## **OSMANI TRUST LIMITED** 

## **(A COMPANY LIMITED BY GUARANTEE)** 


## **REPORTS AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023** 

## **Company No: 6867755 Charity No: 1129282** 

## **ABACUS PARTNERS (LDN) LLP** 

CHARTERED CERTIFIED ACCOUNTANTS & STATUTORY AUDITORS UNIT A, ABBOTTS WHARF 93 STAINSBY ROAD LONDON E14 6JL 



## **OSMANI TRUST LIMITED (A COMPANY LIMITED BY GUARANTEE)** 

## **CONTENTS** 

For The Year Ended 31 March 2023 

|||**Page**|
|---|---|---|
|1.|Trustees’ report|1 – 26|
|2.|Auditors report|27 - 30|
|3.|Statement of Financial Activities|31|
|4.|Statement of Financial Position|32|
|5.|Statement of Cashflows|33|
|6.|Notes to the Financial Statements|34 – 39|





## **TRUSTEES REPORT FOR THE YEAR ENDED 31 MARCH 2023** 

The Trustees, who are also Directors of the charity for the purposes of the Companies Act, are pleased to present the Trustees Report and audited financial statements for the year ended 31 March 2023 to comply with requirements of the Companies Act 2011 and the Statement of Recommended Practice (SORP) for charities. 

## **LEGAL AND ADMINISTRATIVE INFORMATION** 

|Company number:**6867755**||
|---|---|
|Charity number:**1129282**||
|**Directors/Trustees**|Imadul Islam (Chairperson)|
||Sati Aminur Rahman (Secretary)|
||Shaynul Khan (Treasurer)|
||Sirajul Islam|
||Syed Tohel Ahmed (until 29 Nov 2022)|
||Nadia Ali|
||Akrom Miah|
|**Executive Director**|Shafiur Rahman|
|**Principal and Registered**|Osmani Centre|
|**Office**|58 Underwood Road|
||London|
||E1 5AW|
|**Auditors**|Abacus Partners (Ldn) LLP|
||Statutory Auditors|
||Unit A, Abbotts Wharf|
||93 Stainsby Road|
||London E14 6JL|
|**Banker**|HSBC|
||1-3 Bishopsgate|
||London EC2N 3AQ|



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## **STRUCTURE GOVERNANCE AND MANAGEMENT** 

## **Governing Instrument** 

The Company/Charity is constituted as a company limited by guarantee, incorporated on 02 April 2009, and registered as a charity with the Charity Commission. The company’s/charity’s objects and regulations are regulated by the Memorandum and Articles of Association. 

## **Structure and management** 

The members of the Company/Charity consisted of seven Directors/Trustees. Ongoing away days, information sharing, seminars and training sessions ensure members of the Board of Trustees understand their legal duties and obligations as Directors and Trustees. The Board of Trustees are responsible for the strategic direction and policies of the Trust. The Company/Charity is organised with a committee (Management Committee) to oversee overall activities and one of the committee members is nominated as Chairperson, to monitor the day to day running of the Company/Charity. 

## **OBJECTIVES** 

The Company/Charity objectives are; 

- a) To establish a multi-purpose youth and community centre. 

- b) To advance further community development initiatives based upon local needs. 

- c) To advance the education of young people and their families living in disadvantaged communities. 

- d) To improve the quality of life of young people through the provision of recreational activities. 

- e) To promote health and wellbeing of local people through healthy eating and physical activity. 

- f) To promote partnership work with other services and community organisations. 

## **ACTIVITIES AND PUBLIC BENEFIT** 

The Trustees confirm that they abide by the Charity Commission’s general guidance on public benefit complying with Section 4 of the Charities Act 2011, to have due regard to public benefit in pursuance of its objectives and activities. No serious incidents to report in 2022-23. 

Through its provisions, Osmani Trust seeks to address issues impacting the local community including substance misuse, racial tensions, criminality and anti-social behaviour, knife crime, territoriality and gang-related violence, unemployment and overcrowding, lack of training and employment opportunities. There is also a lack of social, physical, and spiritual education of young people and their families. Socially excluded members of the community are also a growing issue. It also places a strong emphasis on the health and social welfare of local people. Osmani Trust works with ordinary people helping them to do extraordinary things. 

Our main activities and beneficiaries are described below. 

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## **Young People’s Services** 

## **Youth Space** 

With a commitment to delivering engaging youth activities, Youth Space at the Osmani Centre and Minerva Community Centre has successfully served over 1,000 young people, providing a comprehensive 6-day-a-week provision. Youth Space expanded its programme offer during half-terms and summer holidays, enriching the experiences of participants with an array of exciting programs and supplementary extracurricular activities. By fostering an environment conducive to personal growth, our programmes have consistently provided ample opportunities for young people to enhance their interpersonal, social, and leadership skills through training opportunities and active involvement in planning and delivering key events. 

## **Accredited training** 

This year we prioritised the provision of accredited training opportunities for young individuals. A total of 64 young participants successfully completed one of the following ASDAN short courses: Sports and Fitness, Citizenship, Expressive Arts, Peer Mentoring, and Leadership. These courses have equipped young people with valuable skills and knowledge in their respective domains, empowering them to excel in various aspects of their lives. 

We are thrilled to acknowledge the outstanding achievements of two exceptional individuals who demonstrated extraordinary dedication and commitment. These individuals undertook the Level 2 qualification in Youth Work and, as a result, took the role of Trainee Youth Workers at Osmani Trust. Their accomplishments serve as a testament to the effectiveness of our training programmes and the potential for growth and progression. 

## **Informal education** 

Youth Space also placed a strong emphasis on informal education, empowering young individuals with knowledge and skills that are essential in today's digital age. We successfully delivered interactive and educational workshops focusing on online safety, particularly on social media platforms. These workshops engaged a total of 43 young participants, delving into important topics such as the impact of idolising online influencers, the allure of lucrative lifestyles, and the glamorisation of violence. Additionally, we highlighted the influence of the need for 'likes' and 'views,' the pitfalls of instant gratification, and the use of filters on social media apps. 

Youth Space organised a highly beneficial workshop titled 'Know Your Rights,' in partnership with Bindmans LLP. The workshop focused on educating young people about their rights in relation to Stop and Search procedures. Over 50 participants attended,  enhancing their knowledge and understanding of general Stop and Search powers, as well as the Section 60 order. The evaluation survey revealed that the workshop significantly increased participants' awareness of the sentencing guidelines for carrying offensive weapons, their understanding of accessing Legal Aid, and their ability to file formal complaints regarding abuse of power by the police. 

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Through these informal educational initiatives, we are dedicated to equipping young individuals with the necessary knowledge and tools to navigate the complexities in their lives. By fostering critical thinking and empowering them with information, we strive to create a safer and more informed community. 

Below is a summary of key programme activities. 

## **Short Workshops** 

Know your rights/ stop and search, Personal safety/ Knife awareness, Online Safety / social media, Anger Management/ Building Resilience, Mindset/ Goal setting, Healthy eating/ nutritional, Identity/ values, Personal Finance, Digital Arts/ Expressive art, Creative Art/ Poetry, Body confidence and self esteem, Culture/ Black history month, Grooming, Exploitation and SRE, CV's and Job ready. 

## **Accredited and Non-accredited training** 

Level 2 in Youth Work, SIA Door Supervisor Level 2, ASDAN Sports and fitness, ASDAN Citizenship, ASDAN Expressive arts, ASDAN Peer Mentoring, and ASDAN Leadership. 

## **Community events and celebrations** 

Queens Platinum Jubilee Celebration, 2 Community Fun Day in Spitalfields and Bethnal Green **,** International Women’s Day Celebration, Live world cup games on the big screen **,** London Youth/Street Games Summer Celebration Event **,** NatWest Thrive Awards Ceremony, and LBTH Achievement Ceremony 

## **Sports, health and well-being sessions** 

Indoor multi-sports sessions, Detached sports sessions, Mixed martial arts, Swimming, Wall-climbing, Badminton, Boxing classes, Girls only sports sessions, Dance sessions, Healthy cooking sessions, Emotional well-being workshops, Exercise sessions in the park 

|**Outputs(April – March 2023)**<br>**Achieved**|**Outputs(April – March 2023)**<br>**Achieved**|
|---|---|
|Contact<br>541||
|Participants<br>355||
|Recorded Outcomes<br>183||
|Accredited Outcomes|64|



|**Outputs(April – March 2023)**|**HAF**|**LBTH Summer**|**Total**|
|---|---|---|---|
|Boys|69|183|252|
|Girls|92|153|245|
|**Total**|**161**|**336**|**497**|



## **Amaal Girls** 

Amaal Girls caters for young girls and women aged between 11 and 19 years old, with and up to 25 years old for those with special educational needs and disabilities (SEND). The project operates within a culturally sensitive environment, offering a diverse range of activities and opportunities 

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aimed at empowering young women and encouraging their participation in mainstream provisions such as education, training, employment, and community engagement. 

During this year, the Amaal Girls Project achieved exceptional results, boasting a remarkably high retention rate among the young girls. Notably, a large group of girls had the opportunity to participate in a youth residential programme, which proved to be a valuable experience for them. Many of these attendees had been long-term service users and had grown to assume roles and responsibilities within the youth club, actively contributing to its delivery. Moreover, the girls supported various small, funded projects, including the Osmani Foodbank initiative. 

Following their return from the residential programme, the girls were recognised as Youth Champions and collaborated with the youth workers to successfully deliver a packed summer timetable. This included a five-week Holiday Activities and Food program, as well as multiple open days and community fun days. As a result two of the young girls were also recognised in the LBTH Youth Award Show for their contribution and transformational work at the Osmani Trust and received awards. 

Amaal Girls also spearheaded a joint event that showcased the collective efforts of various projects and services provided by the Osmani Trust. The event's primary focus revolved around promoting emotional well-being and emphasising the significance of having a mentor. Organised exclusively for women, the event was led by the girls from the youth club and attended by service users, mothers, siblings, residents, and professionals. This inclusive gathering fostered a sense of empowerment and unity while addressing crucial topics that directly impact the well-being of young women. 

The success and impact of Amaal Girls highlights the dedication and commitment of both the participants and Osmani Trust in creating a supportive and enriching environment. By nurturing the potential of young women and fostering their active engagement, we are fostering a stronger community that embraces equality of opportunity and empowers girls and young women to pursue their aspirations. 

|Outputs|Number of girls|
|---|---|
|Youth Club Participants|108|
|Accredited Outcomes|22|
|Recorded Outcomes|46|



## **Estate Based Youth Services** 

We started delivering two estate-based youth programmes across Bethnal Green/Whitechapel and Poplar/Limehouse midway through the year. The programme is delivered around local Tower Hamlets Homes estates providing detached youth work sessions, outreach work, informal education workshops, and sports activities. 

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The key aims are. 

To engage young people (11-25yrs old) in activities to prevent them from getting involved in anti-social behaviour and to keep them engaged in positive activities. 

To offer recreational, social and enrichment activities for young people and adults who live and congregate in THH estates during the daytime during the school holidays, evenings and weekends during school term 


**----- Start of picture text -----**<br>
Bethnal &  Achieved Poplar  Total<br>Outputs Qtr3 – Qtr4   Whitechapel  & Limehouse<br>Number of young people engaged<br>and registered 71  47  118<br>Number  of  participants  in<br>programme activities- 41  26  67<br>Number of young people referred<br>to  other  youth  service  and<br>alternative provisions 17  -  17<br>Young people achieved a learning<br>outcome  25  22  47<br>**----- End of picture text -----**<br>


## **Violence Reduction Services** 

## **Tower Hamlets Island Community Network (THICN)** 

THICN is a consortium on the Isle of Dogs, Tower Hamlets, as part of the flagship GLA MyEnds programme funded by the London Mayor’s Office for Policing and Crime (MOPAC) Violence Reduction Unit (VRU) to address youth violence at local neighbourhood levels. THICN is led by Osmani Trust, in partnership with Spotlight and Streets of Growth. The THICN board is made up of other key partners including LBTH, THCVS, ELBA, Met Police, The Utilize Project, local young people, and residents’ representatives. 

The THICN partners, along with other partners in the council, police and wider voluntary sector aims to: 

Provide a range of prevention, intervention and capacity building activities to prevent and address violence on the Isle of Dogs, Tower Hamlets Work with partners, stakeholders and the local community to develop and promote a programme of activities, engage youth networks and organisations, the local community, statutory organisations, business and voluntary sector groups to ensure they are an integral part of the programme 

Year 2 of THICN saw growth and embedding of provision on the Isle of Dogs culminating in 802 individual young people; susceptible and involved in, serious youth violence participating in a broad range of diversionary activities, leading to positive outcomes. 

In addition to two Youth Spaces created on the Isle of Dogs we repurposed a third site to be a safe space for young people involved in THICN, giving each ward of the Isle of Dogs: Blackwall & Cubitt 

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Town, Canary Wharf and Island Gardens, a focal point of delivery and a community asset for Youth Work. 

The THICN Youth Opportunities Fund was opened again this year,  15 local organisations received grant funding alongside capacity building support to add provision and value to hard-to-reach groups across the Isle of Dogs. Projects involving young men and their dads, culturally sensitive women’s only provision and creation of new youth groups all benefitted from this additional resource. 

A new youth facility was opened on the Isle of Dogs, in addition to the existing two that were opened last year. 24 youth workers were deployed, 18 community events held,  105 individuals trained and supported with capacity building needs,  52 organisations and community representatives involved, 2 critical Incidents responded to through THICN, 1664 hours of Detached Youth Work were delivered, 122 young people completed accredited training, 105 young people received training and 79 young people accessed jobs. 

Osmani Trust’s THICN sports-based violence reduction intervention Blackwall FC was selected for external evaluation by Cordis Bright on behalf of the VRU MyEnds. The aim was to explore best practise, youth lead co-design of provision and progress made by young people. Blackwall FC  was also a finalist for the prestigious Children & Young People Now Awards 2022. 

## **Reparations Project** 

In readiness for the new framework for conditional cautioning that comes into effect this April 2023 for out of court disposals, Osmani Trust created Tower Hamlets’ first Reparation Project on the Isle of Dogs which was co-produced by young people involved in the Criminal Justice System. 

Through Osmani Trust we attached a Youth Worker to support young people during their statutory hours to build a rapport and trust, in order to achieve outcomes in other parts of the young people’s lives; coverings aspects such as personal safety, raising awareness and understanding of ASB (antisocial behaviour), positive peer groups and encouragement of employment, enterprise and education. 

Young people have successfully completed their hours without reoffending, worked towards accredited outcomes, with some now trained with the Construction Skills Certificate Scheme and operating as sole traders in the industry. 

To date we have engaged 60 young people both young men and women; 100% of young people on the Reparation Project have not reoffended and 100% of young people have communicated an increased affinity with their local neighbourhood. 

## **First Responders Project** 

Osmani Trust partnered alongside Mile End Community Project, Perspective Pictures, London Training Centre, and Genesis Cinema to launch the second phase of the First Responders project with a groundbreaking project that highlights the importance of community unity during emergencies. The initiative aims to empower individuals with the knowledge and skills necessary to take immediate action before paramedics arrive, emphasising the significant impact collective responsibility can have in times of crisis. 

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13 young people from Osmani Trust came together from November 2022 to date; to co-produce and create a short ad to be screened across local cinemas in Tower Hamlets to bring the resources direct to young people, families and the community via our cinema, social media and billboard campaign. 

## **Samuda Boxing Club** 

Samuda Boxing Club is a Youth Lead Sports Provision covering Boxing, Strength and Conditioning, Fitness and Gym and runs twice weekly through a partnership with a local gym, giving young people somewhere to go, something to do and someone to talk to, through high quality and innovative Youth Work alongside a Detached Youth Work Offer to engage young people where they are. 

We work with young males and females aged 14 – 25* including those with an additional need from BAME backgrounds who are high risk and or vulnerable. With mentoring, EET and 1-2-1 support as part of the offer alongside Boxing, we are now over subscribed with in excess of 86 regular attendees each week split across 4 sessions including 1 stand alone Girls Only Session. 

- **80% of young people feel a lot more confident than they did before** 

- **90% of young people get on better with others** 

- **80% of young people now exercise regularly after attending Samuda Boxing Club** 

Exercise and well-being, go hand in hand with improving young people’s mental health and promoting healthier lifestyles. Osmani Trust removes barriers to exercise, encourages positive habits and helps young people set themselves up for success with many young people accessing other services we provide. 

## **Changing Futures Peer Programme** 

The Changing Futures Programme is a transformative peer programme aimed at empowering young people. It is a comprehensive initiative that targets young people across different estates. Through its multifaceted approach its overarching goals are to reduce violence and minimise anti-social behaviour (ASB) to create a positive future for the communities in Tower Hamlets. By addressing the root causes of crime and educating young individuals about the consequences of engaging in criminal activities, the programme strives to foster a safer environment and provide a better quality of life for young people. 



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## **Impact** 

The impact of the Changing Futures Programme has been significant, with positive transitions in education, employment, and attitudes among participants. The programme has improved community safety, relieved the struggles of families, and fostered connections within the community. It has also had a transformative effect on the welfare of young people from challenging backgrounds, creating meaningful and sustainable transformations. 

## **Second Chance Programme** 

The Second Chance Programme (SCP) aims to deter young individuals aged 13 to 21 from engaging in drug dealing, drug-related violence, and other criminal activities. This innovative program works with Tower Hamlets Council Safer Communities, ASB team, Met Police, local schools, PRU's, and other statutory services. The SCP adopts a strategy aligned with the government's diversion scheme, recognising that short-term prison sentences often lead to reoffending rather than meaningful engagement with diversionary programs. Out of 47 young people referred, 40 completed the programme and 35 have refrained from drug dealing six months after programme completion. 

As part of the SCP, young people successfully completed the NatWest Thrive Programme, a collaboration between Marcus Rashford and NatWest. This program aimed to equip young individuals with essential skills, a positive mindset, and self-belief necessary for personal growth. Tailored modules were utilised to enhance financial confidence. 

Among the 20 participating organisations nationwide, a young individual from the Second Chance Programme received first prize for their exceptional performance in the course. They were awarded a personally signed trainer by Marcus Rashford and a Dre Beats headset from the footballer himself. The Second Chance Programme and the young individual were invited to spend an afternoon with Marcus Rashford in Manchester and were honoured by the King and Queen Consort in a ceremony. 

As part of an exit strategy the Second Chance Programme organised a retreat this year with young people who had successfully completed the programme. Young people participated in multiple outdoor activities alongside team building excises and workshops around morals, ethics and gang mentality through cognitive behaviour sessions. This retreat was the final stage of our mentoring journey together and served as a means of acknowledgement of their progress and a motivation for them to continue the productive changes they have made to get where they are. 


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**----- Start of picture text -----**<br>
No. of parents/families supported  15<br>No. of parents/families support sessions  45<br>No. of young people involved in project design and leadership 15<br>No. of Group Workshops in Centres  14<br>No. of unique participants taking part in group Workshops in  89<br>Centres<br>No. of sessions for the community project led by young people  8<br>**----- End of picture text -----**<br>



**----- Start of picture text -----**<br>
Outcomes<br>Increased engagement with society 47<br>Improved mental health and well-being 40<br>Improved relationships  40<br>Improved behaviour 40<br>Increased employment  14<br>Reduced violence  40<br>Improved attainment  24<br>**----- End of picture text -----**<br>


## **Outcomes** 

**3** returned to college. **2** returned to studying at university. **18** stayed in school **7** attained part/full-time employment **6** are currently in both college and part-time employment. **1** is studying at University as well as maintaining a part-time job. **17** out of the 22 have now completely moved away from gang affiliation who were gang affiliated. 

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## **School Resilience Programme (SRP)** 

The Schools Resilience Programme (SRP) successfully worked with 104 pupils. 90% of SRP participants, as reported by schools, are expected to complete their education and sit for their GCSE exams. 

SRP delivered in six secondary schools this year. Youth Intervention Officers (YIO) engaged with a diverse group of students, ranging from Year 8 to Year 11. Each group comprised approximately 13 to 18 young individuals, allowing for personalised attention and tailored support to meet their unique needs. 

Throughout the year, our YIOs conducted 30 detached sessions, which proved instrumental in establishing strong connections with local youth from the schools and addressing conflicts among them promptly. This proactive approach enabled us to effectively respond to local challenges and build meaningful relationships with young individuals from the school in a community setting. 

In addition to our direct engagement with young people, our staff actively contributed to raising awareness on the critical issue of grooming and exploitation. They delivered impactful assemblies and workshops not only to parents but also to primary schools, emphasising the importance of safeguarding and preventing such dangers. 


**----- Start of picture text -----**<br>
Activity  Outputs<br>No. of SRP Workshops  79<br>No. of YP attended the Workshop  104<br>No. of Mentoring sessions  90<br>No. of YP attended the mentoring   104<br>No. of families supported  60<br>No. of detach sessions  30<br>No. of YP engaged in the Detach sessions  50<br>**----- End of picture text -----**<br>


## **Mentoring** 

In addition to the workshops, YIOs, provided valuable one-to-one mentoring sessions. These mentoring sessions were conducted at the beginning, middle and end of the programme. YIOs prioritised regular one-to-one sessions for students at higher risk of exclusion and involvement in violence. Students identified for additional assistance received more intensive mentoring to address their specific needs effectively. 

The availability of one-to-one mentoring sessions within the programme increased student engagement and retention rates. Knowing that they had personalised support and guidance 

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throughout the program, students were more motivated to actively participate and complete the program successfully. 

## **Independent Evaluation of SRP** 

An independent evaluation was conducted with very positive findings. An example is quoted here. 

_“SRP is designed as an early intervention programme that aims to change the attitude of at-risk pupils towards education and to build resilience to violence, crime, and exploitation. Research demonstrates the importance of reaching young people before they enter the Criminal Justice System and the importance for young people of staying in education._ 

_Our findings show the young people who have taken part in the programme observe changes for the better in themselves, and that they are motivated to stay in school, to achieve, and to contribute positively to their families and their communities. In particular, it is evident that the young people very much enjoy the SRP workshops, and that this “buy in” creates the context where learning and development can take place. Importantly, the session leaders are relatable for the young people and are able to speak into their lives in ways that outsiders cannot; they provide relevant role models for the young people.”_ 

Overall, the Schools Resilience Programme demonstrates a commitment to early intervention, local collaboration, holistic approaches, and meaningful self-assessment, contributing to improved wellbeing and outcomes for young people in schools. 

## **Breaking the Cycle** 

The Breaking the Cycle (BTC) Project, in collaboration with LBTH Early Help and Youth Justice Service (YJS), aims to reduce youth violence through early intervention. This initiative focuses on providing mentorship to young individuals (aged 12-19) and their families who may be dealing with challenges in education, behavioural issues, substance abuse concerns, involvement in youth violence, or cooffending with others. 

Through the individual mentoring sessions, we uncovered the specific challenges faced by young people, including poverty, depression, parenting difficulties, dietary concerns, excessive screen time, and more. 

BTC actively engaged with a total of 66 young people and their families. Through 1-2-1 mentoring, group workshops, public seminars for young people, parents and residents, we informed and raised awareness some of the key issues prevalent in the community. Topics included knife crime, drug misuse, healthy relationships, social media, and related issues. 

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**----- Start of picture text -----**<br>
Outputs and Outcomes No.<br>No. of Mentoring sessions delivered  600<br>Home visits 60<br>YP and parents' better awareness of support services  100<br>through workshops<br>Team Around the Family Meetings 42<br>Young people participated in diversionary activities 57<br>Increased resilience, confidence, self esteem 62<br>Improved relationship with parents and siblings 60<br>Improved punctuality and attendance 47<br>Prevented from school exclusion 41<br>Improved GCSE grades 29<br>Improved family relationships 62<br>Positively engaged with case worker 66<br>Improved employment through mentoring 23<br>Reduced drug use 48<br>Mediation in family and peer group 54<br>Support for mental health  29<br>Accessing specialist support 12<br>Had greater aspirations through mentoring 48<br>**----- End of picture text -----**<br>


## **Criminal Justice Service** 

## **The Bridge Programme** 

The Bridge Programme provides a mentoring service for individuals recently released from prison or are involved in the criminal justice system aged 18-30 and from a minoritised ethnic background. 

The mentoring program played a vital role in supporting these individuals, providing them with a pathway away from an offending lifestyle towards successful reintegration into the community. 

- 98% did not re - offend whilst on the programme 

- 80% gained employment, accessed training or education 

- A total of 270 Mentoring sessions took place with these clients 


**----- Start of picture text -----**<br>
Outputs No.<br>Number of Clients Assessed 61<br>No. 1-2-1 Mentoring sessions 270<br>Outcomes  achieved across the resettlement pathways:  No.<br>Access to employment  25<br>Access to training and education 24<br>GP Referral 0<br>Housing support referral and engagement 5<br>ID securement 5<br>Support to set up Bank accounts 4<br>Benefits and Job Centre engagement 1<br>Substance misuse service referral and engagement 3<br>Mental health service referral and engagement 1<br>**----- End of picture text -----**<br>


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The London Metropolitan University was commissioned by our funders to conduct an evaluation of the Bridge Programme. 

The evaluation highlighted the success of the Bridge Programme was due to the cultural competency of the staff and organisation, which played a crucial role in building relations and rapport with clients. This facilitated greater transparency during discussions about potential obstacles to desistance. All clients who participated in the evaluation highlighted that without their mentor's encouragement, they would likely have re-offended. The Bridge Programme played a significant role in assisting clients in actively participating in and maintaining their commitment to employment, training, and education (ETE) activities. 

## **Family Mentoring** 

## **Shaathi Family Mentoring Programme** 

The Shaathi Family Mentoring Project (FMP) supports at least 30 families a year to help with confidence, resilience, capacity building and strengthen family relationships with the young person. All interventions have been delivered with the family hub core values which is to be inclusive _,_ relational, compassionate, restorative with trauma informed thinking. 

## **Family workshops** 

We have facilitated family workshops where parents/carers and children and young people have improved their school attendance, academic performance, their understanding of online safety, a stronger sense of their own identity and increased motivation and clarification of their prospects. Inviting families into the Osmani youth space to play pool and other activities has enabled families to discuss issues, help with bonding and building better relationships. Young people have felt that their voices were heard by parents. 

## **Parenting workshops** 

Our parenting workshops continued to be effectively delivered on an individual case-by case basis (using evidence-based models) alongside general workshops which helped support families in better understanding the issues their child was facing, implementing suitable parenting strategies, and helping them to explore how their relationship could be improved with more positive and engaging interactions with their children. 

We have delivered various workshops including, _‘the effects of parental fights and its impact on children and young people’s mental health’, ‘setting boundaries and routines ‘, ‘online safety’._ 

We also referred families for further support including accessing targeted parenting courses. We helped parents feel less overwhelmed and anxious, gain access to relevant services that meet their needs.  We have also advocated on their behalf when needed and strengthened their relationship with their child. 

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We empowered parents to acknowledge their personal strengths and accomplishments, better manage and treat their poor mental and/or physical health, gain control over their debts and other stress factors and enabled them to regain their own personal sense of identity. 

## **Volunteer Mentors** 

We have successfully recruited mentors from various backgrounds to meet the needs of the community.  Mentors can speak, Sylheti, Bengali, Krio, Somali & French and are looking to secure work in youth empowerment. 

## **Partnership working** 

We have worked with Edge of Care, Social services, Local schools, Clinical Therapists, and other health professional in supporting young people and their families.  We are currently working with Hopscotch to deliver Domestic Violence awareness workshops for parents.  We are also on the process for delivering IT workshops for parents to communicate effectively via email to their children’s schools and developing confidence in searching for information on the web especially accessing local services. We are also working very closely with Docklands Light railway (DLR). 

We have established a good relationship with the London Metropolitan University who will continue to work with us in recruiting mentors from the Master of Science (MSc) Youth and Community (JNC recognised) course. 


**----- Start of picture text -----**<br>
Outcomes<br>Increase in families getting Early Help 30<br>Young people and girls are able to, and do, access a range of spaces,  9<br>activities and social opportunities  acro ss Tower Hamlets<br>Increase in confidence in young people and families  14<br>Parents improvement in parenting skills  12<br>Increase in young people and family’s awareness of local services and  15<br>access them to deal with crisis<br>Improvement in family relationship/environments for children and young  12<br>people<br>Improvement in managing with long term health conditions, disability,  5<br>addiction, anti-social behaviour, etc.<br>14<br>Increase in resilience in young people and families<br>Families increased knowledge of healthy eating and exercise and cook with fresh  2<br>ingredients.<br>**----- End of picture text -----**<br>


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## **Education & Employment (E&E)** 

E&E’s primary objective is to support people who are unemployed and require training, education, and support with employment. 

We deliver accredited and non-accredited qualifications, provide Information Advice & Guidance, create Individual Learning Plans, SMART targets, employability workshops, and courses to help individuals progress. We inspire and empower individuals to achieve their desired goals. 

## **Greater London Authority (GLA), Adult Education Budget (AEB), European Social Fund ESF: Education & Training** 

This is our fourth and final year of delivering AEB as a sub-contractor. The programme is to support people who are unemployed and economically inactive. People who are 19+, disadvantaged in the labour market to access education, skills they need to equip them for employment, including support for young people who are not in education, employment or training to access further learning. 


**----- Start of picture text -----**<br>
Key Outputs  No.  of  Completion  Achievement<br>learners  Rate  Rate<br>Functional Skill English  8 100% 75%<br>Functional Skill English  11 90% 70%<br>Functional Skill English  12 67% 91%<br>Award in Employability L1 & L2  6 100% 71%<br>Award in Employability L1   8 100% 100%<br>Award in Employability L1   10 100% 100%<br>SIA Door Supervisor (security) 6 100% 83%<br>SIA Door Supervisor (security) 8 100% 100%<br>SIA Door Supervisor (security) 10 100% 100%<br>Emergency First Aid at Work  6 100% 100%<br>Emergency First Aid at Work 8 100% 100%<br>Emergency First Aid at Work 10 100% 100%<br>**----- End of picture text -----**<br>


|**Overall**<br>**Performance**|**Total**<br>**No.**<br>**of**<br>**learners**|**Completion Rate**|**Withdrawal Rate**|**Achievement**<br>**Rate (%)**|
|---|---|---|---|---|
|All courses|103|95%|5%|91%|



16 



## **Greater London Authority (GLA), European Social Fund ESF: Progress into Hospitality** 

The Progress into Hospitality Project is aimed at supporting unemployed young people and adults into employment and further training opportunities within the Hospitality sector and allied industries. The target group are Young Londoners Aged 16-24 who are NEET, and Adults Aged 25+. We provided comprehensive and tailored wrap-around support and training activities to prepare each individual for their chosen destinations. The minimum contact time spent with each individual was 14 hours of oneto-one support prior to helping them with employment. 

**Progress into Hospitality** Engagement & registration 9 14 Hour one-to-one support 7 Entry to Employment 3 

## **Job Ready Employment – British Land** 

This is a 6-month project aimed at helping young people 16-24 into training and employment. We engaged with young people who were at risk of moving further away from the labour market because they left school with low attainment, low self-esteem, low confidence and are involved in low-level crimes. Through our intervention and support, we were able to provide guidance and help them progress towards training, education and employment. We provided one-to-one information, advice and guidance and created SMART action plans to help each participant get closer to their desired goal. We were able to inspire and motivate participants to become proactive in career development. 

**Job Ready Employment** No. of young people registered 30 No. of young people entered employment 4 No. of young people in work placement 1 No. of young people gaining training/qualification 11 

## **Health and Sports** 

## **#Wecare** 

The #WeCare Project aimed at delivering culturally appropriate support to young people and adults, with a particular focus on minority ethnic communities in Tower Hamlets (LBTH) who are experiencing moderate to severe mental illness. The project aimed to create a safe space and provide a range of services to address the mental health needs of the community, while also facilitating access to various support systems. 

#WeCare offered a comprehensive set of services to promote mental well-being and enhance overall health. These services include mentoring for young people and adults, access to counselling, 

17 



signposting support to access mainstream services such as CAMHS (Child and Adolescent Mental Health Services), THEDS (Tower Hamlets Early Detection Service), and MIND. Additionally, the project focused on improving health and well-being through various activities, including exercise, socialising, sports, and promoting healthy cooking and living. It also provided support and access to debt and money management, welfare rights, as well as education, training, and employment opportunities. 

To effectively cater to the diverse needs of the community, the #WeCare Project offered a range of activities and services. Weekly counselling sessions were conducted separately for adults and young people, ensuring a dedicated space for emotional support and guidance. Furthermore, 1-2-1 mentoring, advice, and support sessions were provided on a weekly basis to address individual concerns and challenges faced by adults and young people. The service also facilitated drop-in and activity sessions, which include exercise and mindfulness sessions, group walks, workshops, and informative sessions conducted by mainstream services. These sessions aim to provide practical knowledge, promote healthy lifestyles, and foster a sense of community among participants. 

In addition to these activities, the #WeCare Project organised excursions throughout the year, for adults and young people. These excursions provide an opportunity for individuals to engage in leisure activities, explore new environments, and strengthen social bonds, ultimately contributing to their overall well-being. 

## **Outputs** 

- 65 Adults registered to the project 

- 30 Young People registered to the project 

- Female: 35 (including counting girls) 

- Male: 60 (including counting boys) 

- 8 excursions with clients 

## **Number of drop-in sessions:** 

- 48 group sessions delivered for Adults 

- 36 group sessions delivered for Young People 

## **Number of individual appointments:** 

- 120 one to one/ Coaching sessions delivered for Young People 

- 131 one to one/ Coaching Sessions delivered for Adults 

## **OC Active** 

OC active provides a variety of indoor and outdoor sports activities for various age groups throughout the year with the following aims. 

•Encouraging the most inactive people to be more active and provide the opportunity to participate in regular sport and physical activity and building good habits over time. 

•Improving people’s mental health and wellbeing –We know playing sport helps with improving fitness and health and after Covid-19 lockdowns it is vital for people to be active again 

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•Reducing isolation/loneliness. Many people have stayed home and become isolated and lonely, especially adults over 45 who have feared Covid and stayed away from others. 

•Increasing and strengthening connections in the local area and across communities. Many people have stayed home, away from others and have lost the connections and community belonging.  The project has helped to build confidence and strengthen local communities. 


**----- Start of picture text -----**<br>
Average no.  No. of  Total<br>participants  sessions<br>Sports Sessions  2021/22  Participants<br>per session<br>Football coaching  @ Stepney 3G Over 45s  20 42 840<br>Women Basketball Session  (Sports Hall) 16 44<br>704<br>Boys Football coaching  @ Stepney 3G<br>Ages 12 -16 (partnership Shadwell Y.O.)  35  42  1470<br>16+ (partnership with Stepney FC)  20  42  840<br>Open Badminton (Sports Hall) 30 44<br>1320<br>Women’s Badminton (Sports Hall) ages 18+ 18 44 792<br>Boys Football (Sports Hall) ages 16+ 16 44 704<br>Mother & Child Sports (Sports Hall) 25 32 800<br>Total Participants  180 334 7470<br>**----- End of picture text -----**<br>


## **Osmani Foodbank** 

Over 120 households benefited from Osmani Foodbank  which was run with the support of (volunteers) young people who attend our Youth service ( **Youth Space** ). 

## **Jack Petchey Awards** 

Osmani Trust is grateful for the continuous support it receives through Gold Level of the Jack Petchey Foundation Achievement Award scheme. As usual young members are awarded for achieving something special. These award winners are chosen by their peers for various achievements (helping someone else, overcoming an obstacle or trying their best and making progress). 

19 



## **Osmani Centre** 

The Osmani Centre provides a great contemporary location for our offices as well as a youth and community centre. The centre also has training/meeting rooms, fitness studio, multi-gym space and changing rooms. Other facilities include a large seminar hall, catering kitchen and a roof garden. Most of these facilities are also available for hire to organisations and the local community. 

This year the Centre has seen a positive turnaround after full lockdown rules were lifted. We catered for over 52,000 users from a wide range of public, private and community organisations as well as seeing a large increase of local residents using the centre for community events, meetings and celebrations. 

We also had an increase of users from charity organisations and small/start up local businesses using our facilities for training, seminars, sports and fitness classes. A variety of user groups used the centre’s facilities including young people, women and girls, people with disabilities and their families, adults with mental health, parents, the unemployed, elderly groups and various minority ethnic groups. 

## **Youth Facilities** 

The Osmani Centre has a dedicated floor for youth services comprising a modern fully equipped youth centre, Active Studio, Multi-gym space, training rooms and kitchen facilities. 

## **Centre Improvements** 

Carried out a number of Centre improvements including being DDA complaint and more inclusive for users with disabilities, whilst improving our health and safety awareness amongst Osmani Centre staff. 

We have also installed new wireless thermostats to manage heating. Staff have also undergone further training on Facilities Management, Fire Marshal, First Aid and Disability Awareness ensuring the centre has experienced trained staff managing the building for the safety of all our service use. 

20 



## **TRUSTEES REVIEW** 

## **Introduction** 

The Trustees present their Report together with the Audited Financial Statements for the year ended 31 March 2023 under the Charities Act 2011. All members of the Trustee Board are directors of the charitable company and this report represents a directors’ report as required by the Companies Act 2006. 

Energy prices, cost of living and inflationary pressures hit our sector hard. These pressures resulted in rising operation costs, for the year and in the future. More specifically, the rising cost of living has affected everyone in the UK, shifting the priorities of people in need and service providers such as Osmani Trust. Thus, as the year unfolded, we felt we were in the middle of a perfect storm of growing demand, rising operating costs, and a potentially significant income drop. Despite the testing times, which included Trusts and Foundations reducing their grant-making capacity, Osmani Trust managed to avoid any adverse impact on its predicted growth and expansion. 

It has been a pivotal year for some services, whereby their grant terms came to an end, for example, the School Resilience Programme funded by the Big Lottery Fund, the Health & Wellbeing service funded by the NHS and the Breaking the Cycle programme (Tower Hamlets Council). We have sought alternative funders to continue these services and are hopeful for success. In contrast, the continued growth and expansion of the My Ends and the Changing Futures programmes, together with ongoing grants and hire income provided us with much stability in the year and future. 

We continued to adapt and deliver to ensure vital services to young people and their families were not disrupted. Our frontline services have supported thousands of young people and we are in a good position to continue supporting thousands more. 

We have also continued to invest in the essentials needed to continue growing. The investment in our infrastructure has increased as we transform the way we operate, reviewing and improving essential internal systems, such as our data collection capabilities (Lamplight) and our HR (Breathe) and Finance (Xero) processes. As we move into next year, this journey will be vital for all of us. 

Osmani Trust receives income from various sources e.g. statutory bodies, local and central Government, trusts and corporates. In addition, it raises unrestricted income from hiring rooms and facilities within its building (Osmani Centre). 

Osmani Trust enters the new year with continued optimism as some large grants and contracts run until 2024 and some beyond. These secured grants and contracts along with other confirmed and probable income will provide security and assurance of continuing and expanding services. Our fundraising team, along with the Executive Director, have consolidated, and expanded current services and secured alternative funders, such as for the Breaking the Cycle programme. 

The Trustees are, therefore, of the opinion that the accounts should be drawn up on a going concern basis. 

21 



## **Strategic Review** 

The Trust’s Strategic Review 2021-24 forms the basis of its operational plan to consolidate and sustain itself and its future goals. Plans included: 

## Projects/Services 

- Ensure projects provide excellent services that make a positive impact on users and are recognised as such by effective recruitment, improved evaluation and data collection and improved promotion and profiling of achievements via seminars, website, and social media. 

- Enable sustainable growth by aiming for longer term core funding and recruiting for an additional programme manager and expanding the fundraising team. 

- Continue to develop and expand services for young people by initiating research on youth violence and knife crime. 

- Devise a strategy for our Education and Employment services. 

- Continue developing Health and Sports services. 

- Strengthen social enterprise and explore other opportunities. 

- Continue to improve understanding of local people and develop new services by carrying out local surveys, workshops, focus groups etc. 

Strategic Review 2024-27 will form the basis of future operations and sustainability. 

## Human Resources 

- Ensure staff are clear, committed and motivated to the OT vision, mission, aims and objectives and Strategic Plan by formally including these in the induction process, biannual all staff meetings and away day sessions. 

- Ensure staff are equipped to deliver the highest quality services and assist in their career development by conducting training analysis needs, specialist support and monitoring a training matrix. 

## Osmani Centre 

- Ensure that Osmani Centre is financially self-sustaining and contributing to overall core costs of Trust by continuing to build up annual income to £325k in 3 years’ time. 

- Be best prepared, with a strategy plan, in the event OC remains closed for any period due to Government advice/guideline. 

- Maximise building use and related income generation from hire of facilities. 

- Review prices and be competitive in the market. 

- Maintain overall running costs at efficient levels by investing in quality plant and machinery, value for money maintenance contracts. 

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## Fundraising, sustainability, and development 

- Invest in fundraising and business development capacity to ensure resources match ambition by increasing funding team capacity and monitor closely income targets. 

- Seize emerging strategic opportunities. Work with stakeholders and others to identify new opportunities for strategic service development and target opportunities that are aligned to OTs vision. 

- Diversify sources of income and funding by setting up digital fundraising framework integrated with website, social media and mailing software. Explore crowdfunding, corporate sponsorship and legacy funding. 

- Explore opportunities to conduct / commission research in key service areas by working in partnership with universities, academics, and such. 

## Partnerships and networks 

- Seek out strategic partnerships to ensure that Osmani Trust is well placed to access regional and national funds to provide services locally. 

## PR promotions and media 

- Communicate vision and aims of OT to the public and stakeholders. 

- Increase profile of successful projects / services and their impact. 

- Increase staff capacity with media/PR role by recruiting Media/PR Intern or Sessional Staff. 

## Finance objectives 

- To achieve steady increase in income, particularly unrestricted and control expenditure against agreed minimum targets. 

||**Activity**||**2023/24**|**2023/24**|**2024/25**|**2024/25**||**2025/26**|**2025/26**|
|---|---|---|---|---|---|---|---|---|---|
||**OT Total**<br>**Income**|||Achieve £1.5m<br>+ pa||Achieve £1.5m +<br>pa|||Achieve £1.6m + pa|
|||||||||||
|||||||||||
||**Balance**<br>**Sheet /**<br>**Reserves**|| <br>|Achieve<br>surplus IE<br>balance<br>Maintain<br>positive total<br>Balance Sheet<br>£512K +| <br>|Achieve surplus<br>IE balance<br>Maintain positive<br>total Balance<br>Sheet £560K +|| <br> <br>|Achieve surplus IE<br>balance<br>Maintain positive<br>total Balance Sheet<br>£620K +<br>Build on and<br>maintain reserves|



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## **Financial Review** 

## **Results for the year** 

The Statements of Financial Activities shows a net surplus of £201,579 (2022 net surplus was £189,316) with a positive Balance Sheet value of £512,658 (2022 was positive £311,079). 

## **Reserves Policy and going concern** 

The Management Committee (MC), made up of all Trustees/Directors, has established a reserves policy as part of its plans to provide long-term support to essential services, building maintenance and staff. 

The MC calculates the reserves as part of the charity’s unrestricted income funds that are freely available after considering designated funds (restricted funds) that have been earmarked for specific project use. 

The unrestricted reserves currently stand at £246,404 and are calculated as follows: 

Total unrestricted funds of  £389,512 Less designated funds (£143,108) Total unrestricted reserves £246,404 

The MC intends that, where appropriate, restricted funds are spent within a reasonable period of receipt and therefore foresee a need to maintain reserves sufficient to provide certainty of funding for essential services. Therefore, the minimum target for reserves is equivalent to 3 months of operational costs, which is approximately £250,000. The present level of reserves is in line with this target. The strategy is to continue building through planned operations and explore capitalising surplus unrestricted funds in minimal-risk investments. 

The minimum reserve requirement is calculated as follows: 


**----- Start of picture text -----**<br>
Requirement  Balance<br>Requirement for essential services  £98,000<br>Requirement for staff £112,000<br>Requirement for other charitable expenditure £40,000<br>Total reserve requirement £250,000<br>**----- End of picture text -----**<br>


Each year the MC are required to review balances held in designated funds, if any, to determine whether these funds are likely to be committed in the near future and the extent to which there is a continuing need identified for any particular designated fund(s). Any inactive funds will be closed, and the funds transferred to reserves. 

The MC and the management team have reviewed all expected income and expenditure projections and concluded that, together with the reserves, there is a reasonable expectation that Osmani Trust has adequate resources to continue in operational existence for the foreseeable future. The Osmani Trust, therefore, continues to adopt the going concern basis in preparing its financial statements. 

24 



## **Fundraising Activities** 

Osmani Trust’s funding is received from the hiring of its rooms, private and public contracts, and charitable trusts, foundations and other grant-giving bodies. 

- The Trust employs and is supported by a small team of bid writers who fundraise. 

- The Trust did not carry out any street collections or face to face public collections. 

- The Trust did not work with any commercial participators/professional fundraisers for cash/donation collections. 

- It did not undertake any telephone or mailing fundraising campaigns. 

- The Trust endeavours to operate in line with the values of the Code of Fundraising practice administered by the Fundraising Regulator. 

## **Risk Management** 

The Management Committee conducted a review of the major risks to which Osmani Trust is exposed. A risk register is updated at least annually, where appropriate, systems or procedures have been established to mitigate risks. 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 control risks are minimised by the implementation of procedures for authorisation of all transactions and projects. Procedures are in place to ensure compliance with the health and safety of staff, volunteers, clients, and visitors to the Centre. These procedures are periodically reviewed to ensure that they continue to meet the needs of Osmani Trust. 

Senior Managers and Trustees have addressed any operating deficits by restructuring the organisation, close control of expenditure, efficient process of credit control and fundraising efforts. Going forward, Osmani Trust will continue to operate on a budget that reflects the need to build reserves. 

## **DIRECTORS/TRUSTEES’ RESPONSIBILITIES** 

The Trustees, who are also Directors of Osmani Trust Limited for the purposes of Company Law, are responsible for preparing the Trustees’ Annual Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (UK GAAP applicable to smaller entities). 

Company/Charity law requires the Trustees to prepare financial statements for each year, which 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 financial statements, Trustees are required to: 

- Select suitable accounting policies and then apply them consistently. 

- Observe methods and principles in the Charities SORP. 

- Make judgements and estimates that are reasonable and prudent. 

25 



- State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements. 

- Prepare financial statements on the going concern basis unless it is inappropriate to presume that the charitable company 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 charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006 and Charities Act 2011. 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. 

In so far as the Trustees are aware: 

- There is no relevant audit information of which the charitable company’s auditor is unaware; and 

- As the Directors of the company, we have taken all steps that we ought to have taken in order to make ourselves aware of any relevant audit information and to establish that the company’s auditors are aware of that information. 

## **Independent Auditors** 

Abacus Partners (Ldn) LLP are deemed to be reappointed in accordance with an elective resolution made under Section 386(1) of the Companies Act 1985 which continues in force under the Companies Act 2006. These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 and the Financial Reporting Standard for Smaller Entities (effective January 2015) relating to small companies. 

This report was approved by the Directors/Trustees on 31[st] October 2023 and signed on its behalf by: 


**Mr Imadul Islam** (Chairman) 

26 



## **INDEPENDENT AUDITOR'S REPORT TO THE DIRECTORS AND TRUSTEES OF OSMANI TRUST LTD** 

## **Opinion** 

We have audited the financial statements of Osmani Trust Ltd for the year ended 31st March 2023, which comprise the Statement of financial activities, the Statement of Financial Position, and Statement of Cash Flows, and the related Notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102, the Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). 

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed. 

In our opinion the financial statements: 

• give a true and fair view of the state of the charitable company’s affairs as at 31st March 2022, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; 

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and 

• have been prepared in accordance with the requirements of the Companies Act 2006. 

## **Basis for opinion** 

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

27 



## **INDEPENDENT AUDITOR'S REPORT TO THE DIRECTORS AND TRUSTEES OF OSMANI TRUST LTD** 

## **Conclusions relating to going concern** 

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where: 

- the Directors’/Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or 

• the Directors’/Trustees’ have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the charitable company’s ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue. 

## **Other information** 

The other information comprises the information included in the trustees’ annual report other than the financial statements and our auditor’s report thereon. The Directors/Trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read other information and, in doing so consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. 

We have nothing to report in this regard. 

## **Opinions on other matters prescribed by the Companies Act 2006** 

In our opinion, based on the work undertaken in the course of the audit: 

- the information given in the Trustees’ report, including the Strategic Report, for the financial year for which the financial statements are prepared, is consistent with the financial statements; and 

- the Trustees Annual Report, including the Strategic Report, has been prepared in accordance with applicable legal requirements. 

28 



## **INDEPENDENT AUDITOR'S REPORT TO THE DIRECTORS AND TRUSTEES OF OSMANI TRUST LTD** 

## **Matters on which we are required to report by exception** 

In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Strategic report and the Trustees Annual Report. 

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: 

• proper and adequate accounting records have not been kept by the Company, or returns adequate for our audit have not been received from branches not visited by us; or 

• the financial statements are not in agreement with the accounting records and returns; or 

• certain disclosures of directors’ remuneration specified by law are not made; or 

• we have not received all the information and explanations we require for our audit. 

## **Responsibilities of Trustees** 

As explained more fully in the trustees’ responsibilities statement, set out on page 21, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. 

## **Auditor’s responsibilities for the audit of the financial statements** 

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. 

29 



## **INDEPENDENT AUDITOR'S REPORT TO THE DIRECTORS AND TRUSTEES OF OSMANI TRUST LTD** 

Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. 

Based on our understanding of the Company and sector, we have identified the principal risks of non-compliance with laws and regulations, and revenue recognition, and considered these in our assessment. We have considered the internal control environment, and the risks of management override and spurious expenditure. Audit procedures performed included, enquiry of management, inspection of supporting documentation, and testing a sample of regular and irregular entries posted during the year. To address the risk of fraud through management bias and override of controls, we investigated the rationale behind significant and unusual transactions, and assessed whether any judgements or accounting estimates made indicated any bias. 

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. 

## **Use of our report** 

This is report is made solely to the charitable company’s Trustees as a body, in accordance with Chapter 3 of Part 16 of the Companies Acts 2006. Our audit work has been undertaken so that we might state to the charitable company’s Trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as body, for our audit work, for this report, or for the opinion we have formed. 


Mr Nur Ahmed Chowdhury (Senior Statutory Auditor) For and on behalf of Abacus Partners (Ldn) LLP 

Statutory Auditor 

Unit A, Abbotts Wharf 

93 Stainsby Road 

London E14 6JL 

Date:    31[st] October 2023 

30 



## **OSMANI TRUST LIMITED** 

## **( A Company Limited by Guarantee)** 

## **STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING THE INCOME & EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2023** 

|**INCOME AND EXPENDITURE**<br>Notes<br>**INCOMING  RESOURCES**<br>Donations and legacies<br>**5**<br>Activities for Generating Funds<br>**6**<br>Charitable Activities Income<br>**7**<br>Other Income<br>**8**<br>**Total Income**<br>**RESOURCES EXPENDED**<br>Fundraising Costs<br>**9**<br>Charitable Activities Costs<br>**10**<br>Administrative Costs<br>**11**<br>**Total Resources Expended**<br>**NET INCOME /DEFICIT FOR THE YEAR**<br>**Funds at 1 April 2022 (b/Fwd.)**<br>**Fund Movement**<br>**20**<br>**Funds at 31 March 2023**|**Total**<br>**Total**<br>**Unrestricted**<br>**Restricted**<br>**2023**<br>**2022**<br>£<br>£<br>£<br>£<br>42<br>-<br>42<br>42<br>258,928<br>258,928<br>211,890<br>412,134<br>1,145,723<br>1,557,857<br>1,049,077<br>-<br>-<br>-<br>40,122<br>**671,104**<br>**1,145,723**<br>**1,816,827**<br>**1,301,132**<br>39,513<br>-<br>39,513<br>20,648<br>7,640<br>1,143,496<br>1,151,136<br>628,204<br>181,203<br>243,397<br>424,600<br>462,965<br>**228,356**<br>**1,386,893**<br>**1,615,249**<br>**1,111,817**<br>442,749<br>(241,170)<br>201,579<br>189,316<br>164,308<br>146,771<br>311,079<br>121,763<br>(217,545)<br>217,545<br>**389,512**<br>**123,146**<br>**512,658**<br>**311,079**|
|---|---|



All the activities of the charitable company are from continuing operations. 

The notes on pages 34-39 form part of these financial statements 

31 








The notes on pages 34-39 form part of these financial statements 

32 



## **OSMANI TRUST LIMITED** 

## **( A Company Limited by Guarantee) STATEMENT OF CASHFLOWS FOR THE YEAR ENDED 31 MARCH 2023** 

|||**2023**||**2022**|
|---|---|---|---|---|
||£|£|£|£|
|**Cash Outflow from Operating Activities**|||||
|Operating Profit|201,579||189,316||
|Depreciation|24,820||15,708||
|(Gain)/Loss on fIxed asset disposal|||||
|Operating Profit Before Working Capital Chgs|226,399||205,024||
|(Increase)/Decrease in Debtors|(48,307)||19,528||
|Increase/(Decrease) in Creditors|13,916||196,584||
|Cash from Operations|192,008||421,136||
|Net Cash Generated from Operations||192,008||421,136|
|**Cash Outflow from Investment Activities**|||||
|Purchase of Tangible Fixed Assets|(18,645)||(61,195)||
|Investment purchase|(25,252)||||
|Net Cash inflow/outflow from investment Activities||(43,897)||(61,195)|
|**Cash Outflow from Financing Activities**|||||
|Capital grant released|||7,118||
|Increase/(Decrease) of Loans||-|(14,293)|(7,175)|
||||||
|Net Increase/(decrease) in Cash and Cash Equivalent||148,111||352,766|
|Opening Cash and Cash Equivalents||615,133||262,367|
|Closing Cash and Cash Equivalents||763,244||615,133|
|**Reconciliation:**|||||
|Cash at bank and in hand||763,244||615,133|
|||763,244||615,133|



See Note 27 for analysis of changes in net debt. 

33 



## **OSMANI TRUST LIMITED** 

**( A Company Limited by Guarantee)** 

## **Notes to the financial statements** 

**for the year ended 31 March 2023** 

## **1 General information** 

Osmani Trust Limited is a registered charity, and a company limited by Guarantee, registered in  England & Wales. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity. The address of the registered office is given in the company's charity information page on these financial statements. 

## **2 Accounting convention** 

The charitable company is a public benefit entity as defined by FRS 102, and the financial statements have been prepared in accordance with the Statement of Recommended Practice for Charities, preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)- Charities SORP FRS 102, and the Companies Act 2006. 

The financial statements are prepared on a going concern basis under the historical cost convention, and are prepared with pound sterling as the functional currency. 

## **3 Accounting Policies** 

## **3.1 Going concern** 

Trustees' analysis of forecasts and projections for the 12 months from signing these financial statements, indicate that they should be prepared on the going concern basis. The Company has increased its unrestricted reserves year on year primarily due to more hall hire income following lifiting of lockdown restrictions. Furthermore, sufficient funding has been secured to appropriately deliver projects in the year ahead. 

## **3.2 Income Recognition:** 

All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received. 

- Grants for immediate expenditure are accounted for when they become receivable. 

- Grants restricted to future accounting periods are deferred and recognised in those periods. 

   - Hall and Room hire income is recognised by the booking date of event. 

   - Donations and other income are recognised when the Company has confirmation of amount and settlement date. 

## **3.3 Expenditure recognition:** 

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. 

## **3.4  Allocation of costs:** 

Costs are allocated between restricted and unrestricted funds in accordance with the resources allocated for the 

delivery of  the activity they relate to, and the appropriate restricted or unrestricted income elements of those activities. 

## **3.5  Support costs:** 

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel and governance costs which support the Trusts programmes and activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities. 

## **3.6 Tangible fixed assets and depreciation:** 

Fixed assets for the charity use are capitalised at cost. They are stated in the accounts at cost less depreciation. 

Depreciation is calculated to write off the cost less the estimated residual value, over asset expected useful lives on the following basis: 

Computer and Equipment: 20% Reducing balance. Furniture and Fixture 20% Reducing balance. Motor Vehicles 20% on cost. 

## **3.7  Pensions:** 

The pension costs charged in the financial statements represent the defined contribution payable during the year, on the basis of a minimum statutory percentage of pensionable earning. 

34 



## **OSMANI TRUST LIMITED** 

## **( A Company Limited by Guarantee)** 

## **Notes to the financial statements** 

## **for the year ended 31 March 2023** 

## **3.8 Funds:** 

- Unrestricted funds comprise the accumulated surplus or deficit in income and expenditure accounts, and are available for use 

- at the discretion of Trustees, to further the general objectives of the entity. 

- Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. Osmani Trust 

- currently have no funds set aside as designated. 

- Restricted funds are  used in accordance with specific restrictions imposed by funders, or grantmakers. The cost of raising 

- and administering such funds are charged against the specific fund. Current restricted funds of the entity are set out in Note 14. 

## **3.9 Tax:** 

Osmani Trust is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010, therefore meeting the definition of a charitable company for UK corporation tax purposes. 

## **4  Incoming Resources** 

The incoming resources and surplus are attributable to the principal activities of the charity. 

## **INCOME SUMMARY** 

|**5**<br>**DONATIONS & LEGACIES:**<br>Donations<br>**6**<br>**ACTIVITIES FOR GENERATING FUNDS**<br>Rooms, halls and sports facilities hire<br>**7**<br>**CHARITABLE ACTIVITIES INCOME:**<br>The National Lottery Community Fund<br>Big Lottery Fund: Awards for All<br>Blackwall Reach Trust<br>NHS Compass Wellbeing<br>HM Prison & Probation Service<br>LBTH BTC Childrens services<br>British Land Community Fund (Broadgate)<br>Jack Petchey Foundation<br>LBTH-Youth Services<br>LBTH-Local Community Fund<br>LBTH - Holiday activities<br>LBTH - Health, Adults & Community<br>London Learning Consortium<br>Rinova<br>Natwest NYA<br>BBC Children In Need<br>GLA Violence Reduction Unit - My Ends<br>GLA Young Londoners Fund<br>Swan Housing Association<br>Sports England<br>Dr. Martens Foundation<br>City Bridge Trust<br>Royal & Sun Alliance<br>IR UK<br>Leather Seller Company Charitable Fund<br>Greater London Authority (Culture at Risk)<br>Barrow Cadbury<br>Tower Hamlets Homes - Summer Programme<br>Canary Wharf Group<br>Cornerstone 2<br>Venture Helpers<br>Clothworker's Foundation<br>LBTH VRU<br>Power to Change<br>Foodbank and other collections|Unrestricted<br>Restricted<br>2023<br>£<br>£<br>£<br>42<br>42<br>42<br>-<br>42<br>Unrestricted<br>Restricted<br>2023<br>£<br>£<br>£<br>258,928<br>258,928<br>258,928<br>-<br>258,928<br>Unrestricted<br>Restricted<br>2023<br>£<br>£<br>£<br>10,549<br>200,422<br>210,970<br>400<br>7,600<br>8,000<br>1,229<br>23,360<br>24,589<br>3,423<br>65,045<br>68,468<br>90,015<br>90,015<br>103,600<br>103,600<br>556<br>10,555<br>11,110<br>2,700<br>2,700<br>158,700<br>158,700<br>3,598<br>68,357<br>71,955<br>570<br>10,830<br>11,400<br>500<br>9,500<br>10,000<br>22,828<br>22,828<br>5,994<br>5,994<br>150<br>2,850<br>3,000<br>-<br>513,695<br>513,695<br>3,000<br>57,000<br>60,000<br>250<br>4,750<br>5,000<br>283<br>5,368<br>5,650<br>-<br>198<br>3,771<br>3,969<br>5,228<br>5,228<br>100,000<br>100,000<br>-<br>-<br>563<br>10,688<br>11,250<br>24,935<br>24,935<br>5,000<br>5,000<br>-<br>-<br>-<br>9,800<br>9,800<br>500<br>9,500<br>10,000<br>412,134<br>1,145,723<br>1,557,857|2022<br>£<br>42|
|---|---|---|
|||42|
|||2022<br>£<br>211,890|
|||211,890|
|||2022<br>£<br>191,152<br>-<br>-<br>96,194<br>58,916<br>-<br>2,550<br>83,079<br>71,955<br>12,018<br>38,281<br>38,750<br>235,471<br>65,500<br>-<br>-<br>20,000<br>9,000<br>16,666<br>7,500<br>8,000<br>33,750<br>24,486<br>3,000<br>3,108<br>15,000<br>14,702|
|||1,049,077|



35 



## **OSMANI TRUST LIMITED** 

## **( A Company Limited by Guarantee) Notes to the financial statements for the year ended 31 March 2023** 

|**8**<br>**OTHER GRANTS/DONATIONS:**<br>BeCommercial Grant<br>HMRC JRS Grants<br>**Total Income**<br>**EXPENDITURE SUMMARY**<br>**9**<br>**FUNDRAISING COSTS:**<br>Employment costs<br>Card machine costs<br>**10 CHARITABLE ACTIVITIES COSTS:**<br>Employment costs<br>Grant making and partnerships<br>Recruitment & CRB<br>Sessional Coaches and Workshops<br>Activity Costs, facilities hire, and awards<br>Training & Accredited Learning<br>Consumables<br>Research and consultancy<br>Excursions and Residential trips<br>Insurance<br>Travel Expenses<br>IT & Web Expenses<br>Reviews and evaluation<br>Publicity and Marketing<br>Telephone/Internet<br>Printing/Postage/Copying, and Stationery<br>Equipment costs<br>Subscriptions<br>Volunteer costs<br>**11**<br>**ADMINISTRATIVE COSTS:**<br>**a) Support Costs**<br>Employment costs<br>Volunteers<br>Accountancy<br>Payroll<br>Activities Cost<br>Sessional Workers<br>Bank Interest and Charges<br>Consumables<br>Building Maintenance & Facilities<br>IT Maintenance<br>Printing/Postage/Copying, and Stationery<br>Publicity and Marketing<br>Telephone/Fax/Internet<br>Legal & Professional<br>Rent & Service Charges<br>Staff Training<br>Depreciation on Furniture,Fittings and Equipment<br>Utilities|Unrestricted<br>Restricted<br>2023<br>2022<br>£<br>£<br>£<br>£<br>-<br>7,118<br>-<br>33,004<br>-<br>-<br>-<br>40,122<br>**671,104**<br>**1,145,723**<br>**1,816,827**<br>**796,961**<br>Unrestricted<br>Restricted<br>2023<br>2022<br>£<br>£<br>£<br>£<br>37,770<br>37,770<br>20,648<br>1,743<br>1,743<br>39,513<br>-<br>39,513<br>20,648<br>Unrestricted<br>Restricted<br>2023<br>2022<br>£<br>£<br>£<br>£<br>491,427<br>491,427<br>353,648<br>90,975<br>90,975<br>1,336<br>1,336<br>122,828<br>122,828<br>60,195<br>587<br>349,304<br>349,891<br>148,596<br>4,212<br>4,212<br>2,500<br>12,422<br>12,422<br>2,281<br>-<br>18,660<br>39,142<br>39,142<br>21,058<br>-<br>5,452<br>153<br>1,454<br>1,607<br>109<br>826<br>4,324<br>5,150<br>2,296<br>15,000<br>15,000<br>8,011<br>8,011<br>2,070<br>330<br>330<br>890<br>4,765<br>230<br>4,995<br>5,038<br>1,240<br>1,240<br>700<br>1,309<br>1,241<br>2,550<br>2,099<br>20<br>20<br>2,612<br>7,640<br>1,143,496<br>1,151,136<br>628,204<br>Unrestricted<br>Restricted<br>2023<br>2022<br>£<br>£<br>£<br>£<br>63,334<br>63,334<br>112,347<br>4,040<br>4,040<br>2,700<br>2,700<br>2,400<br>1,200<br>1,200<br>1,100<br>-<br>34,723<br>4,514<br>4,514<br>19,647<br>154<br>154<br>411<br>807<br>6,455<br>7,262<br>1,519<br>38,472<br>38,472<br>42,083<br>3,576<br>3,576<br>470<br>4,764<br>4,764<br>1,032<br>-<br>3,662<br>1,562<br>1,562<br>3,682<br>85<br>85<br>-<br>114,500<br>114,500<br>114,500<br>1,472<br>5,316<br>6,788<br>15,202<br>24,820<br>24,820<br>13,700<br>45,598<br>45,598<br>20,083<br>88,208<br>235,161<br>323,369<br>386,561|
|---|---|



36 



## **OSMANI TRUST LIMITED** 

## **( A Company Limited by Guarantee) Notes to the financial statements for the year ended 31 March 2023** 

## **b) Governance Costs** 

|Employment costs<br>Reviews and evaluation<br>Recruitment & CRB<br>nsurance<br>Audit Fees<br>Consultancy and Professional fees<br>Meeting expenses/Refreshment<br>**Total Expenses**|44,944<br>44,944<br>20,903<br>3,861<br>3,861<br>2,138<br>2,138<br>652<br>8,236<br>8,236<br>1,117<br>3,900<br>3,900<br>3,600<br>37,500<br>37,500<br>50,000<br>652<br>652<br>131<br>92,995<br>8,236<br>101,231<br>76,403<br>181,203<br>243,397<br>424,600<br>462,965<br>**228,356**<br>**1,386,893**<br>**1,615,249**<br>**1,111,817**|
|---|---|



## **Total Expenses** 

|**PROJECT INCOME SUMMARY :**<br>Criminal Justice & Young Peoples' Services<br>Education and Employment Project<br>Shaathi Mentoring Project<br>OC Active<br>Osmani Centre and Central Income<br>Tower Hamlets Island Community|2023<br>2022<br>Unrestricted<br>Restricted<br>Total<br>Total<br>Income<br>Income<br>Income<br>Income<br>£<br>£<br>£<br>£<br>350,479<br>517,236<br>867,715<br>603,966<br>29,171<br>6,621<br>35,792<br>50,389<br>1,800<br>34,200<br>36,000<br>36,000<br>283<br>8,067<br>8,350<br>9,336<br>296,608<br>20,507<br>317,115<br>365,970<br>551,855<br>551,855<br>235,471<br>678,341<br>1,138,486<br>1,816,827<br>1,301,132|
|---|---|



## **12 PROJECT INCOME SUMMARY :** 

|**PROJECT EXPENSES SUMMARY:**<br>Criminal Justice & Young Peoples' Services<br>Education and Employment Project<br>Shaathi Mentoring Project<br>OC Active<br>Osmani Centre and Central Expenses<br>Tower Hamlets Island Community|2023<br>2022<br>Unrestricted<br>Restricted<br>Total<br>Total<br>Expenses<br>Expenses<br>Expenses<br>Expenses<br>£<br>£<br>£<br>£<br>20,682<br>595,000<br>615,682<br>354,830<br>1,890<br>128,295<br>130,185<br>91,133<br>1,549<br>68,326<br>69,875<br>75,484<br>2,046<br>67,952<br>69,998<br>25,573<br>189,506<br>189,506<br>377,717<br>12,683<br>527,320<br>540,003<br>195,206<br>228,356<br>1,386,893<br>1,615,249<br>1,111,816|
|---|---|



## **13 PROJECT EXPENSES SUMMARY:** 

|**14 **|**RESTRICTED FUND MOVEMENT :**|Opening||||Closing|
|---|---|---|---|---|---|---|
|||Balance|Incoming|Resources|Adjustment|Balance|
|||01.04.2022|Resources|Expended|Fund Transfer|31.03.2023|
|||£|£|£|£|£|
||Criminal Justice & Young Peoples' Services|74,823|518,317|595,000|1,860|0|
||Education and Employment Project||6,621|128,295|121,674|0|
||Shaathi Mentoring Project||34,200|68,326|34,126|0|
||OC Active||8,067|67,952|59,885|0|
||Osmani Centre and Central Income|31,684|20,507|-||52,190|
||Tower Hamlets Island Community|40,265|551,855|527,320||64,800|
|||146,772|1,139,567|1,386,893|217,545|116,990|



37 



## **OSMANI TRUST LIMITED** 

## **( A Company Limited by Guarantee)** 

## **Notes to the financial statements** 

## **for the year ended 31 March 2023** 

|**15 **|**TANGIBLE FIXED ASSETS:**|Computer &|Furniture||
|---|---|---|---|---|
|||Equipment|& Fixtures|Total|
|||£<br>|£|£|
||Cost B/Fwd.|229,911|356,377|586,288|
||Addition|18,645||18,645|
||Disposal||||
|||248,556|356,377|604,933|
||Depreciation:||||
||Charges B/Fwd.|186,594|275,662|462,257|
||Charge for the year|8,648|16,172|24,820|
|||195,242|291,834|487,077|
||Net Book Value||||
||As at 31 March 2023|53,314|64,543|117,856|
||As at 31 March 2022|43,317|80,715|124,031|
|**16**|**DEBTORS & PREPAYMENTS:**||2023|2022|
||||£|£|
||Grants and Other Debtors||68,643|20,336|
||||68,643|20,336|
|**17 **|**CREDITORS: AMOUNT FALLING DUE WITHIN ONE YEAR**||2023|2022|
||||£|£|
||Activity/Support cost Creditors||239,336|129,776|
||Hall hire deposits||26,050|20,230|
||Accruals and deferred income||143,546|250,221|
||PAYE and pension liabilities||14,405|9,193|
||||423,337|409,420|
|**18 **|**CREDITORS: AMOUNT FALLING DUE AFTER MORE THAN ONE YEAR**||2023|2022|
||||£|£|
||BDP Loan||39,000|39,000|
||||39,000|39,000|



The terms of this loan (with another charitable organisation) were revised, and Osmani Trust have commenced repayments on this loan, after the year-end. 

|**19 STAFF EMOLUMENTS:**<br>Total wages and salaries<br>Employer's NIC<br>Employer's Pension<br>Direct Charitable<br>Others<br>Avg No of employees: Admin<br>Avg No of employees: Direct<br>Employees paid in excess of £60,000 during the current year<br>and previous year|2023<br>2022<br>£<br>£<br>587,763<br>465,068<br>40,615<br>34,638<br>9,098<br>7,839<br>637,476<br>507,545<br>491,427<br>397,478<br>146,049<br>110,067<br>637,476<br>507,545<br>6<br>4<br>21<br>18<br>27<br>22<br>None<br>None|
|---|---|



No remuneration was paid to any trustees during the year ended 31.03.2023 and for the year ended 31.03.2022. Individuals considered to be key management personnel were renumerated a total of £82,779 in the year. (2022: £65,680). This includes employer national insurance and pension contributions. 

38 



## **OSMANI TRUST LIMITED** 

**( A Company Limited by Guarantee) Notes to the financial statements for the year ended 31 march 2023** 

|**20 MOVEMENT IN FUNDS:**<br>As at 1 April 2022<br>Current year<br>Fund Movement<br>As at 31 March 2023|Unrestricted<br>Designated<br>**Total**<br>**Restricted**<br>Fund<br>Funds<br>**Unrestricted**<br>**Fund**<br>**Total**<br>£<br>£<br>£<br>**£**<br>**£**<br>164,308<br>164,308<br>146,771<br>311,079<br>442,749<br>442,749<br>(241,170)<br>201,579<br>(360,653)<br>143,108<br>(217,545)<br>217,545<br>0<br>246,404<br>143,108<br>389,512<br>123,146<br>512,658|
|---|---|



The unrestricted reserves of the organisation have increased year on year currently being equivalent to 3 months of operational funds. It is the aim of the Trustees to ultimately have a reserve level that can support 6 months' operations. 

## **21 Auditor's Remuneration:** 

|**emuneration:**<br>Auditor's Remuneration (incl. VAT)<br>Fees Payable to the auditor for non-audit services (incl. VAT)|**2023**<br>**2022**<br>**£**<br>**£**<br>3,900<br>3,900<br>2,700<br>2,700|
|---|---|



## **22 Taxation:** 

The entity is a registered charity, does not undertake non-charitable activities and is entitled to tax exemptions from HMRC. 

## **23 Events after the Reporting Period:** 

There are no significant post balance sheet events to report. 

## **24 Related Party Transactions:** 

The charity had previously taken an interest-free loan from Bangladeshi Drugs Project, a company limted by guarantee, of which Mr. Shaynul Khan (Treasurer) is a trustee. The balance is disclosed within long-term creditors. No repayment was made during the year. 

## **25 Contingent Liabilities:** 

The Company had no contingent liabilities as at 31 March 2023, nor at 31 March 2022. 

## **26 Financial commitments:** 

As at 31 March 2023, the charity has annual commitments under non-cancellable operating leases as follows: 

|Under one year<br>Between 2-5 years<br>More than 5 years|2023<br>2022<br>£<br>£<br>114,500<br>114,500<br>**Land and buildings**|
|---|---|
||-<br>-<br>-<br>-|



## **27 Analysis of changes in net debt** 

The analysis below serves as a note to the cash flow statement: 

||At start||New/sold|New||Fair value||Foreign exchange|Other non-||At end|
|---|---|---|---|---|---|---|---|---|---|---|---|
||of year|Cash flows|subsidiaries|finance leases||movements||movements|cash changes||of year|
||**£**|**£**|**£**|**£**||**£**||**£**|**£**||**£**|
|Cash|615,133|148,111|-||-||-|-||-|763,244|
|Cash equivalents|-|-|-||-||-|-||-|-|
|Overdraft facility|-|-|-||-||-|-||-|-|
|**Total cash**|**615,133**|**148,111**|||||||||**763,244**|
|Loans < 1 year|(14,293)|14,293|-||-||-|-||-|-|
|Loans > 1 year|(39,000)|0|-||-||-|-||-|(39,000)|
|Finance leases|-|-|-||-||-|-||-|-|
|**Total borrowing**|**(53,293)**|**14,293**|||||||||**(39,000)**|
|||||||||||||
|**TOTAL**|**561,840**|**162,404**|||||||||**724,244**|



## **28 Grant-making** 

The entity spent £65,627 in grant-making during the year, as part of the THICN project. Some of the recipients of the grant-making activity included Leyton Orient Trust, Aberfeldy Youth Project, The Women’s Network, and DCO Youth Club. 

39