**CHARITY NUMBER: 1131941 COMPANY NUMBER: 06949568** **THE BRIDGE RENEWAL TRUST TRUSTEES REPORT AND ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2023** ## **THE BRIDGE RENEWAL TRUST** **TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** |**CONTENTS**|**Page**| |---|---| |Legal and administrative information|1-2| |Trustees’ report|3-34| |Auditor’s report|35-37| |Statements of financial activities|38| |Balance sheet|39| |Statement of cash flow|40| |Note to the accounts|41-52| **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** **LEGAL AND ADMINISTRATIVE INFORMATION For the year ended 31 March 2023** ## **TRUSTEES** Rachel Hughes Chair Michele Eastmond Vice Chair Paul Birtill Treasurer Yvonne Denny Lorne Horsford Natasha Afflick Joe Baker Lucia das Neves (Resigned 31st January 2023) Glyn Clark (Appointed 19th April 2022) Mary Mason (Appointed 18th April 2023) ## **CHIEF EXCEUTIVE** Geoffrey Ocen **CHARITY NUMBER** 1131941 **DATE OF REGISTRATION** 30 September 2009 **COMPANY NUMBER** 06949568 **DATE OF INCORPORATION** 1 July 2009 ## **REGISTERED OFFICE & PRINCIPAL OPERATIONAL ADDRESS** Laurels Healthy Living Centre 256 St Ann’s Road South Tottenham London N15 5AZ ## **AUDITORS** Price Bailey LLP 3rd Floor, 24 Old Bond Street, Mayfair, London W1S 4AP. 1 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ## **BANKERS** Unity Trust Bank PO Box 7193 Planetary Rod Willenhall WV19DG Barclays Bank PLC P. O. Box 299 Birmingham B1 3PF ## **EMPLOYMENT LAW & HUMAN RESOURCES ADVISORS** NatWest Mentor The Royal Bank of Scotland plc. 36 St Andrew Square Edinburgh EH2 2YB 2 ## **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** The Trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2023 The Trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 October 2019). ## **OUR AIMS AND OBJECTIVES** ## **Our aims** The objects of the charity are for the public benefit as set out below: - To promote and protect the physical and mental health of residents in and around the Seven Sisters area of South Tottenham, London (“the Area of Benefit”); and - The relief of unemployment for the benefit of residents in the Area of Benefit through a range of interventions including training and assistance to find employment whether as an employee or on a self-employed basis; and - To relieve and prevent poverty amongst people living within the Area of Benefit; and - To further or benefit the residents of the Area of Benefit and the surrounding neighbourhood, without distinction of sex, sexual orientation, race or of political, religious or other opinions by associating together the said residents and local authorities, voluntary and other organisations in a common effort to advance education and to provide facilities and services in the interest of social welfare for the objective of improving the conditions of life for the residents. Our main purpose is to deliver practical ways that people can live healthier and fulfilling lives – thus playing our part in working towards reducing health inequalities and building stronger communities. ## **Our Objectives** Objective 1: People are healthier and live independent active and fulfilling lives. Objective 2: People make healthier life choices. Objective 3: Increase access to vibrant and thriving community facilities with mix of health and wellbeing activities for all members of the community. - Objective 4: Work in partnership and support voluntary and community sector activities that improve the health and wellbeing of the community. We review our objectives and activities each year to ensure that they continue to reflect our aims and stated purposes. In carrying out the review, we have considered the Charity Commission’s general guidance on public benefit and how planned activities will contribute to the aims and objectives we have set. ## **Our Values** At the heart of what we do is the way that we work with people. Our starting point for identifying the priorities for what we should do are underpinned by how we want to work. 3 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** We will offer practical ways that people can live happier healthier fulfilling lives and our approach is guided by the following values: - Respect and dignity - Inclusion - Empowerment - Whole health - Developing community resilience - Socially responsible - Value for money ## **Our Approach** The strategies we have used to deliver practical ways to address health inequalities include: - Supporting people holistically to have the confidence, motivation, skills and knowledge to make their own healthy life choices – and to be able to pass this on in their families and in the community. - Ensuring people can access the right mix for them of the medical and healthy living support to get and stay well. - Working collaboratively and in partnerships to increase the availability of accessible services and support that will enhance the health and wellbeing of local people. We put these strategies into action by delivering services and projects in four specific and two cross cutting programme areas: ## **Specific** - Whole health services - Community empowerment including home from hospital, care navigation, safer communities and response to Covid-19 - Community facilities - Strategic Partners Service including Community Impact Haringey, Haringey Food Network and Volunteer Centre Haringey - Haringey Wellbeing Network - Haringey Giving ## **Cross cutting** - Strategic Partnerships - Communications and marketing Our programme areas are co-designed with service users to complement one another and offer a joined-up approach to working individually and collaboratively with the community and key partners to tackle drivers of health inequalities and building stronger communities. The Charity produced a fourth Business Plan in February 2023 which is intended to steer our strategic, financial, and operational planning activities over the next 5 years. The Covid pandemic 4 ## **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** and cost of living crisis have affected the way we work and live our lives. The plan not only builds on our achievements over the last 13 years but also takes learning from the pandemic and cost of living crisis to set out how we will work collaboratively to support communities to continue to recover and thrive during the next difficult years. ## **ACHIEVEMENTS AND PERFORMANCE** ## **How our activities deliver public benefit** During 2022-23, the charity carried out a wide range of activities in pursuance of its charitable aims. The activities which are considered by Trustees to provide public benefit to residents in and around the Seven Sisters area of South Tottenham are reported under the following headings below: - Community facilities. - Whole health services. - Community empowerment including home from hospital, care navigation, safer communities. - Strategic Partners Service including Community Impact Haringey, Haringey Food Network and Volunteer Centre Haringey. - Haringey Wellbeing Network. - Haringey Giving. 5 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ## **Facilities** Throughout 2022-23 we con�nued to priori�se the safe use of our spaces. We an�cipated a sharp uptake in the use of our facili�es as our clients returned to a sense of normality. Through a combina�on of the placement of Bridge related projects and ac�vely seeking certain ac�vi�es, we finished 2022-23 with par�cipa�on levels that were higher than the pre-COVID period. We have successfully managed to broaden the range of ac�vi�es and services on offer to a wider client group. Below is a list of regular ac�vi�es that take place within the Chestnuts Community Centre: |**Adults – General**|Bereavement support
Digital skills.
Cra�ing: sewing, pa�ern cu�ng,
crochet, book binding, slow s�tch
Adult Choir
Parent & Child talking therapies and
Zumba.|Women’s Fit/Women’s Box Fit
Food Hub
Yoga
Hula Hoop ftness
Capoeira ftness
Belly Dance ftness
Mar�al Arts – WingCheun| |---|---|---| |**Adult – Recovery**|Crea�ve wri�ng
Talking groups
Music & Dance Therapy
Men’s WalkingGroup.|Baking
Art Therapy
Cra�ing: po�ery| |**Over 50’s**|Chair based exercises.|Talking groups| |**Children – Under 5’s**|Parent & Baby sensory.|Ballet| |**Children – Primary**|Haringey choir
Ballet
Drama
Contemporary dance
Chess Club.|Beavers & Cubs
Cricket training
Football training
Tennis coaching| |**Children – 11 plus**|Haringey Choir
Crea�ve art for Au�s�c children.|Scouts
Home schooling networks| |**Culturally specifc**|Bulgarian Folk Dancing
Bengali Hindu Group.|Nigerian Elders Fundraising Group
Ghanaian Elders Fundraising Group
Bengali Muslim Group| The North London Probha� Sanga have used Chestnuts Community Centre for the past 7 years for a range of ac�vi�es including the week-long Dura Purga, Hindu Fes�val. 6 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** The increase in programmed ac�vi�es has made it more challenging to accommodate private hire such as par�es and recep�ons. These bookings have been moved more towards evenings and weekends, but we are sa�sfied that we are moving towards a more balanced programme. ## **Whole Health** Our Complementary Health Clinic, based at the Laurels Healthy Living Centre, con�nues to be popular. Regular clients are incorpora�ng the treatments on offer as part of the general self-management of their health. Despite increases in costs of materials we have decided to keep the cost of a treatment at £40.00. We may have to revisit this decision in 2023-24, but our aim is to con�nue to prove low-cost affordable treatments to the residents of South To�enham. We face the challenge of recrui�ng new therapists who understand and are willing to work within our business model; however, in 2023-24 we will be looking to add to our range of therapies on offer. ## **IT Infrastructure** We built on the work started in 2021-22 and con�nued to develop our IT infrastructure to support more flexible ways of working, plus facilitate the safe return to the office. The increase in staff members since 2020 does mean that not all members of staff can come into work at the same �me; however, managers can now explore hybrid working op�ons with their teams. ## **Community Empowerment Programme** Our community empowerment programme aims to support the local communities to have more control over their lives, including helping them continue to recover from the severe effects of the Covid and the Cost-of-Living crisis. Between April 2022 and March 2023, the community empowerment programme provided the local community the resources, abilities, knowhow, and experiences they required, enabling them to have more influence over their life. The charity provided the following services to enable residents increase control, over their lives: Health@theHut, Home from Hospital Service, Tottenham Talking, Haringey Wellbeing Network and Community Outreach & Engagement (Somali speaking). **Home from Hospital Service:** The project, which is funded by Haringey Council and North Central London ICB, aims to provide residents aged 18 and older with practical and emotional support so they can safely return home after being discharged from the hospital. In 2022-23, we supported **517** Haringey patients aged over 18 years old (annual target **500** ), exceeding our annual target by **3.7%** . We promoted the services through outreach and engagement that included handing out publicity materials in outpatient clinics, hospital wards including A&E, discharge teams at Middlesex and Whittington Hospitals, GP surgeries and pharmacies. 7 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** A summary of key activities in 2022-23 included: - Total number of patients supported = **517** (including existing patients and Information provided to patients about community activities and services) (2022:347) - Patients received face to face contact on day of discharge = **11** (2022: Nil) - Total number of patients escorted = **3** (2022 Nil) - Total number of home visits = **1,297 (** 2022:867) - Total number of hours support provided **= 5,674** (2022:3,912) - Total number of calls to families/patients = **3,520** (2022:2,721) - Total number of calls to professionals = **145 (** 2022:177) The breakdown of the Haringey patients who benefited from the service between 1 April 2022 and 31 March 2023 is shown in the charts below. **Chart 1: 281 (54%)** female and **236 (46%)** male patients received essential practical and wellbeing support in the last twelve months. **Chart 2** : **485 (94%)** were elderly people between the age of 60 to 100 and **32 (6%)** were aged between 18 to 60 years old. **Chart 3:** The project supported **55%** of patients who were White, **30%** Black/African/Caribbean/Black British, **4%** Asian, **2%** Greek, **2%** Armenian, **2%** Mauritian, and **5%** other ethnic background, according to the ethnicity breakdown. The breakdown by ethnicity was made Based on how service users described themselves. In 2023 -24, our project team will continue to carry out our publicity and promotion including hospital wards, pharmacies, doctors’ surgeries, care homes and libraries and the emerging Haringey Locality Working model to increase referrals. ## **Health@theHut Project:** The project, funded by the National Lottery Reaching Communities, aims to enhance the health and wellbeing of local residents by enhancing their diets, increasing their physical activity, growing their social networks, and learning how to take control of their own health. The project promoted healthy lifestyle changes in young people, helped parents and children develop healthy eating habits, and helped older people get physically fit and healthy so they could continue to live independently. 8 ## **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** In 2022-23, we successfully developed closer links and shared best practises through partnership working with the NHS, social service providers, Care Homes, Faith groups, Mind in Haringey, local schools and other organisations. The project has been extensively promoted through outreach activities, door-to-door leafleting, local schools, word-of-mouth, and visits to other voluntary and community organisations. Key achievements in 2022-23 included: - We successfully engaged **843** residents (12 months target: **350** ), exceeding our target by **140%.** The project assisted residents in strengthening their connections to other generations and community groups through attending cost-of-living crisis workshops, community events and enjoying homemade fresh food while spending time out in a family environment at our Saturday Cafe@theHut where the community comes together as one whole family. o We have successfully recruited and engaged **37** local residents as volunteers (12month target **20** ), exceeding our target by **85%** . They have been working closely with the project team helping with the delivery of the healthy cooking sessions, cafe@theHut and different physical activities. Volunteers have actively taken part in a variety of roles whilst building their confidence and learning new skills including, youth-focused physical activity sessions, healthy cooking classes and participating in Project Steering group meetings. - We have successfully recruited and engaging **221** parents and children (12 months target **100** ), exceeding our target by **121** %. Parents and children gained practical cooking skills and other essential skills such as teamworking, customer service, and communication. - The project engaged **143** young people (12 months target **70** ), exceeding target by 104%. Participants actively participated in the following physical activities: multisport games, football, boxing, volleyball, circuit training in the gym, archery, Zumba and belly dancing. A 15-year-old boy said: “the boxing sessions have helped me to manage my anger because I can punch the boxing pads as hard as I could and when I go home the feeling of punching something is gone.” - The project engaged **99** older people in physical activity sessions (12 months target: **30** ), exceeding target by 230%. A variety of physical activities were delivered such as: women's fit, men's fit 50, chair-based exercise, yoga and mindfulness, belly dance and calisthenics and body weight. 9 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** - We also delivered additional new activities to promote and improve health and well-being, including: - **Nutrition for Life sessions:** We have delivered 8 weeks Nutrition for life workshops. 12 participants have attended eight-week sessions. By the end of the 8 weeks, participants reported an increase in nutritional knowledge; an awareness of food labelling, better understanding of balanced diet as well as awareness of how to prevent certain diseases with a healthy lifestyle. - **Easter Party:** We successfully had the Easter party on Wednesday 5 April 2023 in which a total of 90 people including parents and children attending the activity. Every child had the opportunity to bake their own carrot cake, cook their own pasta and look for Easter eggs hiding around the Hut community centre. It was a great day full of happy people spending time together in a healthy and safe environment. - **Volunteer festive meal:** We celebrated the Volunteer Festive Meal on the 10 December 2022 at Chestnut Community Centre to thank volunteers for their hard work, passion and collaboration to us and to the community. More than 60 volunteers attended and received certificates of appreciation. In 2023-24, we plan to carry out the following activities: - Continue to promote the project by carrying out intensive marketing, outreach activities, door to door, attending meetings with GPs and visiting other voluntary and community organisations. - Engage participants and run a minimum of 5 physical activities and sessions per week for young people, older people and families. - Run weekly healthy cooking and eating workshops, community café and inter-generational gardening sessions and hold three community events. - Continue to engage Local residents volunteering to become Community Champions. **Tottenham Talking:** Tottenham Talking, funded by NHS Inequality Fund, has been running since November 2021. We offer a range of group and 1:1 which aim to enhance service users’ mental wellbeing. The current team consists of: a Project Co-ordinator, an Occupational therapist, 6 Mental Health Peer Support Workers, a Psychologist, an Art Therapist and a Psychotherapist. We also have 2 volunteers. The group activities we offer include a mix of therapy groups, Peer Led activities and groups that focus on Leisure, Self-care and Productivity. The programme is currently running 11 face-to-face groups and activities. 10 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** In 2022-23, we received a total of **279** referrals for our project of whom **177** are female, **109** are male and **1** non-binary. There were **106** self-referrals. We are running 3 groups in collaboration with other organisations and at alternative locations (Broad Water Farm Healthcare Centre and Clarendon Recovery College) - this is set to increase as we are planning on offering groups with sessional workers as we have done in the past. We have also worked with a Film Director and created a film in which participants shared their stories in a safe and supportive environment. ## **Client Testimonial** “I have found the classes put on by Tottenham Talking to be an invaluable service which has been able to help me through an especially testing time, and massively improved my emotional and mental wellbeing. Since leaving rehab for prescription medication dependency, I had been experiencing rebound anxiety, depression and low self-esteem and self-worth...These cooking sessions give me a reason to get out of my house and go to a place where I know I am safe, the staff is amazing. I love the idea to prepare different dishes from around the world.” In 2023-24, we will continue to work collaboratively with local organisations and experts by experience to deliver an accessible and effective programme, supporting a diverse population and in-particular, Black and Minority Ethnic (BAME) men in the borough. The programme will continue to complement NHS mental health service, supporting people to achieve their personal goals, manage their wellbeing and helping them with the motivation for change rather than taking medications - in particular achieving long term goals around employment, enhancing community connection and belonging, and improved mental health and wellbeing. **Haringey Wellbeing Network Service:** The project funded by Haringey Council (in partnership with Mind in Haringey) has had a successful year. We are pleased to report that we have achieved and exceeded our implementation/ delivery plan objectives across all Key Performance Indicators for the full year. Throughout this year, we have ensured that all planned capacity building and asset development activity remains fluid and flexible, with the offer of both online and face to face provision. Key achievements during the year included: - **Individuals** (staff and volunteers) engaged, trained and/or supported= 327 (target 125), 261% met. These were group leaders, managers, staff, volunteers and service users from Black, Asian, Minority Ethnic Group) BAME, Voluntary and Community Sector (VCS), statutory, faith and sport-based organisations. 11 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ## **Groups Capacity Building:** - **55** groups (target 30) organisations across the borough have been supported with fundraising, governance, policy in practice and other guidance. These organisations often work across multiple demographics and intervention. All work with BAME communities and in areas of multiple deprivation. A full list of Organisations is available on request. - **Working with statutory and health agencie** s: Out of the 55 groups, 13 of them were from statutory and health agencies. A key focus of our work is to facilitate joined referral pathways by linking up community groups with voluntary and statutory wellbeing service. - This involves partnership working with these agencies so that they have increased knowledge of community organisations and how they can develop joint referral pathways to improve access for marginalised community groups – including running joint projects. - Connecting with organisations and mapping capacity building needs, the project promoted good practice and raised awareness. - **Fundraising Support: £95,267** (Target £31,500) raised (302% met), for 16 projects benefiting grass roots and faith-based organisations and their communities. Funders include Enfield Voluntary Action, Lottery Reaching Communities, Enfield Voluntary Action, London Catalyst, Black and Minorities Women’s Fund and the CCG, among others. We had 16 successful funding outcomes for 4 organisations totalling £95,267. In 2023-24, we will continue to conduct further needs assessments with each group we work with and prepare action plans for support during the year. We will explore opportunities for funding, targeting black and minority ethnic groups, faith based and voluntary sector organisations. It is important that frontline groups understand and play their part in delivering preventative and early help. - **Mental health resources:** Increasing awareness about mental health and wellbeing, through joint working. We have produced and posted on the Bridge Website, Video Training Resources (as part of Great Mental Health Project), that can be used by grassroots community groups. We will progress new referrals and connect with existing organisations to map capacity building needs, making plans for 2023-24 delivery including bid writing. **Community Outreach & Engagement (Somali speaking):** The Somali project, funded by the Home Office and Haringey Council, aims to support Somali groups who can influence and shape the borough in which they live and work. The strategy aims to create a more transparent dialogue with the council and local Somali community to achieve meaningful outcomes in areas that impact their daily lives. We have worked with the local Somali community and have agreed on the outcomes below: - Somali community to have influence on issues that affect them in the borough. - Create activities that involve communities which are focused and purposeful. In the last year, we have successfully engaged with **4** Somali organisations and **52** individuals who a have passion for change in their communities. 12 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** **Somali Community VCS Mapping** : With the current high cost of living, we focused on Somali community mapping in Haringey to seek solutions to the problems arising, we also wanted to find out if there are any other problems in the community. During this mapping exercise we engaged with **34** residents, businesses, and community groups - adding six new active VCS groups into our community directory. Some of the key points picked up from our conversation: - Residents are worried about not being able to make ends meet as the price of food and energy have rocketed. - Some of the residents have seen cuts at work and are anxious about job security. - Business owners are frustrated about the lack of support from the local authority and government. Almost all fixed cost has increased in recent months with no external support. - Parents have resorted to buying food with reduced sticker labels often expiring within days of purchase. Some warned that local food banks are running out of supply as local donors are feeling the hit too. Others are sometimes left with the difficult choice of heating or eating especially for those using pay as go top up for energy. **Somali Community early years outreach/ Workshop** : Working alongside Haringey Early years team we put together workshop to educate Somali parents about the importance of early education for their children. We also invited several other partners including, Cabinet member Counsellor’s, Haringey connected communities, Haringey Works, and the NHS CCG to engage around early immunisation. The workshop was successful. **Supplementary schools’ network** : To celebrate the hard work and dedication of our supplementary school’s network members, we organised a workshop reflecting on some of the highlights of the past year. Looking back at some of the great work our members achieved through our dedicated support. We also used the opportunity to offer training around funding and bid writing. The session was also attended by some of our partners from Haringey Council. ## **Strategic Partner Service (Community Impact Haringey)** Our Head of Partnerships oversees this service, delivering capacity building support to Haringey’s Voluntary and Community Sector. We continue to either meet or exceed our targets in key areas. Our communications, networking and convening functions are particularly valued by both voluntary and statutory sector partners. Within the service sits a Capacity Building Manager and Communications Officer, together with the Volunteer Centre Haringey. ## **Expected Outcomes** The service is delivered to meet the following three key strategic outcomes set by Haringey Council’s commissioners: - A vibrant, inclusive, viable and self-sufficient voluntary and community sector in Haringey - A strong partnership between the Council and the sector, and between members within the sector, to deliver shared priorities. - The reputations of the Voluntary and Community Sector and Haringey Council are enhanced by sharing good partnership working practice. 13 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** The achievements of these outcomes are measured against five main key performance indicators with targets given by Haringey Council commissioners. This year we exceeded all the targets: - **Capacity Building** - we registered 350 organisations this year. - **Fundraising Service** – through our capacity building service, we provided one-to-one support to voluntary sector organisations to enable them to submit high-quality funding applications to grant making trusts and bodies, totalling £3,063,353. - **Collaborations** - we supported the establishment of 55 collaborative agreements and projects between voluntary organisations and statutory bodies. - **Our customer satisfaction** - conducted through a survey showed 97% satisfaction. - **Events -** We facilitated 11 events: 7 Voluntary and Community Sector Forums, 1 meet the funder event, the launch of the Haringey Trustee Network, the Volunteer recognition event, and the Haringey Community Expo 2022. In line with our hybrid approach, our events are being delivered either online or in person, based on a best outcome assessment. Overall, we had over 600 attendees and 23 guest speakers this year. ## **Capacity Building** We have once again helped to lever in over £4m of funds to the voluntary sector in the most recent reported year for the Strategic Partner Service (February 2022-January 2023). In the seven years that we have held the Strategic Partner Contract, we have now helped to bring over £20m of funds into the voluntary sector in Haringey. Over the course of this year, our Voluntary Sector Development Manager handled over 300 enquiries from community groups and charities in the borough, with a diverse range of support given – from starting an organisation to assisting with organisation strategy. We continue to work closely with funders, most prominently the National Lottery, with whom we regularly delivery funding workshops to help voluntary sector groups learn more about the fundamentals of bid writing and successful grant funding. ## **Volunteer Centre Haringey** In the last year, we have continued to promote volunteering opportunities across the borough through our dedicated resource pages on our website. Through our Volunteering Best Practice Service, we supported 24 Volunteer Involving Organisations (VIOs) with their volunteering needs through face-to-face and online meetings. 14 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ## **Website statistics for Volunteering 2022-23** Total Page Views for the year – 3,247. Average time on Volunteering page – 7m 53s minutes ## **Best Practice Support** - 55 new volunteering opportunities registered on website. - 23 best practice support meetings with Volunteer Involving organisations. ## **Volunteers’ Week - June 2022** This year, we issued 280 certificates to local volunteers, who were nominated by 20 local organisations for their outstanding contribution and for giving their time to help Haringey good causes. ## **Haringey Basic Safeguarding Awareness Training** We continued to provide open access to basic online safeguarding awareness training through our dedicated webpage. The training is promoted to the voluntary and community sector in Haringey through our weekly bulletin and at meetings we attend. - 183 people took part in our Online Basic Safeguarding Awareness Training. - Staff or volunteers from 24 organisations were represented during this period. ## **Voluntary and Community Sector Forums (VCSF)** The forums continue to be a valued opportunity for the Haringey Council, the local NHS Trusts and the North Central London Integrated Care Board (NCL ICB) to engage the voluntary sector in productive and meaningful discussions on a range of issues. Themes included: Mental Health, Digital Inclusion, Cost-ofLiving Crisis, and Safeguarding Adults. Forums also included updates and consultations on the initiatives: NHS NCL ICB Community Chest fund, North Middlesex Hospital Anchor Organisation Programme, and Haringey Council’s Household Support Fund. 15 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ## **Haringey Community Expo 2022** We have once again successfully delivered our Haringey Community Expo on 1 December 2022 at Tottenham Green Pools & Fitness. Over 350 people joined us throughout the day to celebrate our vibrant Voluntary and Community Sector. The event feedback was fantastic, from both stall holders and attendees, which included local community groups, Haringey councillors and members of staff, other statutory partners, and residents. Activities included: - **VCS Exhibition Stalls -** attendees visited the 70 stalls run by local community groups and enjoyed taster activities. - **Panel Discussion –** we heard from panellists working on the frontline to support residents through the cost-of-living crisis, including a representative from schools, Haringey Council, the voluntary sector, and Haringey Community Food Network. - **Community Impact Awards ceremony –** this was the highlight of the event in which the public voted for the winner of the “Outstanding Community Organisation” award. ## **Communications** Through our communication channels and events, we continued to engage residents, local community organisations and partners, disseminating timely information and promoting Bridge projects. **Community Impact Bulletin:** The weekly bulletin is a consolidated communication channel in Haringey and a valuable resource for local organisations to promote their services and events, as well as receive updates and information that contribute to their work with the community. For this 12-month reporting period, we have: sent out 50 editions of the weekly bulletin and 24 Impact News, which is a standalone item; received 399 requests to include information in the bulletin: 46.8% from VCS organisations, 38.8% from statutory partners, 5.5% from other partners and 8.7% from other Bridge programmes; our engagement rate remains around 50% which means our subscribers are highly engaged and often open and click on our emails. That is more than twice the average ‘open rate’ for the not-for-profit industry (around 25%). 16 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** **Promoting funding opportunities:** We have promoted 152 funding streams through our communications channels, including opportunities from the funders: National Lottery Community Fund, Gov.UK, Mayor of London, Lloyd’s Foundation, Clarion Futures, City Bridge Trust, Sport England, The London Community Foundation, BBC Children in Need, The Henry Smith Charity, Esmée Fairbairn Foundation, and many others. **Bridge Renewal Trust Website:** Continuing work to ensure the website reflects the work we do, including developing webpages for new projects and keeping the existing webpages up to date, as well as providing relevant information and resources. The top 5 most accessed pages on our website in this reporting period are: Featured Volunteering Opportunities, Jobs, Chestnuts Community Centre, Funding Opportunities and Tottenham Talking. **Communications Internal Support:** Ongoing digital support to Bridge staff to use Zoom, SharePoint, MS Teams, Outlook, Eventbrite, Canva and Mailchimp. Also provided communications support and guidance, including the creation of webpages, leaflets, banners, videos, newsletters, adverts, and social media content. **Cost of Living & State of the Sector Support:** We have been in constant contact with the sector to understand the impact of the cost-of-living crisis on the local VCS organisations, their staff, volunteers, and beneficiaries. We asked groups to complete a state of the sector survey to better understand the challenges and had table discussions in one of our forums to help gather feedback on what support would be useful and productive from three primary sectors: the VCS, Council and Private sector. Following this, we created a resource hub on our website with useful information for organisations and residents, and shared updates via bulletin. ## **NavNet Programme** This community of knowledge has continued to thrive over the past year, with the membership having grown to over 200. The programme provides those working in resident-facing support roles with near-instant community-based answers and support via a WhatsApp group chat, in addition to regular networking opportunities and more. We are delighted to have secured funding during this financial year to recruit a fulltime Project Manager to help drive forward the programme, increase engagement and deliver a more frequent programme of events to help members connect, network, and learn. Funding has been awarded until February 2024 when it will be reviewed. As part of our new delivery schedule, we will also be forming a leadership group formed of colleagues from the voluntary sector, council, and health sectors to help look at the longer-term strategy of NavNet. ## **Haringey Food Network** Our support to the Food Network this year has focussed on development of Haringey Community Food Network (HCFN) as part of continued strategic development of the Network. In addition, we have achieved the following: 17 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** - Supported HCFN Management Committee (MC) to create structures for operating a constituted membership community group and develop an action plan to work towards shared goals. We have supported the delivery of this plan, which included capacity building support. - We secured funding from the Greater London Authority (GLA) and their Food Roots Stretch Grant enabled us to deliver a three month Healthy Start project with support from Haringey Council’s Public Health tram to increase the uptake of the scheme among guests at four food banks. Additionally, the project worked to raise awareness of the scheme more generally and assist with the switch to a new digital system. We gathered feedback from this to identify potential barriers facing residents locally, feeding this data back to the NHS Healthy Start team and with Sustains Healthy Start network. - The funding additionally included a ‘Partnership Incubator’ support element that covered workshops and advice sessions with experienced organisations such as Food Matters and Sustain, bringing valuable expertise to the HCFN Management Committee and the wider network. This enables them to develop their aspirations for the network and a road map to achieve them. - We have worked to support HCFN in securing funding from The National Lottery’s Awards for All programme, for a Volunteer Picnic to celebrate volunteers as part of Mayor of London’s Community Weekend in June 2023. - We supported the development and launch of a dedicated website for the Haringey Community Food Network, complete with a Food Support Map of groups wishing to share their information publicly for residents to access support. The map acts as a contact point for residents to locate food services in the borough. - From an organisational perspective, the map includes access to Time to Spare’s platform which food banks can use for monitoring impact, registering guests, managing volunteers and monitoring stock levels. We have encouraged use of this platform by food banks as part of a longer-term aspiration of being able to monitor spikes in demand for food aid throughout the year and across the borough. - Over the course of this year, we have planned and delivered Food Network open meetings every six weeks with three in-person. We have facilitated bi-weekly HCFN Management Committee meetings, established, and maintained a food network mailing list to facilitate peer-to-peer support, knowledge, and information sharing, and maintained the Food Network Open WhatsApp group for more responsive communications. In 2023-24, we will continue to deliver the Strategic Partner Service a currently set up. It is expected that a newly configured service will be retendered during the year by Haringey Council. ## **Care Navigation and Social Prescribing** In 2022-23, we recruited 9 social prescribers and/or care navigators by working in partnerships with Primary Care Network, Haringey GP Federation and Whittington Health. Support services delivered related to diabetes, frailty, weight management and heart health. In 2023-24, we will continue the partnership working and develop a Care Navigation framework to support service delivery. 18 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ## **Haringey Giving** Haringey Giving is a partnership administered by the Bridge Renewal Trust that brings together local residents, community organisations, local businesses and funders across Haringey. We are making a difference to the lives of residents and supporting our community organisations. We raise funds to invest in our borough, encourage others to volunteer their time and enable people in Haringey to take action on the things that matter to them. A new and relatively small but ambitious giving scheme, we are punching above our weight and are focused on our next stage of development. We are a proactive member of the London's Giving network, leading on the Cornerstone project - the first strategic partnership in the region. **Our vision** is for an equal and inclusive Haringey where all people live fulfilled lives. **Our Mission** is to increase opportunity and wellbeing in Haringey by enabling residents to work with others and take action on the issues that matter to them. **Our priorities** include: - **Children and young people** with reference to community safety, knife and gun crime. - **Mental health** including people experiencing social isolation. - **Skills and enterprise** with reference to people living in Haringey who are refugees or from migrant communities. **Our activities:** - **Fundraising -** Leveraging funds and in-kind resources to support people and communities in Haringey. - **Distribution of funds sand resources -** Agile and accessible funding through our core grant programmes; distribution of resources via our community partners. - **Corporate volunteering -** Skilled corporate and employee volunteering to build community capacity, in co-ordination with Volunteer Centre Haringey. In addition, Haringey Giving has a convening role around our priorities, bringing together communities and stakeholders across sectors to tackle underlying issues and make more effective use of resources, locally. Since 2019 Haringey Giving has been a lifeline to the borough, raising and distributing over £600,000 in grant funding to 129 local grass roots community projects supporting thousands of our most vulnerable people and communities. We have leveraged in-kind resources of an estimated value of £300,000 which have been donated directly to local community organisations in Haringey by our corporate partners. 19 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** The Haringey Giving Board is grateful to our corporate donors and funders who contributed towards core operating costs, grant making, tailored projects and other in kind support available during the year including City Bridge Trust, The Cornerstone Fund, Haringey Council, Linklaters LLP, Raspberry Pi, The Bloomfield Trust, LHC Community Benefit Fund, Related Argent LLP, The London Communications Agency, The Two Magpies Fund, Woodley Coles LLP, Techrelate, IT Guys, The Orp Foundation and the Robert and Evelyn Lyons Charitable Trust. We would also like to thank the many local residents and businesses who have helped spread awareness of Haringey Giving, raised funds, volunteered and donated to support our appeals and activities. ## **Distribution of funds and resources** Haringey Giving has two core grant programmes which are designed to enable people to overcome challenges in their lives and to come together to take action on the things that matter to them. We are an agile and accessible 'stepping-stone' funder. We aim to enable people and communities to make change happen and improve their lives, even if they have never thought they could do this before. - **Changing Lives Fund** . These are micro-grants between £10 to £500 which can be accessed quickly and easily by local people experiencing disadvantage to help them get vital and timely support to achieve their aspirations and ambitions. Funds are distributed to partner organisations who are supporting people through transition and change. Here is an example of how the programme supports people to overcome challenges in their lives: 20 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** _“I was very happy to have had the opportunity to be a part of the program as I received plumbing tools through the Changing Lives fund. I was able to use my tools to practice through volunteering and working with professional plumbers to learn and develop my knowledge and skills and develop ways that will safely and effectively help me to become a more skilled and experienced plumber. I am very happy to share that I have now secured a maintenance job and have been working for the last 6 months in a very famous department store in central London.”_ - **Together We Can Fund** . These are grants up to £10,000 to support projects that: - are developed and delivered by local people. - focus on issues which are important for local people and groups. - help address underlying causes of these matters, and - help share and develop local knowledge, skills, ideas and capacity. We are delighted to have made ten awards totalling £45,000, during the November 2022 round of our Together We Can grants programme. The ten awards made in this round demonstrate strength and diversity of community action in Haringey: all have been developed by local people working together to address pressing issues and generously share local knowledge, skills, ideas and capacity. - **Alevi Cultural Centre and Cemevi £4,920.** ‘Alevi Bridges’ project will deliver 24 themed workshops and events over a period of six months to support young people, older people, women and the wider community to learn, build confidence and participate in engaging activities. The themes, co-produced by the community, address different issues such as social isolation, health conditions and mental health. - **Community Cook Up £3,376.** ‘Community Lunch’ will during the next five months bring together local people at Eirc Allin Community Centre, Northumberland Park Estate to share freshly made hot lunch each Thursday. Providing a focal point for the week for many people who attend, nutritious food, friendly company and signposting to other activities and support, strengths local offer of mutual aid and provide volunteering opportunities for local people. - **Generation Exchange £4,431.** ‘Generation Meet, Share, Exchange’ is food and cost of living focused mental health support project based in the Pavilion Café in Bruce Castle Park. A series of Batch Cooking Sessions alternated by mental health support sessions will be happening regularly over the next ten months. The activities aim to reduce social isolation, provide a supportive environment for learning new skills and create a calm and inclusive environment for local people in need of respite from increasing daily challenges and distress. - **Sewn Together £5,000.** Sewn Together are a voluntary community group made up of women from diverse grassroots organisation, who use craft, culture, creativity, green & sustainable topics to design, deliver and promote events and activities, share skills and build community networks. ‘Create Your Lifestyle’ project includes regular visits to green spaces, light exercises, courses and other activities helping to reduce loneliness and social isolation, access pathways to greater selfcare, skills transfer and helping towards volunteering, further education, employment or start up enterprise. - **Haringey Play Association £5,000.** ‘Saturday Food bank & Play sessions’ will offer a 26weeks long free-of-charge, safe and stimulating play space for children of all ages, alongside food donations for their families. Children will be able to enjoy play activities, learn new skills and improve their physical, social, emotional mental, health and well-being. 21 ## **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** Families from the Northumberland Park area will be additionally supported through Saturday’s opening of the food bank, to respond to increased demand. - **Homegrown in Tottenham £3,376.** ‘Christmas Hampers’ will support about 50 households with a choice of vouchers to help with the most pressing household items and energy bills. Supported by local volunteers who will deliver outreach and logistics, these tokens will help the Homegrown’s network of families and local people during a winter festive season and demonstrate care and mutual support from the local community for the local community. - **Paths Through Change £4,981.** ‘C.O.A.C Youth Club’ will support children aged 7-10 years old who are currently or have recently experiencing divorce or relationship breakdown in their families. The project will help children during unsettling time, connect them with peers from similar area who share similar experiences and create a regular, reliable physical space to attend, such supporting their mental health and wellbeing. The project has been piloted in Haringey during 2022. - **Polish and Eastern European Christian Family Centre £5,000.** ‘PEEC Support Club’ will be a new support club where people could come on a regular weekly basis to access mental health support and help to address social isolation. The club will offer a friendly and welcoming space, and a series of coproduced activities and resources to support those in need of mental health support, socialisation and practical advice and signposting. - **Sister System £5,000.** ‘Cost-of-Living Empowerment Programme’ is a six- months long resilience building and community safeguarding programme for girls and young women aged 1324 years who are in and/or are leaving care. Based on Sister System’s tried and tested coproduction model, the project creates opportunities for participating girls and young women to develop meaningful relationships of mutual support and care, support their mental health and wellbeing and develop skills. - **Wild About Our Woods £3,915.** ‘Nature Nurturing Northumberland Park’ will deliver a weekly Friday after school programme of ‘Forest Fridays’ for children aged 5-15 years from the Northumberland Park area and series of 'Adventure Days' in Tottenham Marshes for their families. Children and families will engage in learning, play and social activities and enjoy green open spaces, aiding their health and wellbeing, reducing social isolation and improving their practical outdoor skills. ## **Corporate employee volunteering** During the year, we were grateful to Linklaters and Business in the Community for their support in scoping an initial pilot for skilled corporate employee volunteering in Haringey. In 2023-24, we will develop the concept and leverage support for initiative, in co-ordination with Volunteer Centre Haringey and our corporate partners. ## **Growing our impact** Haringey Giving is scaling up our reach and activities, building capacity and focusing on our priorities in 2023-24. We have refreshed our governance and policy framework to support good 22 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** practice and enable effective growth and development. We are securing investment including 3- year Strategic Development funding from City Bridge Trust and 3-year Cornerstone Funding to support equitable participatory grant making. - **Donor Development.** A new full-time Development Manager and P/T Communications Officer to support donor engagement and significantly increase funding and resources leveraged. - **Equitable grant making.** A new Head of Grants role to deliver accessible and equitable grant making. Leading a 3-year 'Givings Together' partnership funded by a range of partners to test out participatory approaches. - **Corporate employee volunteering.** We are continuing to engage with corporates around our pilot project to build capacity of volunteering organisations through skilled employee volunteering. ## **Further Programme Delivery** ## **Recruitment of Head of Programme Delivery** In October 2022, Bridge recruited a Head of Programme Delivery. This is a new role focusing on the development and delivery of high-quality services; the embedding of co-production values and principles across our work; and leading on impact measurement. This role has overseen the delivery of the following services: ## **Home Cooked** The Bridge Renewal Trust are leading on a consor�um with Mind in Haringey, Father2Father, The Godwin Lawson Founda�on and the North London Partnership Consor�um (NLPC). We were awarded £750,000 funding (April 2021- March 2023) by the Greater London Authority to develop a local impac�ul and inclusive partnership to tackle serious youth violence in the To�enham Hale ward area. It is part of the My Ends Programme run by the Violence Reduc�on Unit. In 2022/23 the project worked with 614 young people through ac�vi�es, workshops, and mentoring. We trained 156 professionals working with young children in Youth Mental Health First Aid and Trauma Informed prac�ce. We supported 122 parents and carers through workshops on healthy family rela�onships and paren�ng skills. Over 700 local residents a�ended our events, quarterly forums and presenta�ons. In June 2023, the My Ends Programme won the pres�gious MJ Achievement Award for Delivering Be�er Outcomes. We are now star�ng an extension year to run the project from April 2023 un�l June 2024. The ac�vi�es to be delivered remain unchanged. We an�cipate that there will be a retender of the service before June 2024. 23 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ## **NHS Chari�es Together** NHS Chari�es Together is a project that works with people from the most deprived wards in the To�enham area. It has three areas of work: mental health support for young people; long Covid support; and digital inclusion. It is delivered in partnership with nine grassroots organisa�ons. The project has exceeded targets for the first two of those themes: providing 444 young people with mental health support, and 366 people with long Covid support. It is on target with the delivery of digital inclusion sessions to 330 people. **Barnet, Enfield and Haringey Mental Health NHS Trust: Haringey Community Engagement** The Bridge Renewal Trust and BEH Mental Health NHS Trust have formed this partnership to carry out research into how residents from different Haringey communi�es’ access and experience community mental health services. It will iden�fy any real and/or perceived access restric�ons due to ethnicity, age, gender, etc. It builds on community feedback sessions in 2021 to con�nue to support the ‘Transforma�on of Community Mental Health Services in Haringey’. This is a new project that started on 1 March 2023 and will run ini�ally for 9 months. ## **Safer Neighbourhood Board** Funded through the Mayor’s Office for Police and Crime (MOPAC), the Safer Neighbourhood Board meets every quarter. It includes representa�ves from the local Police, Councillors, local authority and VCS organisa�ons. It also distributes up to £19,000 each year to six grassroots organisa�ons through a grant programme. Each year, the Safer Neighbourhood Board in Haringey sponsor their **Annual Youth Summit** . This year it was held in To�enham Hotspurs Stadium with over 350 young people a�ending. ## **NHS Inequali�es Fund** The North Central London Integrated Care Board (formerly CCG) funded projects to support grassroots community organisa�ons to deliver services to address health inequali�es in East Haringey. The following projects are part of that funding group: **ABC Parents:** ABC Parents is a project run in partnership with the North Mid University Hospital. Through free parent educa�on ac�vi�es, it aims to educate and improve parents’ confidence to deal with childhood injuries and illnesses, reduce anxiety-related and avoidable A&E visits, and increase social support structures, reduce isola�on and give resources that empower parents. Between July 21 and March 23, over 800 instances of training were provided to parents. Online peer support and workshops were facilitated by mul�disciplinary professionals. 11 Breas�eeding Helpers and 34 Community Champions, recruited from previous par�cipants, offer peer support in-person and through WhatsApp to address isola�on, language/cultural barriers and offer prac�cal help. 24 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** **Empowering Local People (Co-Produc�on) Theme:** The Bridge is working in partnership with Public Voice and grassroots organisa�ons to develop, share and embed co-produc�on prac�ces and values into their services. It is a cross-cu�ng theme to support co-design and co-delivery of collabora�ve solu�ons in the other themes in the Healthy Neighbourhoods programme. The project began in October 2022 and has worked with seven grassroots organisa�ons represen�ng a range of local communi�es. It has created a Co-Produc�on Toolkit based on the work of those organisa�ons. This is to be launched in July 2023. It has engaged over 150 people through workshops, events and one to one interview. **Wellbeing Theme:** This programme provides community-based interven�ons and ini�a�ves to improve the mental well-being of Haringey residents. It started in February 2022, and has secured funding for the next financial year un�l 31 March 2024. Over the year, the project has worked with a total 534 people. This against a planned target of 400. There were 221 sessions run with a total of 2,362 a�endees. Ac�vi�es include sports and physical ac�vi�es; peer support groups; arts and cra�s. **Cancer Community Development:** In partnership with the NHS, this project works closely with grassroots organisa�ons to increase awareness of the importance of early cancer screening. It targets ten communi�es in Haringey and Enfield with an historic poor take up of cancer screening. The project is working with eight grassroots organisa�ons and has recruited ten champions represen�ng the communi�es including eastern European residents, Spanish, Turkish, Black and Caribbean, and Italian communi�es. The project has engaged and informed more than 2000 women of cervical and breast screening op�ons. All groups have reported an increase in screening awareness. A survey to be�er understand the barriers to taking up screening services has been completed by over 300 women. The data from the survey was used to design ongoing tailored interven�ons. **Childhood Obesity and the Henry Programme:** This is a partnership between Haringey GP Federa�on and the Bridge. It iden�fies and offers brief interven�ons to overweight children and their families. It is aimed at parents of children aged 5 to 12. The team assesses the child with their parents and offers an appropriate referral to an interven�on service. The Bridge employs a social prescriber and two facilitators to deliver the Henry Programme, a course specifically aimed at suppor�ng parents to reduce obesity. In 2023-24, the Henry Programme aspect of the project will be discon�nued due to the low referral numbers from primary care. 25 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ## **Community Ac�on Research** Commissioned by North Central London Integrated Care Board, this project undertakes community ac�on research around priority areas to support open conversa�ons with local communi�es to iden�fy and explore key inequali�es around reach, access, outcomes and experiences. The Bridge Renewal Trust is working with a group of 6 grassroots organisa�ons to support the research ambi�on around the defined priority areas: older people; Long-term condi�ons; Young people; Complex needs: Employment in health & social care. 131 residents have taken part in focus groups and one-to-one interviews, exceeding the original target of 120. The final report was published in May 2023. The findings are being put into ac�on by Bridge and statutory partners including feeding into the emerging Haringey Health and Wellbeing Strategy. ## **North Central London Integrated Care Board partnership and Engagement Board** The ICB Engagement Board meets once a quarter. It is an opportunity for stakeholders from the local community, NHs and voluntary sector to share ideas, knowledge and good prac�ce. Bridge was commissioned by the ICB to host the mee�ngs for the year. This has now been taken in-house by the ICB in 2023-24. ## **Youth Voice** Bridge was successful in its bid to run a Youth Voice project in Haringey in partnership with NLPC Ltd and Godwin Lawson Founda�on. Funded by City Bridge Trust through Propel, the project aims to address the racial inequity faced by Haringey’s Black and Minority Ethnic young people by strengthening their voices, empowering system change and supporting sustainability within the youth sector. The project is due to start by the autumn of 2023. Over three years this £1.1 million project will engage 1800 young people, create 360 peer leaders in the community and support 135 grassroots organisations working with young people. It starts in July 2023. ## **Children with Special Education Needs and Disabilities (SEND) Parent Carers Forum** SEND Power is now firmly established as the recognised body for Local Authority engagement with parents and carers of children and young people with Special Educational Needs and Disabilities (SEND) in Haringey. We have three key purposes: 1. Provide the parents’ and carers’ voice at Local Authority meetings to help shape local services for children and young people with SEND. 2. Run regular meetings and information sharing and engagement events on topics relevant to our members. 3. Provide opportunities for parent - to - parent support. 26 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** **Representation:** SEND Power’s Steering Group of 10 local Haringey parents provides regular representation at over 20 regular meetings with the Local Authority and Health teams. This includes strategic planning meetings as well as task and finish groups. ## **Events** **Monthly Walk and Talk** - We have continued with our popular Walk and Talks, which take place on the first Monday of every month – rain, sleet, snow or heatwave. In order to reach different Haringey communities, we move around the borough, visiting different Haringey Parks. **Voices Day -** We have run numerous events throughout the year, on wide ranging topics including Sleep, Speech and Language Therapy, SEND Funding and the Safety Valve, and ADHD. The highlight of all these was undoubtedly the Voices Day, which we co-produced with Haringey Council, and which was held in March 2023. Parents, young people and professionals came together to focus on co-production, and how we can develop our work together as equal partners. Most importantly, we had lots of fun! **SEND First Annual General Meeting, November 2022 -** Our first AGM was held in November 2022. The Chair, Vice Chair and Steering Group members were elected, and our constitution was amended and ratified. We also used the meeting to reflect on how far we had come since we started up in November 2021. **Communications:** We now produce a monthly newsletter, which contains a wealth of useful information for families. We have also set up our social media, with a SEND Power Twitter account https://twitter.com/SEND_Power (Twitter handle: @SEND_Power) and a Facebook page https://www.facebook.com/sendpowerinharingey/ We have also just launched our new website Home - SEND Power in Haringey | Haringey’s Parent Carer Forum **Membership:** In June 2022, we had 86 members and 4 associate members. A year on, we have more than doubled our membership, with 206 full members and 18 associate members. We have members from all parts of Haringey, and our membership is diverse, with members from a number of different communities, and with different disabilities represented. We continue to work hard on increasing the membership with visits to schools, settings, and community groups, as well as through our events, leafleting, social media and publicity. 27 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ## **Partnerships and Friends of the Bridge** Partnership is central to our work and key partners during 2022-23 included: London Borough of Haringey, North Central London Integrated Care Board, Barnet, Enfield and Haringey Mental Health NHS Trust, GPs at the Laurels, Whittington Health, North Middlesex Hospital University NHS Trust, Haringey GP Federation, Primary Care Networks, Homes for Haringey, Mind in Haringey, Public Voice/Healthwatch Haringey, Jacksons Lane, Hope in Haringey, Citizen Advice Haringey, North London Partnership Consortium, Godwin Lawson Foundation, Father2Father, You Vs You, Every Parent and Child, Selby Trust, Sewn Together/Gold & Silver Enterprises, Turkish Cypriot Community Association (TCCA), RISE Projects, HOPEC, ARK Resettlement Services, Dalmar Heritage and Family Development, Home-Start Haringey, Hackney and Waltham Forest, Local Resident Associations and Local Primary and Secondary Schools. The charity also continued to support New Deal for Communities legacy groups - such as Triangle Family Hub Management Advisory Board - with the aim of ensuring that local people can actively participate in local service development and delivery. ## **Financial review** Principal Funding Sources: The main income sources during the year included: - a) Earned income from rent the Laurels Healthy Living Centre **£291,447** (2022: £314,247 as restated) Chestnuts Centre venue rental income **£37,093** (2022: £45,533) and Community Hut rental income **£14,221** (2022: £4,393). - b) Earned income from sales Whole Health Services **£70,476** (2022: £64,634) Other **£24,225** (2022: £56,331) - c) Service contracts from commissioners North Central London ICB **£72,797** (2022: £91,384) and Barnet, Enfield and Haringey Mental Health Trust **- £177,239** (2022: £145,078) - d) Federated4Health **£327,307** (2022: £197,192) Haringey Council **£677,500** (2022: £1,001,742) and MIND IN HARINGEY- **58,650** (2022: £58,650) - e) Grants from Charitable Funders and Trusts National Lottery Community Fund **£99,608** (2022: £49,804) Haringey Giving COVID 19 and General Appeal **£35,911** (2022: £67,132) City Bridge Trust **£156,478** (2022: £105,000) Linklaters **£30,000** (2022: £1,000) and LOCALITY- **£10,000** (2022 £10,000) - **f)** Mayor’s Office for Policing and Crime **£24,665** (2022: £24,905) and Greater London Authority **£385,759** (2022: £400,404) - g) Other major sources: North Middlesex University Hospital **£163,667,** Royal Free Charity **£34,788,** North Central London Cancer Alliance **£102,769** and Arts Council England **£5,000.** Turnover for the year was **£2,899,904** (2022: (£2,788,711 as restated) and expenditure of **£2,732,094** (2022 £2,413,275 as restated) resulting into a trading surplus of **£167,810** (2022: £375,436 including realised capital investment loss of **(£7,357)** (2022 **:** (£3,284) loss). The Statement of Financial Activities (SOFA) on page 38 of this report detailed the trading results for the financial year. 28 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** Investment Policy: Trustees have agreed an updated investment policy with the following main objectives: - a) To produce the best financial return within an acceptable level of risk. - b) To generate a return in excess of inflation over the long term whilst generating an income to support the on-going activities of the charity. - c) To preserve the capital value with a minimum level of risk in the short-term. Assets should be readily available to meet unanticipated cash flow requirements. d) To ensure the financial investments take into account the charity’s values and ethos. There is proven link between health inequalities and the consumption of alcohol, tobacco and poor diet. The Finance and Investment Committee, chaired by the Treasurer, which meets as required, is tasked with meeting one of the Trust’s investment objectives for investing an appropriate amount of the reserves to generate an income to support the on-going activities of the charity. In September 2014, Trustees agreed an investment of **£50,000** of the Bridge Renewal Trust Deposit funds into an Investment Funds. The value of the fund stood at **£62,565 at 31/03/2022.** The Finance and Investment Committee reviewed the performance of Aegon Ethical Cautious Managed Fund and concluded it was unsatisfactory and recommended to the Trustee Board that the agreement be terminated and to move the funds to COIF CCLA Investment Account. The Trustees decided in their meeting of 19/07/2022 to terminate Aegon’s agreement and realise the investment. The market value on the disposal was **£55,208** received 24/03/2023 resulting to realised capital loss of **(£7,357)** as reported in the _(Sofa)_ Statement of Financial Activities. The Trustee Board’s approved CCLA Investment Deposit Account amount of **£85,000** was made on **06/07/2023** . There were no Investments held as at 31/03/2023. The long lease value of **£2,965,600** on the balance sheet which includes the programme related investments of **£2,340,000** form part of the total funds balance of **£4,028,593** and represents property which cannot be readily realised. **Reserves policy and going concern:** The Board of Trustees agreed in principle to set annual budgets in line with the projected annual income from grants, service contracts and earned income. Reserves are needed to bridge the gap between spending and receiving of income and to cover unplanned emergency expenditure and to build resources for future investments. This year, the charity’s funds have increased from £3,868,140 in 2022 to **£4,028,593** of which **£898,010** was unrestricted and **£103,570** restricted, an increase of **£160,453** the details of which are given in note 18 to the accounts. 29 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** Purpose of reserve **Target £1,350m** - **Contingency Reserves:** - **£450k** to provide for short term solvency and stability in case of an extreme event. - Ensure the Charity can function while action is taken. - **Working Capital Reserves:** - **£250k** to manage the working capital requirements and ensure it can meet its operational costs. - **External Financial Risks:** - **£500k** to provide level of mitigation against the financial risk of the loss of main tenant. - **-** Contingency for void at the Laurels through loss of income from main tenant. tendering and void at the Laurels. - **Strategic Reserves:** - **£150k** to finance redevelopment of the Chestnuts Centre. ## **Risk Management** A risk management strategy is in place comprising: - Annual review of the principal risks faced by the charity and subsidiary company. - Establishment and implementation of policies, systems and procedures to mitigate identified risks. The following matters have been considered as part of the risk review by Trustees during the year: - Board responsibilities and risks areas: Board development and training days have been held covering key areas such as risk management and financial management; and Register of Conflict of Interest for Trustees is kept up to date. - Reputational risks – ensure that key contractual services such as the Strategic Partner service/Community Impact Haringey are successfully delivered. - Operational and staffing issues - Operational Risk Register used to identify and manage these risks. Trustees receive quarterly strategic risk reports that provide assurances that the risk management strategy is being effectively implemented. Trustees have also identified key risks and threats to the charity which include the need to diversify income sources to avoid overdependence on a few main sources of income. We are managing these through regular risk assessment and post-pandemic community centre sustainability review. The viability of the Chestnuts Community Centre remains a concern in the short to medium term. As we move out of the pandemic, there are indications that activities and rental income are rising again. In 2023-24, we will commence work to co-produce a vision and long-term plan to deliver a modern 30 ## **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** and environmentally friendly community facility. This will include community engagement and development of a funding package to deliver the vision. Through our Financial Procedures, we are ensuring that internal financial and operational controls are monitored and improved. The Board of Trustees have previously reviewed and clarified the role of the Finance and Investment Committee. The Finance and Investment Committee has been focusing on reviewing financial policies and improving procedures to improve financial and operational processes. ## **PLANS FOR THE FUTURE** Our fourth Business Plan (2023-28) will steer our strategic, financial, and operational planning activities over the next year and beyond. We will take learning from the pandemic and cost of living crisis and continue to work collaboratively to support communities to continue to recover and thrive during the next difficult years. Key future plans include: - Undertaking key stakeholder engagement to co-produce a vision and redevelopment framework including funding package for Chestnuts community Centre – possibly as an art and digital hub. - Continue promoting healthier, stronger and safer communities through self-help initiatives and early help and preventive health and wellbeing services alongside residents. - Continue to provide leadership across the borough to ensure greater understanding of the disparities and promote equitable access to services – particularly in relation to groups disproportionately affected by the impact of COVID-19 such as Black, Asian and Minority Ethnic groups and other deprived communities. ## **STRUCTURE, GOVERNANCE AND MANAGEMENT** ## **Governing Document** The Bridge Renewal Trust is constituted as a limited company (No. 06949568) and registered charity (No. 1131941). It is governed by a memorandum and articles of association and stated charitable objects. ## **Directors and Trustees** The Bridge Renewal Trust is led by a Board of Directors who are also its Trustees for the purpose of charity law. Trustees bring together a diverse set of skills and experience to set the strategic direction for the organisation. ## **Appointment of Trustees** As set out in the Articles of Association, officers of the Board (Chair, Vice Chair and Treasurer) are nominated and appointed by Trustees at the Annual General Meeting. We currently have 9 Board members. Each year we carry out skills audit to identify training and development needs. Currently we are running an open recruitment process to fill some skills gap 31 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** that were identified during this process. This involves advertisement, shortlisting and interviewing by a designated small team of Trustees. The final decision to appoint a new Trustee is made by the Board of Trustees. The Board can consider and co-opt a Trustee based on specialist skills needed. ## **Trustee induction and training** New Trustees undergo induction covering areas such as legal obligations under charity and company law, the Charity Commission guidance on public benefit, the Bridge Renewal Trust Memorandum and Articles of Association and the decision - making process by the Board. New Trustees also get to meet other Trustees and key employees. There is also peer support from fellow Trustees and opportunities to attend external training. ## **Organisation** The Board of Trustees meets quarterly, and the Finance and Investment Sub-Committee also meets as required. The Chief Executive is appointed by the Trustees to serve as the Company Secretary and to manage the day-to-day activities of the Charity. ## **Related party and co-operation with other organisations** None of our Trustees receive remuneration or other benefit from their work with the charity. Any connection between a Trustee or a senior manager of the charity must be disclosed to the full Board of Trustees. In 2022-23, no such related party transactions were reported. ## **The Trading Company-Bridge Renewal Services Ltd** The Bridge Renewal Services is a trading arm of the Bridge Renewal Trust. It was set up to facilitate the development of a healthy living pharmacy as well as to allow for the easy development of other social businesses. The company directors include the founding Trustees. In 2022-23 the company did not trade (dormant) following a decision in 2012-13 to suspend the plans to open a pharmacy. The future of the company will be reviewed in 2023-24 alongside the proposed development of a Healthy Living Pharmacy at the Laurels. ## **Staffing** The Chief Executive who is accountable to the Board of Trustees is responsible for the day-to-day operation of the charity. He is supported by a senior management team comprised of Head of Partnership, Head of Programme Delivery, Director of Haringey Giving, Community Services & Facilities Manager, Community Empowerment Manager, and Finance and Monitoring Manager who are responsible for co-ordinating the delivery of services and facilities management. In 2022-23, the workforce was comprised of 55 members of staff. A framework is in place to allow essential support service contracts such HR and Employment Law, Health and Safety advice, Payroll and IT. In 2023-24, we will continue to review our leadership and operational capacities and take appropriate actions as necessary. 32 **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ## **Pay policy for Senior Staff** The pay of senior staff is reviewed annually and normally increased in accordance with satisfactory employee performance appraisal and organisational financial health. In February 2023, Trustees approved a 2.25% cost of living pay rise for the entire work force with effect from 1 April 2023 to help mitigate the rising costs of living. This increase was informed by best practices within the sector – both locally and nationally. Overall remuneration is benchmarked against pay levels in similar sized organisations and adjusted for any additional responsibilities. ## **Fundraising Policy** The charity understands its duty to protect the public, including vulnerable people from unreasonably intrusive or persistent fundraising approaches and undue pressure to donate. The charity employs a Director of Haringey Giving who leads on all fundraising matters including dealings with external online fundraising platforms. The charity does not currently use external fundraising agencies for either telephone or face-to-face campaigns. We raise funds in compliance with the Code of Fundraising Practice of the Fundraising Regulator in England, Wales and Northern Ireland. We received no fundraising complaints during the year (2022-23: Nil). ## **STATEMENT OF TRUSTEES’ RESPONSIBILITIES** The charity trustees (who are also Directors of the Bridge Renewal Trust for the purposes of company law) are responsible for preparing the Trustees’ Report and the accounts in accordance. with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year and not approve the financial statements unless they are satisfied that the financial statements give a true and fair view of the state of the affairs of the charity as at the balance sheet date and of its incoming resources and application of resources, including income and expenditures, for the year then ended. In preparing those financial statements which give a true and fair view, the Trustees should follow best practice and: - Select suitable accounting policies and then apply them consistently. - Observe the methods and principles in the Charities SORP (FRS102-2019). - Make judgments and estimates that are reasonable and prudent. - State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements. - Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The Trustees are responsible for keeping accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and which enable them to 33 ## **THE BRIDGE RENEWAL TRUST TRUSTEES ANNUAL REPORT For the year ended 31 March 2023** ensure that the financial statements comply with the Companies Act 2006. The Trustees 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. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. ## **Statement as to disclosure to our auditors** In so far as the Trustees are aware at the time of approving our Trustees’ annual report: - There is no relevant information, being information needed by the auditors in connection with preparing their report, of which the organisation’s finance staff is unaware, and - The Trustees, having made enquiries of fellow Directors and the organisation’s finance staff that they ought to have individually taken, have each taken all steps that he/she is obliged to take as a director in order to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. ## **AUDITORS** The auditors, Price Bailey LLP, are deemed to be reappointed under section 487(2) of the Companies Act 2006. ## **Small Companies Exemption** This report has been prepared taking advantage of the small companies’ exemption of section 415A of the Companies Act 2006. ## **APPROVAL** The Trustees for the purposes of charity law who served during the year and up to the date of this report are set out on page 1. Approved by the Trustees and signed on its behalf by: ## **Rachel Hughes (Chair)** Rachel Hughes (Oct 18, 2023, 7:45am) **Date: 21 September 2023** 34 **Independent Auditor’s Report to the Members of The Bridge Renewal Trust** ## **Opinion** We have audited the financial statements of The Bridge Renewal Trust (the ‘charitable company’) for the year ended 31 March 2023 which comprise of the Statement of Financial Activities, the Charitable Company Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 _The Financial Reporting Standard applicable in the UK and Republic of Ireland_ (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: - give a true and fair view of the state of the charitable company’s affairs as at 31 March 2023, and of the charity’s 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. ## **Conclusions relating to going concern.** In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. ## **Other information** The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. 35 ## **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 (incorporating the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and - the directors’ report included within the trustees’ report has been prepared in accordance with applicable legal requirements. ## **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 trustees’ 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: - adequate and proper accounting records have not been kept by the charitable company, or returns adequate for our audit have not been received from branches not visited by us; or - the charitable company’s financial statements are not in agreement with the accounting records and returns; or - certain disclosures of trustees’ remuneration specified by law are not made; or - we have not received all the information and explanations we require for our audit. - the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the trustees’ report and from the requirements to prepare a strategic report. ## **Responsibilities of trustees** As explained more fully in the trustees’ responsibilities statement, 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** We have been appointed as auditor under the Companies Act 2006 and report in accordance with regulations made under those Acts. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: 36 We gained an understanding of the legal and regulatory framework applicable to the Charitable Company and the sector in which it operates and considered the risk of the Charitable Company not complying with the applicable laws and regulations including fraud in particular those that could have a material impact on the financial statements. This included those regulations directly related to the financial statements, including financial reporting, and tax legislation. In relation to the operations of the Charitable Company this included compliance with the Charities Act 2011 and Companies Act 2006. The risks were discussed with the audit team and we remained alert to any indications of non-compliance throughout the audit. We carried out specific procedures to address the risks identified. These included the following: Reviewing minutes of Board meetings, reviewing any correspondence with the Charity Commission, agreeing the financial statement disclosures to underlying supporting documentation, and made enquiries of management and officers of the Charitable Company. We have also reviewed the procedures in place for the reporting of any incidents to the Trustee Board including serious incident reporting of these matters as necessary with the Charity Commission. We also reviewed the latest risk register and legal fees in the period. Management override: To address the risk of management override of controls, we carried out testing of journal entries and other adjustments for appropriateness. We also assessed management bias in relation to the accounting policies adopted and in determining significant accounting estimates. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. ## **Use of our report** This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members and its 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 a body and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed. ## **Michael Cooper-Davis FCCA ACA (Senior Statutory Auditor)** For and on behalf of ## **Price Bailey LLP** Chartered Accountants and Statutory Auditors 3rd Floor 24 Old Bond Street, Mayfair, London WS1 4AP 18 October 2023 37 **The Bridge Renewal Trust** **Statement of Financial Activities** ## **(Incorporating the Income and Expenditure Account)** ## **for year ended 31 March 2023** |**Notes**
**Income**
**2**
**3**
**Expenditure**
Fundraising
**4,16**
**Total expenditure**
Before gains/(losses) on investments
Net gains / ( losses) on investments
**11**
**Total**
**RECONCILIATION OF FUNDS**
Prior year adjustment
**22**
Adjusted opening balance
**16,18,**
**20**
**Total funds brought forward as previously stated**
**Total funds carried forward 31st March 2023**
**NET MOVEMENT IN FUNDS**
Income from investments
Other trading income
Promote and protect mental and physical health
**NET INCOME**
Promote and protect mental and physical health
Laurels rent
**_Income from charitable activities:_**|**2023**
**Restricted**
**Fund**
**£**
-
**746,851**
**-**
**-**
**746,851**
-
**808,171**
**808,171**
**(61,320)**
**(61,320)**
**-**
**(61,320)**|**2023**
**Unrestricted**
**Fund**
**£**
**291,447**
**1,828,755**
**1,775**
**31,076**
**2,153,053**
**106,900**
**1,817,028**
**1,923,929**
**229,124**
**229,124**
**(7,357)**
**221,768**|**2023**
**Total**
**Funds**
**£**
**291,447**
**2,575,606**
**1,775**
**31,076**
**2,899,904**
**106,900**
**2,625,199**
**2,732,100**
**167,804**
**167,804**
**(7,357)**
**160,448**
**160,448**
**3,868,140**
**-**
**3,868,140**
**4,028,593**|_2022_
_Restricted_
_Fund_
_£_
**-**
_762,647_
_-_
_-_
_762,647_
_-_
_718,438_
_718,438_
_44,209_
_44,209_
_-_
_44,209_
_44,209_
**120,681**
**-**
_120,681_
_164,890_|_2022_
_Unrestricted_
_Fund_
_as restated_
_£_
_314,247_
_1,689,654_
_1,044_
_21,120_
_2,026,065_
_105,230_
_1,589,607_
_1,694,837_
_331,228_
_331,228_
_(3,284)_
_327,944_
_327,944_
**3,375,306**
**-**
_3,375,306_
_3,703,250_|_2022_
_Total_
_Funds_
_as restated_
_£_
_314,247_
_2,452,301_
_1,044_
_21,120_| |---|---|---|---|---|---|---| |||||||_2,788,712_| |||||||_105,230_
_2,308,045_| |||||||_2,413,275_| |||||||_375,437_| |||||||_375,437_
_(3,284)_| |||||||_372,153_| ||**(61,320)**
**164,890**
**-**
**164,890**
**103,570**|**221,773**
**3,703,250**
**-**
**3,703,250**
**3,925,023**||||_372,153_| |||||||| |||||||**3,495,987**| |||||||**-**| |||||||_3,495,987_| |||||||_3,868,140_| All activities of the charitable company are continuing. The Statement of Financial Activities includes all gains and losses recognised in the year. The notes on pages 41 to 52 form an integral part of these financial statements. 38 ## **The Bridge Renewal Trust (limited by guarantee) Number: 06949568** ## **Balance sheet** ## **as at 31 March 2023** |**Fixed assets:**
**Notes**
Tangible fixed assets
**10**
Investments
**11**
Programme related investments
**12**
**Current assets**
Debtors
**14**
Cash at bank and in hand
**Creditors**
Amounts falling due within one year
**15**
**NET CURRENT ASSETS**
**TOTAL NET ASSETS**
**FUNDS:**
**Restricted**
**16,20**
**Designated**
**18,20**
**Unrestricted**
**18,20**
**TOTAL FUNDS**
**20**|**£**
**217,634**
**1,165,289**
**1,382,923**
**(381,343)**||**2023**
_2022_| |---|---|---|---| ||||**£**
_£_
**687,013**
_699,748_
**-**
_62,565_
**2,340,000**
_2,340,000_
**3,027,013**
_3,102,313_
_147,405_
_1,055,757_
_1,203,162_
_(437,335)_
**1,001,580**
_765,827_
**4,028,593**
_3,868,140_
**103,570**
_164,890_
**3,027,013**
_3,039,748_
**898,010**
_663,502_
**4,028,593**
_3,868,140_| ||||| ||||| ||||| These financial statements have been prepared in accordance with the special provisions applicable to companies subject to the small companies regime. The financial statements were approved and authorised for issue by the trustees on 21 September 2023 and signed on their behalf by: ~~-----------------------------------------------~~ Rachel Hughes (Oct 18, 2023, 7:45am) --Rachel Hughes Chair 39 **The Bridge Renewal Trust** ## **Statement of Cash Flows** ## **year ended 31 March 2023** |**Notes**
**Cash flows from operating activities**
**Cash generated from operations**
1
**Net Cash provided by (used in) operating activities**
**Cash flows from investing activities:**
**Programme related investments**
**Investment income**
**Purchase of tangible fixed assets**
**Net cash provided by (used in) investing activities**
**Change in cash and cash equivalents in the reporting**
**period**
**Cash and cash equivalents at the beginning of the**
**reporting period**
2
**Cash and cash equivalents at the end of the reporting**
**period**
2
**1 RECONCILIATION OF NET MOVEMENT FUNDS**
**TO NETCASH FLOW FROM OPERATING ACTIVITIES**
**Net income from operating activitities (as per the statement**
**of financial activities)**
**Adjustments for:**
**Add back: Investment losses/deduct investment gains**
**Deduct: Investment income shown in investing activities**
**Depreciation charge**
**(Increase) / Decrease in debtors**
**Increase / (Decrease) in creditors**
**Net cash provided by (used in) operating activities**
**2 ANALYSIS OF CASH AND CASH EQUIVALENTS**
**Cash at bank and in hand and short term deposits**
**Analysis of changes in net debt**
Cash and Cash equivalents 01 04 2022
Cash flows
Other non cash changes
Cash and Cash equivalents 31 03 2023|**2023**
**Total Funds**
**£**
**79,366**
**79,366**
**-**
**1,775**
**(26,818)**
**(25,043)**
**109,532**
**1,055,757**
**1,165,289**
**2023**
**Total Funds**
**£**
**160,453**
**7,357**
**(1,775)**
**39,552**
**(70,229)**
**(55,992)**
**79,366**
**2023**
**£**
**1,165,289**
**1,165,289**
**1,055,757**
**109,532**
-
**1,165,289**|_2022_
_Total Funds_
_564,874_
**_£_**| |---|---|---| |||_564,874_| |||_(974)_
_1,044_
_(27,967)_| |||_(27,898)_| |||_536,977_
_518,780_| |||_1,055,757_| |||_2022_
_Total Funds_
_372,153_
_3,284_
_(1,044)_
_43,177_
_128,732_
_18,572_
_£_| |||_564,874_| |||_2022_
_£_
_1,055,757_| |||_1,055,757_| |||_518,780_
_536,977_
-| |||_1,055,757_| 40 **The Bridge RenewalTrust Notes to the Financial Statements year ended 31 March 2023** ## **1. Accounting policies** The charity is a company limited by guarantee and has no share capital. Each member is liable to contribute a sum not exceeding £1 in the event of the charity being wound up. The company is incorporated in England and Wales with registered office at 256 St Ann's Road, London N15 5AZ. The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows: ## **a) Basis of preparation** The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and the Republic of Ireland (FRS 102) (effective 1st October Reporting 2019 - Charities SORP (FRS102)), the Financial Reporting Standard applicable in the UK and the Republic of Ireland (FRS102), the Charities Act 2011 and Companies Act 2006.The financial statements have been prepared under the historic cost convention. The functional currency is £ sterling. The financial statements comply with the requirements of FRS102. The Bridge Renewal Trust meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historic cost or transaction value unless otherwise stated in the relevant accounting policy note(s). ## **b) Preparation of accounts on a going concern basis** The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern. ## **c) Income** Income is recognised when the charity has entitlement to the funds, and any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably. Income from government and other grants, whether 'capital' or 'revenue' grants is recognised when the charity has entitlement to the funds, any performance conditions attached to the grant have been met, it is probable the income will be received and the amount can be measured reliably and is not deferred. For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered when the amount can be measured reliably and the charity has been notified of the executor's intention to make a distribution. Where legacies been notified to the charity or the charity is aware of the granting of probate, and the criteria for income recognition are have not been met, then the legacy is treated as a contingent asset and disclosed if material. Income received in advance of service is deferred until the criterial for income recognition are met. ## **d) Critical accounting judgements and estimates** In preparing these financial statements, management has made judgements, estimates and assumptions that affect the application of the charity's accounting policies and reported assets, liabilities, income and expenditure and the disclosures made in the financial statements. Estimates and judgements are continually evaluated are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. ## **e) Donated services and facilities** Donated professional services and facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with Charities (SORP 102) the general volunteer time is not recognised and to refer to the trustees' annual report for more information about their contribution. On receipt, donated professional services and facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt. 41 **The Bridge Renewal Trust Notes to the Financial Statements year ended 31 March 2023 (continued)** ## **f) Interest receivable** Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank. ## **g) Fund accounting** Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charitywhich the trustees have decided at their discretion to set aside for specific purpose. Restricted funds are donations which the donor has specified are be solely used for particular areas of charity's work or for specific purpose. Funds are also raised for specific restricted purposes. ## **h) Expenditure** Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings: - Costs of raising funds comprise the costs associated with attracting voluntary income and costs of trading for fundraising purposes. - Expenditure on charitable activities includes the costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. ## **i) Allocation of support costs** Support costs have been allocated between expenditure categories of the SOFA on a basis designed to reflect the use of the resource. Costs relating to particular activity are allocated directly; others are apportioned on an appropriate basis.The basis on which support costs are allocated are set out in note 4. ## **j) Operating leases** The charity classifies the lease of printing (photocopiers) IT servers, telephone handsets, etc equipment as operating leases; the title to the equipment remains with the lessor and the equipment should be replaced every 5 years or, remain on a rolling basis. Rental charges are charged on a straightline basis over the term of the lease. ## **k) Tangible fixed assets** Individual fixed assets or bulk purchase of the same class of assets costing£1,000 or more are capitalised at cost and depreciated over their estimated useful economic lives as follows: Fixtures and fittings 25% straightline Computer equipment 25% straightline Laurels long leasehold 2% straightline Improvement to building On the remaining leasehold duration ## **l) Investments** Investments are held at market value as at the Balance Sheet date The Charity holds 100% of the share capital in the presently dormant subsidiary company The Bridge Renewal Services Limited at cost. ## **m) Debtors** Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid net of any discounts due. ## **n) Cash at bank and in hand** Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of the acquisition or opening the deposit or similar account. ## **o) Creditors and provisions** Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any discounts due. 42 **The Bridge Renewal Trust Notes to the Financial Statements year ended 31 March 2023 (continued)** ## **p) Financial instruments** The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value, which is at cost, with the exception of: - Investments measured at their fair value as at the balance sheet date; - Fixed assets are measured at cost less depreciation; The Invesments note11 details the historic cost of investments and the unrealised gains/(losses) to arrive at their fair value.The note also detailed the disposal of the investment during the year. ## **q) Pensions** The charity operates a defined contribution pension scheme.The assets of the scheme are held separately from those of the charity in an independently administered fund.The pension cost charge represents contributions payable under the scheme by the charity to the fund. 43 **The Bridge Renewal Trust year ended 31 March 2023 Notes to the financial statements (continued)** |||||**Total**|||_Total_| |---|---|---|---|---|---|---|---| |||**Restricted**|**Unrestricted**|**2023**|_Restricted_|_Unrestricted_|_2022_| |||||||_as restated_|_as restated_| |||**£**|**£**|**£**|_£_|_£_|_£_| |**2 **|**RENTAL INCOME**||||||| ||Laurels Healthy Living Centre Lease Rental|-|**291,447**|**291,447**|_-_|_314,247_|_314,247_| |**3 **|**INCOME FROM CHARITABLE ACTIVITIES**||||||| |||**Restricted**|**Unrestricted**|**Total**|_Restricted_|_Unrestricted_|_Total_| |||**£**|**£**|**£**|_£_|_£_|_£_| ||Community Hut|**-**|**14,221**|**14,221**|_-_|_4,393_|_4,393_| ||Whole Health Therapies|**-**|**70,476**|**70,476**|_-_|_64,634_|_64,634_| ||North London Partnership Consortium|**-**|**6,250**|**6,250**|_-_|_8,100_|_8,100_| ||The City Bridge Trust - Haringey Giving|**101,600**|**4,878**|**106,478**|_70,000_|_10,000_|_80,000_| ||The City Bridge Trust - Cornerstone Project|**40,446**|**9,554**|**50,000**|_25,000_|_-_|_25,000_| ||LOCALITY - Haringey Giving|**10,000**|**-**|**10,000**|_10,000_|_-_|_10,000_| ||Mayor's Office for Policing and Crime|**19,055**|**5,600**|**24,655**|_19,055_|_5,850_|_24,905_| ||GLA - Food Roots Incubator Grant||**13,200**|**13,200**|_-_|_22,963_|_22,963_| ||- MYENDS Project/Home Cooked Food||**372,559**|**372,559**|_-_|_377,441_|_377,441_| ||North Central London Cancer Alliance||**102,769**|**102,769**|_-_|_36,384_|_36,384_| ||ABC Parent Craft Project|**163,667**|**-**|**163,667**|_56,569_|_-_|_56,569_| ||Linklaters - Haringey Giving|**20,000**|**10,000**|**30,000**|_1,000_|_-_|_1,000_| ||TH DM NORTH ISLAND LTD - Haringey Giving|**1,303**|**-**|**1,303**|_-_|_-_|_-_| ||Charity Aid Foundation - Haringey Giving|**600**|**-**|**600**||_-_|_-_| ||Hollis Global Ltd - Haringey Giving|**500**|**-**|**500**||_-_|_-_| ||Robert & Evelyn Lyons Char Trust|**1,000**|**-**|**1,000**||_-_|_-_| ||General Donations- Haringey Giving|**31,603**|**-**|**31,603**|_46,482_|_-_|_46,482_| ||The Childhood Trust|**-**|**-**|**-**|_5,000_|_-_|_5,000_| ||THE ORP FOUNDATION|**-**|**-**|**-**|_10,000_|_-_|_10,000_| ||Muswell Hill Methodist Church Society|**-**|**-**|**-**|_450_|_-_|_450_| ||Charitable Giving|**905**|**-**|**905**|_1,176_|_-_|_1,176_| ||The Social Bite Fund|**-**|**-**|**-**|_2,764_|_-_|_2,764_| ||Aldeburgh Contemporary Arts|**-**|**-**|**-**|_1,260_|_-_|_1,260_| ||Volunteer Centre Camden PLUS|**-**|**2,212**|**2,212**|||| ||LondonPlus VCS Emergency Planning Grant|**-**|**4,253**|**4,253**|||| ||Inclusion Barnet-VCS borough representation lead|**-**|**8,150**|**8,150**|||| ||Royal Free Charity|**34,788**|**-**|**34,788**|_-_|_17,394_|_17,394_| ||The Whittington Health Hospital Carer Service|**-**|**-**|**-**|_-_|_6,360_|_6,360_| ||LB Haringey-Safer Neighbourhood Board|**-**|**17,000**|**17,000**|_-_|_17,000_|_17,000_| ||LB Haringey-Home From Hospital|**-**|**150,000**|**150,000**|_-_|_150,000_|_150,000_| ||LB Haringey-Community Impact Haringey|**-**|**117,000**|**117,000**|_-_|_117,000_|_117,000_| ||LB Haringey - Volunteer Centre Haringey|**-**|**49,800**|**49,800**|_-_|_49,800_|_49,800_| ||LB Haringey - NAVNET Project|**-**|**40,000**|**40,000**|_-_|_-_|_-_| ||LB Haringey - Familly Hubs & Start For Life Project|**-**|**27,000**|**27,000**|_-_|_-_|_-_| ||LB Haringey - Inspire Project 2022|**-**|**28,800**|**28,800**|_-_|_-_|_-_| ||LB Haringey - DIGITAL INTERNSHIP GRANT|**-**|**-**|**-**|_67,950_|_-_|_67,950_| ||LB Haringey - FACTS Link Worker Grant|**-**|**-**|**-**|_61,206_|_-_|_61,206_| ||LB Haringey - Safeguarding Training Grant||**-**|**-**|_-_|_7,500_|_7,500_| ||LB Haringey- Communities and Link Worker|**-**|**27,943**|**27,943**|_110,611_|_-_|_110,611_| ||LB Haringey - Waste Engagement Project|**-**|**24,028**|**24,028**|_-_|_-_|_-_| ||LB Haringey - EUSS|**-**|**-**|**-**|_-_|_6,975_|_6,975_| ||LB Haringey - Haringey Giving|**-**|**10,000**|**10,000**|_-_|_10,000_|_10,000_| ||LB Haringey - COVID Marshals Support|**-**|**-**|**-**|_-_|_30,162_|_30,162_| ||LB Haringey - Food Network Co-ordinator|**50,747**|**-**|**50,747**|_100,670_|_-_|_100,670_| ||LB Haringey - Parent/Carer Champion Network|**-**|**31,250**|**31,250**|_-_|_-_|_-_| ||LB Haringey - Head of Partnership Grant|**-**|**-**|**-**|_-_|_8,000_|_8,000_| ||LB Haringey - Community Protect|**30,000**|**-**|**30,000**|_-_|_75,000_|_75,000_| ||LB Haringey - Vaccination Uptake Campaign|**-**|**-**|**-**|_-_|_2,500_|_2,500_| ||LB Haringey- Somali Outreach Worker|**-**|**20,000**|**20,000**|_-_|_17,065_|_17,065_| ||LB Haringey - Great Mental Health Project|**-**|**-**|**-**|_-_|_90,000_|_90,000_| ||LB Haringey - Special Educational Needs & Disabilities|**77,379**|**-**|**77,379**|_-_|_62,803_|_62,803_| ||Public Health - Cervical Screening Project|**-**|**-**|**-**|_-_|_7,500_|_7,500_| ||Thrive Haringey - Arts Council|**5,000**|**-**|**5,000**|_55,000_|_-_|_55,000_| ||Claremont - NCL Cancer Awareness Campaign|-|**-**|**-**|_-_|_2,500_|_2,500_| ||West Central Primary Care Network|**-**|**-**|**-**|_-_|_31,167_|_31,167_| ||North Central Primary Care Network|**-**|**30,797**|**30,797**|_-_|_-_|_-_| ||MIND IN HARINGEY - Mental Wellbeing|**58,650**|**-**|**58,650**|_58,650_|_-_|_58,650_| ||North Central London ICB|**-**|**42,000**|**42,000**|_-_|_55,000_|_55,000_| ||BEH Haringey Community Engagement Project|**-**|**4,152**|**4,152**|_-_|_-_|_-_| ||THE BIG LOTTERY COMMUNITY FUND|**99,608**|**-**|**99,608**|_49,804_|_-_|_49,804_| ||FEDERATED4HEALTH-Care Navigation|**-**|**327,307**|**327,307**|_-_|_197,192_|_197,192_| ||BEH NHS Trust - Winter Pressures|**-**|**173,087**|**173,087**|_-_|_139,745_|_139,745_| ||BEH NHS Trust - Mental Health Co-ordinator|**-**|**-**|**-**|_-_|_5,333_|_5,333_| ||Public Voice- Haringey Partnership Approach||**19,025**|**19,025**|_-_|_-_|_-_| ||Equal Start Project|**-**|**-**|**-**|_10,000_|_-_|_10,000_| ||Bridge To Work - Haringey Council|**-**|**17,053**|**17,053**|_-_|_-_|_-_| ||DW&P - Kickstart Grant|**-**|**7,937**|**7,937**|_-_|_3,522_|_3,522_| ||Community Hub - Hotdesking|**-**|**1,560**|**1,560**|_-_|_520_|_520_| ||Bridge Therapy Suite - First Floor|**-**|**1,800**|**1,800**|_-_|_885_|_885_| ||MIND IN HARINGEY - Wellbeing Theme Project|**-**|**-**|**-**|_-_|_1,960_|_1,960_| ||Haringey Council - Wellbeing Theme Project|**-**|**-**|**-**|_-_|_4,839_|_4,839_| ||Chestnuts Community Centre|**-**|**37,093**|**37,093**|_-_|_45,533_|_45,533_| ||**Total**|**746,851**|**1,828,755**|**2,575,606**|_762,647_|_1,689,654_|_2,452,301_| The Department for Work and Pensions grant was in respect of Kickstart worker programme 44 ||**4 Total expenditure**|**Fundraising**
**Care**
**Whole**
**Comm**
**Home**
**Health@**
**Chestnuts**
**MYENDS**
**Cancer**
**Comm**
**ABC**
**Support**
**Volunteer**
**Winter**
**Comm**
**Govern**
**Food Co-**
**Haringey**
**2023**
_2022_|**navigator**
**health**
**Empowerment**
**From**
**The HUT**
**centre**
**Alliance**
**Impact**
**Parent**
**costs**
**Centre**
**Pressure**
**Protect**
**costs**
**ordinato**
**Giving**
**Total**
_Total as restated_|**s**
**services**
**Hospital**
**Haringey**
**Haringey**
**s**
**2**
**r**|**Network**|**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
_£_|Staff costs - (see note 8)
**105,075**
**285,748**
**25,955**
**163,333**
**125,297**
**38,589**
**35,039**
**58,342**
**45,349**
**72,203**
**55,097**
**236,548**
**-**
**109,741**
**-**
**36,474**
**39,936**
**103,251**
**1,430,900**
1,020,089|Other staff costs
-
**4,165**
**-**
**1,787**
**5,978**
**-**
**130**
**758**
**77**
**530**
**2,827**
**2,612**
**-**
**2,226**
**-**
**-**
**-**
**418**
**21,508**
19,957|Premises costs
-
**1,688**
**6,752**
**11,143**
**5,064**
**1,688**
**-**
**-**
**3,376**
**-**
-
**8,440**
**-**
**5,064**
**1,688**
**1,013**
**-**
**6,752**
**52,668**
141,877|`
Direct costs
-
**9,532**
**58,980**
**232,865**
**5,370**
**59,829**
**88,488**
**254,593**
**48,588**
**11,992**
**50,417**
**-**
**53,396**
**10,704**
**30,000**
**-**
**127**
**68,821**
**983,702**
1,009,412|Supplies and services
**1,825**
**16,426**
**10,951**
**29,615**
**14,601**
**5,475**
**7,300**
**10,951**
**3,650**
**7,300**
**7,300**
**12,776**
**9,126**
**14,601**
**3,650**
**12,776**
**7,300**
**14,601**
**190,224**
160,133|Depreciation
-
-
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
-
**39,552**
**-**
**-**
**-**
**-**
**-**
**-**
**39,552**
43,177|Other costs - governance-audit
-
-
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
-
**-**
**-**
**-**
**-**
**13,540**
**-**
**-**
**13,540**
12,000|Grants & distributions payable
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
81,323|**106,900**
**317,559**
**102,638**
**438,743**
**156,310**
**105,581**
**130,957**
**324,644**
**101,040**
**92,025**
**115,641**
**299,928**
**62,522**
**142,336**
**35,338**
**63,803**
**47,363**
**193,843**
**2,732,094**
_2,413,275_|Support costs
**-**
**39,980**
**14,022**
**61,165**
**20,429**
**13,492**
**16,364**
**40,567**
**13,223**
**11,499**
**14,450**
**(299,928)**
**-**
**18,683**
**4,715**
**-**
**5,918**
**25,419**
**-**
_-_|**106,900**
**357,539**
**116,660**
**499,908**
**176,739**
**119,073**
**147,321**
**365,211**
**114,263**
**103,524**
**130,091**
**-**
**62,522**
**161,019**
**40,053**
**63,803**
**53,281**
**219,262**
**2,732,094**
_2,413,275_|The charity initially identifies the costs of its support function. It then identifies those costs which relate to the governance function. Having identified its governance costs, the remaining support costs together with the governance costs are apportioned between the key charitable activities undertaken|by the charity in the year. Support costs are allocated based on FTE (Full-time equivalent) of staff numbers for each charitable activity. Refer to the table above for the analysis of iessupport and governance costs. Support costs are central overheads (e g corporate/finance, audit, insurance but also| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| ||_2021 Total_|||_£_|_765,799_||_17,382_|_119,829_|_392,755_|_131,468_|_33,581_|_8,496_|_40,715_||_1,510,025_|_-_||_1,510,025_|||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| ||2022|Total as|restated|£|1,020,089||19,957|141,877|1,009,412|160,133|43,177|12,000|81,323||2,413,275|-||2,413,275|||||||||| ||Haringey|Giving||£|69,592||492|9,586|86,051|7,570|-|-|77,497||250,788|24,082||274,870|||||||||| ||||||||||||||||||||||||||||| ||Food Co-|ordinator|Network|£|37,882||807|-|51,039|3,785|-|-|-||93,513|8,980||102,493|||||||||| ||||||||||||||||||||||||||||| ||Govern|costs||£|33,147||-|4,793|2,283|1,892|-|12,000|-||54,115|-||54,115|||||||||| ||||||||||||||||||||||||||||| ||Comm|Protect||£|34,306||861|4,793|147,631|7,570|-|-|-||195,161|18,740||213,901|||||||||| ||||||||||||||||||||||||||||| |`|Winter|Pressure|s|£|70,098||704|14,379|9,523|15,140|-|-|-||109,844|10,548||120,392|||||||||| ||Volunteer|Centre|Haringey|£|-||-|2,397|50,336|3,785|-|-|-||56,518|-||56,518|||||||||| ||||||||||||||||||||||||||||| ||Support|costs||£|129,422||5,486|16,776|53|10,247|43,177|-|-||205,161|(205,161)||-|||||||||| ||||||||||||||||||||||||||||| ||ABC|Parent||£|||||||||||||||||||||||| ||||||||||||||||||||||||||||| ||Comm|Impact|Haringey|£|72,829||80|-|6,233|7,570|-|-|-||86,712|8,327||95,039|||||||||| ||||||||||||||||||||||||||||| ||Cancer|Alliance||£|-||-|-|-|-|-|-|-||-|-||-|||||||||| ||||||||||||||||||||||||||||| ||MYENDS|||£|53,869||-||228,673||||||282,542|27,131||309,673|||||||||| ||||||||||||||||||||||||||||| ||Chestnuts|centre||£|12,839||-|-|81,621|7,570|-|-|-||102,030|9,798||111,828|||||||||| ||||||||||||||||||||||||||||| ||Health@|The HUT||£|20,490||-|-|22,858|5,677|-|-|-||49,025|4,708||53,733||_2022_|_£_|_33,147_|_3,372_|_12,000_|_4,540_|_1,057_|_54,116_| ||||||||||||||||||||||||||||| ||Home|From|Hospital|£|121,321||5,964|19,173|987|15,140|-|-|-||162,585|15,612||178,197|||||||||| ||||||||||||||||||||||||||||| ||Comm|Empowerment||£|138,683||2,003|46,014|243,149|47,693|-|-|3,826||481,368|46,223||527,591|||||||||| ||||||||||||||||||||||||||||| ||Whole|health|services|£|26,192||-|19,173|54,134|3,785|-|-|-||103,284|9,918||113,202||**2023**|**£**|**36,474**|**12,776**|**13,540**|**-**|**1,013**|**63,803**| ||||||||||||||||||||||||||||| ||Care|navigators||£|165,671||3,560|4,793|24,841|20,817|-|-|-||219,682|21,095||240,777|||||||||| ||||||||||||||||||||||||||||| ||Cost of|raising|funds|£|103,338||-|-|-|1,892|-|-|-||105,230|-||105,230|||||||||| |**5** Total expenditure|||||Staff costs - (see note 8)||Other staff costs|Premises costs|Direct costs|Supplies and services|Depreciation|Other costs|Grants payable|||Allocation of support costs|||**6**|||**Staff costs**|**Services**|**Audit**|**Trustees' expenses**|**Other**|**Total**| **The Bridge Renewal Trust year ended 31 March 2023 Notes to the financial statements (continued)** |**7.**
**Net income/expenditure**
This is stated after charging:
Depreciation of tangible fixed assets
Auditors' remuneration:
-
- overprovision in previous year
- underprovision in previous year
- other services
Operating leases:
- Photocopiers
- Telephone Systems
**8.**
**Staff costs and numbers**
Staff costs were as follows:
Salaries and wages
Social security costs
Pension costs
**Sub-total**
Other staff costs
**Total staffing costs**
Redundancies
Employees who received emoluments - between £60,000 and £70,000
Employees who received emoluments - between £80,000 and £90,000
The average weekly number of employees (full-time equivalent) during the year was as follows:
Charitable activities
Support activities
The average monthly headcount of full and part time employees during the year was as follows:
audit current year||**2023**
_2022_
**£**
_£_
**39,552**
_43,177_
**13,540**
_12,000_
**1,105**
_2,770_
**-**
_-_
**1,184**
_768_
**45,268**
_45,268_
**36,799**
_32,795_
**2023**
_2022_
**£**
_£_
**249,840**
_899,674_
**115,194**
_74,118_
**65,866**
_46,296_
**430,900**
_1,020,088_
**21,508**
_19,957_
**52,408**
_1,040,045_
**£**
_£_
**-**
_-_
**NIL**
_Nil_
**1**
_1_
**2023**
2022
**No.**
_No._
**44.5**
_33.5_
**7.5**
_4.5_
**52.0**
_38.0_
**2023**
_2022_
**No.**
_No._
**51.8**
_39.2_| |---|---|---| |||| ||**1,**

**1,**|| ||**1,4**|| |||| |||| |||| |||| |||| |||| |||| ## **KEY MANAGEMENT PERSONNEL** The key management personnel of the charity comprise the Trustees, the Chief Executive Officer, the Community Services and Facilities Manager, the Community Empowerment Manager, the Finance and Monitoring Manager, the Head of Partnership, the Diretor of Haringey Giving and the Head of Programme Delivery. The charity trustees were not paid or received any benefits from employment with the charity in the year (2022:Nil). During the year, 3 trustees received benefits in kind relating to mobile phones (2022: 3). No trustee received any reimbursement for expenses (2022:none). The total remuneration, benefits and pensions paid to key management personnel in the year was: |
Salaries
Benefits
Employer NIC
Employer Pensions
**Total**|**2023**
_2022_
**£**
_£_
**295,917**
_271,220_
**-**
-
**34,372**
_30,106_
**17,755**
_16,273_
**348,044**
_317,599_| |---|---| 47 **The Bridge Renewal Trust year ended 31 March 2023 Notes to the financial statements (continued)** - ## **9. Taxation** The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. ## **10. Tangible fixed assets** |**Disposal**
As at 1st April 2022
**As at 31 March 2023**
**As at 31 March 2023**
**Net book value**
**Depreciation**
**Cost/valuation**
As at 1 April 2022
As at 1 April 2022
**Charge for year**
**As at 31 March 2022**
Additions during year
**Disposal**|**Computers &**
**equipment**
**£**
**67,603**
**(27,416)**
**26,818**
**67,005**
**36,169**
**(27,416)**
**21,100**
**29,853**
**37,152**
31,434|**Laurels**
**improvement**
**£**
**125,858**
**(125,858)**
**-**
**-**
**125,858**
**(125,858)**
**-**|**Laurels**
**long lease**
**£**
**680,000**
**-**
**-**
**680,000**
**40,800**
**-**
**13,600**||**Community Hut**
**improvement**
**£**
**48,522**
**-**
**-**
**48,522**
**19,409**
**-**
**4,852**|**Total**
**£**
**921,983**
**(153,274)**
**26,818**
**795,527**
**222,236**
**`**
**(153,274)**
**39,552**
-
**108,514**
**687,013**
699,748| |---|---|---|---|---|---|---| |||||||| |||||||| |||||||| |||**-**|**54,400**||**24,261**|| |||**-**||||| ||||**625,600**||**24,261**|| |||||||| |||-|639,200||29,114|| ## **FIXED ASSESTS VALUATION** The property known as the Laurels, 256 St Ann's Road N15 5AZ, was valued as at 18 December 2019 by RES PROPERTY SURVEYORS on the basis of Open Market Rent for £3,020,000.The asset was donated to the charity and this valuation was the used as the ebasis of recording the donation in income and in fixed assets during the year. The £3,020,000 was split between property in fixed assets of £680,000 and programme related investments of £2,340,000. **11. FIXED ASSET INVESTMENTS** |Opening Market Value as at 1st April
Additions / (Disposal)
Realised / Unreaslised Gain/(Loss)
Market Value as at 31 March 2023
**PROGRAMME RELATED INVESTMENTS**
At cost|**2023**
_2022_
**£**
_£_
**62,565**
_64,875_
**(55,208)**
_974_
**(7,357)**
_(3,284)_
**-**
_62,565_
**2,340,000**
_2,340,000_| |---|---| - **12 PROGRAMME RELATED INVESTMENTS** This is the proportion of the property at 256 St Ann's Road, valued as at 18 December 2019 and used for community medical and health provision. Programme related investments are made in furtherance of the charity's objects and any return on investments is secondary to the purpose supported by the investments. ` **13 INVESTMENT IN SUBSIDIARY** The Bridge Renewal Services Limited Company Number 07061456 The charity owns 100% of the voting equity. Net assets as at balance sheet date was £1.00. There were no liabilities. The Company is presently dormant and no trading profits / (losses). 48 **The Bridge Renewal Trust year ended 31 March 2023 Notes to the financial statements (continued)** |**14**
**DEBTORS:**
Trade
Accrued income
Other debtors
Rent deposits and advances
Prepayments
**15**
**CREDITORS:**
AMOUNTS FALLING DUE WITHIN ONE YEAR
Trade
Social security and other taxes
Pensions
VAT
Accruals
Contract income in advance
Rent and service charge in advance
Deferred grants and contract income
Other|**2023**
**£**
**174,560**
**9,337**
**4,954**
**1,918**
**26,865**
**217,634**
**2023**
**£**
**54,452**
**28,522**
**-**
**6,304**
**57,544**
**-**
**93,789**
**138,537**
**2,195**
**381,343**|_2022_
_£_
_113,478_
_13,669_
_-_
_20,258_| |---|---|---| |||_147,405_| |||_2022_
_£_
_60,236_
_24,220_
_712_
_10,127_
_111,249_
_-_
_95,559_
_134,150_
_1,082_| |||_437,335_| Deferred income comprises grants and other income received for services which have not been delivered as at 31.03.2023 or which specifically relate to the next financial year. |**MOVEMENT IN DEFERRED INCOME:**
Balance as at 1 April
Amount released to income
Amount deferred in the year
**Balance as at 31 March 2023**|**2023**
_2022_
**£**
_£_
**134,150**
_242,452_
**(134,150)**
_(242,452)_
**138,537**
_134,150_
**138,537**
_134,150_| |---|---| 49 ` **The Bridge Renewal Trust year ended 31 March 2023 Notes to the financial statements (continued)** ## **16 MOVEMENT IN FUNDS** ## **RESTRICTED FUNDS** |**Opening**
**funds**
**£**
**MIND IN HARINGEY**
**-**
**THE BIG LOTTERY FUND**
**-**
**LINKLATERS**
**19,250**
**THE CITY BRIDGE TRUST**
**-**
**LOCALITY**
**-**
**MAYOR'S OFFICE FOR POLICING AND CRIME**
**8,620**
**CITY BRIDGE TRUST- CORNERSTONE**
**6,417**
**ABC PARENTS CRAFT PROJECT**
**30,998**
**THRIVE HARINGEY - ARTS COUNCIL**
**45,110**
**ROBERT & EVELYN LYONS CHAR TRUST - HARINGEY GIVING**
**TH DM NORTH ISLAND LTD - HARINGEY GIVING**
**-**
**CHARITY AID FOUNDATIONN- HARINGEY GIVING**
**-**
**HOLLIS GLOBAL LTD-HARINGEY GIVING**
**-**
**CHARITABLE GIVING - HARINGEY GIVING**
**-**
**HARINGEY GIVING GENERAL DONATIONS**
**35,291**
**EQUAL START PROJECT**
**19,204**
**HARINGEY COUNCIL LINK WORKER PROJECT**
**-**
**HARINGEY COUNCIL- Special Educational Needs & Disabilities**
**-**
**HARINGEY COUNCIL FOODNETWORK CO-ORDINATOR**
**-**
**ROYAL FREE CHARITY**
**-**
**164,890**|**Income**
**£**
**58,650**
**99,608**
**20,000**
**101,600**
**10,000**
**19,055**
**40,446**
**163,667**
**5,000**
**1,000**
**1,303**
**600**
**500**
**905**
**31,603**
**-**
**30,000**
**77,379**
**50,747**
**34,788**
**746,851**|**Expenditure**
**£**
**(58,650)**
**(99,608)**
**(28,109)**
**(101,600)**
**(10,000)**
**(22,341)**
**(15,971)**
**(190,815)**
**(43,412)**
**(1,000)**
**(1,303)**
**(600)**
**(500)**
**(905)**
**(56,130)**
**-**
**(30,000)**
**(61,692)**
**(50,747)**
**(34,788)**
**(808,171)**|**Transfers/**
**gains**
**Closing**
**funds**
**£**
**£**
**-**
**-**
**-**
**-**
**-**
**11,141**
**-**
**-**
**-**
**-**
**-**
**5,334**
**-**
**30,892**
**-**
**3,850**
**-**
**6,698**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**10,764**
**-**
**19,204**
**-**
**-**
**-**
**15,687**
**-**
**-**
**-**
**-**
**-**
**103,570**| |---|---|---|---| 1. MIND IN HARINGEY funded the costs of the Wellbeing Consultant and contributed to overheads - fully spent 2. The COMMUNITY FUNDS grant was for the first full year funding (second grant) of the (HEALTH@THEHUT)project - fully spent 3. The LINKLATERS funding is ongoing core funding of the Haringey Giving Project's activities - unspend carried forward 4. The City Bridge Trust grant was to fund the salary of the Haringey Giving Project's Director and contribute to overheads - fully spent 5. LOCALITY grant was specically to support the HR Sports Academy (Together We Can Project of the Haringey Giving Project) - fully distributed 6. The purpose of the Mayor's Office For Policing And Crime grant is to reduce crime and disorder and improve police service across Haringey any undistributed amount is carried forward in the accounts into the 2023/2024 financial year 7. The City Bridge Trust Cornerstone grant was to work with other London Giving organisations and led by the Haringey Giving Project - underspend carr 8. ABC PARENTCRAFT project is being funded by North Middlesex University Hospital NHS Trust working parents and families - ongoing - 9.THRIVE HARINGEY Arts Council of England's funding was to fund health and wellbeing arts activities in Haringey and are ongoing 10. THE ROBERT & EVELYN LYONS CHARITABLE grant was to fund Haringey Giving Project's grant making activitites - fully distributed 11. TH DM NORTH ISLAND LTD grant was in support of the Haringey Giving Project's activities - fully spent 12. The Charitable Aid Foundation funding was in support of the Haringey Giving Project's avtvities - fully spent 13. The HOLLIS GLOBAL LTD grant was in response to Haringey Giving Project's specific appeal - fully disburded 14. Charitable Giving funding was in support of Haringey Giving Project's activities - fully spent 15. Haringey Giving Project's general public appeal during the year with funds directly received into the bank through The Stripe UK Ltd por 16.The Equal Start grants were specifically to provide whole system support for disadvantaged pupils and families from Lea Valley School Tottenh 17.Haringey Council's Link Worker grant was in respect of the campaign for increased vacinnation take up - COVID -19 funds fully expended 18.Haringey Council's Special Educational Needs & Disabilities - SEND grant - inderspent carried forward 19. Haringey Council Food Network grant funded the salary and on costs of the Co-ordinator - funds used up 20. The Royal Free Charity grant was for tackling Covid-linked inequalities in North Central London - fully expended. 50 ## The Bridge Renewal Trust year ended 31 March 2022 Notes to the financial statements (continued) |17 _RESTRICTED FUNDS_
_31st March 2022_
MIND IN HARINGEY
THE CHILD TRUST
THE BIG LOTTERY FUND
LINKLATERS
THE CITY BRIDGE TRUST
LOCALITY
MAYOR'S OFFICE FOR POLICING AND CRIME
CITY BRIDGE TRUST- CORNERSTONE
THE ORP FOUNDATION
THRIVE HARINGEY - ARTS COUNCIL
ABC PARENTS CRAFT
THE SOCIAL BITE FUND
ALDE CONT ARTS
MUSWELL HILL METHODIST CHURCH
HARINGEY GIVING GENERAL DONATIONS
OTHER
EQUAL START PROJECT
HARINGEY COUNCIL LINK WORKER PROJECT
HARINGEY COUNCIL DIGITAL INTERSHIP
HARINGEYCOUNCIL FOODNETWORK CO-ORDINATOR
HARINGEY COUNCIL LINK WORKER PROJECT|Opening
funds
£
-
-
-
19,250
-
-
15,280
-
-
-
-
-
-
-
55,101
7,160
23,890
-
-
-
-
120,681|Income
£
58,650
5,000
49,804
1,000
70,000
10,000
19,055
25,000
10,000
55,000
56,569
2,764
1,260
450
47,658
-
10,000
110,611
67,950
100,670
61,206
762,647|Expenditure
£
(58,650)
(5,000)
(49,804)
(1,000)
(70,000)
(10,000)
(25,715)
(18,583)
(10,000)
(9,890)
(25,571)
(2,764)
(1,260)
(450)
(67,468)
(7,160)
(14,686)
(110,611)
(67,950)
(100,670)
(61,206)
(718,438)|Transfers
/gains
Closing
funds
£
£
-
-
-
-
-
-
-
19,250
-
-
-
-
-
8,620
-
6,417
-
-
-
45,110
-
30,998
-
-
-
-
-
-
-
35,291
-
-
-
19,204
-
-
-
-
-
-
-
164,890| |---|---|---|---|---| 1. MIND IN HARINGEY funded the costs of the Wellbeing Consultant and contributed to overheads - fully spent 2. The CHILD TRUST grant funded Haringey Giving Project's grant making activities - fully distributed 3. The COMMUNITY FUNDS grant was towards the funding of the first six months of a new three year project of the (HEALTH@THEHUT) - fully spent 4. The LINKLATERS funding is ongoing core funding of the Haringey Giving Project's activities - unspend carried forward 5 The City Bridge Trust grant was to fund the salary of the Haringey Giving Project's Director and contribute to overheads - fully spent 6. LOCALITY grant was specically to support the HR Sports Academy (Together We Can Project of the Haringey Giving Project) - fully distributed 7.The purpose of the Mayor's Office For Policing And Crime grant is to reduce crime and disorder and improve police service across Haringey any undistributed amount is carried forward in the accounts into the 2023/24 financial year 8.The City Bridge Trust Cornerstone grant was to work with other London Giving organisations and led by the Haringey Giving Project 9.THE ORP FOUNDATION grant was to fund Haringey Giving Project's grant making activitites - fully distributed 10.THRIVE HARINGEY Arts Council of England's funding was to fund health and wellbeing arts activities in Haringey and are ongoing 11. ABC PARENT CRAFT project is being funded by North Middlesex University Hospital working with parents and Every Parent & Child organisation - ongoing 12. THE SOCIAL BITE grant was a response to Haringey Giving Project's specific appeal - funds fully distributed 13. THE ALDE CONT ARTS grant was a response to Haringey Giving Project's specific appeal - funds fully disbursed. 14. The Muswell Hill Methodist Church grant was made against Haringey Giving Project's Afganistan Refugee appeal- funds fully distributed 15. Haringey Giving Project's general public appeal during the year with funds directly received into the bank through The Stripe UK Ltd portal 16.The Equal Start grants were specifically to provide whole system support for disadvantaged pupils and families from Lea Valley School Tottenham. 17.Haringey Council Link Worker grant was in respect of the campaign for increased vacinnation take up - COVID -19 funds fully expended 18.Haringey Council Digital Intership grant was to facilitate digital awareness to Communities in Haringey who digitaly disavantaged - grant fully disbursed 19. Haringey Council Food Network grant funded the salary of the Co-ordinator and the purchase of food and other expenditures for the network - funds used up 20. Haringey Council Community Link Worker FACT - was final funding for distribution of leaflets, and other forms of information to inform residents about COVID - 19 protection - funds fully spent. 51 **The Bridge Renewal Trust year ended 31 March 2023 Notes to the financial statements (continued)** ## **18 SUMMARY OF FUNDS** |**Restricted funds**
**Designated Assets Fund**
**Unrestricted funds**|**Opening**
**funds**
**£**
**164,890**
**3,039,748**
**663,502**
**3,868,140**|**Income**
**£**
**712,063**
**-**
**2,899,903**
**3,611,966**|**Expenditure**
**£**
**(773,383)**
**-**
**(2,678,130)**
**(3,451,513)**|**Transfers/gains**
**Closing funds**
**£**
**£**
**-**
**103,570**
**(12,735)**
**3,027,013**
**12,735**
**898,010**
**-**
**4,028,593**| |---|---|---|---|---| **Designated funds comprise the net book value of the fixed assets held by the charity plus the value of the Programme related investments.** ## 19 _SUMMARY OF FUNDS 31 MARCH 2022_ |_Restricted funds_
Designated Assets Fund
Unrestricted funds|_Opening_
_funds_
_£_
_120,681_
_3,054,958_
_320,348_
_3,495,987_|_Income_
_£_
_701,441_
_-_
_2,441,195_
_3,142,636_|_Expenditure_
_£_
_(657,232)_
_-_
_(2,113,251)_
_(2,770,483)_|_Transfers/gains_
_Closing funds_
_£_
_£_
_-_
_164,890_
_(15,210)_
_3,039,748_
_15,210_
_663,502_
_-_
_3,868,140_| |---|---|---|---|---| _Designated funds comprise the net book value of the fixed assets held by the charity plus the value of the Programme related investments._ **20 Analysis of net assets between funds as at 31 March 2023** |Tangible fixed assets
Investments
Programme related investments
Current assets
Current liabilities
|**£**
**-**
**-**
**-**
**1,279,353**
**(381,343)**
**898,010**
**Unrestricted**
**funds**|**Restricted**
**Funds**
**£**
**-**
**-**
**-**
**103,570**
**-**
**103,570**|**Designated**
**Funds**
**Total Funds**
**£**
**£**
**687,013**
**687,013**
**-**
**-**
**2,340,000**
**2,340,000**
**-**
**1,382,923**
**-**
**(381,343)**
**3,027,013**
**4,028,593**| |---|---|---|---| |21 _Analysis of net assets between funds as at 31 March_
_£_
_Tangible fixed assets_
_-_
_Investments_
_62,565_
_Programme related investments_
_-_
_Current assets_
_1,038,272_
_Current liabilities_
_(437,335)_
_663,502_
_Unrestricted_
_funds_|_2022_
_Restricted_
_Funds_
_£_
_-_
_-_
_-_
_164,890_
_-_
_164,890_|_Designated_
_Funds_
_Total Funds_
_£_
_£_
_699,748_
_699,748_
_-_
_62,565_
_2,340,000_
_2,340,000_
_-_
_1,203,162_
_-_
_(437,335)_
_3,039,748_
_3,868,140_| |---|---|---| ## **22 PRIOR YEAR ADJUSTMENT** Incorrect grossing up of rent was corrected to the amount of £74,693 and has reduced income by £74,693 and reduced expenditure by £74,693. This has had £Nil effect on the funds brought forward. ## **23 RELATED PARTY TRANSACTIONS** There were no related party transactions during the year or the previous year. There was no ultimate controlling party. ## **24 CONTINGENT LIABILITIES** There were no contigent liabilities as at 31 March 2023 31 March 2022: (none) ## **25 COMMITMENTS** Total commitments remaining on operating lease rentals: Photocopiers and Telephone Systems - Within 1 year - lease - Between 2 and 5 years lease **----- Start of picture text -----**
2023 2022
£ £
38,520 40,840
77,040 96,219
**----- End of picture text -----**
52