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2021-03-31-accounts

Charity Registration No. 1120379 Company Registration No. 03147855 (England and Wales)

OBLONG LTD

DIRECTORS’ REPORT AND UNAUDITED ACCOUNTS

FOR THE YEAR ENDED 31 MARCH 2021

OBLONG LTD

LEGAL AND ADMINISTRATIVE INFORMATION

Directors Mark Richards Kwame Gad Paul Spinks Sabina Lokolong Amendeep Sohal Neal Heard Amee Bartle (appointed 2 September 2021) Secretary Alexandra Russell Charity number 1120379 Company number 03147855 Registered office Woodhouse Community Centre 197 Woodhouse Street Leeds West Yorkshire LS6 2NY Independent Examiner Kevin J Meddings MAAT Stuart B Lodge & Co Chartered Accountants 44 Bradford Road Idle Bradford West Yorkshire BD10 9PE Bankers Unity Trust Bank Four Brindleyplace Birmingham B1 2JB

OBLONG LTD

CONTENTS

Page
Directors’ report 1 – 6
Independent examiner’s report 7
Statement of financial activities 8
Balance sheet 9
Statement of cashflows 10
Notes to the accounts 11 – 17

OBLONG LTD

DIRECTORS’ REPORT FOR THE YEAR ENDED 31 MARCH 2021

The directors present their report and accounts for the year ended 31 March 2021.

The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charity’s constitution and Memorandum & Articles of Association, the Companies Act 2006 and Charities Act 2011.

Structure, governance and management

The organisation is a charitable company limited by guarantee, incorporated on 18[th] January 1996. The charity was established under a Memorandum of Association which established the objects and powers of the charity and is governed under its Articles of Association. In the event of the charity being wound up members are required to contribute an amount not exceeding £1. The objects and articles were amended and lodged at Companies House in August 2011.

Recruitment and appointment of trustees

The trustees of the charity are also directors for the purpose of company law. Under the requirements of the Memorandum and Articles of Association the trustees are elected to serve until the annual general meeting and stand for re-election.

The trustees have the power to co-opt additional trustees and no more than 12 in total.

New trustees are invited and encouraged to attend a series of meetings and short training sessions to familiarise themselves with the charity and the context within which it operates. All trustees are encouraged to meet with at least one member of the existing board of trustees and/or a staff member to look at the responsibilities and time commitments for trustees.

Trustee induction and training

All new trustees receive a prepared trustee induction pack which includes the following Oblong information:

Induction document Memorandum and Articles of Association Minutes of last 3 Board meetings Last 3 years annual accounts Staffing structure chart Board contact details Last annual review Copy of ‘The Essential Trustee’ from the Charity Commission Dates and times of next 3 Board Meetings

The directors who served during the year were:Ella Montgomery-Smith (resigned 30 September 2020) Elie Kamden (resigned 31 January 2021) Kwame Gad Niyati Korgaonkar (appointed 20 January 2021 and resigned 3 March 2021) Adelle Stollmeyer (appointed 2 February 2021 and resigned 24 March 2021) Amendeep Sohal (appointed 25 February 2021) Mark Richards Lizzie Caperon (resigned 24 November 2020) Catherine Welsh (resigned 21 October 2020) Iwona Szczecina (appointed 5 August 2020 and resigned 7 January 2021) Paul Spinks (appointed 12 January 2021) Sabina Lokolong (appointed 10 February 2021) Thomas Cross (appointed 25 February 2021 and resigned 14 September 2021) Neal Heard (appointed 10 March 2021)

OBLONG LTD DIRECTORS’ REPORT FOR THE YEAR ENDED 31 MARCH 2021

Related parties

Oblong Ltd may support a number of community groups and these are referred to as “member projects”. During the 2020/21 financial year Oblong had no active member projects.

Organisation structure

Oblong is managed by a voluntary trustee board, which meets quarterly, and which makes all major policy and strategic decisions. Oblong is managed by a team of 5 part time staff. Oblong is nonhierarchical, the staff team manage each other and are responsible to the board for managing the organisation’s daily activity.

Oblong uses several collectives which encompass the operational running to deliver its objectives that include but are not restricted to:

During the 2020/21 financial year Oblong did not use collectives to manage the organisation due to staff furlough and closure of the community centre. Oblong continued its non-hierarchical management structure and had regular staff meetings to manage the organisation’s daily activity.

Risk management

The trustees have conducted a review of all risks to which Oblong is exposed and are confident systems are in place to mitigate these risks.

There are procedures in place to ensure that the quality of provision is maintained, the procedures are reviewed regularly, along with ensuring that staff regularly receive training to update skills and knowledge.

A risk register has been established and is periodically reviewed. Where appropriate systems or procedures have been established to mitigate risks the charity faces. Significant external risks to funding have led to the development of a strategic plan which will allow for the diversification of funding and activities. Internal controls are monitored by the implementing of procedures for authorisation of all transactions and projects. Procedures are in place to ensure compliance with health and safety of staff, volunteers and visitors to the centre. Appropriate DBS (Disclosure and Barring Service) checks are made when required.

Objectives and activities

The stated objectives of the charity are:-

“Oblong aims to develop the capacity and skills of people living in socially and economically disadvantaged areas in such a way that they are better able to identify, and help meet, their needs and to create active, flourishing communities and to run a community centre, primarily for the benefit of the Woodhouse, Little London and Hyde Park areas”.

In setting our objectives and planning our activities our trustees have given serious consideration to the Charity Commission’s general guidance on public benefit and in particular the advancement of education and the enhancement of citizenship or community development.

Achievements and performance

Oblong resources

Oblong is user led and tries to provide the services people want. This currently includes:

During the 20/21 financial year we had to offer alternatives to our face to face services normally accessed at the Community Centre, this was as a result of closing the Community Centre due to the pandemic.

OBLONG LTD

DIRECTORS’ REPORT FOR THE YEAR ENDED 31 MARCH 2021

Woodhouse Community Centre

Our aim is to run the centre for the benefit of the local community, that everyone feels welcome at the centre, they enjoy their time here and leave wanting to come back.

The centre has a large hall, meeting rooms, IT suite, catering kitchen, community garden, offices and event space for hire. Our office spaces are let to charitable organisations working in the local community and beyond.

Due to the pandemic and government restrictions our community centre has remained closed to the general public throughout 20/21, this has been to help protect public health and prevent further spread of COVID19.

This year we have primarily used our space within the community centre for packing food parcels, food and other necessities storage and as a collection and drop off point for our volunteers when delivering items to people in the community. Having a large space available to work safely and at a social distance has been vital in delivering our Community Care Volunteering and Together & Stronger project.

Mental Wellbeing

Oblong’s mental wellbeing programmes takes tried and tested approaches from Peer Support, Adult Education, CBT, Mindfulness and health coaching and uses a unique participatory learning style to create spaces where people can develop their understanding of their own and others mental health, re-imagine their future and make new connections and lifestyle changes. Headspace is a programme of seven weekly sessions that will help you to deal with the tough times in life that happen to us all. Learn techniques for relaxation, coping with stress and positive thinking. Find your strengths, meet new people and get new perspectives.

Our popular Headspace courses have been running in the later half of this year as we were able to deliver them online. We were able to provide tablets with data for those attendees who did not have access to the internet so that the courses were accessible to a wider range of participants. We have successfully piloted a peer support co-facilitation programme this year. Headspace participants who have expressed a desire to support others through facilitating their own peer support groups have been given the opportunity for training and to co-facilitate with us on the Headspace courses. We have also been gathering feedback from participants from ethnic minorities, mainly Black and Brown participants in Leeds, in order to start a more tailored and relevant peer support group.

Volunteering

Our volunteers have been integral in enabling Oblong to support those most in need in the Woodhouse, Little London and Hyde Park community and we would like to say a big thank you to all of them for their time and commitment.

Oblong is all about volunteers. This year we have had to adapt our volunteer roles to support the needs of the community during the pandemic whilst the community centre has been closed, we have worked closely with Voluntary Action Leeds (VAL), Woodhouse Mutual Aid groups, Rainbow Junktion, Hamara, Leeds Grand Mosque (Love in a Box) and Hyde Park Source to deliver our Community Care Support service funded by Leeds City Council, The Big Lottery, Awards 4 All and Gateway Church.

The Community Care Volunteer project was created at the beginning of the pandemic as an emergency response primarily to support those who were unable to access food and collect medicine, it was not anticipated that this project would run for more than a few months but the demand was so high that it continued throughout the 20/21 year. Volunteers were recruited and inducted via VAL in procedures and safeguarding and worked with Oblong to deliver food parcels, make weekly check in calls and provide service signposting support to those in need in our community.

We received a grant from The Big Lottery to further support our community in our Together and Stronger project, which ran for six months from September 20 to February 21. This project’s overarching aim was to support and empower our local communities to develop resilience and the skills they need to grow stronger as a community, in response to the serious detriments they face from the COVID19 pandemic. Our initial response was to meet physical and mental health needs arising from lockdown.

OBLONG LTD

DIRECTORS’ REPORT FOR THE YEAR ENDED 31 MARCH 2021

Impact of COVID19 on Oblong

This year has been challenging for Oblong, with the lockdown in the UK our standard model of operation was turned on its head and we have had to adapt to the changes so we were able to best support our local community. As a result of lockdown Oblong had to close the Woodhouse Community Centre to the public, and we remained closed for the majority of the year reopening only for private bookings allowable within government guidelines.

Financial review

In this financial year the organisation made a surplus of £33,783, compared to a deficit of £678 in the previous financial year. The surplus is a result of Oblong’s quick actions when lockdown began, to reduce costs we furloughed under the government funded Job Retention Scheme, four members of staff, as the community centre was closed we had a reduction in running costs and we were able to win unrestricted resilience grants.

Unrestricted rental income decreased by £48,781 this year, which was the result of the closure of the Woodhouse Community Centre to adhere with government guidelines for public health and safety. Oblong maintained its tenants in the community centre but was not able to take the same number of bookings for public events which have previously made up a good portion of the unrestricted income.

Oblong’s unrestricted grant income for the year was £61,075, a full list of unrestricted grant income can be found in note 3 to the accounts. This was an increase of £44,261 from the previous year and was primarily due to the resilience grants that we successfully applied for during the year and the grants we received from Leeds City Council for business support.

Oblong’s restricted grant income for the year was £98,058, a full list of movement in funds can be found in Note 11 to the accounts. This was an increase of £28,305 from the previous year and was driven by the funding we received to supply food parcels, medicine and support for other local community needs driven by the Covid-19 pandemic. As a result of the increase in grant funding we saw an increase in charitable activities spending.

Included within creditors is £29,386 of deferred grant and contract income which relates to the year ended 31 March 2022 and will be recognised in that financial year. An analysis of the deferred income is included in Note 9 of the accounts.

At the end of the financial year the overall reserves of the organisation were £229,142 of which £122,487 is unrestricted and can be used on any aspect of the charitable objectives of Oblong Ltd. We continue to work through our plan to build on our strengths, maximise the use of our Community Centre asset and grow our way towards a long term sustainable position.

Funders

We would like to thank all the funders who have made our work possible this year. Detailed restricted funding information can be found in Note 11 to the accounts and unrestricted funding information can be found in Note 3 to the accounts.

Assets

Woodhouse Community Centre reopened in 2012 after the Community Asset Transfer from Leeds City Council with a 50 year lease and a capital project refurbishment funded from a grant/loan mix from the Social Investment Business. Due to the pandemic and the closure of Woodhouse Community Centre we were offered a payment break by Futurebuilders England Ltd (Social Investment Business) from April 21 to September 21, Oblong still incurred monthly interest charges on the loan during this period therefore when loan repayment started in October 21 they were used to repay the interest balance before reducing the loan balance. We reduced the overall debt this year by £1,821 down to £192,187 with £7,947 depreciated from the building now valued at £325,827.

Reserves

The Board has set a policy to keep reserve funds at a sufficient level in order to allow the smooth operation of the charity’s activities. The policy aims to hold between 3 and 6 months of resources expended, which equates to between £40,000 and £85,000. At the year end date unrestricted reserves stood at £122,487. Although this figure is higher than our policy we anticipate that some of these

OBLONG LTD

DIRECTORS’ REPORT FOR THE YEAR ENDED 31 MARCH 2021

reserves will be used in the 21/22 financial year as our policy we anticipate that some of these reserves will be used in the 21/22 financial year as Oblong re-opens the community centre after the pandemic closure and we are anticipating lower rental income as a result of health and safety precautions required.

Development and Future Plans

2020 to 2021 has seen both uncertainty and success in terms of Oblong’s funding and development situation.

With the ongoing local and national lockdowns, as a result of the coronavirus pandemic, we were unable to deliver centre-based projects and so changed to delivering our projects online as far as possible. Whilst this was a good means of continuing services, and people were pleased to be able to stay involved, it did have its limitations. On a positive note, funders were quick to accept a flexible approach to delivery, which made it possible to deliver in a way that took on board the huge change in the environment we were now operating in.

Another positive approach from fund providers was their recognition of the need to provide funding towards organisational resilience, in light of the fact that the speed at which changes to our environment occurred, did not give us time to plan and prepare in a way we could in more normal times. Not only did grant providers make it easier to find appropriate funding by being broader in their selection criteria, but they were also making speedier decisions. All of which made our sustainability more viable.

Whilst we as an organisation needed to secure income to survive, we had not lost sight of the fact that the needs of the communities we serve, increased both in breadth and an volume. Hence, we were grateful to be selected as the covid response hub for the Little London and Woodhouse ward, working collaboratively with our third sector partners and Leeds City Council. The funding provided for this work enabled us to meet the many and varied needs of the most vulnerable in our ward, including providing support with food, health and digital inclusion. As the period of covid-related need could not be predicted with any degree of certainty, the funding for this support came in several short bursts and with gaps, which made it challenging for us, as a small organisation, to provide an ongoing seamless service. However, our determination and efforts to ensure our communities were not left high and dry, ensured we successfully secured funding from various sources to plug those gaps.

We also took advantage of the benefits furloughed provided, for non-project delivery staff, particularly during the early days of the pandemic. This allowed us to keep our overhead costs down and avoided us having to dip into our reserves, at a time when we were losing income from being unable to hire out our rooms.

In March 2020 we had plans to embark upon a large-scale community consultation exercise with the residents of Woodhouse, Hyde Park and Little London. However, the pandemic and lockdown required us to put this on hold. This project was funded from the lottery’s Awards for All grant, and they were amenable to us extending the deadline for completion to ensure we achieved the best possible outcome. This project is now scheduled to take place towards the end of 2021.

Our work over the past year, particularly in dealing with the impact of the pandemic, has highlighted how much support is still needed by vulnerable individuals in our locality, whilst also highlighting how willing people are to come together and offer their time and support, for the benefit of their communities and neighbourhood. Armed with this knowledge we submitted a proposal for funding to the Lottery’s community fund, to deliver a community development and empowerment project, and have successfully secured a three year grant. The Thriving Together project will begin from November 2021.

OBLONG LTD

DIRECTORS’ REPORT FOR THE YEAR ENDED 31 MARCH 2021

Statement of Directors’ Responsibilities

The directors of Oblong Ltd. are responsible for preparing the Directors’ Annual report and accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the directors to prepare accounts for each financial year. Under company law the directors must not approve the accounts unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these accounts the directors are required to:-

The directors are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and disseminator of accounts may differ from legislation in other jurisdictions.

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

On behalf of the board of directors

.................... Mark Richards Director

Dated: 30 November 2021

OBLONG LTD

INDEPENDENT EXAMINER’S REPORT TO THE DIRECTORS OF OBLONG LTD

I report on the accounts of the charity for the year ended 31 March 2021, which are set out on pages 8 to 17.

Respective responsibilities of Directors and Examiner

The directors, who also act as trustees for the charitable activities of Oblong Ltd are responsible for the preparation of the accounts. The directors consider that an audit is not required for this year under Section 144(2) of the Charities Act 2011, (the 2011 Act) and that an independent examination is needed.

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

Basis of Independent Examiner’s report

My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a “true and fair view” and the report is limited to those matters set out in the statement below.

Independent Examiner’s statement

In connection with my examination, no matter has come to my attention:

Kevin J Meddings MAAT Stuart B Lodge & Co Chartered Accountants 44 Bradford Road Idle Bradford West Yorkshire

BD10 9PE

Dated: 1 December 2021

OBLONG LTD

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2021

Unrestricted
Restricted
Funds
funds
Notes
£
£
Income
Voluntary Income
2
14,214
-
Rental income
21,368
-
Incoming resources from charitable activities
3
61,075
98,058
Other incoming resources
150
-
Total income
96,807
98,058
Expenditure
4
Charitable activities
73,910
87,172
Total expenditure
73,910
87,172
Net income/(expenditure) and net movement in
funds before transfers
22,897
10,886
Transfers between funds
11
11,482
(11,482)
Net income/(expenditure) and net movement in
funds after transfers
34,379
(596)
Total funds brought forward
88,108
107,251
Total funds carried forward
122,487
106,655		 Total
2021
£
14,214
21,368
159,133
150
194,865
161,082
161,082
33,783
-
33,783
195,359
229,142		 Total
2020
£
404
70,149
86,567
776
157,896
158,574
158,574
(678)
-
(678)
196,037
195,359

The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.

OBLONG LTD BALANCE SHEET AS AT 31 MARCH 2021

Unrestricted Restricted
fund
fund
Notes
£
£
Fixed Assets
Tangible assets
7
-
325,827
Current Assets
Debtors
8
374
-
Cash at bank and in hand
126,833
401
127,207
401
Creditors: amounts falling due
within one year
9
(4,720)
(27,386)
Net current assets
122,487
(26,985)
Total Assets less Current Liabilities
122,487
298,842
Creditors: amounts falling due after
more than one year
10
-
(192,187)
(
Total assets less liabilities
122,487
106,655
The Funds of the Charity
Unrestricted funds
122,487
-
Restricted funds
11
-
106,655
122,487
106,655		 2021
2020
Total
Total
£
£
325,827
333,774
374
11,154
127,234
71,351
127,608
82,505
(32,106)
(26,912)
95,502
55,593
421,329
389,367
192,187)
(194,008)
229,142
195,359
122,487
88,108
106,655
107,251
229,142
195,359

The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2021. No member of the company has deposited a notice, pursuant to section 476, requiring an audit of these accounts.

The directors acknowledge their responsibilities for:

These accounts have been prepared in accordance with the provisions applicable to companies subject to small companies’ regime.

The accounts were approved by the Board on 30 November 2021

......................... Mark Richards Director

Company Registration Number: 03147855

OBLONG LTD STATEMENT OF CASHFLOWS FOR THE YEAR ENDED 31 MARCH 2021

Notes
Cash generated/(used) in operating activities
12
Cash equivalents at the beginning of the year
Total cash equivalents at the end of the year		 2021
£
55,883
71,351
127,234		 2020
£
(5,001)
76,352
71,351

OBLONG LTD

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2021

1. Accounting policies

1.1 Basis of preparation

The accounts have been prepared under the historical cost convention unless otherwise stated.

The accounts are prepared in accordance with Accounting and Reporting by Charities; Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) published on 16 July 2014, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS102) the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice as it applies from 1 January 2015.

The charity constitutes a public benefit entity as defined by FRS102.

Having considered future planned activities and the reserves available to the charity, the Management Committee are satisfied that the financial statements should continue to be prepared on the going concern basis.

1.2 Incoming resources

Core funding revenue grants are recognised in the income and expenditure account in the accounting period to which they relate.

Revenue grants for specific projects are recognised in the income and expenditure account in the accounting period to which they relate. Any unspent amounts are carried forward as part of the restricted funds in the balance sheet.

1.3 Resources expended

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be recovered and is reported as part of the expenditure to which it relates.

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for beneficiaries.

Governance costs includes those costs associated with meeting the constitutional and statutory requirement of the charitable company.

All costs are allocated between the expenditure categories on the Statement of Financial Activities (SOFA) on a basis designed to reflect the use of the resource.

1.4 Tangible fixed assets and depreciation

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:-

Fixtures and fittings 5 years straight line Computers and equipment 3 years straight line

It is the policy of the charitable company to only include on the balance sheet individual items of a capital nature which cost £1,500 or more and only relates to those items that can be used for more than one year.

1.5 Fund accounting

Unrestricted funds can be used in accordance with the charitable objects at the discretion of the trustees.

Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes of use of the restricted funds are set out in the notes to the accounts.

OBLONG LTD

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

2. Voluntary income

2. Voluntary income
Total Total
2021 2020
£ £
Core income
Unrestricted funds:
Donations 40 404
Fees and services 222 -
Job retention scheme (furlough) 13,952 -
14,214 404
3. Incoming resources from charitable activities:
2021 2020
£ £
Grants receivable and contracts 159,133 86,567

Included within income relating to grants receivable and contracts are the following:-

Unrestricted funds:

The Power to Change Trust
Leeds City Council – Small Business Rate Relief Grant
Leeds Community Foundation
Leeds City Council Lockdown Grant Support
Gateway Church
Groundworks UK
Garfield Weston Foundation
The Brelms Trust
Leeds City Council (Inner North West Community Committee)		 21,144
10,000
10,000
14,431
5,000
500
-
-
-
61,075		 -
-
-
-
-
-
10,000
4,999
1,815
16,814

OBLONG LTD

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

Restricted funds:

Leeds Community Foundation – Time to Shine
Touchstone Live Well Leeds – Headspace
Leeds Community Foundation – CAF Community Cooks
The Brelms Trust
The National Lottery Community Fund Woodhouse Together and Stronger
Leeds City Council COVID-19 Hub Network Fund
Awards for All – COVID-19 Support
Peoples Health Trust – Health Amaze
Leeds Community Foundation – Jimbos Fund
Leeds Community Foundation – Power of Communities
Mentally Healthy Leeds - Headspace
Awards for All – Peaceful Minds		 3,413
20,004
3,328
4,998
30,028
26,362
9,925
-
-
-
-
-
98,058		 10,038
20,004
6,618
-
-
-
-
8,334
3,962
13,045
800
6,952
69,753

4. Charitable activities

Wages and salaries
Pension costs
Freelance costs
Rates
Room hire
Insurance
Repairs and maintenance
Cleaning and PPE
Staff travel expenses
Volunteer expenses
Events and projects
Training
Printing, postage and stationery
Telephone and internet
Light and heat
Payroll costs
Paypal fees
Depreciation
Bank charges
Grant repaid
Publicity and promotion
Loan Interest
Legal and professional
Independent examination fee		 2021
£
86,835
3,181
9,239
810
-
2,260
6,343
3,169
-
2,341
14,198
80
1,240
950
4,480
1,390
-
7,947
129
3,667
343
9,614
928
1,938
161,082		 2020
£
99,085
4,048
3,579
2,306
842
2,195
7,795
1,305
136
715
2,429
427
2,587
1,703
5,839
1,008
127
7,947
121
-
1,492
9,987
861
2,040
158,574

OBLONG LTD

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

5. Directors

None of the directors (or any persons connected with them) received any remuneration during the year.

6. Employees

Number of employees

The average number of employees during the year was 6 (2020 – 6).

Employment costs

Wages and salaries
Social security costs
Pension costs		 2021
2020
£
£
86,131
96,281
704
2,804
3,181
4,048
90,016
103,133		 2020
£
96,281
2,804
4,048

There were no employees whose annual emoluments were £60,000 or more.

No pension contributions were outstanding at the year end.

The charity considers its key management personnel (Trustee group) to be the directors of the organisation.

OBLONG LTD

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

7. Tangible fixed assets

Tangible fixed assets
Leasehold
Fixtures
Computers
Improvements
& Fittings
& Equipment
£
£
£
Cost
At 1 April 2020 and
At 31 March 2021
397,350
4,979
36,919

Depreciation
At 1 April 2020
63,576
4,979
36,919

Charge for the Year
7,947
-
-
At 31 March 2021
71,523
4,979
36,919

Net book value
At 31 March 2021
325,827
-
-

At 31 March 2020
333,774
-
-
 Total
£
439,248
105,474
7,947
113,421
325,827
333,774

Futurebuilders England Ltd (Social Investment Business) hold a legal charge on a 50 year lease over Woodhouse Community Centre, Woodhouse Street, Leeds, LS6 2NY on which the leasehold improvements have been made.

8. Debtors

Debtors
2021 2020
£ £
Trade debtors 374 11,154

9. Creditors: amounts falling due within one year

Accruals
Deferred income (see below)		 2021
£
2,720
29,386
32,106		 2020
£
3,372
23,540
26,912

OBLONG LTD NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

Deferred income is as follows:

Deferred income is as follows:
2021 2020
£ £
Unrestricted:
Assure (Craven Road Surgery) 2,000 2,000
Restricted:
Touchstone Live Well Leeds – Headspace 4,998 4,999
Leeds City Council COVID-19 Hub Network Fund 12,588 -
Awards for All – Community Consultation 9,800 9,800
Leeds Community Foundation – Time to Shine - 3,413
Leeds Community Foundation – CAF Community Cooks - 3,328
29,386 23,540
Creditors: amounts falling due after more than one year
2021 2020
£ £
Loan 192,187 194,008

10. Creditors: amounts falling due after more than one year

11. Restricted funds

The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:-

Movement in funds
Balance at Incoming Resources Balance at
1 April 2020 resources expended Transfers 31 March 2021
£ £ £ £ £
Futurebuilders 103,869 - (2,473)
-		 101,396
Leeds Community Foundation
Time to Shine 1,764 3,413 (4,716)
(461)		 -
Touchstone Live Well Leeds –
Headspace 1,626 20,004 (15,934)
(3,936)		 1,760
Leeds Community Foundation –
CAF Community Cooks (8) 3,328 (2,926)
(394)		 -
The Brelms Trust - 4,998 (4,998)
1,666		 1,666
The National Lottery Community
Fund – Woodhouse Together and
Stronger - 30,028 (24,934)
(5,094)		 -
Leeds City Council COVID-19
Hub Network Fund - 26,362 (22,959)
(1,570)		 1,833
Awards for All – COVID-19 Support - 9,925 (8,232)
(1,693)		 -
107,251 98,058 (87,172)
(11,482)		 106,655

Transfers equate to overheads costs charged to projects, these are agreed with funders in advance.

OBLONG LTD NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

Futurebuilders

A capital grant that enabled the refurbishment of the leasehold property.

Leeds Community Foundation – Time to Shine

A project that works with people over 50 years old to reduce isolation and encourage them to share skills and knowledge with each other.

Touchstone Live Well Leeds – Headspace

Costs were spent in the year in delivering multiple Headspace courses across Leeds.

Leeds Community Foundation – CAF Community Cooks

People from our diverse but fragmented community will come together to develop a World Foods catering service which will combat isolation, develop a realistic and needed enterprise initiative.

The Brelms Trust

A three year grant to support staff to provide assistance to those using the IT Suite services within the Woodhouse Community Centre.

The National Lottery Community Fund – Woodhouse Together and Stronger

This grant was to continue support for those in need in Hyde Park & Woodhouse, from September 20 – February 2021. We provided food that meets dietary requirements, hygiene products and other necessities for those people in the community who were unable to access these items. We also focused on supporting mental health providing regular check in calls and doorstep visits with our volunteers.

Leeds City Council COVID-19 Hub Network Fund

Working as part of the Community Care Volunteering network, we supported Leeds City Council in delivering food, medicine and necessities to those in need in Hyde Park & Woodhouse.

Awards for All – COVID-19 Support

Funding (May 20 – July 20) to support people within Hyde Park & Woodhouse who were self isolating, shielding or in need. We provided food parcels, medicine collection and other necessities working with volunteers to deliver to people’s homes.

12. Reconciliation of net movement in funds to net cashflow from operating activities

Net movement in funds
Add back depreciation charge
Decrease in debtors
Increase/(decrease) in creditors
Net cash generated/(used) in operating activities		 2021
£
33,783
7,947
10,780
3,373
55,883		 2020
£
(678)
7,947
1,210
(13,480)
(5,001)