Company registration number.. 06228171
Charity registration number: 1121717
Southside Young Leaders Academy
IA company limited by guarantee)
Annual Report and Financial Statement5
for the Year Ended 30 April 2021
*A4FIL2WIZ*
2710712032
COMPANIES HOUSE
A12
#239
HFL Accountants Limited
Chartered Certified Accountants
HFL House
Saxon Way
Melbourn
Cambridgeshire
SG8 60N

Southside Young Leaders Academy
Contents
RefererKe and Administr3trve Details
Trustees, Report
2to6
Independent Examiner's Report
Stotement of financial Activities
8t09
Balance Sheet
io
Notes to the Financial Statements
Ilto20

Southside Young Leaders Academy
Report of the Trustees
The trustee5 who are also directors of the charty for the purposes of the Companies Act 2006, present
their report with the financial statements of the charity for the year ended 30 April 2021. The trustees have
adopted the provisions of the Statement of Recommended Practice ISORPI A¢¢ounting and Reporting by
Charities, issued in March 2￿5.
REFERENCE AND ADMINISTRATIVE DETAILS
Regi5tefed Company number
06228171 (England and Walesl
Registered Charity number
1121717
Registered Office..
Ark Academy Watworth
Shorncliffe Road
London
SEI 5UJ
TRUSTEES:
Francis Evans
Annemarieke Murthi
Winston Davis
Ofei Kwafo-Akoto
David Rowe-Francis
Alan McDougall
Claire Martin
Shaida Kwapong
Samuel Osei-sarkodie
Caren Onanda
Veronica De Schot
Max Woodbridge
Ikenna Andrew Acholonu
Chairman (resigned August 20201
Treasurer {resigned September 20211
Appointed April 2019 lappointed Chair in July 20201
Appointed April 2019 {appointed Secretary April 20201
Resigned July 2021
Resigned July 2021
Resigned July 2021
Appointed February 2020
Appointed February 2020
Appointed August 2020
Treasurer (appointed July 20211
Appointed July 2021
Appointed July 2021
INDEPENDENT EXAMINER
HFL Accountants
HFL House,
I Saxon Way.
Melbourn,
Royston
SG8 6DN
BANK
Uoyds Bank PIC
Canary Wharf Branch
Unit 3 Park Pavilion
40 Canada Square
Canory Wharf
London
E14 5FW
CHIEF EXECUTIVE AND SENIOR STAFF MEMBERS:
Oivanio Crooks
Arting CEO (April 2020-June 20211 and
Leadership Delivery Manager
Senior Programme Manager (March 2020- presentl
Uviena Walters
Page I

Southside Young Leader5 Academy
Report of the Trustees
STRucfuRE, GOVERNANCE AND MANAGEMEP
GOVERNING DOCUMENT
The charity is controlled by Fts 8overnin8 document. a deed of trust. and constitutes a limited company.
limited by guarantee. as defined by the Companies Act 2006.
The organisation is a charitable company limited by guarantee, incorporated on 26th April 2007 and
registered as a charity on 28th November 2￿7. The company was established under a Memorandum of
A550ciation which established the objetts and powers of the charitable company and is governed under its
Article5 of Association. In the event of the company being wound up every member of the charity
undertakes to contribute Such amount as may be required (not exceedin8 £1) and subject to any such
resolution by the members, the Directors of the Charrty may resofve that any net assets of the charity after
all its debts and liabilitie5 have been paKI shall be applied or transferred in any of the following ways..
lal directty for the Objects,. or
Ibl by transfer to any other Charity or Charities for purposes similar to the Objects- or
Icl to any Charity for use for particular purpose that fall within the objects.
REcRUITMEr￿ AND APPOINTMENT OF NEW TRUSTEES
Potential trustees are recruited by advertising through various channels including online recruitment
platforms and word of mouth recommendations. Candidates are interviewed by the Chair and the
Secretary and they are asked to provide two referees and subject to safeguarding checks. If formalty
approved by the other Board members. they will be irwited to become Trustees.
ORGANISATIONAL sTrucfvRE
The Southside Young Leaders Academy ISYLAI has a Board of Trustees who meet every six weeks and who
re responsible for the strategic direction and policy of the charity. At the Iialance Sheet date, the trustee5
consisted of nine members from a variety of professional backgrounds relevant to the work of the charity.
In 2019. the board made efforts to reintroduce trustee rotation. to ensure fresh ideas and energy would be
injected into SYLA. After the 30 April. Several trustees hève ￿51@ne￿ from the board as part of this
rotation mechanism, an¢J have been replaced by other professionals. bringing a wide variety of skillset5 to
the board.
Members of the Board of Trustees. who are directors for the purpose of company law and tru5tee5 for the
purpose of charity law. who served during the year12019-201 and up to the date of this report are set out
on PaBe l.
The Chief Executive attends Board meetings but has no votine rights. Followlng the departure of Mark
Hughes as the volunteer Chief Executive in March 2020. the Leadership Delivery Manager stepped up to act
as Chief ExecutNe on a voluntary basis. In doing $0, he attended the board for èn interim period to present
an operational report. Where trustee meeting times clashed with SYLA activities. the Leadership Delivery
Manager prepa￿￿ the operational update ￿POrt, whKh was p￿sented to the board by the trustee acting
s his line manager.
R15K MANAGEMENT
The trustees have a duty io itlentify and review the risks to which the charity is exposed and to ensure
appropriate controls are in place to provide reasonable assurance against fraud and error.
PaBe 2

Southside Young Leaders Academy
Report of the Trustees
The Board has a formal. written policy of internal financial control procedures which will continue to be
monitored and updated to cover new risk area5 as and when they are identified. Given the Significant
(Jelivery changes this year due to the Covid-19 pandemic, there has been significant review and redesign of
risk assessments as SYLA has navigated 5Wltching from in person delivery. to virtual delivery, and back to in
person delivery. Safeguarding both the boy5 and SYL4 staff has been the utmost priority. and SYLA was able
to procure laptops ond data support from emergency grant funding to enable boys to continue
participating in SYLA programmes and staff to work remotely from home.
OBJEcfivES AND AIMS
The mission of SYLA is to nurture. develop, maximise and release the leadership potential of young men
from the African and Afro-caribbean community from disadvantaged background5, especially those at f15k
of exclusion from school, empowering them to become positive active citizens and a new generation of
business and community leaders.
SYLA'S CORE VALUES ARE:
• Excellence & Aspiration
•Team Work & Service
• Evidence-Based Practice & Learning
•Transparency & Accountability
STrATEGIC OBJEcfivES
l. To support each boy, through needs assessment and activities relevant to their transitional stages
(such as counselling and mentoring and enhancement of the educational and leadership
programmesl, to identify and achieve their development goals. and develop as a young leader,.
2. To strengthen current and develop new partnerships with key stakeholders. agencies, and experts.
forming a Support matrix that helps the boys attain their development goals..
3. To develop a knowledge base of what works in empowering boys to become young leaders. to
share good practice, and to identify and promote effective education policies.
GUIDANCE ON PUBUC BENEFIT
Trustee5 are aware of the Charity Commission guidan￿ on this subject and confirm that they will read the
PDF documents contained on the Commission's website.
Pa8e 3

Southside Young Leaders Academy
Report of the Trustees
ACHIEVEMENT AND PERFORMANCE
OVERVIEW OF THE YEAR
2020-21 continued to build on the transition stsned in 2018119 for SYLA. In a moment where Black Lives
Matter came to the fore. and the Covid-19 pandemic exacerbated challenges experienced by the familie5
we work with, it became more important than ever to continue our services and prioritise the lives of our
beneficiaries- the young people of 50Uth London.
Throughout the year. we have been tognisant of the impact of the pandemic on our boys, families - the
a(Jditional challenges they bear with falling behind in school. without devices to effectively study from
home, ènd the irnpèct on their mental wellbeing. Challenges around tsolation alw had 3 negative impatt on
levels of self-esteem. emotional intelligence. confidence and leadership ski115. Thi5 has led to change5 in our
delivery model in some areas and strengthening and reinforcement in others.
SYLA'S service offerin8 comprised..
Our leadershipfocu5ed Saturday Academy, had è dip in attendance this year, driven by ihe pandemic
and remote joining. Attendance ranged from 15-32 boys. and since the year end and in person delivery
has restarted, this has increased to 40+ boy5 again. Alongside our usual blend of leadership-focused
activities. we also..
DelNered the Let s Tolk About Knives projett, desiEned to provide èn understanding of the
law, develop emotional intelligence and resilien￿. and provide the boys with the tools to deal
with conflict resolution and make positNe lrfestyle choices. This has included working with
spoken word artists to provide alternative mechanisms of expressing or articulatin8 feelings
and fears.
Started our Youn8 Enterprise programme, under the National Lottery Thriving & Striving
programme. Boys ère comine together to learn work skills, business confidence and
knowledge to better equip them with the toots they need to increase their employabilitV*
enterprise skills and fulfil their potential.
Started a nine-month programme focused on the black experience during World Wor One.
This kicked off with a visit to the Imperial War Museum, with further events planned for
2019120- including a visit for boys to the battlefields of northern France.
Our after-school education programme, which is focused on supporting boys develop capability in
English and Maths. 22 boys took part in this programme. which is less than prior years due to the drop
out from remote leaming. Given the challenges of the pandemic and disruption caused to school
education. our ambitions shifted to be more realistic and to moirhtain grade levels 50 far a5 P055ible.
However. we continued to develop building on the delivery experience we gained in previous year5. In
the Spring term, where the focu5 was on English, pupi15 were from Key Siage 2, K53 and K54. In addition
to the after-school education programme, SYLA has also decided to ernbed English lènguage learning
across the projects we run during our Saturday Leadership Acaderny and holiday programme. This has
included creative writing sessions. as well as spoken word workshops. with the larter being a particular
success with our b￿.
Our ongoing partnership with Royal National Children's Springboard Foundation, which gives our boys
access to boarding school bursaries. SYLA currently ha5 a total of 13 boys at seven boarding schools. We
will continue to support new applicants, as well as existing boarders, to harness the translormational
experience on offer from Royal Springboard and our Senior Programme Manager has done a great job
at providin8 more in person support as the year has progressed.
Page 4

Southside Young Leaders Academy
Report of the Trustees
We are also delighted to have been awarded the Bronze Youth Quality Mark from London Youth. Significant
effort5 have been made in the last two years to bring SYLA'S policies and procedures to a higher standard,
and it is amazing to see this recognised by London Youth. This could not have been achieved without the
sustained efforts from members of the board, and our dedicated SYLA teèm.
The SYLA team is at the heart of everything the Academy does. Divanio Crook5, the Leadership Delivery
Manager and volunteer aCiin8 CEO has been instrumental in helping SYLA put in place the pfogrammes that
were re-engineered to deliver our services in 2021 virtually. and revolutionised SYLA'S paper-based
operations to a fully digital, accessible model. This included securing signifbcant funtlin8 to enable our boys
to have laptops to access educational materials, connect wrth SYLA virtually and remain within the
prograrnme. At a potential moment of crTrsis. Divanio provided steady leadership and solid foundations to
enable a new CEO to take SYLA forward.
Following the departure of Amandè Johannson. who Set SYLA up brilliantly and improved the managemer¢t
of Services to our boys in the boarder Programme. as well our ongoing partnership with Royal National
Children's Springboard Foundation. SYLA welcomed Uviene Walters, who has carried this mantle forward
with aplomb. Uviene is also managing our flagship National Lottery: Thriving & Striving programme with
great energy.
The board would like to thank both Divanio and Uviene for their huge commitment and resilience through
such a difficult year, and we are excited about the opportunities our skilled staff can unlock under a new
CEO.
Divanio leads a refreshed team of Leadership Instructors. who bring new energy and perspectives to our
work.
Volunteers make a signifitant contribution to our fund-raisin8 efforts and to our office administration. We
would also like to thank our many volunteers who have supported SYLA across the year. both in working
directly with the boys, and in helping with SYLA'S back office operations, to whom we are tremendously
grateful. We are p3rtictAlarly thankful for the ongoing engagement from our founders
Andy and Pat
Walker - whose energy. commitment and enthusiasm remain an inspiration for all the team, as well as a
major practical help in everything from running events to raising funds.
WIDER ENGAGEMENT
The issue of youth violence sadty remains pertinent and rarely out of the news. Following the BBC produced
film dedicated to the work of SYLA Ihttps'./lwww.bbc.co.uVnew5lavlstories473789901can-knife-crime-be-
stopped-before-it-startsl. which was s￿wn at a special screening in Camberwell, we have also worked to
build an online P￿senCe. SYLA now has an up-to-date Instagram and Facebook account, as well as a
refreshed web51te to keep funders. parents and the community up to date with the impact of
programmattc interventions.
Sadly our plans to partake in future media films about youth crime have been put on hold due to the
pandemic. but we hope future opportunities will arise so that we will continue this WiLler engagement. As
London opens up again, we hope to engage our alumni in a more strategic way and host an event to bring
the boys together again.
FUTURE PiANS
2020121 is another developmental year for SYIA. With demand for our 5ervKes Still strong, exacerbated bv
the global Covid-19 pandemic whi¢h has deepened the inequalities in society. but funding remaining a
Pa8e S

Southside Young Leaders Academy
Report of the Trustees
challenge for us as for the sector, our service offering and delivery model will continue to evolve. We
remain confident that SYLA is still relevant to the needs of Ouf local community. and so it remains our
ambition to grow and reach larger numbers of young people in deep and meaningful ways.
To help with this, we will continue to expand our network of partners both in south London and atross the
city as a whole and look forward to the new Op[￿rtUnitieS this will offer us in the year ahead.
Significant effort5 to strengthen and develop our team, including the Board of Trustees will continue, as we
particularly look for trustee5 With fundraising experience. As some trustees step down from SYLA in 2021,
we are 8rateful for their efforts over the last year5, and are excited to welcome new energy, ideas and
skillsets. In particular. the Board of Trustees are thankful to David Rowe-Francis. who has setved as a
trustee of SYL4 since its inception and Alan Mct)ougall, who has provided educational and Safeguarding
expertise, as well as stepping in to 5UPPOrt SYLA families as the Parent Liaison Officer throughout staffing
gaps. We wish them well in future endeavours and look forward to their continued friendship and support.
We go into 2021122 thinking about the challenges that Covid-19 presents to our beneficiarie5, ènd how
best to adapt OLtr strategy to meet their unique need5. Whilst Cases of the virus are fallin& we know that
the impacts of the pandemic, multiple lockdowns. school disruption and periods of isolation will have long
lasting impacts. Now more than ever, we are cornmitted to supporting the welfare. emotional intelligente,
self-esteem and confidence of our boys.
Outside of core delivery. we continue to StrNe for operational effi¢ienc*s that will. allow us to adapt at
speed to the changes to our operating environment and the needs of the boys we serve. They continue to
be the centre and focu5 of our decision makin8.
We believe that the difference that services like SYLA can make to the lives of young people and their
families is profound, and we continue to be proud of all that SYLA achieve5. But above all else we are proutl
of the achievements of our young people. whose energy. optimism and commitment ENes u5 hope for a
better future.
The annual report was approved by the trustees of the charity on ........... ...........
signed on its behalf by
.and
Ston Davi5
Chairman and trustee
Page 6

South5ide Young Leader5 Academy
Independent Examinerfs Report to the trustees of South5ide Young Leaders Aeadeffly
("the CompanV'}
I report to the charity trustees on my examiriation of the accounts of the Company for the year ended
30 April 2021.
Resp¢>nsibilltles and basis of report
As the charrtvs trustees of the Company lènd èlso its direttors for the purposes of company lawl you
are responsible for the preparation of the accounts in accordance with the requirements of the
Companies Act 20061.the 2006 Act'l.
HavinB 5at15fied myself that the accounts of South5ide Young Leader5 Academy are not required to be
audited under Part 16 of the 2(LJ6 Act and are eligible for independent examination. I report in respect
of my examination of your charrirfs accounts as carried out under section 145 of the Charities Act
2011 I'the 2011 Art'l. In carrying out my examination I have followed the Directions given by the
Charity Comrni5sion under section 14515llbl of the 2011 Act.
Independent ex•minerfs ststement
I have completed my examination. I confirm that no matters have come to my attention in connection
with the examination giving me cause to believe-.
l. accounting retords were not kept in respert of Southside Youne Leaders Academy as required by
section 386 of the 2(X)6 Act.- or
2. the accounts do not accord with those records- or
3. the accounts do not comply with the accounting requirements of sertion 396 of the 2006 Art
other than any requirement that the accounts gNe a 'true and fair view, which is not a matter
considered as part of an independent examination- or
4. the a¢¢ounts have not been prepared in accordance with the methods and principles of the
Statement of Recommended Practice for accounting and reporting by charities lapplicable to
charities preparingtheir accounts in accordancewith the Financial Reporting Standard applicable
in the UK and Republic of Ireland IFRS 10211.
I have no concerns and have come across no other mètters in connection with the examination to
which attention should be drawn in this report in order to enable a proper understanding of the
accounts to be reached.
Tracey Nic
olls FCCA
Association of Chartered Certified Accountants
HFL House
Saxon Way
Melbourn
Cambridgeshire
SG8 6DN
Dète..￿10.1/1.￿....
Page 7

Southside Young Leader5 Academy
Statement of Financial ArtiVTties for the Year Ended 30 Aprll 2021
{Includlng Income and Expenditure Account and Statement of Total RecoEnised Gains and
Losses)
Unrestrirted Restricted
funds
funds
Total
2021
Note
Income and Endotwments from:
Donations and legacies
Investment income
57.532
184,069
241,601
Total income
57.539
184.069
241,608
ExpendI￿re on:
Charitable activities
138.8871
1189.5341
1228,421}
Total expenditure
138,8871
{189,5341
1228,4211
Net incomellexpenditure)
18.652
15.4651
13,187
Net movement in funds
18.652
15.4651
13,187
Recon¢iKation of l￿d$
Total fvnds brought forward
8,999
99,224
108,223
Total funds carried forward
15
27.651
Unre5trirted
funds
93.759
Restrirted
funds
121.410
Tolal
2020
lTh¢ome and Endowments from:
Donations and leBacies
Investment income
35.919
172.362
208.281
Total income
35.925
172,362
208,287
Expenditure on:
Raising funds
Charitable activities
11,5001
144.2091
13,7561
1121.2091
15.2561
1165,4181
Total expenditure
145,7091
1124,9651
1170,6741
Net {expenditu￿>/IncOme
Transfers between funds
19.7841
10,594
47.397
110.5941
37,613
Net Movement in funds
810
36.803
37,613
Reconciliati¢)n of funds
Total funds brought forward
8.190
62.420
70.610
The notes on pages 11 to 20 forni an integral part of these financial statements.
Page 8

Southside Young Leade￿ Academy
Statement of Flnanclal Artivities for the Year Ended 30 April 2021
(Includlng Income and Expenditure Atcount and Staternent of Total Recognlsed Gains and
Losses)
Unrestrirted
fund5
Restrirted
funds
Total
2020
Total funds carried fonward
15
99.223
108,223
All of the charity's activities derive from continuing operations during the above two periods.
The funds breakdown for 2020 is shown in note 15.
The notes on pages 11 to 20 form an integral part of these financial statements.
Page 9

SoultsideYow¥ Leader5 Academv
(Registration Nfflb¢r 062281n)
Bakno Sheet J5 ¥t 30 Apn12021
2010
FIX￿ a55ets
Tansible assets
li
8.332
Cwrenta55ets
Debtors
Cash at bank and In hand
12
16.600
99A23
19.868
119.991
116.423
139.859
Credltor5: Afflo￿ lamlni due ¥Athln one year
13,6791
139,9681
NÈtcurr•nt •ss*ts
112.744
99.891
Iletassots
IAIO
108,223
Funds ofthe dwrity.
Restrlcted SM•mefunds
Restricted fvnds
93,759
Unveslrfrted In¢omèlunds
Unrestrirted funds
27,651
Total funds
121.410
108.223
For the finandal year ending 30 Apri12021 the thaiity was entitled w exemptbn from audrt under
section 477 of the Companies Act 2006 relatlng to small companie&
Dlrectors, resporfjibilities:
The rnernber5 have not requlred the charity to obtsin an audit of its a¢counts ft>r the year in
qucstlon In accordance wlth sectlon 476: and
The dlrertors acknowledee thelr respon51billt*5 complwng with the requirements of the Art
wlth respectto accountine records aThJ the preparntion of accounts.
The flnandal statements on pages 8 to 20 were apwovEd * the trustees, and ou¢h0ri5ed for issue
L)n.£..s.,.I:nand slgned on their behalf ty.
ston Oavis
Chaiman and trustee
The note5 on pages Ilto 20 form an kntegral part of these flnandal statements.
Page 10

so￿h$lde Young Leaders Academy
Notes to the Financial Ststements for the Year Ended 30 April 2021
I Charity status
The charrty is limited by guarantee. incorporated in England and Wales, and consequentty does not
have share capital. Each of the trustees is liable to contribute an amount not exceeding £1 towards
the assets of the charity in the event of liquidation.
The address of its registered office is..
Ark Academy Walworth
ShoTncliffe Road
London
SEI SUJ
2 Accountin8 policie5
Summary of significant accounting policies and key a¢¢ounting estimates
The principal accounting policies applied in the preparation of these financial Statements are set out
below. These policie5 have been consistently applied to all the years presented. unless Otherwise
stated.
Statement ol compliance
The financial statements have been prepare(J in accordance with Accounting and Reporting by
Charities.. Statement of Recommended Pradice lapplicable to charities preparing their accounts in
accordance wrth the Financial Reporting Standard applicable in the UK and Republit of Ireland IFRS
10211 (issued in October 20191- Icharities SORP IFRS 10211. the Financial Reporting Standard
applicable in the UK and Republic of Ireland IFRS 1021 and the Companies Act 2(KJ6.
Basis of preparation
Southside Young Leaders Academy meets the definition of a publK benefit entity under FRS 102.
Assets and liabilities are initially recognised at historical c05t or transaction value unless otherwise
stated in the relevant attounting policy notes.
Going ¢oncefn
The trustees consider that there are no matenal uncertainties about the charity's ability to continue
as a going concern nor any significant areas of ￿n￿rtaInty that affed the carrying ¥alue of assets
held by the charity.
Exemption from preparing a cash fli>w staternent
The charity opted to early adopt Bulletin I pUbl￿he￿ on 2 Febwary 2016 and have therefore not
included a cash flow statement in these financial statements.
Page 11

Southside Young Leader5 Academy
Notes to the Financial Statements for the Year Ended 30 April 2021
Income and endowments
All income is recognised once the tharity has entrtlement to the income. it is probable that the
income will be received and the amount of the income reteivable tan be measured reliably.
Oonotions ondlegacies
Donations are recognised when the chartty has been notified in writing of both the amount and
settlement date. In the event that a donation is subject to condition5 that require a level of
performance by the charity before the charity is entitled to the funds. the income is deferred and
not recognised until etther those conditions are fully met, or the fvifilment of those condrf(ions is
wholly within the control of the charity and it is probable that these condrtions will be fu￿111ed in the
reporting period.
Investmentincome
Interest on funds held on deposit is included when receivable and the amount can be measured
liably by the charity: this is normally upon notification of the interest paid or payable by the bank.
Expenditure
All e¥pendrture is ￿cOgnISed once there is a legal or constructNe obligation to that expenditure, it is
probable settlemenl is required and the amount can be measured reliably. All costs are allocated to
the applicable expenditure heading that aggregate similar costs to that category. Where costs
cannot be directly attributed to particular headings they have been allocated on a basis consistent
with the use of ￿$ourCes, with central staff costs allocated on the basis of time spent, and
depreciation charges allocated on the portion of the asset's use. Other support costs are allocated
based on the spread of staff costs.
Roisingfvnds
These are costs incurred in attracting voluntary income. the management of investments and those
incurred in trading activities that raise funds.
Choritoble ortivities
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities
and seNiees for its beneficiaries. It includes both costs that can be allocated directly lo such
artivities and those cosls of an indirert nature necessary to SUPI)ort them.
Governance costs
These include the costs attributable to the charitrfs compliance with constitutional and statutory
requirements. including audit. strategic management and tru51ee5's meelin8s and reimbursed
expenses.
Page 12

South5ide Youne Leaders Acaderny
Note5 to the Financial Ststements for the Year Ended 30 April 2021
Taxation
The charity is conside￿d to pass the tests set out in Paragraph I Schedule 6 of the Finance Aci 2010
and therefore it meets the definition of a charEtable company for UK corporation tax purposes.
Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains
received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section
256 of the Taxation of Chargeable Gains Art 1992, to the extent that Such income or 8ains are
applied exclusivety to charilaNe purpose5.
Tangible fixed assets
Individual fixed assets costing £3¢￿.00 or more are initialty recorded at cost, less any subsequenl
accumulated depreciation and subsequent accumulated impairment losses.
DeP￿Cl¥¢I0n and amortisation
Depreciation is provided on tangible fixed assets so as to write off the cost or valuatiort, less any
estimated residual valye, over their expected useful economic life as follows..
Asset dass
Motor Vehicles
Depreciation method and rate
25% on a reducing balanee
3 years on cost
Computer and Office Equipment
Trade debtor$
Trade debtors are amounts due from customers for merchandise sold or services performed in the
ordinary course of business.
Trade debtors are recognised inTtialty at the transartion price. They are subsequentty measured at
mortised cost using the effective interest method. less provision for impairment. A provision for the
impairment of trade debtors is established when there is objective evidence that the charity will not
be able to collect all amounts due acuJrdin8 to the or￿inal terms of the receNables.
Cash and cash equivalents
Cash and cash equivalents comprise tash on hand and call deposits. and other short-term highly
liquid investments that are readily convertible to a known amount of tash and are subjett to an
insignificant risk of change in value.
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Southside Young Leader5 Academy
Notes to the Financial Statements for the Year Ended 30 April 2021
Trade ¢reditOf5
Trade credrtors are obli8ations to pay for goods or services thal have been acquired in the ordinary
course of business from suppliers. Accounts payable are classrfied as current liabilities if the charilv
does not have an unconditional right. at the end of the reporting period, to defer settlement of the
creditor for at least twelve months after the reporting date. rfthere is an unconditional right to defer
settlement for at least twefve months after the reportin8 date. they are presented as non-current
Trade creditors are recognised initially at the transaction price and subsequentty measured at
amortised cost using the effectNe interest method.
Fund strurture
Unrestricted income funds are general funds that are available for use at the trustees discretion in
furtherance of the objertives of the charitv.
Restricted income funds are those donated for use in a particular area or for specific purposes, the
use of which is restricted to that area or purpose.
Pensions and other post retirement obligations
The charity operates a defined tontribution pensM)n scheme whith is a pension plan under which
fixed contributions are paid into a pension fund and the charity has no legal or constructive
obligation to pay further contributions even rf the fund does not hold sufficient assets to pay all
employee5 the benefits relatin8 to employee 5eryice in the current and prior period5.
Contributions to defined contribution plans are recognised in the Statement of Financial Activities
when they are due. rf contribution payments exteed the contribution due for Service, the excess is
recognised as a prepayment.
3 Incoffle from donations and legacie5
Unre5trirted
funds
General
Restrlcted
funds
Total
funds
Donations and legacies-
Donations from companies. trusts and similar
proceeds
Donations from indNiduals
53.861
3.671
184.069
237,930
3,671
Total for 2021
57,532
184,069
241,601
Total for 2020
35.919
172,362
208,281
Page 14

Southside Young Leader5 Academy
Notes to the Financial Statements for the Year Ended 30 April 2021
EXpendI￿re on raising funds
al Costs of generatin8 donalk•ns and legacies
Unrestricted
nds
Genei•l
Restricted
funds
Total
funds
Total l¢r 2020
3.756
5,256
Total
costs
5 Expenditure on charitable activitie5
funds
General
A￿Virted
lunds
Toial
funds
Ik+te
Charitable activities
Staff costs
Governance costs
15.977
22,910
64,193
118,141
7.2C
80,170
141,051
7,200
Totsl lor 2021
38,887
189,534
228,421
Total lor 2020
44.209
121.209
165,418
Page IS

5outhside Young Leaders Academy
Notes to the Financial Statements for the Year Ended 30 April 2021
6 Analysls of 8o¥eman¢e and sUPPOrt costs
Governance costs
Unrestrirted
funds
General
Restrirted
funds
Total
funds
In(lependent examiner fees
Examination of the financial statements
Other govemance costs
6,600
Totsl for 2021
7,21XI
7.200
Total for 2020
5.199
6,675
11,874
7 Trustees remuneration and expenses
No trustees. nor any persons connected with them. have received any remuneration from the
charity during the year.
Page 16

Southside Young Leaders Academy
Notes to the Financial Statements for the Year Ended 30 April 2021
8 stsff cosls
The aggregate payroll costs were as follows=
2021
2020
Staff costs during the year were:
Wages and salarie5
Social security costs
Pension cost5
Other staff costs
114,908
5,842
3,059
17,242
42,472
258
906
34,169
141.051
77,805
The monthly average number of persons (including senior rnanègement I leadership team)
employed by the charity during the year expressed as full time equrvalents was as follows-
2021
No
2020
No
Employees
No employee received emoluments of more than £EQ,CIXI during the year.
9 Independent examlner's remuneratlon
2021
2020
Examination of the finanaal statements
600
10 Taxation
The charity is a registered charity and is therefore exemm from taxation.
Page 17

Southside Young Leaders Academv
Note5 to the Financial Statements for the Year Ended 30 Aprll 2021
11 Tanglble fixed assels
Motor
¥ehi¢les
Computer
equipment
Total
C05t
At l May 2020
Additions
iO.L
1.998
1,500
11,998
I,soo
At 30 April 2021
10.0
3,498
13,498
Depredation
At l May 2020
Charge for the year
666
1,166
3.666
1.166
At 30 April 2021
3,0
1,832
4,832
Net book value
At 30 April 2021
1,666
8,666
At 30 April 2020
1,332
8.332
The charity had decided to sell the motor Yeh￿Ie befoie the end of the financial year and V+Ere
actively seeking I￿YerS. The vehide w35 sdd in August 2021.
Page 18

Southside Young Leadews Academy
Notes to the Flnanclal Statements for the Year Ended 30 April 2021
12 Debtors
2021
2020
Prepayment5
Accnjed income
io,(
10,868
16.6(Kl
19,868
13 Creditors: am0￿1$ lalling due within ¢)ne year
2021
2020
Trade creditors
Other taxation and soaal security
Other creditors
Accruals
1,617
1.306
6,539
1,410
32,019
70
3.679
39,968
14 Pension and ￿her Khemes
Defined contribution pension stheme
The charity operates a defined contribution pension scheme. The pension cost charge for the year
represents contributions payable by the charity to the scherne and amounted to £3.060 12020 -
£9061.
Page 19

Southslde Young Leaders Academy
Notes to the Financial Statements for the Year Ended 30 April 2021
IS Funds
Balance * i
May 2020
Incoming
re50urce5
Reso¥rces
expended
Balance at 30
April 2021
Unrestrirted funds
General
8.999
57.539
138,8871
27.651
Restdcled funds
99.224
184.069
1189,5341
93,759
Total funds
108,223
241.608
1228,4211
121.410
Balance at
30 ApTiI
2020
8alance at
Incornin8
l May 2019 resources
expended
Tfansfers
Vnre5tr•¢ted fvnds
General
8,190
35.925
145.7091
10.594
Restrlrted lunds
62.420
172.362
1124,9651
110.5941
99.223
Total lunds
70.610
208,287
1170.674)
108,223
Page 20