Impact of
COVID-19 on
funding and cost
base|Emphasis on the importance of the charity to support those most affected by
the current crisis
Budget maximises cost efficiencies
Close relationships with existing and potential university partners to promote
relevance and impact of**Into**University model
Minimise funding risk by focusing on expansion only when incremental costs
arefunded|
|Local or national
COVID-19
lockdowns|Monitor government guidance closely and anticipate potential closures
Telephone and online support provided for students as alternative to in-person
delivery
Establishment of formal working from home policy to ensure that staff are
equipped to work from home (where possible).
Pro-active discussions of implications for targets with funders and university
partners
Analyse impact of lockdown on students affected and tailor programmes to
maximise effectiveness ofsupport|
|Loss/absence of
key staff due to
sickness,
departure or
other leave|Management responsibility shared between senior team
Succession planning for senior staff
Recruit sufficient staff to cover absences and in anticipation of staff turnover,
within budgetary constraints
Monitor staff absences due to COVID-19 to ensure that staff are supported
and to identify and anticipate operational issues
Consider flexible working arrangements to retain skilled staff and to react to
changing conditions|
|Organisational
overstretch|Growth plan may be amended when deemed necessary or alternative
opportunities arise
Monitor need for existing centres to ensure charity provision is appropriately
targeted
Regularly review staffing structure and make changes as required
Operate a Regional Operations Manager model to alleviate problems arising
from a more complex organisational structure
Ensure charity has access to advice and support (either internal or external)
on meeting thelogisticalchallenges ofalargerentity|
|Safeguarding
risk|Robust safeguarding procedures, internal training, and trustee governance
and reporting
Designated trustee with responsibility for safeguarding
Safeguarding team, including dedicated Safeguarding Manager
Safer recruitment practices including criminal record checks on staff and
volunteers|
|Termination of
centre leases|Maintain good relationships with landlords
Ensure that appropriate notice clauses are included in leases
Access to externalprofessionaladvicewhererequired|
**21**
**INTOUNI REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
## **Responsibilities of the Trustees**
The Trustees (who are also directors of **Into** University for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Charity law requires the Trustees to prepare financial statements for each financial year. Under that law the Trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Agreed Accounting Practice (United Kingdom standards and applicable law). Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charity and the results of the charity for that period. In preparing these financial statements, the Trustees are required to:
- select suitable accounting policies and apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and accounting estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements;
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The Trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In so far as the Trustees are aware:
- there is no relevant audit information of which the charity’s auditor is unaware; and
- the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.
The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislations in other jurisdictions.
**22**
**INTOUNI REPORT OF THE TRUSTEES – CONTINUED FOR THE YEAR ENDED 31 AUGUST 2021**
The Report of the Trustees, which incorporates the Strategic Report, was approved by the Trustees on 8 December 2021 and signed on their behalf by:
……………………………………..…… (Chairman) Oliver Haarmann
……………………………………….…. (Treasurer) Steve Windsor
**23**
## **Independent auditor’s report to the members and trustees of IntoUniversity**
## **Opinion**
We have audited the financial statements of **Into** University for the year ended 31 August 2021 which comprise comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 _The Financial Reporting Standard applicable in the UK and Republic of Ireland_ (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
- give a true and fair view of the state of the charitable company’s affairs as at 31 August 2021 and of the charitable company’s net movement in funds, including the income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The trustees are responsible for the other information. The other information comprises the information included in the Report of the Trustees. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.
**24**
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the Report of the Trustees (which includes the strategic report and the directors’ report prepared for the purposes of company law) for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the strategic report and the directors’ report included within the Report of the Trustees have been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees (which incorporates the strategic report and the directors’ report).
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charity Accounts (Scotland) Regulations (as amended) require us to report to you if, in our opinion:
- adequate accounting records have not been kept by the charitable company; or
- the charitable company financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees for the financial statements**
As explained more fully in the trustees’ responsibilities statement set out on page 22, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor’s responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to employment law, safeguarding regulations and Charity and Company law, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, Charities Act 2011 and Charities SORP.
**25**
We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to recognition of income. Audit procedures performed by the engagement team included:
- Inspecting minutes of Trustees’ meetings;
- Inspecting correspondence with regulators and tax authorities;
- Discussions with management including consideration of known or suspected instances of noncompliance with laws and regulation and fraud;
- Evaluating management’s controls designed to prevent and detect irregularities;
- Identifying and testing journals, in particular journal entries posted with unusual account combinations, postings by unusual users or with unusual descriptions; and
- Challenging assumptions and judgements made by management in their critical accounting estimates.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
## **Use of our report**
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.
Jane Askew (Senior Statutory Auditor) 10 Queen Street Place For and on behalf of Haysmacintyre LLP, Statutory Auditor London EC4R 1AG
Date: 9 December 2021
**26**
## **STATEMENT OF FINANCIAL ACTIVITIES (including Income and Expenditure Account) FOR THE YEAR ENDED 31 AUGUST 2021**
|**Notes**
**Income from:**
Donations and legacies
**3**
Other trading activities
**4**
Investments
**5**
Donated services
**3**
**Total income**
**Expenditure on:**
Raising funds
**6**
Charitable activities
**6**
Donated services
**6**
**Total expenditure**
**Net income before losses on**
**investments**
**7**
Net gains on investments
**Net income**
Transfers between funds
**Funds brought forward**
**Total funds carried forward**|**Designated**
**funds**
**Expendable**
**Endowment**
**General**
**fund**
**Restricted**
**funds**
**2021 Total**
**(excluding**
**Permanent**
**Endowment)**
**£**
**£**
**£**
**£**
**£**
- - 1,153,357 7,250,540 8,403,897
- - 13,811 102,793 116,604
- - 35,417
- 35,417
- - 44,170
- 44,170
- - 1,246,7557,353,333 8,600,088
- - 661,472
- 661,472
- - 209,240 7,180,151 7,389,391
- - 44,170
- 44,170
- -914,882 7,180,1518,095,033
- - 331,873 173,182 505,055
75,689 79,761 8,859
- 164,309
75,68979,761340,732 173,182669,364
(125,000) (250,000) (125,000)
- (500,000)
931,687305,0882,763,884 77,6434,078,302
882,376 134,849 2,979,616 250,825 4,247,666|**Permanent**
**Endowment**
**£**
250,000
-
-
-
250,000
-
-
-
-
250,000
3,669
253,669
500,000
-
753,669|**2021 Total**
**£**
8,653,897
116,604
35,417
44,170
8,850,088
661,472
7,389,391
44,170
8,095,033
755,055
167,978
923,033
-
4,078,302
5,001,335|**2020 Total**
**£**
7,120,985
306,254
55,063
74,323|
|---|---|---|---|---|
|||||7,556,625|
|||||694,083
6,427,724
74,323|
|||||7,196,130|
||||||
|||||360,495|
|||||(132,033)|
|||||228,462|
|||||-|
|||||3,849,840|
||||||
|||||4,078,302|
The notes on pages 30 – 44 form part of these financial statements.
The Statement of Financial Activities includes all gains and losses recognised in the year. All amounts derive from continuing activities.
**27**
## **BALANCE SHEET AS AT 31 AUGUST 2021**
|**Notes**
**Fixed Assets:**
Investments at fair value
**10**
Long-term deposits
**Current assets:**
Debtors and prepayments
**11**
Cash at bank & in hand
**Creditors:**
Amounts falling due within one year
**12**
**Net current assets**
**Net assets**
**13**
**The funds of the charity:**
**Unrestricted funds:**
General funds
**14**
Designated funds
**14**
**Restricted funds:**
Operating funds
**14**
Permanent endowment
**14**
Expendable endowment
**14**|**2021**
**£**
1,548,570
2,237,355
3,785,925
107,070
4,895,484
5,002,554
3,787,144
1,215,410
**5,001,335**
2,979,616
882,376
250,825
753,669
134,849
**5,001,335**|**2020**
**£**
880,592
1,732,709
2,613,301
255,398
3,690,000
3,945,398
2,480,397
1,465,001
**4,078,302**
2,763,884
931,687
77,643
-
305,088
**4,078,302**|
|---|---|---|
Approved by the Trustees and authorised for issue on 8 December 2021 and signed on their behalf by:
………………………………………………….. Oliver Haarmann
(Chairman)
…………………………………………………..
(Treasurer)
Steve Windsor
Company Number: 6019150
The notes on pages 30 – 44 form part of these financial statements.
**28**
## **STATEMENT OF CASH FLOWS AS AT 31 AUGUST 2021**
|**Note**
Net cash provided by (used in) operating activities
**A**
Cash flows from investing activities
Interest income
Purchase of long-term deposits
Purchase of investments
Cash provided by (used in) investing activities
Increase in cash and cash equivalents in the year
Cash and cash equivalents (net funds) at the beginning of the year
**Total cash and cash equivalents (net funds) at the end of the year**|**2021**
**2020**
**£**
**£**
2,174,713
1,698,071
30,771
39,566
(500,000)
-
(500,000)
(150,000)
(969,229)
(110,434)
**1,205,484 **
**1,587,637 **
3,690,000
2,102,363
**4,895,484 **
**3,690,000**|
|---|---|
## **A: RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES**
|Net income for the reporting period
Adjustments for:
Investment income
(Gains)/losses on investments
Dividends, interest and rents from investments
(Increase)/decrease in debtors
Increase/(decrease) in creditors
**Net cash provided by (used in) operating activities**|**2021**
**2020**
**£**
**£**
923,033
228,462
(4,915)
(17,774)
(167,978)
132,033
(30,502)
(37,289)
148,328
169,414
1,306,747
1,223,225
**2,174,713**
**1,698,071**|
|---|---|
**29**
## **1. Accounting Policies**
The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:
## (a) Basis of preparation
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) (Second edition, effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
**Into** University 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 stated in the relevant accounting policy note(s).
## (b) Preparation of accounts on a going concern basis
The Trustees consider there are no material uncertainties about the charity’s ability to continue as a going concern. The review of its financial position, reserves levels and future plans gives Trustees confidence that the charity remains a going concern for the foreseeable future.
## (c) Fund accounting
- Unrestricted funds are available for use at the discretion of the Trustees and in furtherance of the general objectives of the charity.
- Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of an appeal.
- Permanent endowment funds are held by the charity on the terms of a Trust Deed where the capital is retained to generate income to further the charity’s objects.
- Expendable endowment funds are invested by the charity to generate income, and the Trustees have the power to convert the investments into income.
## (d) Income
All income is recognised once the charity has entitlement to income, it is probable that income will be received and the amount of income receivable can be measured reliably. The following specific policies are applied to particular categories of income:
- Donations and legacies are received by way of grants, donations, legacies and gifts and are included in full in the Statement of Financial Activities when the charity is entitled to the income, the amount is measurable, and the receipt is virtually certain. Grants, where entitlement is not conditional on the delivery of specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the grant.
- Donated services and facilities which the charity would otherwise have purchased are included at the value to the charity where this can be quantified. The value of services provided by volunteers has not been included in these accounts.
- Investment income is included when receivable.
- Income from charitable trading activity is accounted for when earned.
- Income from grants, where related to performance and specific deliverables, is accounted for as the charity earns the right to consideration by its performance.
**30**
## **1. Accounting Policies (continued)**
- (e) Expenditure
- Expenditure is recognised on an accrual basis as a liability is incurred.
- Expenditure includes VAT which cannot be recovered, and is reported as part of the expenditure to which it relates.
- Costs of generating funds comprise the costs associated with attracting voluntary income.
- Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
- Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked to the strategic management of the charity.
- All costs are allocated between the expenditure categories of the Statement of Financial Activities on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly, others are apportioned on an appropriate basis as set out in note 6.
## (f) Taxation
The charity is an exempt charity within the meaning of section 466 to section 493 of the Corporation Taxes Act 2010.
## The charity is not registered for VAT.
## (g) 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.
## (h)
## Investments
- Investments are stated at market value at the balance sheet date.
- The Statement of Financial Activities includes any net realised and unrealised gains or losses arising on revaluations and disposals throughout the year.
- Asset sales or purchases are recognised at the date of trade.
## (i) 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 account.
## (j) Debtors
Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid net of any trade discounts due.
**31**
## **1. Accounting Policies (continued)**
## (k) Creditors and provisions
Creditors and provisions are recognised where the charity 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. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due
## (l) Employee benefits
- Short term benefits including holiday pay are recognised as an expense in the period in which the service is received.
- Employee termination benefits are accounted for on an accrual basis and in line with FRS 102.
- The charity operates a defined contribution pension scheme for the benefit of its employees. The assets of the scheme are held independently from those of the charity in an independently administered fund. The pension costs charged in the financial statements represent the contributions payable during the year.
## (m) Legal status
IntoUni is a company limited by guarantee and has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.
## (n) 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 on a straight line basis over the lease term.
## **2. Judgements and key sources of estimation uncertainty**
Preparation of the financial statements requires management to make significant judgements and estimates. 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 only area where estimation uncertainty applies is the valuation of gifts in kind.
**32**
## **3. Donations and legacies**
|**Grants and donations**
29th May 1961 Charitable Trust
Accelerate and Access Foundation
Accenture
Alex and William de Winton Trust
Allen & Overy
Anonymous grants
Aurum Charitable Trust
Bank of America
Bernard Lewis Family Charitable Trust
Big City, Bright Future donations
BlackRock
Brick Court Chambers
Cairn Energy PLC
Castansa Trust
The Childhood Trust
BBC Children in Need
CHK Foundation
The Corcoran Foundation
Cushman & Wakefield
CVC Capital Partners
The David & Elaine Potter Foundation
Deloitte
Drapers' Company
Dr. Mortimer and Theresa Sackler Foundation
The Dulverton Trust
Eranda Rothschild Foundation
Ernst & Young
Esmée Fairbairn Foundation
Essex Community Foundation
first direct
Fonthill Foundation
Garfield Weston Foundation
The Helvellyn Foundation
Impetus
Inflexion Foundation
The John Armitage Charitable Trust
John Lyon's Charity
The Jongen Charitable Trust
Kristian Gerhard Jebsen Foundation
The Lancaster-Taylor Charitable Trust
The Lindsell Foundation
Lund Trust
Mercers' Company
Miss Joan Sinclair Charitable Trust
Neuberger Berman Foundation
Newby Trust
Nomura Charitable Trust
Optimus Foundation
The Peter Cundill Foundation
Pfeffer Family Foundation
Porticus
Prudence Trust
Rory and Elizabeth Brooks Foundation
Royal National Children's Springboard Foundation
St. James's Place Charitable Foundation
Schroder Foundation
Schroders
Sofronie Foundation
Stitchting West Coast Foundation
The Stone Family Foundation
The Swire Charitable Trust
Tuixen Foundation
The UBS Optimus Foundation UK
Walcot Foundation
Westminster Foundation
The Wheeler Family Charitable Trust
The Worshipful Company of Cutlers
Sub-total carried forward to next page|**Unrestricted**
**Restricted**
**Permanent**
**Endowment**
**2021**
**Unrestricted**
**Restricted**
**2020**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
60,000
-
-
60,000
-
-
-
-
30,000
-
30,000
-
-
-
-
33,333
-
33,333
-
-
-
-
60,000
-
60,000
-
60,000
60,000
-
20,175
-
20,175
25,500
-
25,500
-
1,033,477
250,000
1,283,477
-
608,287
608,287
-
100,000
-
100,000
-
100,000
100,000
-
111,450
-
111,450
-
49,452
49,452
30,000
-
-
30,000
-
-
-
-
132,650
-
132,650
-
16,067
16,067
-
39,044
-
39,044
-
38,728
38,728
-
41,224
-
41,224
-
-
-
-
50,000
-
50,000
-
-
-
-
24,000
-
24,000
-
-
-
-
25,000
-
25,000
-
25,000
25,000
-
30,000
-
30,000
-
20,000
20,000
-
25,000
-
25,000
-
-
-
-
25,000
-
25,000
-
25,000
25,000
10,289
-
-
10,289
-
-
-
-
100,000
-
100,000
-
-
-
-
100,000
-
100,000
-
-
-
-
14,811
-
14,811
-
21,963
21,963
-
35,000
-
35,000
-
35,000
35,000
-
-
-
-
-
50,000
50,000
-
30,000
-
30,000
-
30,000
30,000
-
17,500
-
17,500
-
-
-
-
19,400
-
19,400
-
-
-
100,000
-
-
100,000
50,000
-
50,000
-
-
-
-
-
11,830
11,830
-
11,660
-
11,660
-
-
-
-
18,000
-
18,000
-
20,000
20,000
-
70,000
-
70,000
-
100,000
100,000
10,000
-
-
10,000
-
-
-
-
-
-
-
-
400,000
400,000
83,333
-
-
83,333
-
-
-
30,000
-
-
30,000
30,000
-
30,000
-
35,000
-
35,000
-
35,000
35,000
31,250
-
-
31,250
-
-
-
-
500,000
-
500,000
-
500,000
500,000
-
20,000
-
20,000
-
-
-
-
26,667
-
26,667
-
-
-
100,000
-
-
100,000
25,000
-
25,000
-
116,700
-
116,700
-
-
-
15,000
-
-
15,000
15,000
-
15,000
27,078
-
-
27,078
17,075
-
17,075
-
10,000
-
10,000
-
-
-
-
50,000
-
50,000
-
52,000
52,000
-
15,000
-
15,000
-
-
-
154,457
-
-
154,457
51,635
-
51,635
-
16,800
-
16,800
-
12,000
12,000
-
72,986
-
72,986
-
70,000
70,000
-
50,000
-
50,000
-
-
-
40,000
-
-
40,000
40,000
-
40,000
-
27,500
-
27,500
-
29,034
29,034
-
35,000
-
35,000
-
50,000
50,000
-
-
-
-
40,000
-
40,000
-
75,903
-
75,903
-
85,000
85,000
-
50,000
-
50,000
-
50,000
50,000
-
100,000
-
100,000
-
-
-
100,000
-
-
100,000
-
96,507
96,507
-
20,000
-
20,000
10,000
-
10,000
50,000
-
-
50,000
50,000
-
50,000
-
192,000
-
192,000
-
116,902
116,902
-
25,000
-
25,000
-
25,000
25,000
-
29,760
-
29,760
-
-
-
-
100,000
-
100,000
-
100,000
100,000
-
15,000
-
15,000
-
15,000
15,000
841,407 3,780,040 250,000 4,871,447
354,210 2,847,770 3,201,980|
|---|---|
**33**
## **3. Donations and legacies (continued)**
|Sub-total brought forward
**Grants and donations (continued)**
Corporate donations of £10,000 or less
Trust donations of £10,000 or less
Individual donors
Gift Aid
**Statutory, university and school funding**
Anglia Ruskin University
Bath, University of
Birmingham City University
Bristol, University of
Christ's College, Cambridge
Christ Church, Oxford
Corpus Christi College, Cambridge
Edinburgh, University of
Exeter, University of
Glasgow, University of
Higher Education Funding Council for England
King's College London
Leeds, University of
London School of Economics
Liverpool, University of, and the LFC Foundation
Manchester, University of
Nottingham, University of
Oxford, University of
Pembroke College, Cambridge
Southampton, University of
Sussex, University of
Trinity College, Cambridge
University of East Anglia
Wadham College, Oxford
Warwick, University of
University donations less than £10k
Independent Schools|**Unrestricted**
**Restricted**
**Permanent**
**Endowment**
**2021**
**£**
**£**
**£**
**£**
841,407
3,780,040
250,000
4,871,447
33,341
32,154
-
65,495
3,000
29,252
-
32,252
231,315
402,966
-
634,281
44,294
-
-
44,294
-
120,000
-
120,000
-
321,668
-
321,668
-
125,000
-
125,000
-
161,668
-
161,668
-
11,000
-
11,000
-
60,000
-
60,000
-
12,500
-
12,500
-
20,488
-
20,488
-
41,668
-
41,668
-
16,763
-
16,763
-
267,545
-
267,545
-
125,000
-
125,000
-
382,944
-
382,944
-
30,000
-
30,000
-
120,000
-
120,000
-
121,022
-
121,022
-
375,000
-
375,000
-
60,000
-
60,000
-
15,000
-
15,000
-
125,000
-
125,000
-
-
-
-
-
15,000
-
15,000
-
140,000
-
140,000
-
25,000
-
25,000
-
125,000
-
125,000
-
1,362
-
1,362
-
187,500
-
187,500
1,153,357
7,250,540
250,000
8,653,897|**Unrestricted**
**Restricted**
**2020**
**£**
**£**
**£**
354,210
2,847,770
3,201,980|
|---|---|---|
|||12,779
18,223
31,002
6,000
33,667
39,667
783,599
202,835
986,434
161,277
-
161,277
-
120,000
120,000
-
238,334
238,334
-
125,000
125,000
-
158,334
158,334
-
11,000
11,000
-
65,000
65,000
-
12,500
12,500
-
-
-
-
38,334
38,334
-
-
-
-
372,616
372,616
-
125,000
125,000
-
349,507
349,507
-
30,000
30,000
-
120,000
120,000
-
120,000
120,000
-
375,000
375,000
-
60,000
60,000
-
15,000
15,000
-
115,000
115,000
-
100,000
100,000
-
-
-
-
-
-
-
25,000
25,000
-
125,000
125,000
-
-
-
-
-
-|
|||1,317,865
5,803,120
7,120,985|
In addition to the income disclosed in the table above, £44,170 legal and professional support was received through pro bono donations (year ended 31 August 2020: £74,323). Donated services are analysed as unrestricted income and expenditure within the financial statements.
## **4. Other trading activities**
|**5.**
**Investment Income**
**Unrestricted**
**Restricted**
**2021**
**£**
**£**
**£**
Event income
13,811
102,793
116,604
13,811
102,793
116,604
**Unrestricted**
**Restricted**
**2021**
**£**
**£**
**£**
Bank interest
4,915
-
4,915
Dividends
30,502
-
30,502
35,417
-
35,417|**Unrestricted**
**Restricted**
**2020**
**£**
**£**
**£**
23,420
282,834
306,254|
|---|---|
||23,420
282,834
306,254|
||**Unrestricted**
**Restricted**
**2020**
**£**
**£**
**£**
17,774
-
17,774
37,289
-
37,289|
||55,063
-
55,063|
## **5. Investment Income**
**34**
## **6. Expenditure**
|**Raising funds**
Costs of generating voluntary income
**Charitable activities**
IU Birmingham North
IU Bow
IU Brent
IU Brighton
IU Bristol East
IU Bristol South
IU Brixton
IU Clacton
IU Coventry
IU East Ham
IU Hackney Downs
IU Hackney South
IU Hammersmith
IU Haringey North
IU Kennington
IU Leeds East
IU Leeds South
IU Leeds Extension Project
IU Manchester North
IU North Islington
IU North Liverpool
IU Nottingham East
IU Nottingham West
IU North Kensington*
IU Nottingham Central
IU Oxford South East
IU Southampton West
IU Walworth
IU Weston-super-Mare
IU Leeds NCOP
IU Nottingham NCOP
IU Craigmillar
IU Govan
IU Norwich
IU Bradford East
IU Mary Hill
IU Newcastle
IU Boarding Schools Bursary Project
**Support costs**
**Donated services**
**Governance costs**
External audit
Trustees’ indemnity insurance
Other costs
**Total expenditure**|**Staff costs**
**Direct costs**
**Total costs**
**Reallocation of**
**support /**
**governance**
**costs**
**2021**
**12 months**
**ended 31 Aug**
**£**
**£**
**£**
**£**
**£**|
|---|---|
||428,461
85,718
**514,179**
147,293
**661,472**|
||143,843
52,965
**196,808**
10,822
**207,630**
145,297
65,143
**210,440**
10,822
**221,262**
169,545
61,768
**231,313**
10,822
**242,135**
161,852
72,095
**233,947**
10,822
**244,769**
163,699
72,317
**236,016**
10,822
**246,838**
172,052
53,574
**225,626**
10,822
**236,448**
156,864
60,287
**217,151**
10,822
**227,973**
151,627
65,573
**217,200**
10,822
**228,022**
139,224
53,640
**192,864**
10,822
**203,686**
159,537
60,820
**220,357**
10,822
**231,179**
150,825
56,581
**207,406**
10,822
**218,228**
154,055
62,789
**216,844**
10,822
**227,666**
168,296
99,224
**267,520**
10,822
**278,342**
162,508
88,567
**251,075**
10,822
**261,897**
160,345
56,548
**216,893**
10,822
**227,715**
140,507
49,207
**189,714**
10,822
**200,536**
135,418
58,814
**194,232**
10,822
**205,054**
119,657
44,415
**164,072**
10,822
**174,894**
125,482
69,384
**194,866**
10,822
**205,688**
164,528
72,561
**237,089**
10,822
**247,911**
159,452
69,524
**228,976**
10,822
**239,798**
166,922
75,730
**242,652**
10,822
**253,474**
145,058
52,108
**197,166**
10,822
**207,988**
-
190,000
**190,000**
-
**190,000**
155,485
62,959
**218,444**
10,822
**229,266**
151,326
51,700
**203,026**
10,822
**213,848**
147,976
69,781
**217,757**
10,822
**228,579**
161,697
61,345
**223,042**
10,822
**233,864**
147,773
57,705
**205,478**
10,822
**216,300**
92,845
28,031
**120,876**
10,822
**131,698**
98,882
21,822
**120,704**
10,822
**131,526**
101,897
52,042
**153,939**
7,215
**161,154**
96,177
55,353
**151,530**
7,215
**158,745**
93,100
55,244
**148,344**
7,215
**155,559**
25,233
850
**26,083**
-
**26,083**
8,088
1,889
**9,977**
-
**9,977**
11,046
13,655
**24,701**
-
**24,701**
34,697
4,261
**38,958**
-
**38,958**|
||4,842,815
2,200,271
**7,043,086**
346,305
**7,389,391**|
|||
||301,648
133,505
**435,153**
(435,153)
**-**|
|||
||-
44,170
**44,170**
-
**44,170**|
||-
11,100
**11,100**
(11,100)
**-**
-
593
**593**
(593)
**-**
44,817
1,936
**46,753**
(46,753)
**-**|
||44,817
13,628
**58,445**
(58,445)
**-**|
|||
||5,617,741
2,477,292
**8,095,033**
-
**8,095,033**|
## **Total expenditure**
*Total cost of **Into** University North Kensington provision within The ClementJames Centre was £310,602 (year to August 2020: £302,506), of which **Into** University contributed £190,000.
**35**
Intouniversity
providing local learning cenlres where
young people are inspired to achieve
Expendlture leontlnued)
5ff costs
Dlrect costs
T£éal iosts
SUFVOrtI
gern
20
12 moni
enthd 31 Awj
RaiSifWJ
C(6ts olgenerairy wlurt3ryincorf
131.440
149.833
6940U3
Charl*bk aCtlI1e5
IU Bow
IU Brert
IU B10
IU Bn*ol &51
IU Bn&*DI th
IU Bn)ttDn
IUC13rton
IU Ea& Ham
IU Hth8y DS
IU HthEy sOh
IU HarrYner6mith
IU H3M9ty North
IU Keminoon
IU Leets Ea3t
IU Leets S)Dth
IU Noth15In9tL
IU Noth Li*fpwI
IU &sl
IU Nothngkom We
IU Noth Knsi[on'
IU NOttngkrn thntral
Iuothd Uth Ea
IU sDhatOwét
Iuwaknrth
153.040
55J71
43.Y1
208A11
211444
?1415Tr
?21285
221075
378
214081
214185
21&199
165,739
211252
212
197345
203P51
203,152
204,166
189J76
1941
204133
203102
230J95
1803J6
53226
38.665
43234
41280
45.636
37.8
37J02
49J99
42.446
68220
46J01
53524
50.934
58.941
39.T23
44.664
190.000
45.B54
158,680
159.82D
158.530
151.542
157592
155434
20&927
21&866
214835
241.42
191.269
IB55
221.485
21*620
129
204438
19QOO
207.143
18fi347
201955
21763
21.204
133.935
139298
210A52
208581
191M%
193105
190WI
196,110
175314
192?22
212,7JO
210,171
149.646
150256
146 602
162 635
164.318
46320
50.Q95
45.853
IUCthe)tty
IU Marthester Wrth
IU Leets Exten&on Prtst
13T898
14621D
106.456
40.891
49257
38237
178.792
197A67
146fi93
1W825
11.033
IU Biimngfgm P4Jrth
51 J58
200513
211006
IULeets Lkni CClle
IU NotDngFom t¥lNCOP
121215
122A25
IU308
1J1458
IU Sc(*land
30216
1235
32A51
31451
IU BDdIng Scknols But*ryProJ
40,817
1157
43974
41974
PsPl &ntlES
27.876
5.124
4.559.383
1.537J51
6J.13
33Q.990
6.411.124
259 33B
017
424
55
424 35
Cknatd WVH¥S
74
23
323
10500
572
25
105
572
45?96
{1U.50
157
145.3
TSt0£8' Ity1urac@
Othei cD515
42.812
42 812
13.656
56.46
Tthl exdtrre
5274 343
7.1%.1JO
7.1%.130
36
## **6. Expenditure (continued)**
Support costs were constituted as follows:
|**7.**
**Net income for the year**
This is stated after charging:
Staff costs
Other employment costs
Direct costs
Operating lease payments - land and buildings
Operating lease payments - office equipment
Auditor's remuneration (including VAT)
Expenses reimbursed to Trustees|**2021**
**£**
301,648
7,357
126,148
435,153
**2021**
**£**
646,299
17,231
11,100
-
674,630|**2020**
**£**
259,338
2,938
162,079|
|---|---|---|
|||424,355
|
|||**2020**
**£**
572,969
16,128
10,500
140
599,737|
No expenses were reimbursed to Trustees in the current year. Expenses of £140 were reimbursed to one Trustee in the prior year for travel. No Trustee received remuneration in the current or prior year.
**37**
## **8. Staff costs and numbers**
|The average number of employees during the year was as follows:
Employees who earned more than £60,000 p.a. were as follows:
**2021**
**£**
Salaries and wages
4,939,025
Social security costs
451,559
Pension contributions
227,157
Redundancy and/or termination payments
-
5,617,741
Projects and activities
161
IU Head Office
31
192
**2021**
**No.**
£60,000-£69,999
-
£80,000-£89,999
2
2|**2020**
**£**
4,613,549
429,577
210,671
20,546
5,274,343
152
27
|
|---|---|
||179|
||**2020**
**No.**
1
2|
||3|
Employer pension contributions made on behalf of these employees amounted to £8,707 (2020: £11,763).
The total employee benefits of the key management personnel of the charity were £322,807 (2020: £318,775).
## **9. Taxation**
The charity is exempt from tax on income and gains falling within the meaning of section 466 to section 493 of the Corporation Taxes Act 2010 to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity.
**38**
## **10. Investments**
|Market value at 1 September
Additions at cost
Net (loss)/gain on revaluation for the period
Market value at period end
Historical cost at period end
**Analysis of holdings:**
Shareholdings of more than 5% of the portfolio:
**Equity and Fixed Income Investments**
**Units**
BlackRock Charinco Fixed Income
84,707
BlackRock FTSE 100 Tracker
73,011
Blackrock Grow th & Income Fund
168,067
Blackrock iShares Corporate Bond
56,148
Cazenove Equity Income Trust
291,977
CCLA COIF Fixed Interest Fund
106,090
Schroder Charity Equity Fund
83,577
SUTL Cazenove Equity Income
154,083|**2021**
**£**
880,592
500,000
167,978
1,548,570
650,000
**2021**
**£**
160,097
131,275
201,681
99,214
261,670
145,099
346,760
202,774
1,548,570|**2020**
**£**
862,625
150,000
(132,033)|
|---|---|---|
|||880,592|
||||
|||150,000|
|||**2020**
**£**
164,332
107,035
-
-
210,282
149,215
249,728
-|
|||880,592|
## **11. Debtors**
|Prepayments
Accrued income
Other debtors|**2021**
**£**
71,823
18,348
16,899
107,070|**2020**
**£**
40,491
193,893
21,014
255,398|
|---|---|---|
**39**
## **12. Creditors: Amounts falling due within one year**
|**2021**
**£**
Deferred income
3,213,326
Social security and other taxes
132,469
Trade creditors and accruals
441,349
3,787,144|**2020**
**£**
2,042,730
106,769
330,898|
|---|---|
||2,480,397|
Deferred income relates to grants and donations paid in advance of the period in which they are to be spent. These will be released according to their entitlement status in subsequent years.
|**Analysis of deferred income:**
Balance brought forward
Released to the SOFA during the year
Amount deferred during the year
Balance at 31stAugust|**2021**
**£**
2,042,730
(2,042,730)
3,213,326
3,213,326|**2020**
**£**
664,329
(664,329)
2,042,730|
|---|---|---|
|||2,042,730|
## **13. Analysis of net assets between funds**
|Equity investments
Fixed income investments
Long-term deposits
Current assets
Current liabilities
Net assets at 31 August
Equity investments
Fixed income investments
Long-term deposits
Current assets
Current liabilities
Net assets at 31 August|**Designated**
**funds**
**Expendable**
**endowment**
**Permanent**
**endowment**
**Unrestricted**
**funds**
**Restricted**
**funds**
**2021**
**Total**
**£**
**£**
**£**
**£**
**£**
**£**
572,052 128,743 404,455 38,910 -
**1,144,160**
290,931 6,106 99,214 8,159 -
**404,410**
19,393 - - 2,217,962 -
**2,237,355**
- - 250,000 1,288,403 3,464,151
**5,002,554**
- - - (573,818) (3,213,326)
**(3,787,144)**|
|---|---|
||**882,376**
**134,849**
**753,669**
**2,979,616**
**250,825**
**5,001,335**|
||**Designated**
**funds**
**Expendable**
**endowment**
**Permanent**
**endowment**
**Unrestricted**
**funds**
**Restricted**
**funds**
**2020**
**Total**
**£**
**£**
**£**
**£**
**£**
**£**
271,801 265,418 - 29,826 -
**567,045**
265,493 39,670 - 8,384 -
**313,547**
394,393 - - 576,597 761,719
**1,732,709**
- - - 2,586,744 1,358,654
**3,945,398**
- - - (437,667) (2,042,730)
**(2,480,397)**|
||**931,687**
**305,088**
**-**
**2,763,884**
**77,643**
**4,078,302**|
**40**
## **14. Movements in funds**
|**Restricted Funds:**
IU Head Office
IU Birmingham North
IU Bow
IU Brent
IU Brighton
IU Bristol East
IU Bristol South
IU Brixton
IU Clacton
IU Coventry
IU East Ham
IU Hackney Downs
IU Hackney
IU Hammersmith
IU Haringey North
IU Kennington
IU Leeds East
IU Leeds Extension Project
IU Leeds South
IU Manchester North
IU North Islington
IU North Liverpool
IU Nottingham Central
IU Nottingham East
IU Nottingham West
IU North Kensington
IU Oxford South East
IU Southampton West
IU Walworth
IU Weston-super-Mare
IU Craigmillar
IU Govan
IU Norwich
IU Bradford East
IU Mary Hill
IU Newcastle
IU Leeds NCOP
IU Nottingham NCOP
IU Boarding Schools Bursary Project
**Total restricted funds**
**Unrestricted funds:**
General funds
Designated funds
Expendable endowment
Permanent endowment
**Total unrestricted funds**
**Net incoming resources and**
**unrealised gains**|**At 1 September**
**2020**
**Unrealised**
**gains**
**Income**
**Expenditure**
**Transfers**
**At 31**
**August 2021**
**£**
**£**
**£**
**£**
**£**
**£**
**63,601**
-
693,269
(645,618)
**(50,000)**
**111,252**
**-**
-
207,170
(207,170)
**-**
**-**
**-**
-
213,415
(213,415)
**-**
**-**
**-**
-
238,121
(238,121)
**-**
**-**
**-**
-
176,002
(176,002)
**-**
**-**
**-**
-
203,219
(203,219)
**-**
**-**
**-**
-
180,792
(180,792)
**-**
**-**
**-**
-
182,832
(182,832)
**-**
**-**
**1,730**
-
180,505
(180,505)
**-**
**1,730**
**-**
-
185,624
(185,624)
**-**
**-**
**-**
-
195,313
(195,313)
**-**
**-**
**-**
-
211,804
(211,804)
**-**
**-**
**-**
-
195,129
(195,129)
**-**
**-**
**-**
-
276,555
(276,555)
**-**
**-**
**-**
-
235,806
(235,806)
**-**
**-**
**-**
-
227,046
(227,046)
**-**
**-**
**-**
-
184,813
(184,659)
**-**
**154**
**-**
-
154,446
(154,446)
**-**
**-**
**-**
-
168,884
(168,884)
**-**
**-**
**12,312**
-
226,858
(203,886)
**-**
**35,284**
**-**
-
216,066
(216,066)
**-**
**-**
**-**
-
207,970
(207,970)
**-**
**-**
**-**
-
184,968
(184,968)
**-**
**-**
**-**
-
190,106
(190,106)
**-**
**-**
**-**
-
171,015
(171,015)
**-**
**-**
**-**
-
154,654
(154,654)
**-**
**-**
**-**
-
171,310
(171,310)
**-**
**-**
**-**
-
206,626
(206,626)
**-**
**-**
**-**
-
195,708
(195,708)
**-**
**-**
**-**
-
212,435
(212,435)
**-**
**-**
**-**
-
198,191
(159,213)
**16,667**
**38,978**
**-**
-
202,153
(156,740)
**16,667**
**45,413**
**-**
-
155,429
(155,429)
**-**
**-**
**-**
-
26,083
(26,083)
**-**
**-**
**-**
-
27,986
(9,972)
**16,666**
**18,014**
**-**
-
8,597
(8,597)
**-**
**-**
**-**
-
130,898
(130,898)
**-**
**-**
**-**
-
124,255
(124,255)
**-**
**-**
**-**
-
31,280
(31,280)
**-**
**-**|
|---|---|
||**77,643**
**-**
**7,353,333**
**(7,180,151)**
**-**
**250,825**|
||**2,763,884**
8,859
1,246,755
(914,882)
**(125,000)**
**2,979,616**
**931,687**
75,689
-
-
**(125,000)**
**882,376**
**305,088**
79,761
-
-
**(250,000)**
**134,849**
**-**
3,669
250,000
**500,000**
**753,669**|
||**4,000,659**
**167,978**
**1,496,755**
**(914,882)**
**-**
**4,750,510**|
|||
||**4,078,302**
**167,978**
**8,850,088**
**(8,095,033)**
**-**
**5,001,335**|
**41**
Intouniversity
providing local learning cenlres where
young people are inspired to achieve
14.
Movement$ In funds leontlnued)
Pl 1 Se*ter
2019
Urn1ed
Transr4rs
At31
A5t2[l0
n5
Re51rithd Funds
IU HE*Ofte
IU BOW
IU Brwt
IU BJn
IU BnstLI East
IU BnslcA Sothh
IU
IU East Ha
IU HacktyDo4Yn5
IU Hatk
IU Hammersmfft
IU HanngwNO
IU Kemngon
IU Le$ East
IU Sothh
IU Norfh15Ing*Dn
IU certra
IU Ntslliryrtsm E38t
IU Nolliryrdm w*t
IU Nom Kensing
IU Oxbrd Soun East
IU SothfAmp*nWesl
IU Wawoth
642 764
{tW1.Z211
(9.018)
I187.)
116&4401
1180.8251
1153.&521
1148.8241
11674031
{1635)41
{l66Tr
1167.4201
117&7SS1
187.622
168440
1805
153 552
148 824
1674(B
504
166.9
167.4
173.7
226.7ts)
171.503
1806(Q
162 15F
15B 453
156012
157.15J
I171.3)
{180.tI)21
{162.154
{1584531
{1560121
18&)
178410
170 846
{170.&161
iu ci*ity)
IU Norfh Liwi
iu westcm-swthwe
1.414
213.963
169.33)
219.561
{213.6d4
{169.3JOI
{219.511
1.7
IU Cetty
IU ma IEslt¥ North
IU ¥510 Priycl
1625X
220.B47
1.015
11625211
I&&85)
{13&0151
11312
IU Birrniryharn Nt
9.978
{3)9.9781
iu uni Crttl
1U3
132461
{13l3toi
{1314TJ
IU Notm DANCOP
IU Brwdng Sclxxts BryP[qect
iu
Prc61 Certr£s
342&)
29074
13 2&1
134.2891
129.0741
TOtsI r*strfet*dfuNJS
114472
C44554
,121,783
unr•stnCtrdTunlls=
I*railuS
2.367,e6ts
991769
1.470.671
11.074.S17)
I08
I&31}
931,687
7&0
Tokl ur1(ted fvrs
8.73&*8
I182.3}
1AlQ6n
11.074J47)
4rm6
N•t inE¢xThng r**Our¢•sar
unrn*is•d gairs
3.84*840
1132.L¥38)
7.5*625
17.19&1301
40713172
42
## **14. Movements in funds (continued)**
Where donors have requested that their donations should be used to fund specific centres or activities, such amounts have been allocated as restricted funds as shown above.
There are £102,405 restricted funds relating to the charity’s centres in Scotland, £35,284 relating to funds raised specifically for the Manchester North centre, £1,730 relating to funds raised specifically for the Clacton centre, and £154 relating to funds raised specifically for the Leeds East centre.
Restricted funds carried forward in Head Office are made up of £82,602 relating to the Big City, Bright Future programme, £16,800 funding for student work placements, £10,150 relating to the Patrick Derham Scholarship, and £1,700 for laptops for students.
The charity holds a designated fund of £882,376 to provide the charity with additional financial security during its growth plan. The charity has an expendable endowment of £134,849 arising from legacies and donations made specifically for that purpose.
During the year, the charity established a permanent endowment to generate an ongoing income stream for the charity. In February 2021, the Trustees agreed to transfer £250,000 from the designated fund to the permanent endowment. This transfer was matched by a grant of £250,000 from the thirdparty foundation. In August 2021, the Trustees agreed a further transfer of £250,000 from the expendable endowment to the permanent endowment. This transfer will be matched by a further grant of £250,000 after year-end by the third party foundation. At 31st August 2021, the balance of the permanent endowment was £753,669.
The Trustees also decided to transfer an additional £125,000 during the year to the designated fund to provide the charity with extra financial security for its growth plan.
## **15. Accommodation**
The charity rents spaces for its head office and a number of its centres at rates not available on the open market. It is not possible to quantify the benefit.
## **16. Control**
The charity has no individual who can exercise ultimate control.
## **17. Related party transactions**
During the period the charity paid grants to The ClementJames Centre totalling £190,000 (year ended 31 August 2020: £190,000). £190,000 related to a grant for **Into** University North Kensington. Sophia Lewisohn was also a Trustee of The ClementJames Centre during the period; Clare Richards, who is a Trustee of the charity, is also the Chief Executive of The ClementJames Centre. No Trustee or other person related to the charity had any personal interest in any contract or transaction entered into by the charity during the year.
Total donations received from Trustees during the year were £139,347 (year ended 31 August 2020: £744,982).
At the year end, a balance of £358 was owed to The ClementJames Centre by the charity, and a balance of £726 was owed to the charity by The ClementJames Centre.
There were no other related party transactions during the year.
**43**
## **18. Operating Lease Commitments**
At the year end, the charity was committed to the following future annual minimum lease payments in respect of operating leases:
|**2021**
**2020**
**£**
**£**
In less than one year
429,441 337,722
In two to five years
682,660 666,671
In more than five years
- 6,438
**1,112,101 1,010,831**
**Land and buildings**|**2021**
**2020**
**£**
**£**
13,201 11,725
21,850 679
- -
**Office Equipment**|
|---|---|
||**35,051 12,404**|
## **19. Members**
The ultimate control of the charity lies with the members who pledge to pay £1 in the event of the charity winding up. There were 12 members at 31 August 2021 (2020: 11).
## **20. Comparative Statement of Financial Activities (2020):**
|**Income from:**
Donations and legacies
Other trading activities
Investments
Donated services
**Total income**
**Expenditure on:**
Raising funds
Charitable activities
Donated services
**Total expenditure**
**Net income before losses on**
**investments**
Net gains on investments
**Net income**
Transfers between funds
**Funds brought forward**
**Total funds carried forward**|**Designated**
**funds**
**Expendable**
**Endowment**
**General**
**fund**
**Restricted**
**funds**
**2020 Total**
**£**
**£**
**£**
**£**
**£**
- - 1,317,865 5,803,120 7,120,985
- - 23,420 282,834 306,254
- - 55,063
- 55,063
- - 74,323
- 74,323|
|---|---|
||- - 1,470,6716,085,954 7,556,625|
||- - 694,083
- 694,083
- - 305,941 6,121,783 6,427,724
- - 74,323
- 74,323|
||- - 1,074,3476,121,7837,196,130|
|||
||- - 396,324 (35,829) 360,495|
||(68,082) (63,951)
- - (132,033)|
||(68,082) (63,951) 396,324(35,829) 228,462|
||- - - - -|
||999,769 369,0392,367,560113,4723,849,840|
|||
||931,687 305,088 2,763,884 77,643 4,078,302|
**44**