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|Reference and Administrative Details|1|
|---|---|
|Trustees' Report|2 to 28|
|Independent Examiner's Report|29to30|
|Statement of Financial Activities|31|
|Balance Sheet|32|
|Notes to the Financial Statements|33to 46|





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|**Contents**|||
|---|---|---|
|**Glossary of acronyms and abbreviations**|4||
|**Administrative details**|5||
|**Leadership team's Statement**|6||
|Summary of key achievements|7||
|Strategy 2019-22. Vision, goals, purpose, aims/activities|9||
|Proposals for change 2019-2022|10||
|Approach and Methodology|11||
|Participants and partners|12||
|Looking back|15||
|Summary of our courses|16||
|Achievements in relation to our goals and aims|19||
|Looking ahead|22||
|**Trustees and Governance**|**24**||
|Organisational strategy|25||
|Organisational management|25||
|Main risks dealt with at board level|26||
|Board meetings&other activities|26||
|Trustee Induction & Training|26||
|Statement on public benefit|27||
|Reserves Policy|27||
|Governing document|27||
|Statement of Trustees' Responsibilities|27||
|**Accounts**|||
|Independent Examiners Report|29||
|Statement of Financial Activities|31||
|Balance Sheet|32||
|Notes|33||
|||www.efalondon.org|
|||3|





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|**CPD**|Continued Professional Development|
|---|---|
|**EAL**|English as an Additional Language|
|**EFA**|English for Action (EF A London)|
|**ESOL**|English for Speakers of Other Languages|
|**ESL**|English as a Second Language|
|**FE**|Further Education|
|**HASL**|Housing Action Southwark and Lambeth|
|**NATECLA**|National Association for Teaching English and other Community Languages|
||to Adults|
|**NEON**|New Economy Organisers Network|
|**NCIL**|Neighbourhood Community Infrastructure Levy|
|**NOCN**|National Open College Network|
|**QTLS**|Qualified Teacher Learning and Skills|
|**IWGB**|International Workers Union of Great Britain|





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|---|---|
|**Succeeded or exceeded objective**||
|**Original objective for year:**|**Achieved?**|
|Secure funding to continue our work in our seven We had some dedicated funding for each of seven<br>existing community hubs, running at least two hubs and distributed core funding in order to top<br>courses with two sessions each at each hub.<br>up. Each hub had at least two sessions a week and<br>invited students to join additional online sessions.||
|Convert agreements with the Mayor and GLA to The mayor's team has delivered an ESOL<br>policies and actions that improve ESOL in website, as they committed in 2021, although it's<br>London and work with councils in the run up to not as detailed and up-to-date as we would like.<br>the local elections to secure commitments to Agreements have been secured with local<br>improve ESOL in our hubs.<br>councils in advance of the 2022 elections.||
|Restart provision in our community settings We had some face-to-face provision in each of<br>connecting with the students who missed our on our seven community hubs<br>online provision||
|Continue to build the community of participatory The<br>annual<br>conference<br>included<br>+60<br>ESOL practitioners through regular trainings for practitioners, we sustained the CoP monthly all<br>groups and individuals ( six for individuals and 10 year, reaching 32 ESOL teachers and ran training<br>for groups), an annual conference and the for 74 across 11 different sessions (with some<br>monthly community of practice meet-ups.<br>attending several).||
|**Nearly achieved objective:**||
|**Original objective for year:**|**Achieved?**|
|Run follow-up trainings for teachers in Sheffield<br>and Bristol and run trainings in other cities to<br>develop links across the UK.|We did not manage to follow up with our Bristol<br>and Sheffield groups but ran training for groups<br>in Newcastle, Southampton as well as several in<br>London. We included teachers from across the<br>UK m our community of practice monthly<br>meetings.|





|Develop a new three to five year strategy that<br>takes us beyond 2022|We have started and have a strategy day in<br>September 2022 bringing together trustees,<br>volunteers, students and staff.|
|---|---|
|Raise over £500,000 in order to make the change<br>we want to make and sustain the growth we have<br>experienced this year. We think the large amount<br>we raised this year was partly due to a windfall of<br>emergency covid funding and as such are<br>prepared to raise less in 2021-22 but considerably<br>more than in 2019-20.|£496,200 - we are finding the fundraising climate<br>more difficult than ever with unprecedented<br>competition for scarce resources in the aftermath<br>of Covid-19 and as the cost of living crisis<br>increases demand.|
|**Room for improvement:**||
|**Original objective for year:**|**Achieved?**|
|||



## 

|**Group and Location**|**Teacher(s)**|**Number**<br>**of hours**|**Number**<br>**of**<br>**participants 1 **|**Funder**|
|---|---|---|---|---|
|Greenwich<br>Robert<br>Owen<br>Children's centre 1|Lucie|90|16|The<br>National<br>Lotte1y<br>Community<br>Fund:<br>Reaching Communities|
|Greenwich online beginners<br>2|Anne|90|17|see above|
|Greenwich<br>conversation<br>Club|Lucie|72|9|National<br>Lottery<br>Community Fund|





|Wandsworth<br>conversation<br>club|Ben, Sharon and<br>Amelia|54|17|Volunteer-rnn|
|---|---|---|---|---|
|Southwark Saturday school<br>(morning)|Adela<br>Kasia|72<br>82.5|53<br>31|Remy Smith<br>Remy Smith|
|Southwark Saturday School<br>2 (afternoon)|Adela|72|23|Henry Smith|
|Surrey Square 1 ( online)|Adela|72|21|Henry<br>Smith<br>_I_Team<br>London Bridge|
|Surrey Square 2 ( online)|Amira / Sheeva|72|16|Remy Smith|
|Time and Talents|Adela|72|25|Henry<br>Smith<br>_I_Team<br>London Bridge|
|Salvation<br>Army,<br>Camberwell, Southwark|Kasia|140|21|**AMIF**|
|South<br>Bermondsey<br>Children's<br>Centre,<br>Southwark ( on line)|Kasia / Fatime|140|32|AMIF|
|Surrey Docks Farm|Sheeva|72|21|Wakefield & Tetley|
|Tower Hamlets online 1|Amira/Lucie|60|18|Sport London|
|Chisenhale School, Tower<br>Hamlets ( online)|Becky<br>and<br>Amira|120|22|Sport London|
|St Paul's Primaty School,<br>Tower Hamlets (online)|Amira|90|17|Sport London|





|Sacred<br>Hea1t<br>Primary<br>School, Battersea ( online)|Dennot|90|23|Big Lotteries, City Bridge|
|---|---|---|---|---|
|Griffin<br>Primary<br>School,<br>Battersea ( online)|Anne|90|10|See above|
|Herny Cavendish Primaty<br>School, Streatham|Dermot|90|13|Walcot<br>Foundation/Barrow<br>Cadbury|
|Herny Fawcett Children's<br>Centre|Vernshka<br>_I_<br>Kasia|60|13|AMIF|
|Latin American Women's<br>Aid,<br>(LAWA)<br>Hackney<br>El/E2 (Mon 12.30-2.30pm)<br>Advanced (Tue 5-7pm)|Anne|180|14<br>18|COLtd,<br>Economist<br>chatitable ttust, Allen and<br>Overy|
|Brent 1 - Wembley Asylum<br>seekers class with Young<br>Roots. Monday mornings|Robin|97.5|35|BrentNCIL|
|Brent 2 (Monday evening<br>online - IELTS)|Fatime|97.5|18|BrentNCIL|
|Brent 3 - (Tuesday morning<br>online -Ll-2)|Robin|97.5|12|BrentNCIL|
|Brent 4 - (Carer Workers<br>Class- Tuesdays online)<br>October 21 - July|Robin|82.5|10|BrentNCIL|
|Brent<br>5-<br>(Wednesday<br>morning online)|Robin|82.5|14|BrentNCIL|
|Brent 6 - Sep 20 - July 21|Fatime|97.5|20|BrentNCIL|





|(Wednesday evening online)|||||
|---|---|---|---|---|
|Study Groups - June - Aug<br>21 ( 10 Monday afternoons +<br>3 day summer school)|Robin|45<br>(3 hrsX10<br>5 hrs x 3)|15|BrentNCIL|
|Our World Class|Robin|72|12|Barrow Cadbmy|
|Voice of Domestic Workers|Robin /Fatime|114<br>(78<br>+36)|30|City Bridge,<br>Voice<br>Domestic Workers<br>of|
|**Totals**||3171|616||



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|**Key**|**points**<br>**at**<br>**a**<br>**glance:**|
|---|---|
|_Delivery_||
|•|Successfully re-started face-to-face provision in all seven community hubs, after**1**+ year|
||of online-only provision due to Covid-19 restrictions, and increased the number of|
||students attending 5+ sessions|
|•|Achieved significant impact at mayor elections and assembly, including securing|
||agreements with local councils to improve ESOL in our hub areas|
|•|Facilitated a diverse range of community action initiatives, including expanding the EF A|
||Housing Action Group, leading a listening campaign as patt of Cleaners United and|
||supp01ting 100+ students participate in issues workshops|
|•|Continued investment in the development of new pedagogy and methods through|
||partnerships, conferences and trainings|
|_Governance_||
|•|Restrnctured our management and decision-making, and successfully implemented a|
||new Executive Team strncture|
|•|Recrnited four new Trnstees to the Board|
|_Operations_||
|•|Professionalised and updated our HR processes and policies creating a new staff|
||handbook|
|•|Developed new three-year communications strategy|





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|**Note**<br>**Income and Endowments from:**<br>Donations and legacies<br>3<br>Charitable activities<br>4<br>Investment income<br>5<br>Total income<br>**Expenditure on:**<br>Charitable activities<br>6<br>Other expenditure<br>Total expenditure<br>Net movement in funds<br>**Reconciliation of funds**<br>Total funds brought forward<br>Total funds carried forward<br>15|**Unrestricted**<br>£<br>105,121<br>75,557<br>22<br>180,700<br>(167,868)<br>(167,868)<br>12,832<br>172,031<br>184,863|**Restricted**<br>£<br>315,500<br>315,500<br>(300,540)<br>-<br>(300,540)<br>14,960<br>62,836<br>77,796|**Total**<br>**2022**<br>£<br>420,621<br>75,557<br>22<br>496,200<br>(468,408)<br>(468,408)<br>27,792<br>234,867<br>262,659|**Un restricted**<br>£<br>139,163<br>85,400<br>224,563<br>(148,075)<br>(75)<br>(148,150)<br>76,413<br>95,618<br>172,031|**Restricted**<br>£<br>398,855<br>-<br>398,855<br>(350,360)<br>-<br>(350,360)<br>48,495<br>14,341<br>62,836|**Total**<br>**2021**<br>£<br>538,018<br>85,400<br>623,418<br>(498,435)<br>{75)<br>(498,510)|
|---|---|---|---|---|---|---|
|||||||124,908<br>109,959|
|||||||234,867|





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|**Fixed assets**<br>Tangible assets<br>**Current assets**<br>Debtors<br>Cash at bank and in hand<br>**Note**<br>11<br>12<br>**Creditors: Amounts falling due within one year**<br>**Net current assets**<br>13<br>**Net assets**<br>**Funds of the charity:**<br>**Restricted income funds**<br>Restricted funds<br>**Unrestricted income funds**<br>Unrestricted funds<br>**Total funds**<br>15|**2022**<br>£<br>4,075<br>56,120<br>209,618<br>265,738<br>(7,154)<br>258,584<br>262,659<br>77,796<br>184,863<br>262,659|**2021**<br>£<br>79,598<br>167,972|
|---|---|---|
|||247,570<br>(12,703)|
|||234,867|
|||234,867|
|||62,836<br>172,031|
|||234,867|






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||**Unrestricted**||||
|---|---|---|---|---|
||||**Total**|**Total**|
||**General**|**Restricted**|**2022**|**2021**|
||£|£|£|£|
|Donations and legacies;|||||
|Donations from individuals|4,671||4,671|2,648|
|Grants, including capital grants;|||||
|The Company of Community|||||
|Organisers||930|930||
|Team London Bridge||4,950|4,950||
|Trusts and foundations||||15,795|
|Wakefield and Tetley Trust -|||||
|Tower Hamlets||5,001|5,001||
|Tudor Trust||||2,270|
|Erasmus Plus - MIGREAT||27,654|27,654|17,331|
|United Saint Saviour's||1,000|1,000|20,000|
|Tower Hamlets Council - East End|||||
|Community Foundation||||5,000|
|People's Health Trust||12,000|12,000||
|Walcot Foundation||23,967|23,967|13,846|
|NCIL Brent||44,000|44,000|25,531|
|The National Lottery Community|||||
|Fund - Big Lotteries||34,894|34,894|49,649|
|Groundwork London - Greenwich||||15,639|
|Hackney Parochial Charities||||9,270|
|Sport London (Comic relief)||38,207|38,207|55,375|
|Barrow Cadbury Trust||||50,000|
|Charles S. French Charitable Trust||||5,000|
|29th May 1961 Charitable Trust||3,000|3,000|3,000|
|Comic Relief Project Delivery -|||||
|Hackney||||4,000|
||Page 36||||





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|Ben Ogden Trust<br>Edward Harvist Fund<br>The National Lottery Community<br>Fund - Covid 19 response<br>GFC UK Phoenix<br>Arnold Clark Community Fund<br>Bermondsey Square Community<br>Fund<br>Clarion Futures - Hackney<br>Postcode Society Trust<br>WF Southall Trust<br>St George the Martyr Charity<br>The Austin&Hope Pilkington<br>Trust<br>Wandsworth Council<br>Garfield Weston Foundation<br>AB Charitable Trust<br>Orange Tree Trust<br>The Mercers' Company<br>The Clothworkers' Foundation<br>Near Neighbours West Fund<br>Empoderando Familias<br>storytelling series<br>City Bridge Trust<br>Henry Smith Charity|**Unrestricted**<br>**General**<br>**Restricted**<br>£<br>£<br>4,831<br>2,000<br>2,250<br>5,000<br>19,394<br>2,000<br>5,000<br>1,000<br>7,864<br>20,000<br>20,000<br>5,000<br>30,000<br>10,000<br>2,558<br>2,000<br>21,450<br>60,000<br>105,121<br>315,500|**Total**<br>**Total**<br>**2022**<br>**2021**<br>£<br>£<br>2,304<br>4,831<br>5,000<br>79,447<br>20,000<br>2,000<br>2,250<br>5,000<br>19,394<br>2,000<br>5,000<br>1,000<br>7,864<br>20,000<br>20,000<br>5,000<br>30,000<br>10,000<br>2,558<br>2,000<br>21,450<br>36,913<br>60,000<br>100,000<br>420,621<br>538,018|
|---|---|---|



## 

|Courses and classes<br>Contractual income from government or public<br>authorities|**Unrestricted**<br>**General**<br>£<br>9,471<br>66,086<br>75,557|**Total**<br>**Total**<br>**2022**<br>**2021**<br>£<br>£<br>9,471<br>7,372<br>66,086<br>78,028<br>75,557<br>85,400|
|---|---|---|





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|Interest receivable and similar income;<br>Interest receivable on bank deposits<br>**Total for 2022**<br>**6 Expenditure on charitable activities**<br>Consultants fees and creche support<br>Staff training<br>Conferences and workshops<br>Books and course materials<br>Subscriptions<br>Legal and professional fees<br>Bad debts written off<br>Bank charges<br>Depreciation of office equipment<br>Volunteer expenses<br>Grant funding of activities<br>Staff costs<br>Support costs|**Unrestricted**<br>**funds**<br>**General**<br>£<br>22<br>22<br>**Total**<br>**2022**<br>£<br>18,821<br>2,175<br>13,143<br>3,567<br>3,230<br>2,126<br>361<br>5<br>1,358<br>330<br>401,481<br>21,811<br>468,408|**Total**<br>**funds**<br>£<br>22|
|---|---|---|
|||22|
|||**Total**<br>**2021**<br>£<br>10,570<br>11,969<br>120<br>5,130<br>5,004<br>1,300<br>90<br>30,000<br>410,380<br>23,872|
|||498,435|





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|Rent and rates<br>Insurance<br>Telephone and internet<br>Office equipment<br>Printing, postage and stationery<br>Sundries<br>Travel, trips and refreshments<br>Advertising<br>Independent examination<br>Computer software and maintenance costs|**Total**<br>**2022**<br>£<br>5,540<br>804<br>2,988<br>672<br>3,705<br>3,941<br>227<br>2,442<br>1,492<br>21,811|**Total**<br>**2021**<br>£<br>745<br>154<br>866<br>10,500<br>456<br>1,126<br>2,687<br>1,915<br>2,220<br>3,203<br>23,872|
|---|---|---|



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|**2022**<br>£<br>**Staff costs during the year were:**<br>Wages and salaries<br>360,484<br>Social security costs<br>28,192<br>Pension costs<br>12,805<br>401,481|**2021**<br>£<br>367,730<br>29,203<br>13,447|
|---|---|
||410,380|



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|**2022**||**2021**||
|---|---|---|---|
|**No**||**No**||
||16||17|



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|**Cost**<br>Additions<br>At 31 July 2022<br>**Depreciation**<br>Charge for the year<br>At 31 July 2022<br>**Net book value**<br>At 31 July 2022|**Furniture and**<br>**equipment**<br>£<br>5,433<br>5,433<br>1,358<br>1,358<br>4,075|**Total**<br>£<br>5,433<br>5,433<br>1,358|
|---|---|---|
|||1,358|
|||4,075|





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|Trade debtors<br>Prepayments<br>Accrued income<br>Other debtors<br>**13 Creditors: amounts falling due within one year**<br>Other taxation and social security<br>Accruals<br>Deferred income<br>Deferred income at 1 August 2021<br>Resources deferred in the period<br>Amounts released from previous periods<br>Deferred income at year end|**2022**<br>£<br>52,764<br>1,907<br>1,299<br>150<br>56,120<br>**2022**<br>£<br>2,854<br>4,300<br>7,154<br>**2022**<br>£<br>4,300<br>4,300||**2021**<br>£<br>59,167<br>664<br>19,617<br>150|
|---|---|---|---|
||||79,598|
||||**2021**<br>£<br>9,598<br>3,105|
||||12,703|
||||**2021**<br>£<br>32,309<br>(32,309)|
|||||



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|**Unrestricted**<br>**_General_**<br>General Funds<br>Funds - prior period adjustment<br>**Restricted**<br>Wakefield and Tetley Trust -<br>Tower Hamlets<br>Erasmus Plus - MIGREAT<br>Henry Smith Charity<br>United Saint Saviour's<br>Team London Bridge<br>People's Health Trust<br>The Company of Community<br>Organisers<br>Walcot Foundation<br>29th May 1961 Charitable Trust<br>NCIL Brent<br>The National Lottery Community<br>Fund - Big Lotteries<br>City Bridge Trust<br>Hackney Parochial Charities<br>Sport London - Comic Relief<br>Charles S. French Charitable Trust<br>Edward Harvist Fund<br>Bermondsey Square Community<br>Fund<br>Clarion Futures - Hackney<br>Postcode Society Trust<br>WF Southall Trust<br>St George the Martyr<br>The Austin&Hope Pilkington<br>Trust<br>Wandsworth Council|**Balance at 1**<br>**August 2021**<br>£<br>158,583<br>13,448<br>172,031<br>9,025<br>13,938<br>6,621<br>9,270<br>18,982<br>5,000|**Incoming**<br>**resources**<br>£<br>180,700<br>180,700<br>5,001<br>27,654<br>60,000<br>1,000<br>4,950<br>12,000<br>930<br>23,967<br>3,000<br>44,000<br>34,894<br>38,207<br>4,831<br>2,250<br>5,000<br>19,394<br>2,000<br>5,000<br>1,000<br>7,864|**Resources**<br>**expended**<br>£<br>(167,868)<br>(167,868)<br>(13,379)<br>{35,000)<br>(1,000)<br>(4,950)<br>(7,434)<br>(930)<br>(14,198)<br>(3,000)<br>(47,161)<br>(48,832)<br>(6,621)<br>(9,270)<br>(53,868)<br>(5,000)<br>(4,831)<br>(2,250)<br>(5,000)<br>(19,394)<br>(2,000)<br>(5,000)<br>(1,000)<br>(7,864)|**Balance at 31**<br>**July 2022**<br>£<br>171,415<br>13,448|
|---|---|---|---|---|
|||||184,863|
|||||5,001<br>14,275<br>25,000<br>4,566<br>9,769<br>5,864<br>3,321|





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|The Clothworkers' Foundation<br>Near Neighbours West fund<br>**otal funds**|**Balance at 1**<br>**August 2021**<br>£<br>62,836<br>234,867|**Incoming**<br>**resources**<br>£<br>10,000<br>2,558<br>315,500<br>496,200|**Resources**<br>**expended**<br>£<br>(2,558)<br>(300,540)<br>(468,408)|**Balance at 31**<br>**July 2022**<br>£<br>10,000|
|---|---|---|---|---|
|||||77,796|
|||||262,659|





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## 

|**Unrestricted**<br>**_General_**<br>General Funds<br>Funds - prior period adjustment<br>**Restricted**<br>Erasmus Plus<br>Henry Smith<br>United St. Saviour Southwark<br>East End Community Foundation<br>London Borough of Hackney<br>Walcot Foundation<br>NCIL Brent<br>The National Lottery Community<br>Fund<br>City Bridge Wave<br>London Catalyst<br>Groundwork London<br>Hackney Parochial Charities<br>Sport London - Comic Relief<br>Charles S. French Charitable Trust<br>29th May 1961 Charitable Trust<br>Comic Relief Project Delivery -<br>Hackney<br>Ben Ogden Trust<br>Edward Harvist Fund<br>The National Lottery Community<br>Fund - Covid 19 response<br>GFC UK Phoenix<br>**Total funds**|**Balance at 1**<br>**August 2020**<br>£<br>82,170<br>13,448<br>95,618<br>13,216<br>1,125<br>14,341<br>109,959|**Incoming**<br>**resources**<br>£<br>224,563<br>224,563<br>17,331<br>20,000<br>5,000<br>50,000<br>13,846<br>25,531<br>49,649<br>18,463<br>15,639<br>9,270<br>55,375<br>5,000<br>3,000<br>4,000<br>2,304<br>5,000<br>79,447<br>20,000<br>398,855<br>623,418|**Resources**<br>**expended**<br>£<br>(148,150)<br>(148,150)<br>(17,331)<br>(13,216)<br>(20,000)<br>(5,000)<br>(50,000)<br>(13,846)<br>(16,506)<br>(35,711)<br>(11,842)<br>(1,125)<br>(15,639)<br>(36,393)<br>(3,000)<br>(4,000)<br>(2,304)<br>(5,000)<br>(79,447)<br>(20,000)<br>(350,360)<br>(498,510)|**Balance at 31**<br>**July 2021**<br>£<br>158,583<br>13,448|
|---|---|---|---|---|
|||||172,031|
|||||9,025<br>13,938<br>6,621<br>9,270<br>18,982<br>5,000|
|||||62,836|
|||||234,867|





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|**16 Analysis of net assets between funds**<br>**Current year**||||
|---|---|---|---|
|Tangible fixed assets<br>Current assets<br>Current liabilities<br>Total net assets|**Unrestricted**<br>**funds**<br>**General**<br>£<br>4,075<br>187,942<br>(7,154)<br>184,863|**Restricted**<br>**funds**<br>£<br>77,796<br>77,796|**Total funds at**<br>**31 July**<br>**2022**<br>£<br>4,075<br>265,738<br>(7,154)|
||||262,659|



## 

|**Previous year**|||
|---|---|---|
|**Unrestricted**<br>**funds**<br>**General**<br>£<br>Current assets<br>184,734<br>Current liabilities<br>(12,703)<br>Total net assets<br>172,031|**Restricted**<br>**funds**<br>£<br>62,836<br>62,836|**Total funds at**<br>**31 July**<br>**2021**<br>£<br>247,570<br>(12,703)|
|||234,867|