Tea Leaf Trust
Registered Charity Number: 123427
Trustees’ Report and Financial Statements
For the Year Ended 31 December 2021
Trustees’ Report
Table of Contents
| 1. Reference and Administrative Details | 2 |
|---|---|
| 2. Message from the Chair | 3 |
| 3. Objectives and Activities | 5 |
| 4. Impact | 8 |
| 5. Fundraising Review | 9 |
| 6. Financial Review | 10 |
| 7. Forward Strategy | 14 |
| 8. Trustees’ Responsibilities in Relation to the Accounts | 15 |
| 9. Accounts | 16 |
| 10. Independent Examiner’s Report | 18 |
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Trustees’ Report
1. Reference and Administrative Details
The trustees present their report with the financial statements of the charity for the year ended 31 December 2021. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) 'Accounting and Reporting by Charities' issued in March 2015.
Registered Charity number
123427
Principal office
2 Miles Cross Cottages Miles Cross Symondsbury, Bridport Dorset
Trustees
Caoimhe Ní Eochagáin (2014) Emma Richards (2020) James Houston (2019) Laurenne Ajayi (2016) Stéphanie Ray (2019) Tim Pare (2008) Yasmene B. Shah (2008) Naveen Subramaniam (2021)
Independent Examiner
Hilary Adams
Structure, Governance and Management
Governing document
Tea Leaf Trust is a charity registered in England and Wales. The charity (registered charity number 123427) was entered on the Register of Charities on 3 April 2008. The charity is overseen by its Board of Trustees to raise funds and work in partnership with Tea Leaf Centres for Professional Development, to deliver educational development projects in Sri Lanka. The areas of primary focus for our work are the tea estate areas and surrounding towns and villages.
The trustees meet on a quarterly basis to review expenditure, set priorities, and review progress against strategic goals and key performance indicators. They also provide mentoring and guidance to the Central Team, who lead on the development and expansion and oversee all activities of the organisation in Sri Lanka. Trustees undergo a formal recruitment and selection process and are given the training considered necessary to perform their role effectively.
Risk management
The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place. Measures are in place to ensure this happens on an annual basis.
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2. Message from the Chair
It goes without saying that 2021 continued to be a difficult year for the tea estate communities of Sri Lanka. The impact of Covid and a declining economy resulted in increased marginalisation and destitution. Despite continued lockdowns throughout the year, our Centres for Professional Development in Maskeliya, Nuwara Eliya and Palmerston continued to deliver a blended approach to education and community development programmes, utilising in-person and online delivery. The three centres supported 11,948 people directly and indirectly as a result.
Despite the collapse of tourism and many other industries, our Employability Centre worked hard to link alumni to employment and further education opportunities, succeeding to support the majority of our students in this way. Our Tea Leaf Centres continue to be a key source of employment in the communities in which they are based, with 24 of our 41 staff members acting as primary income earners in their households. In recognition of the impact of Covid on our staff and students, Tea Leaf Trust created a hardship fund to support those who were experiencing particularly severe financial difficulties due to loss of livelihoods and increased prices. In addition, they were supported emotionally on an ongoing basis through regular check-ins, with counselling also made available.
Yet again, our staff and students went above and beyond as change makers, positively impacting their communities in numerous ways. They continued to deliver humanitarian assistance by, for example, covering the costs of a stand-to shelter at Glencairn hospital. As Covid deaths in the area overwhelmed the space available, this allowed a level of dignity for the deceased and their families. The Teacher Training Programme progressed from engaging 19 government schoolteachers in 2020 to engaging 48 teachers in 2021. They received additional support from 22 native English-speaking volunteers based all over the world, who provided conversation practice sessions over a 6-week period. This proved to be a highly successful addition that resulted in very positive feedback from the Sri Lankan teachers and the native English-speakers involved. Our partnership with the German NGO, Kindernothilfe (KNH), went from strength to strength. The approach the team took to establishing 20 self-help groups for women in the tea estate was held up as an example of best practice amongst KNH’s partners.
In addition, 2021 was our most successful year in terms of fundraising in the form of individual giving through online crowdfunding initiatives on the Global Giving platform. Tea Leaf Trust has managed to build increasing recognition amongst the Sri Lankan diaspora and will continue to do so. This will help us to realise the main goal of our three-year strategic plan (2021 - 2023) of expanding the number of Centres for Professional Development operating in Sri Lanka. We are on track to have a total of six Centres up and running by the end of 2023. To support this goal, we have been working hard to develop and strengthen partnerships with tea companies, local NGOs, international organisations, Sri Lanka diaspora and Rotary Clubs in the UK, who have been hugely supportive throughout the years.
As always, we are bowled over by the ability of the team in Sri Lanka to adapt and to thrive in a constantly changing context. No matter the challenges that come their way, they move like water around boulders, weeding out alternative routes to ensure the flow continues. Not only have they managed to keep the Tea Leaf Centres afloat amidst social, political, and economic turmoil, they have continued to build on our
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programmes, improving them and helping us be the best organisation that we can be. They continue to engage the most marginalised and vulnerable people in Sri Lankan society. They continue to do this with foresight, integrity, empathy, and compassion. They continue to demonstrate deep dedication and commitment to impact positively on their own lives and their communities. They continue to inspire us and all who have the pleasure of working with them and benefitting from their work. They continue, despite the odds.
From all of us at Tea Leaf Trust, I extend heartfelt gratitude to all who have supported us, and to the staff in Sri Lanka who are responsible for our successes. We couldn’t do this without you. We wouldn’t want to.
Le meas (with respect),
Caoimhe Ní Eochagáin Chair, Tea Leaf Trust
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3. Objectives and Activities
The objectives of the charity are:
1. Assisting people to obtain and retain employment through training, imparting skills, education, and creation of opportunity.
2. Helping people of low income or in poverty regardless of their religion, culture, gender, or personal situations.
3. Assisting in building and construction projects that will provide shelter and infrastructure for local people for enhancement of their education, and of their standard of life through the development of agriculture, industry, trade, water supply and sanitation.
4. Any other activities necessary for or ancillary to the foregoing objects.
The trustees confirm that they have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives.
3.1 Why We Do It
Indian-origin Tamil communities in Sri Lanka have long been responsible for picking the leaves that make their way into teacups around the globe. However, very little has changed or improved for these communities in the centuries since they were first sent from South India to work in Sri Lanka’s plantations, with both government and private companies establishing and maintaining harmful, exploitative systems to cultivate a dependent, uneducated workforce.
With a lack of meaningful ways to break free of this cycle of poverty, these tea estates face significant and complex social issues. Rates of suicide, alcoholism and domestic violence are high, with larger national issues such as ethnic tension, civil unrest and economic crises, and global issues such as Covid-19, hitting these under-resourced and underserved communities even harder than elsewhere.
Tea estate youth, if they complete their formal schooling - a challenge itself in families where those who can work often need to in order to support the family unit - are often discriminated against when seeking employment. Over 90% of the young people who attend Tea Leaf centres live on less than $1 per day, a situation that is becoming worse rather than better in the worsening economic crisis. As such, the options available to these young people remain limited: remain in the tea estates or take dangerous or exploitative work as domestic servants or labourers in urban areas or overseas.
3.2 What We Do
The aim of Tea Leaf Trust, by way of the Tea Leaf Centres, is to facilitate the development of tea estate communities through practical, necessary, and relevant education. This provision is focused on supporting young people to be equipped with the appropriate skills for the formal job market and to build their emotional resilience, with a curriculum focused on developing English language proficiency, entrepreneurship, IT skills, professionalism, community service and emotional health.
Tea Leaf Trust is unique. The primary educational centre in Maskeliya, together with two satellite centres (Nuwara Eliya and Tallawakelle) and other community-based projects we run in the surrounding areas, are run by a young staff team, all under the age of 33, and all of whom are graduates of the programme themselves. As these staff are from the local tea estates, they provide strong, positive role models for their communities and have in-depth insight into their students’ lives.
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3.3 Our Programmes
Tea Leaf Centres make a significant impact on the communities they serve, facilitated and developed through the hard work and the insight of both staff and students. We have four main areas of programming, all overseen by the entral Leadership Team. These are Women’s Empowerment; Vocational Training; Government Teacher Training; and Outreach.
Women’s Empowerment
Children’s Rights Programme. A new programme, delivered in partnership with Kindernothilfe, with the objective of building capacity for and amongst the most disempowered and stigmatised women within tea estate communities. The project will establish 80 self-help groups in its first phase with the aim of collective learning and increasing political, social, and economic capital with a long-term benefit in improving children’s rights within the plantation sector.
Vocational Training
Tea Leaf Maskeliya. Our original and flagship centre, Tea Leaf Maskeliya is where this all began. The centre is funded by Tea Leaf Trust, and usually enrols around 185 students per year, focusing on English, ICT, employability and professional skills, and emotional health. These students reach around 2,300 people through the Community English programme, another 2,000 through the Children’s Activity Programme, and around 35,000 in their communities.
Tea Leaf Nuwara Eliya. The first of our satellite centres, this centre is also funded by Tea Leaf Trust. It sees around 50 full time main diploma students per year, who themselves reach 500 children for both the Community English Programme and the Children’s Activity Programme, and around 15,000 community members.
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Tea Leaf Palmerston. The second of our satellite centres, this centre was established in partnership with T-Field, the centre’s funder. Like the Nuwara Eliya centre, it sees around 50 full time main diploma students per year, who themselves reach 500 children for both the Community English Programme and the Children’s Activity Programme, and around 15,000 community members.
Government Teacher Training
Rotary Teacher Training Programme. This programme is delivered in partnership with the Rotary Clubs of Bathavon and Colombo West (and their partner clubs). In 2020 it was piloted with 19 secondary school teachers and aimed to improve their skills to speak English better; to teach English better; and be better equipped to plan interactive engaging English lessons. The programme was impacted by Covid-19 but given its success, has been extended to Dec 2022.
There were two cohorts of Government school teachers in 2021, each lasting six months. In the first cohort there were 19 teachers, and in the second there were 29. The project was considered to be enormously successful, particularly in the face of the delivery challenges resulting from Covid-19.
Outreach
Mobile Library Project. Established through our partnership with the Rotary Clubs of Margate and Colombo (and their partner clubs), the mobile library bus makes basic English reading and comprehension accessible to remote tea plantation schools and communities.
3.4 Staffing
In 2021, Tea Leaf Centres were staffed by a total of 41 staff:
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Tea Leaf Centre, Maskeliya. 11 Trainee Teachers; three Senior Teachers; one Administrator; one Finance Officer; and the Principal.
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Tea Leaf Centre, Nuwara Eliya. Six trainee teachers; one senior teacher; one Finance Officer; and the Principal.
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Tea Leaf Centre, Palmerston. One Senior Teacher; one Junior Teacher; and the Principal.
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Other programming. The Children’s Rights Programme was staffed by seven team members; there was one member of staff responsible for the Rotary Club Teacher Training Programme; and there are four members of staff in the central Leadership Team.
Of these 41 staff, 24 are their family’s primary earners.
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4. Impact
A significant portion of both effort and funds went to supporting communities through Covid in 2021. This included funding a building at Glencairn Hospital to store the overflow of the deceased at the height of the Covid pandemic, increased support for students through the provision of bus fare, establishing a staff Hardship Fund (a total of 1,370,000 Rs), and reloading student and staff devices to ensure online access for teaching and learning. In addition, senior team members checked in with students and staff on a regular basis as part of a programme to support emotional health, with counselling also made available.
In total, the schools were open for 17 weeks for in-person classes, and nine weeks for virtual classes. While enrolment numbers were near normal (185, 115 and 38 for TLV Maskeliya, Nuwara Eliya and Palmerston, respectively), due to Covid and the increased need for all able family members to contribute to household expenses, graduation rates were low: 113 in Maskeliya, 65 and Nuwara Eliya and 33 in Palmerston. However, in the face of the collapse of the tourism sector and other challenges, remarkably, employment rates were high. In Maskeliya, 51 graduates were supported into employment, while in Nuwara Eliya and Palmerston the figures were 30 and 17 respectively.
4.1 Impact in Numbers
| Year/Programme | MD | AD | CEP | SP | CAP | BEP | TTP | CRP | Annual Total |
| 2010 | 101 | 0 | 650 | 2,000 | 0 | 113 | N/A | N/A | 2,864 |
| 2011 | 107 | 11 | 590 | 3043 | 1507 | 162 | N/A | N/A | 5,420 |
| 2012 | 155 | 12 | 1750 | 1820 | 2611 | 216 | N/A | N/A | 6,564 |
| 2013 | 148 | 13 | 1895 | 19000 | 1877 | 288 | N/A | N/A | 23,221 |
| 2014 | 135 | 17 | 1932 | 10889 | 2855 | 235 | N/A | N/A | 16,063 |
| 2015 | 146 | 15 | 1885 | 26315 | 2024 | 254 | N/A | N/A | 30,639 |
| 2016 | 155 | 15 | 1864 | 46,165 | 2016 | 331 | N/A | N/A | 50,546 |
| 2017 | 233 | 14 | 2045 | 35340 | 2068 | 258 | N/A | N/A | 39,958 |
| 2018 | 261 | 12 | 2104 | 62,149 | 2123 | 210 | N/A | N/A | 66,859 |
| 2019 | 236 | 8 | 836 | 81,748 | 2,091 | 381 | N/A | N/A | 85,300 |
| 2020 | 304 | 17 | 0* | 47,268 | 0** | 40 | 19 | 13,660 | 61,308 |
| 2021 | 113 | 8 | 0* | 11,810 | 0** | 9 | 8 | N/A | 11,948 |
| Total | 2,904 | 142 | 15,551 | 347,547 | 19,172 | 2,497 | 27 | 13,660 | 400,690 |
| Table Key MD - Main Diploma AD - Advanced Diploma CEP - Community English Programme SP - Service Projects * Unable to run due to pandemic |
CAP - Children’s Activity Programme BEP - Basic English Programme TTP - Teacher Training Programme CRP - COVID-19 Relief Programme |
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5. Fundraising Review
5.1 In the UK
2021 represents Tea Leaf Trust’s best year yet in terms of individual giving from our growing community, with £40k raised through online crowdfunding. The majority of this was raised through our “Protect Mental Health, Keep our Centres Open” Crowdfunder. This figure also includes regular monthly donations, for which we are enormously grateful. A special mention, here, to the Parish of LBA which has supported us for 12 years now at £1,440 a year (£120 a month). An additional £12k was raised specifically for matched funding for the above campaign. The match funding engaged new donors, motivated to support our Crowdfunder as their donations had to be matched by our community in order to be released.
We once again gained huge support from Rotary through the Rotary International Project, a partnership that has been driven by the Rotary Club of Bathavon in the UK and the Rotary Club of Colombo West in Sri Lanka. We gained support from five Rotary Clubs during the year, with the Rotary Clubs of Sidcup, Keswick and Seaford continuing to support after many years of engagement.
Tea Leaf Trust also continued to support AMMA, a social enterprise for tea estate women that uses hand looms to weave naturally dyed materials. We support this work by serving as AMMA’s umbrella organisation in the UK for grant applications, through which they have raised £11,383.
A special mention also to Bernard Stoneham who has continued his long-standing support of Tea Leaf Trust by donating his expertise, time and money to starting the renovation of the top floor space of Tea Leaf Maskeliya (a project he previously funded to protect the centre from monsoon leaks) into two new classrooms to meet the huge demand in registrations for our one-year diploma.
5.2 In Sri Lanka
Kindernothilfe continues to support us within Sri Lanka. In 2021, they provided Rs 9,334,680 in funding for the Children’s Rights project.
A long-term supporter of Tea Leaf Trust in Sri Lanka generously gave monthly support of Rs 100k for our staff hardship fund, and we received Rs 100,000 from our growing partnership with Teardrop Hotels, who also plan to support with hospitality training for Tea Leaf Centre graduates. We have also focused on fundraising efforts in Sri Lankan diaspora communities, with a growing number of contributions received in Sri Lanka for our work.
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6. Financial Review
Tea Leaf Trust is the UK registered charity that exists to support the development and delivery of our work in Sri Lanka. In Sri Lanka, Tea Leaf Vision is registered as a separate organisation, with full permission to operate in the country. One of the key components of the role of Tea Leaf Trust in the UK is raising funds to facilitate this work. All of Tea Leaf Trust’s programmes are delivered in Sri Lanka, so whilst funds raised in the UK (or elsewhere) may go through the UK accounts, almost all expenditure – other than administrative costs representing less than 5% of overall expenditure and covered by donations from the Board – occurs in Sri Lanka.
As such, the UK income generated and administrative costs incurred are discussed in the following sections specifically. However, to present a reflective view of the overall operations of Tea Leaf Trust and Tea Leaf Vision, the tables in the final section are included to give a complete representation of the overall finances of the organisation in the UK and Sri Lanka, based on an average exchange rate for 2021 of 1GBP – 272.19 LKR.
6.1 Income
The charity received support from organisations and individuals from within Sri Lanka, including T-Field CDF, which has funded the opening and running of a third satellite teaching centre in Tallawakelle. 2021 saw the first full year of the Children’s Rights programme, with the equivalent of c.£23K funding received from Kindernothilfe. Almost £6,000 was raised within Sri Lanka from local donations during 2021, compared to £7,445 in 2020, which was raised primarily from an emergency Covid-19 appeal launched in March 2020. The income received and costs incurred from within Sri Lanka are audited independently to national requirements within Sri Lanka.
In 2021, we continued to raise funds through the GlobalGiving platform and online donations, as well as entering into several partnerships with tea businesses to support the diversification of our donor base. Our partner in the UK, AMMA, a social enterprise in the tea estates to which Tea Leaf Trust provides strategic and operational support, continued its operations under its own registration in Sri Lanka with Tea Leaf Trust transferring UK grants for them directly into their registered account in Sri Lanka.
Full income and expenditure are detailed in the tables below.
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2021 Income – UK and Sri Lanka
| Category | Item | Amount – 2021 | Amount - 2020 |
| Grants | Grants - UK | £45,490 | £55,733 |
| Grants - SL | £38,455 | £31,956 | |
| Earned Income |
Earned Income TLV_(school fees, private_ classes, business fair) |
£2,065 | £3,538 |
| Earned Income – interest income (+ UK paid contract research in 2020) |
£2,001 | £2,449 | |
| Amma | - | £5,872 | |
| Donations | Donations - UK | £21,597 | £18,025 |
| Donations - SL | £5,924 | £7,445 | |
| Gift Aid | - | £2,153 | |
| TOTAL | £115,532 | £127,171 | |
| Of which Sri Lanka | £48,445 | £50,780 | |
| Of which UK | £67,087 | £76,391 | |
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6.2 Administrative Costs
Tea Leaf Trust only employs local staff in Sri Lanka, with UK operations run by unpaid trustees and volunteers. As a result, UK administrative costs represent around 4.8% (2020: 0.9%) of the entire charity expenditure, which increased since 2020 as fundraising consultancy costs were incurred to seek additional opportunities for funding. However, if the outlay is not exceeded by grants within a 12-month timeframe, the balance will be returned to Tea Leaf Trust.
A further 15.8% (2020: 10.1%) funded our central Leadership Team in Sri Lanka who manage the five main projects on the ground, working to deliver programme expansion, seek local funding and partnerships, offer counselling and mentoring to our young staff team and ensure that the curriculum as well as staff development are of the highest standards. Over the last year, the central Leadership Team has also organised the complicated logistics around Covid emergency community response. The costs were slightly higher in 2021 with the addition of a part-time member of staff whose role was to support the teaching staff with the ongoing challenges of adapting their teaching plans around Covid-19 restrictions, and to provide the best possible teaching to the students.
The remaining 79% (2020: 89%) was spent directly on projects.
2021 Expenditure – UK and Sri Lanka
| Location | Expenditure | Amount – 2021 |
Amount - 2020 |
| Sri Lanka | TLV Maskeliya - Centre | £17,918 | £30,635 |
| TLV Nuwara Eliya | £18,483 | £22,601 | |
| TLV Palmerston | £4,866 | £5,403 | |
| Kindernothilfe programme | £16,557 | £86 | |
| Teacher training | £3,470 | £3,182 | |
| COVID-19 response | £2,298 | £18,202 | |
| Mobile Library Project | - | £3,389 | |
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| Central Team + admin costs | £13,427 | £12,082 | |
| Amma | £705 | £22,496* | |
| Sub-total - SL | £77,724 | £118,076 | |
| UK | Fundraising and social media costs | £6,022 | - |
| Trustee expenses | - | £335 | |
| Administrative costs | £1,038 | £760 | |
| Sub-total - UK | £7,060 | £1,095 | |
| TOTAL | £84,784 | £119,171 | |
- Restated from £22,595 presented in 2020 to £22,496.
Reserves Policy
The Trustees aim to hold a minimum of three months’ salaries for our local staff in reserves. The charity is operating within their reserves at the year end.
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7. Forward Strategy
New Centres
Tea Leaf Trust feels like it is gaining momentum. Having developed a cost-effective Satellite Centre Model, where small centres for 50 students are embedded within isolated tea estate communities, we are beginning to gain funding partners and local NGO partnerships. We are committed to achieving our strategic goal of opening three new centres by the end of 2023, a goal that is within reach given that we have three new satellite centres in the pipeline. These will be in Bogawantalawa, Udapussalawa and Pussalawa, and each centre would serve 50 full-time main diploma students, 500 children through the CEP, 500 children through the CAP and 15,000+ in the community.
In addition, for 2023/24, we have a confirmed partnership with Action for Sustainable Communities, in partnership with AMBA Estate. The resulting Tea Leaf Bandarawela Satellite Centre will be focused on climate change careers and sustainability, as well as usual English and professional development.
With these opportunities and partnerships, we are on target to meet our strategic objective of six centres by the end of 2023.
Provision of Expertise
We are also being approached by other organisations to provide them with high quality, communityminded English teachers. Currently we have four alumni teachers, Indian Tamils, running the educational programmes in Reconciliation Centres for Sri Lanka Unites - teaching Sinhalese, Muslim, and Sri Lankan Tamil youth. We are particularly proud of this work as Indian Tamils are often stereotyped as uneducated, and in the past we have experienced refusal, on the part of other groups, to be taught by them. In addition to this work, the Church of the American Ceylon Mission have sent six students to our Tea Leaf Maskeliya school to study and learn how we do what we do by going through the process. The idea is that they graduate and then we support them to establish satellite centres in their own communities.
Ongoing Projects
Rotary International Project: This has been an overwhelming success and has been extended as a result. It is cost-effective, hugely valued by the teachers and their principals, and will run until at least the end of 2022, with plans to scale it.
Kindernothilfe: The Zero Phase of the project was originally scheduled to last 18 months, from January 2021 to June 2022. Because of the Covid pandemic, all project partners, including TLT, were unable to deliver all modules, so the project was extended until June 2023. The Main Phase of the project will begin after June 2023.
Future partnerships
We are working to engage much more with the Sri Lankan, particularly Tamil, diaspora. We continue to grow our regular giving community to increase our financial resilience.
We also hope to bring on board one main partner from the tea industry, and to gain funding to cover our central team costs to manage the expansion opportunities outlined above.
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8. Trustees’ Responsibilities in Relation to the Accounts
The Charities Act 2011 requires the trustees to prepare accounts for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charity for that year.
In preparing these accounts, the trustees are required to:
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Select suitable accounting policies and then apply them consistently;
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Observe the methods and principles in the Charities SORP;
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Make judgements and estimates that are reasonable and prudent; and
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Prepare the accounts on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the accounts comply with the Charities Act 2011. 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.
7 September 2022 Approved by the board on …………………………………
Signed on behalf of the board of trustees
……………………………………………………………
Laurenne Ajayi Trustee
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----- Start of picture text -----
Charity Name No (if any)
THE TEA LEAF TRUST 1123427
Receipts and payments accounts CC16a
For the period Period start date Period end date
To
from 01/01/2021 31/12/2021
Section A Receipts and payments
Unrestricted Restricted Endowment
Total funds Last year
funds funds funds
to the nearest £ to the nearest £ to the nearest £ to the nearest £ to the nearest £
A1 Receipts
Donations and grants 43,672 23,415 - 67,087 74,239
Gift aid - - - - 2,152
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
Sub total (Gross income for
AR) [ 43,672 ] 23,415 - 67,087 76,391
A2 Asset and investment sales,
(see table).
- - - -
- - - - -
Sub total - - - - -
Total receipts 43,672 23,415 - 67,087 76,391
A3 Payments
Charitable activities - Donations to Tea
Leaf Vision 43,918 23,415 - 67,333 70,140
Trustees expenses - - - - 335
Fund raising costs 3,000 - - 3,000 -
Admin Costs 1,038 - - 1,038 760
Social media 3,021 - - 3,021 -
- - - - -
- - - - -
- - - - -
- - - - -
Sub total [ 50,977 ] 23,415 - 74,392 71,235
A4 Asset and investment
purchases, (see table)
- - - -
- - - -
Sub total [ - ] - - - -
Total payments 50,977 23,415 - 74,392 71,235
Net of receipts/(payments) - 7,305 - - - 7,305 5,156
A5 Transfers between funds - - - - -
A6 Cash funds last year end 21,137 - - 21,137 15,981
Cash funds this year end 13,832 - - 13,832 21,137
----- End of picture text -----
CCXX R1 accounts (SS)
11/09/2022
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| Section B Statement of assets and liabilities at the end of the period | Section B Statement of assets and liabilities at the end of the period | Section B Statement of assets and liabilities at the end of the period | |
|---|---|---|---|
| Categories Signed by one or two trustees on behalf of all the trustees B1 Cash funds B2 Other monetary assets B4 Assets retained for the charity’s own use B5 Liabilities B3 Investment assets |
Signature Details Details Details Details Total cash funds (agree balances with receipts and payments account(s)) Details |
Unrestricted funds Restricted funds to nearest £ to nearest £ 21,137 - - - - - 21,137 - Agreement Error OK Unrestricted funds Restricted funds to nearest £ to nearest £ - - - - - - - - - - - - Fund to which asset belongs Cost (optional) - - - - - Fund to which asset belongs Cost (optional) - - - - - - - - - Fund to which liability relates Amount due (optional) - - - - - Print Name L Ajayi |
Endowment funds to nearest £ - - - |
| - | |||
| OK | |||
| Endowment funds to nearest £ - - - - - - Current value (optional) - - - - - Current value (optional) - - - - - - - - - When due (optional) Date of approval 07-Sep-22 |
CCXX R2 accounts (SS)
11/09/2022
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Independent examiner's report on the accounts
Section A Independent Examiner’s Report
| Report to the trustees/ members of On accounts for the year ended Set out on pages |
Charity Name THE TEA LEAF TRUST |
|---|---|
| 31 DECEMBER 2021 Charity no (if any) 1123427 |
|
| 16 to 17 (remember to include the page numbers of additional sheets) |
|
| I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended 31/12/2021DD / MM / YYYY. |
Responsibilities and As the charity trustees of the Trust, you are responsible for the preparation basis of report of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).
I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
Independent I have completed my examination. I confirm that no material matters have examiner's statement come to my attention in connection with the examination which gives me cause to believe that in, any material respect:
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accounting records were not kept in accordance with section 130 of the Act or
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the accounts do not accord with the accounting records
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in order to enable a proper understanding of the accounts to be reached.
| Signed: Name: Relevant professional qualification(s) or body (if any): Address: |
Hilary Adams Date: |
11 September 2022 |
|---|---|---|
| Hilary Adams | ||
| ICAEW | ||
| 41 Freeman House, Keepers Close | ||
| Canterbury | ||
| CT1 3YG |
Section B Disclosure
18
October 2018
IE