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2020-12-31-accounts

Clore Social Leadership Company number.. 07222275 Charity number.. 1136727 Clore Social Leadership Programme Report and Financial Statements 31 December 2020

Clore Social Leadership Letter from the Chair I wanted lo share some reflections obout Clore Social Leadership's work over the past yeor during Iliese dillicull or-ld Loriliriuolly Llioriuir-iu IiiTI¥S. Learnlng In Lockdown As many organisations experienced. our plons for 2020 changed dramaticolly over the course of the post year. Thonk5 to the flexibility ol our omazing lunder5, we were able lo quickly adopt our existing programmes lo be delivered online. We have now been operating lully digilol versions of our flagship programmes, and feedback has been overoohelmingly p051tive porticiponls hove even received more leadership development content than they would hove in the originol proaramme designs due lo the derreased cost ond incre05ed occes5ibility ol digilol leorning. We were also able lo deliver entirely new progrommes to support leoders through lockdown. The first was a summer progromme lor nearfy 2W leaders working in the Migration and Refugee Sector. Once we saw the demond lor that Drogromme-- which outDerformed all other programmes in Clore Social history we were inspired lo create Leading Beyond Lockdown, which offered porticipanls from ocross the sociol sector our most impaclful learning interventions as well as space lor peer connection. The Great Digital Pivot At the same lime. the Clore Sociol leom hos been hard ol work Ironslorming into on orgonizotion that 15 truly 'digitol first,. If we hove leorned anything in 2020, it is that generou5, resilient leoder5hip hos become more urgently necessary - and also more difficult - than ever before. Bul this year has olso made cleor that leadership development can be more accessible and affordable if it is done online, wilh an intent lo reinstole in-person programmes in hope5 01 increasing social interaction. Going forward, our existing Emerging and Experienced Leader programmes will be delivered fully online. The team 15 also developing and conlinuou51y improving a series of new online digitol innovolions launched in earfy 2021, including modules on Digitol Leadership, Leader as Coach, Managing Remote Teoms. Change Manogemenl and Resilience. Clore Social hos olso invesled in two new digitol plotlorm5 to increo5e occes5ibilily. improve proce55e5 and enable 5cole. We expect the hunger lor leadership development to continue through 2021 and beyond. and believe that we can reach l O limes as mony social leaders next year as we did this year by odopling o hybrid model. utilising virtual ond physical plolforms. A New Communlty of Changemakers Clore Social's new digital platforms will also act as an online space lor social leoders to connect, c.olloborotp. and grnw. We hove long wanted In build a movemp.nl ol rhangemokp.rs. onrl hove olwoys believed thol the most powerful element ol our progrommes ore the ones that foster peer learning ond support - a nolural evolution for Clore Social Leodership, porticulorly prescient in this time ol distancing and isolation. The community officially launched in January 2021 and continues to goin more troclion eoch week, with plons to provide o sofe environmenl lo reinforce connectedness. In oddition to enobling leoder5 to connecl ond find eoch other. it will 0150 allow them to creote and join groups (both thematic and ploce-bosedl. lake advantage ol free resources and much more. Peer leorning ond networks will be vitol for people coming out of the pondemic ond this will be a space where leaders can collaborale and support each other in the struggles ahead. This work was only made possible thanks lo the dedicated stofl and supportive board of trustees, so o big thank you is in order to them all. And. last but nol least o huge Ihonk you lo our many funders who have enabled us lo adopt so well lo our changing wodd.

Clore Social Leadership Trustees, Report For the year ended 31 December 2020 Company number Reglstered office & operotionol address 07222275 Charlty number 1136727 7 Bell Yora. London WC2A 2JR Trustees Trustees, who are also directors under company law. who served during the yeor ond up to the dote of this report were os follows.. Sir Cioron Devane Choir Dominic Houlder Choir of Audil ond Risk Committee rino Alexandrou Arobello Dulfield Chortes Good David Harrel Anno Southoll Mark Fisher CBE Vyla Rollins Potrick Stevens Neeho Khurana Nicolo Kidston Deborah Smart Alison Collins John O'Brien Shaks Ghosh CBE Louise Droke Resigned February 2021 Resigned Februory 2021 reesigned Febrvory 2021 Appointed Februory 2021 Appointed February 2021 Appointed Februory 2021 Appointed Februory 2021 Chief Executive Monoging Director ol Notional Developmer)t Unit (resigned Mar 20211 Director of Operotions Director of Leadership Programmes Director of Morkeling & Externol Relations Morkeling Coordinator Iresigned Dec 20201 Head Leodership Development Coach Leodership Development Cooch Development Officer Morkeling & Communicotions Coordinotor Nolionol Engogemenl Lead Onlinc Progrommc Focilitotor Digilol Product Tester Financial & Operations Assistonl Director of Digital Learning Morkeling Monager HSBC BANK PLC I st Floor, North London Business Banking Centre l Old Street London ECIV9HL staff Wendy Leylond Angharod Irvine Nodia Alomar lulia Schiopu Estelle Des Georges Potricia Joseph Corrie Cvno-Booth Lydia Burmon Louis Easlwell Jvstin Wcbb E15pelh Bell Youssel Beyhum Ralph Lo Fontaine Liom Russell The Co-operolive Bank P.0. Box 250 Delf House Skelmersdale WN8 6WT Bankers Sollclt¢xs Kings & Wood Mollesons LLP 10 Queen Street Place London Audllors Moore Kingston Smith LLP. Chartered Accovntonts 60 Goswell Rood London ECIM 7AD

Clore Socjal Leadership The trustees present their report and the audited financial slalements for the year ended 31 December ￿20. The organisalion is a charitoble compony limiled by guaranlee. inc(xporoted on 13 April 2010 and registered os o chority on 5 July 2010. Reference and administrative informalion set out on poge I lorms part of this reporl. The financial slolemenls comply with current slalulory requiremenls. the Memorondum ond Articles of Association and the Slalemenl ol Recommended Proctice Accounting ond Reporting by Charities.. SORP applicable to chorilies preparing Iheir occounls in accordonce with FRS 102. Bockgrovnd The Clore Social Leadership Programme (Clore Social Leadership) was set up in October 2(Y)8 as an iniliotive ol the Clore Dulfield Foundotion. Ils purpose is to identify, connect ond develop ospiring leoders in the social sector. The board ol trustees wos recruited in 2W9. with The Clore Social Leodership Progromme registered os o Compony limited byguoronlee in April 2010ond its choriloble slalus recognised in July 2010. This truslee5' report covers the lenth lull linonciol year os on independent chority. ObJectSves and ocllvlttes The Articles ol Associotion ol the Clore Social Leadership Programme state that the charity promote5 and supports the education, development and training of actual and potential leaders ol social Sector orgonisations. The definition ol what 15 meont by 'social seclor, 15 5ummarised in the Articles as those organised lo provide. promote or secure social goods lor beneficiary groups such os charities. community organisation5. 50cioI enterprises ond housing a550ClOtions. The tru5tee5 review the oim5. objectives ond oclivities of the chority eoch yeor. This report looks ot whot the chority hos achieved one the outcomes ol its work in the reporting period. The tTU51ees report the success ol each key oclivily and the benefits the charity has brought to those groups ol people that it is set up to help. The review olso helps the trustees ensure the charity's oims, objectives ond octivities remoined focused on ils staled purposes. Pvrpose ond olm$ Clore Social Leadership seeks to idenlily, connect and develop aspiring leoders with o sociol purpose who ore working for the benefit of individuols ond communities ocross the UK. This is ochieved through the following slrolegic objectives.. Progrommes Growing and extending our learning programmes SO they reach as many 50cioI sector leaders as possible Impocling positively on individuals. orgonisotions ond communities through our progrommes Supporting commilled, values-based and reflective aspiring leoder5 and Iracking Ihe outcomes and impact they ochieve in the leodership roles they resume or toke up following their participation in our programme5. Sustainability Securing SLJsloinoble income streams through o svccesslul fundraising slrolegy and continuol diversificolion ol income generolion mode15, including sources of earned income To be highly effective in our own governance and leadership. ond delivery and outcomes y working in line wilh the chority'5 volues. while conlinuolly evoluoling ond improving our programmes. including markel-lesling their relevonce and capacity lo add value Sectoral colloboralion Moiiiloining a slrong UK-wide perspeclive and building social seclor coniieclions ocross devolved admini51rolion5. moinloining close conlocl with mini51ers. civil seNanls and key politicians Enabling o strong network ol social purpose organi5ations and leaders across the UK through online and in-person engagement Acting as a facililator for effective and generous leadership across the social sector

Clore Social Leadership Leaming ond dissemination Sharing learning aboul leadership development for Ihe sociol sector. including our evaluation findings. ond raising the profile ol leodership os key to slrenglhening sector capacity By regular dissemination ol all our findings ond reports using the Clore Social Leadership website with links lo relevant partners y on effective communicotions slrotegy including online ond wider medio profile, sociol medio engogement. contributing to events, speoking ond publishing orticles Since September 2019, thi5 purpose ond oim hos been oddressed with porticulor focus and funds through the development ol an internol unit (Notionol Development Unil see more in Plans for 2021 below). Publlc benefft Trustees hove complied with the duty in section 17 of the Charilies Act 2011 to have due regard lo the public benefit guidonce published by the Chority Commission. including their guidonce in PB2 (Public Benefit- Running a Charity). The Clore Sociol Leoder5hip fellows contribute direcmy to public benefit through positive outcomes for individuols ond their communities through Iheif activities while on the leodership development progrommes and in their subsequent leadership of social purpose organisations and portnership5. Clore Social Leadership shores oll its learning about elfeclive social leodership widely so Ihot as mony people as possible can themselves benefit ancl improve outcome5 lor beneficiaries. Achlevements and performonce- KPI$ To monitor ond evolvote our ombilion to grow ond extend our leoming p¥ogrammes so they reach os mony sociol sector leoders os possible. two importont KPIS ore the number of leodeis reoched ond the impact the programmes have on these leaders. Number ol Leaders Reoched 2016 2017 2018 2019 2020 Yeor-long Fellowship 24 24 N/A N/A N/A Experienced Leoder Progrommes 66 43 77 Emerging Leader Programmes 24 55 177 Ploce-based Programme5 164 Other short progrommes 125 164 201 3CX) 581 Tolol Reach- 173 243 543 453 835 o increase 40% 1237. (17Y.I 2. Programme Impact Our uniqve opprooch is proven to work ond hos consislently delivered impoct within the sociol sector. We meosure our progrommes. overoll impoct onnuolly by 05king porliciponls how strongly Ihey agree with o series ol impocl stolements on o scole ol I to 10. In 2020. ouronnuol survey Showed overoge scores 018 out ol l O lor the following slolemenls..

Clore Social Leadership Average Score 2019 Average Score 2020 5tolemenl My experience with the Clore Sociol Leadership progromme hos mode me o better leoder. My experience with the Clore Sociol Leadership programme h05 provided me with greol nehvorks. My experience with the Clore Social Leodership progromme has empowered me to grow leoder5hip in other5. My experience with the Clore Sociol Leodership progromme hos enabled greoler collaborolion in my work. My experience with the Clore Sociol Leadership progromme hos mode me personally more resilienl. My cxpcricncc with thc Clorc Sociol Lcadcrship programmc has encouraged me to think more deeply about leadership. My experience with the Clore Sociol Leadership programme has enhonced my contribution to my orgonisotionlsj. My experience with the Clore Sociol Leodership programme has increosed my obilily lo hove on impocl upon the communities l serve. Clore Social seeks lo meet o widely recognised lock of opportunilies for social sector leaders to occess the leodership development opportunities ovoiloble in the privote ond the public sectors. Trustees Four trustees were appointed in February 2021 Nicola Kidston. Deboroh Smort, Alison Collins. and John O'Brien. Three trustees resigned in Februory 2021. olter hoving served their moximum allowoble term limils of 9 years - Arabella Duflield, David Harrel, and Anna Southoll. We wish to thonk them all lor their tremendous service as long-standing Iruslees. Appendix I provides lull biographies of Ihe current board of Irvstees. Trustees are recruited on the recommendation of the Nominations Commillee. who conduct ongoing ond comprehensive review ol the skills present in the board and its ideal composition. St( Shaks Ghogh CBE wog appointed as the charity's Chief Executive in July 2015. Shoks Ghosh come to Clore Social Leadership with extensive experience of leodership in the sociol sector, having previously been Chief Execulive of Crisis and the Privote Equity Foundation. The monagement leom also includes.. the Manoging Director of the National Development Unit. Louise Drake, the Director ol Operations. Wendy Leyland. the Director of Marketing and External Relations, Nadia Alomor. the Director ol Leadership Programmes. Angharad Irvine, and the Director of Digital Learning, Ralph La Fontoine. Appendix11 provides lull detai15 of the currenl staff leam as ol April 2021. Remunerotion for stoff is sel by the Chief Executive. who hos responsibility for ensuring Ihe overall salary budget for any year is not exceeded. Remuneration for the Chief Executive is agreed by the Board ol Trustees. Salories ore reviewed on an annual basis. with periodic market review of salary levels ol equivolent size chorilies.

Clore Social Leadership Financial review The occounls cover the tenth lull financial year that the charity was independently operational. The impact of Covid-19 has been considefed on the charity's future plans and budgeting processes and the eflecl of the outbreak will be a ygnilicant risk into the December 2021 yeor end. The effect on this year's financiol stolemenls hos been considered in note 19- Post Balonce Sheet Evenls ol Ihe finonciol Statements. as well as some norrolive exploining Plons for 2021 section below. Income Clore Social Leodership receives restricled gront funding from numerous foundolions. trusts and corporole sponsors. The largest gront was from The Notional Lottery Community Fund Iformerfy. The Big Lottery Fund), where £498,744 wos oworded to cover work for 2018-2020. We 0150 received a lorge multi-yeor gront from The Gorlield Weston Foundolion1£210,OWI, for the period 012019-2021. Importonl unresfricted gronl funding was aworded by the Paul Hamlyn Foundation to help cover core costs over the 5-yeor period from 2018-2022 through their Bockbone Fund gront initiolive. Significant SUPPOrt was also received from other personal donations tolalling £75,CMXJ for 2020. Totol income wos £1.086.487 for the yeor. This is lightly down 110.21%) over tolol income in the previou5 yeai ol £1,210.007. Trustees are very grateful lo the funders who commilled lo the Fellowship progromme in its earty day5 in particular the Clore Duflield Foundation. who look the initiolive lo start the fellowship programme. Since 2017, they hove been giving 5UPPOrt for our Digital Transformation inilialive, but have ceosed their larger unreslricled grant funding. Tru5tee5 Wlsh lo Ihonk oll ol our lunders in 2020.. The National Lottery Community Fund Good Opportunities Trust E5mée Foirburn Foundation Forces in Mind Trust Bonk ol America Merrill Lynch Pilgrim Trust Comic Relief Coutts Foundation Clore Dullield Foundolion Garfield Weston Foundation Global Dialogue NHS Trusts Paul Homlyn Foundation Ronk Foundation Reports ore mode lo donors eoch yeor updoting them on the progress of the progromme ond the conlribulion their funding has mode to enable this. Expendlture Total spending for Ihe yeor was £982.965. This is down approximotely 19.36f. from the previous year's expenditure of £1,218.948. This is lorgely due to Covid-19 progromme deloys for our Ploce-t)osed progrommes. Movement of Fvnds Nel movement of funds went from a negative £8.941 in 2019 to a positive £103.522 in 2020. This is lorgely explained by progromme poslponemenls from 2020 to 2021. Reserves Trustees have o policy of holding o free reserve ol ot leost £275,(XK) to cover three months ol core operational expenditure Islalf and otlice costs). This was mel across 2020, with unrestricted generol reseNes excluding reserve5 tied up in fixed assets of %758.655 ot 31 December 2020. Our level of reserves will be porticulorly importonl 0$ we continue lo monoge the negative effects of Covid-19 on our core business of providing guided. toce-to-loce learning progrommes. Increased emphosis has been ploced on further developing our role os locilitolor. thought leoder ond digital provider ol leodership development in the social sector. os explained in the seclion below. Plons for 2021.

Clore Social Leadership Structure. governance and monogement The Clore Social Leadership Pro9romme. os o company limited by guorontee. is governed by a Memorondum and Articles of Associolion, lost updated on l Morch 2017. Trustees are recruited by the agreement ol the board of Iruslees Appoinled tru51ee5 are provided with o bockground brielin about their responsibilities ond the objectives, operolions, governonce, funding ond ochievements of the charity. All trustees ore encouraged to toke up relevonl troining. briefings ond conferences. Trustees regulorfy review the progres5 01 the chority and it5 funding. The Au(Jit and Risk Committee reviews the risks. controls ond tinoncial monagement ol the charity. Trustees ore responsible lor setting the strategy lor the Clore Social Leadership and securing both the public benefit delivered through its outcomes and impact, ond the sustoinobilily of the chority. The Trustees are responsible lor the oppointment of the Chief Executive. Major rfsks and uncertalnlles The mojor risks lo the charily have Oeen iclenlilied in a comprehensive nsk register and Ihe monagemenl ol these is monitored by the Audit and Risk Committee on o quortedy bosis.This register is also reviewed by all Iruslees 05 part ol the board papers with each board meeting. The four risks colegories identified with the highest scores Ibolh Impocl and Likelihood deemed Medium to Highl ore as follows,. I I the future loss ol lunders ond o resultant shorffoll in funding lo run our progrornmes. 21 sector altitudes lo executive educolion, 31 olternotive leodership development opportunities lor the social sector Icompelitionl. and 41 the elfects ol Covid-19 on face-to-loce leorning. These risks have been miligaled through the following octions,. I I the. introduction ol a robust morkpting and communicotions plon and strotegv 21 driving more demand through the NDU work Idescribed in more detail below) and, 31 continved odvococy ol ovr progrommes ol the sector level and engagement with sector bodies such a5 NCVO and SCVO 41 the development ol multiple online courses as well as an online platform IShoredPurposel octing os o network lor incentivising positive chonge ond peer leorning. Plans for 2021 In response to the Covid-19 crisis ond its impocl on Ihe sociol sector os well the communities served by social leaders. we ore continuing lo develop accessible and affordable online leaming tools in oddition to our guided leadership development progrommes. These intervenlions will help us reach our ambitious goal of serving one million UK social sector leoders and make leadership development occe55ible to oll. As the sector looks toword posl-pandemic recovery. generous and resilient leodership will be more needed thon ever. With this in miné, our plons lor 2021 ond beyond ore 0$ follows.. to put renewed focus on local communities and regions wilh o leadership feslival in Woles, a comprehensive place-based initiative in Oxfordshire, and plans to develop progrommes in other regions to encourage diversity in leadership and the sector with Leadership Lighthouses, a notional initiotive Ihot will torget local BAME-led troining providers to expond awareness of leadership development in the sociol sector and encourage colloborotion through the SharedPvrpose plotlom., ond to strengthen networks within the third sector that incentivise positive change and encourage peer learning

Clore Social Leadership lo increase accessibility of leadership development by continuing to develop a series of low-cost and flexible online courses and modules. stotement of re$Fx>nslbllltSès ol th• frust•as The Iruslees Iwho ore olso directors ol The Clore Sociol Leodetship Progromme for the purposes ol compony lowl ore responsible for preparing the trustees, report ond the linonciol statement5 in accordance with opplieoble low ond Uniled Kingdom Accounting Stondords (UK GAAPI. Compony low requires the trustees to prepare financial statements for each financial year which give a truc ond fair vicw of Ihc slatc ol oflairs ol Ihc charitablc compony and ol Ihc incoming resource5 ond application of fesource5, including the income and expenditure, of the choritable compony for thal period. In preporing these financial slalemenls, the Iruslees are required lo.. Select suitable accounting policies and then opply them con￿StentIV Observe the method5 and principle5 in the Chorities SORP Moke judgments ond estimoles thot ore reosonoble ond prvdent Stote whether applicoble UK Accounting Slondords hove been followed, subject lo ony material deporlures disclosed and explained in the linanciol slalemenls Prepare Ihe linonciol stotements on the going concern bosis unless it is inappropriate to presume that the charitable company will continue in operation. The tIU51ee5 are responsible lor keeping propel accounting record5 Ihol di5c105e with ieo50noble occurocy ol ony time the linonciol position of the chorilable compony ond enoble them to ensure thal the linanciol slolements comply wth the Componies Act 2006. They ore olso responsible for sofeguarding the ossels of the choriloble company and hence for toking reasonoble steps for the prevention and detection of fraud and other irregulorilies. In so lar as the Irustoes ore owaro.. There is no relevant audit information of which the charitoble company's auditor5 are unoware The trustees hove token all steps that they ought to hove taken to moke themselves owore ol ony relevanl oudil informolion and to esloblish thol the auditors are aware of thol inlormatior). The Trustees ore responsible for Ihe moinlenance and integrily ol Ihe corporole ond finoncial information included on the charitable company's website. Legislolion in the United Kingdom governing the preporotion ond disseminotion of linonciol stotements moy eilfer from legislolion in other jurisdictions. Audltors Moore Kingston Smith were re-oppointed os the choriloble compony's auditors during the period and have expressed Iheirwllingness to continue in that capacity. The report ol Ihe Trustees has been prepared in accordance with the special provisions applicable to componies, subjecl to the smoll componii:s' regime. Approved by Ihe Trustees on 21 July 202 1 ond signed on their behalf by Sir Cioron Devane - Chair, 8oord of Trustees

Clore Social Leadership Appendlx I: Truslee Blographles We take good governance seriously. and ovf boord ol trustees is Ihe backbone of this. From the Bank of Englond lo Re501ution Foundation. from London Bu5ines5 School lo the United Nations- ourlrustees come from across o wde rangeol seclors and hove token diverse coreer paths. This is o weollh of experience and expertlse Ihot mokes for a slrong Clore Sociol board. Slr Ciaran Devane Sir Ciaran Devane become Chief Executive of the British Council in January 2015. Cioran has focused on oligning the British Council behind key themes importont lo Ihe UK, demon51roling the contribution of cultural relations to the UK'S security. prosperity ond influence. and strengthening the organisation's capacity and capability across its network in over l 00 counlries. Prior lo his current role, Ciaron was Chief Executive of Mocmillon Cancer Support where he transformed the scale and impact ol the charity INGOI both on its own and in collaborolion with other orgonisations ond roi5ed its profile 05 an outhoritative voice on concer ond heolth matters, leoding to Mocmillon being the UK public's most respected NGO. Cioron was oworded o knighthood in 2015 lor his services to concer potients. Tlna Alexondrou Tina Alexandrou is a Trustee of the Resolution Trust ond the Resolution Foundotion, a sociol policy ond research orgonisolion whose gool is lo improve the living slondords lor the 15 million people in Briloin on low ond middle incomes. Tina hos been with the Foundation since its lomation in 2C()5. She is 0150 a Trustee ol Pilollight, on organisation which works wilh small, ambitious charities to help a grealer number ol people more efleclively. She ha5 a porlicular interest in educolion and si15 on Ihe Ark School's Boord ond 15 0150 Chair of Governors of an Ark Primary in White Cily. London. Prior to her work in the Ihird seclor her coreer was spenl in the insuronce and bonking industry both in the UK and inlernolionolly. Arabella Dvffleld Arabello Ouffield has a PhD in Public Heollh. She worked extensively in Africo ond Asio lor ten yeors lor the UN ond non-governmentol orgonisolions including Sove Ihe Children. She completed Ihe Sloon Progromme ol London Business School in 2008. Arobello is cvrrenlly a trustee ol Access Aspiration. the AD Charitoble Trust and the Weizmonn Institute in Isroel. Mark Hsher Mork Fisher CBE FRSA hos been Ihe Director General ond Secrelory lo the Grenfell Towef Public Inquiry since June 2017. Prior to working on the Public Inquiry. Mork wos Direclor ol the Office lor Civil Society ond Innovation in Ihe Cobinel Ollice, supporting the Government's ambitions lor volunteering, philonthropy ond social inveslmenl,. ond lor the generol development ol the voluntary ond community sector. Mark wos previously Social Justice Direclor in Ihe DWP responsible lor the Government's agendo for the prevention ol long tem welfore dependency. ond before that Jobseekers and Skills Direclor in the DWP, responsible for the notionol regime for supporting unemployed people. ID

Clore Social Leadership Mark hos been Chief Executive ol the Sector Skills Development Agency ond a Director ol Working Links (Employmentl Ltd. He 15 on the Council ol Hudderslield University. Charle5 Good Aller his early Iroining os a chartered accountant wilh Robson Rhodes (now Grant Thomtonl and the corporate finonce deportment ol SG Warburg & Co Lld (now part ol UBSI. Chorfes hos mode o career ot developing an(Y tinancing entrepreneurs In ttte SME sector. He hos t)een octive in o number of morket segments. including technology. retailing. osset monogement, broking ond oil and gos exploration. Most significant amongst these ore Hvrricone Exploration o North Sea explorolion compony, Blooms ol Bressinghom Plc, AIM Garden Cer)tie group. Citigole PR, Shoprite, oncl Ely Fund Monogers Lld ond Dexio Privole Bonking UK. He is currently choir of Cox PowerTroin Ltd, a diesel outboard engine developer and manulaclurer. Chorles is also Chair ol Roseboume Limited. a garden centre group. Davld Hoffel David Harrel was one of the founding partners of London City law firm SJ Berwin LLP in 1982. He was mode Senior Portner in 1992 relinquishing this role in ￿06 ond retiring from the firm in 2W7. He hos been Choirmon ond non-execulive director ol o numberol public and private companies os well as being a Iruslee of The En91ish National Opera. He is olso a Irustee of The Clore Duifield Foundation. Domlnlc Houlder Dominic is on Adjunct Professor in Strotegic ond Intemotionol Monogement ol London Business School, hoving joined the Focvlty in 1994. He is oiie ol the leoding experts on prolessionol service limis in Europe. He was Associate Dean ol the Sloan Fellowship Programme from 2CQ2-5. In his eorlier career he worked wilh The Boston Consullin9 Group and Blue Circle Industries plc. Anna Southall Anna enjoyed a vaned career In the public seclor. ultimately os Director ol the National Mvseums ol Wole5 and then Chief Executive ol the Mu5evm5 Librories ond Archives Council. She choired the Borrow Codbury Trust from 1996 to 2CK)6. ond remoins Leod Trustee for the Young Adults ond Criminal Justice progromme. She served for 9 yeors os Vice Choir ol Big Lottery Fund Inow the Nolionol Lottery Charity Board) and then for 6 years as Vice Chair ol the Wales Millennium Centre in Cardill. Anna is now a tTUStee ol a number ol organisations in Bristol. where she lives. Neeha Khurana Neeho hos over Iwenty yeors HR experience in consulting. finonciol services. ond softwore organisotions where she has been the People Partner lo CEOS ancl Execulive Teams. She has specialist experience in culture Ironslormation, leadership ond executive developmer)t, team heolth ond orgonizotional effectiveness. lalenl ocquisition (including boord recruilmenll. tolent idenlilicotion and succession monogement. diversity ond inclusion, ond employee engogement. ln her role at Celonis she is responsible tor driving the culture strategy including a focus on 1051ering an inclusive ond high pertorming leom. employee growth and empowermenl. employee engagement and li51er)ing. ond building strong ond highly effective trusted leader5 that are recognized in the industry. li

Clore Social Leadership Neeha 15 a Charlered Occupational Psychologist and Associole Fellow of the British Psychological Society. She ha5 o Bsc (Honsl in Psychology, o Mosters in Occupotional Psychology from Goldsmiths University in London ond on Advanced Practilioner quolificalion in Executive Cooching. Vylo L. Rollins Vyla 15 an Orgonisationol Psychologist who has worked as o global strategic Orgoni50tional Effectiveness consvltonl in the private. public. and volvntory sectors lor over 30 yeors. She is currently the Executive Director ol London Business School's Leadership Inslitule. The Institute seeks to reseorch ond explore a myriod ol issues related to leodership and leoding. os well as discuss and challenge perceptions ol leodership. presenl ideos oboul the lulure ol leodership ond their otlribule5. Vylo olso designs ond delivers on selected bespoke educotionol progrommes delivered by LBS'S Executive Education Department. os well os cooching on a number of deijree ond cuslomised Executive Educotion progrommes ol the School. She is 0150 0 Managing Director ol Rubato Global Consulting Limited. P(fftlck Stevens Patrick trained as a Chartered Accountant in Norfolk, hi5 original home. Aller thal he spent his career a5 an accountanl ir) practice in London. Fci the1051 17 year5 he was o parlner and a Monaging Partner in Ernst ond Young. On retirin9 from proctice, he spent 3 yeors os Tax Policy Director ol Chortered Institute ol Toxotion. Since then he hos token on various volunlory roles. These include being Trustee ond Treosurer ol Sussex Community Foundolion, Resolution Foundation and Rye Deanery in the Diocese of Chichester. Nlcola Kldslon Nicolo 15 an experienced senior leader with over 20 yeors, experience in the social sector. She is committed lo creating positive futures with young people and is energised by creating strong colloboralive partnerships lo innovate, scale ond embed programmes to achieve notional impact and ha5 successfully ochieved thi5 in both educolion and youth sector 5etting5. She did this most recently as Head ol Progromme (English as an Additional Longuagel at The Bell Foundotion. developing digital and blended models to scoling training and resources lor schools as well as providing thought leadership and shoring best practices. As Director of Development and Porlnership ot Ihe Foyer Federation, she developed and scaled progrommes with young people experiencing homelessness across the Foyer network. Prior to this she hod o ronge of project manogemenl and youth justice roles at SOVA, Leeds Youth Offending Service and the Reachout Project. Shp. hn£ bp.pn a c.lorp Sc)r.ial Fpllow since. ?Ql 6 and c.r)nlinup£ to c.r)nnpr.t tn he.r rjppr grnLJP fc)r leaming and development. Deborah Smart Deborah is Director of Grants ot the Sociol Investment Business. o role which sees her work closely with partners to develop and implementsupport programme5 which meel the needs ol charilies and social enlerpri5e5. She ho5 overseen and delivered multiple funding progromme5 for multiple foundolions as well 05 government bodies. She storled working in the sociol finonce sector in 2CQS ot the Locol Investment Fund ond hos been working in the lunding150cial investment seclor ever since. She is passionate about empowering 12

Clore Social Leadership Social Seclor Organisalions to be able to access and use diflerenl lype5 of finance to enable Ihem to better support Iheir communities. Deborah was the 2015 Clore Social Leodership Social Finance Fellow. In her Spare lime, Deborah volunleers with o smoll Essex based broodcosting charity. Alison Collins Ali50n 15 an Investment Manager lor Ihe North East Social Inve51menl Fund at Northstar Venture Ltd. Alison worts closely with charities and social enterprises from across the North East. identifying opportunities to invest in sustoinoble, impoctful organisotions. Ali50n 15 experienced in social investment hoving spent several years managing and creoling investmen15 ocr055 a ronge ol funds oimed ol the nol for profil seclor in Englond whilst al The Social Investment Business. Alison also has experience of delivering loan ond grant funding lor smoll lo medium size start-up businesses in the North East and has experience of fundraising ond corporate ponsor5hip within Ihp. nnl lor r)rnfit 5er.tnr. Having jninp.d Nnrlhslor frnm r)Lirhnm I 1nivp.rsity whe.rp Alison worked closely with ocademic ond prolessionol support stolf in business developmenl and research impact and engagement roles, Alison has expertise in identifying and managing partnership5, developing collaborative research activitie5 and associoled funding bids and in undertaking impocl tracking and reporting. Ali50n 15 0150 0 Trustee of Citizen5 Advice County Durham with o particulor focus on supporting the Research ond Campaigns orm of the organisation. John O'Brfen John operotes a mixed portfolio. This includes acting as part lime EMEA Monaging Partner ot ONE HUNDRED, Omnicom'5 elhicol purpose con50rtium consisting ol nine of Omnicom's leoding global agencies. John is also o beslselling business author and recognized campoigner with over thirty yeors, experience leading initiatives covering over twenty countries. John is a senior advisor to business. high net-worth individuals. charities ond govemments on the interface between busines5 Qnd society. related strategies and communicotion. During the lost ten year5 he hos ployed o leoding role in developing much of Ihe languoge ond thinking oround ethicol. sustainable purpose in the UK. He is a sought-afler speoker ond commenlolor on the subject. John's professional background is varied. slarling Mqth a few eorly years in bonking followed by o decade as o British Army Inlanlry officer, serving in theatres oround the world. retiring as a Coplain in 1994. His training ond operalionol experience in creating clarity from complex, often chaotic and dongerous situotions, ocled os o key grounding for his future coreer ond brings wide experience to beor for client5 13

Clore Social Leadership Appendix11 . Staff Biographies As of Aprll 2021 Shaks Ghosh - Chlef Executlve Shaks is Chief Executive of Clore Social Leadership. She has O track record ol service in the social sector, and has wide èxpèriencè of policy. housing. homelèssnegs and youth unèmploymènt issues. Her eorly coreer wos in locol government ond housing ossociations ond she hos worked on projects tor cenlrol Government. the private sector ond the Indian NGO sector. Following 10 years as CEO of Crisis. she led the estoblishment ol the Privote Equity Foundotion. She is pas￿onate about sociol justice ond is now focused on strengthening the volunlory sector. Lovlse Drake . Monoglng Dlrector of NDU Louise Drake joins us from the RSA where she 5UPPOrted Fellows to scale their positive sociol impact orgonisotions ond ideos. She olso developed the Communi Business Leodershi ro romme. She has experience ol building leadership capabilities across Ihe privole. public and social sector with an eorly coreer in Humon Resovrce Monagement. She hos worked lo embed entrepreneurship and sociol innovation in higher education ond is passionole oboul the power of innovotive solutions via people and organisations to deliver social justice. Wendy Leyland - Dlrector of OperatSons Wendy is our Director of Operalions and she has responsibility lor the finance. IT. HR and Boord govemance support lunclions. She has an MBA in finance and international business from the NYU Stern School of Busines5. Her passion lor work in the charity sector began during her time living in Paris when she served as a Trustee for a well-known intemationol women'5 QS50ClQtion. AAWE. She also worked with the international NGO. FAWCO and also served os o Trvstee for the women's chority. Dress for Success Greater London. Previous lo thol, Wendy worked in Washington, DC as o consultant with KPMG and in the Treasury deportment ol AIG, Inc in New York City. Angharad Irvlne - Dlreclor ol Leade15hlp Piogrammes Anghorad's experience spans both the private and social sector and ranges from the design, focilitotion and project management of training curriculo, to creoting Learning Monagement Syslems ond blended leorning 501ulions on a globol scole. She over5ee5 Ihe eflectivene55, sustainabilily and quality ol Clore Social Leadership progrommes. ensuring they adequately rellecl ond support the leodership need5 of the social sector. Nadlo Alomar - Dlreclor of Marketlng and External Relallon5 Nodio's possion for building and developing communities within the social sector has driven her career in marketing and communications Wlthin heallhcore, educational and youth non-profit orgonisations. Nodia's former roles include Head of Marketing and Communications ot UK Youth, Head ol Digital and Communicalions at Brook Young People, ond Director of Communications ot Ihe Cardiovascular ond Intervenlionol Rodiologicol Society ol Europe. She has also consulted lor vorious businesses. such os o recruitment agency, digital morketing agency and music school. 14

Clore Social Leadership Coffle Cuno- Developmenl Offlcer Corrie joins us from the US non-profit sector, where She gained experience working with trust and foundolion donors. ond is possionote about helping leaders reolise their full polentiol. Carrie hold5 on MA in Ihe Social Anthropology of Development from SOAS University of London and on undergraduote degree in Arabic from the University of Edinburgh. Estelle Des Georges - Head Leadershlp Development Coach Estelle is a Personol Pertomonce Cooch. who developed her coreer in the Uniled Stotes. United Kingdom and Spain. She hos an MBA from Ihe University of Chadolle. North Carolina and a B.S. in usiness and Morkeling. Following o successful career transition. E51elle is now on esloblished L&0 professionol with o pos5ion lor developing people s coreer in Ihe third seclor. She is o quolilied cooch. mentor ond troiner. os well os CPD Accredited Provider. with 15 yeors ol monogement experience. as well as experience in starting up three bu5ine55e5 in the course ol her life. Pal Joseph - Leadershlp Development Coach Pot's coreer to dole hos sponned o number ot roles including monoger, externol consultonl. lacilitotor and coach across the voluntary, slalutory and privole sectors. She started her coreer in education 05 o secondary school teocher and then qualified as a sociol worker as she become increosingly concerned about the challenges young people foced. Pot storted her first consultoncy business 17 yeors ogo ond len Yea￿ loter she sel up her second business which focused on Iroining and development ol front line praclilioners and their managers. She has a Level 7 Diploma in Executive Coaching ond Mentoring with the In51ilute ol Leadership ond Monogement ond is olso o member of the Europeon Mentoring ond Cooching Council. lulla 5chlopu - Markellng Coordlnalor lulio works with supporting the orgoni501ion.s morketing ond communicotion octivilies. She hos on academic background in Joumolism ond Media studies. which Irained her in digital ond traditionol journalism technique5 and contemporary media practices. She hos relevont experience in digital communication, content development, copywriting, and an intere51 in utili5ing Ihe best morkeling ond communicotion too15 to odvonce su51oinoble sociol chonge. Mark Skoll . ProgTamme$ Coordlnator Mark joined after recently returning from Canada, having administered provincial healthcare distribution progrommes in Ontorio. He is possionote about the sociol sector's copocity to oddress issues related to mental health. Mork coordinotes our progrommes ond octs as the first poinl of contact for any progromme related inquiries. Lydla Burman - Marketlng and Communlcatlons Coordlnolor Lydia supporls the orgonisotion's marketing ond communicolion octivities. She runs the Social media poges. v4rites contenl, ond is the first point of contoct. Lydia is po55ionote obout connecting people with the opportunities thal they need to succeed. Before joining the leom. she worked as o Project Developer with the Peoce Corps in Mozombique. 15

Clore Social Leadership Lov15 Eashyell - Natlonal Engagemenl Lead Loui5 ho5 o demonstroble background connecling ond working wilh sociol leoder5 ond individuols across the UK charity sector. speciali5ing in recruiting and building teoms ol highly skilled and dedicated professionals into 'digilol' ossocioted positions. Passionate about driving social change, Louis is leading the monogemenl ond growth of Clore Sociol Leadership's Chapter5. Jvstln Webb Onllne Programme Facllltator Justin is the Online Progr'amme Focilitator at Clore Sociol Leadership. helping lo deliver the Discover Programme whi15t implementing a 5coling 51rategy lo take Discover lo the next level. He h05 0 background in programme management in the international development sector and is passionole oboul leodership ond susloinoble impocl. Elspeth Bell - Dlgltal Product Tester Elspeth is our Digilol Producl Tester. She oversees the testing process for our new courses to moke sure they are up lo Ihe Clore Sociol 51andard. She joined u5 from working al the University ol Glasgow and is p055ionate obout the social sector and expanding leaming opportunitie5. She is alwoys happy to hear leedbock Iposilive or negativell from our community. Youssef Beyhum - Flnonclol & Operollons Asslslant Yous5efjoined us ofter completing his Msc in Occvpalional Psychology from Goldsmiths. University of London. His possion is to support others through personal growlh and professional developmenl. As a previous Operations & Programme Management Assistonl ot the United Notions Development Programme'5 Regional Bureau lor Arab States. Yous5el's experience revolve5 oround operational and logislical supporl in areas related lo project management. His work with Several NG05 and gras5roo15 initiative5 solidifies hi5 drive lor posilive social chonge. Hi5 volunteering focused on normali5ing mental health by collaboraling on awareness campaigns and providing prtrbono cooching and psychological first aid 5ervice5 to individuals in need. 16

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF THE CLORE SOCIAL LEADERSHIP PROGRAMME

Opinion

We have audited the financial statements of The Clore Social Leadership Programme (‘the company’ for the year ended 31 December 2020 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows 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 FRS 102 ‘The Financial Reporting Standard Applicable in the UK and Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

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 financial statements section of our report. We are independent of the Corporation 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 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 directors 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 annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read 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.

17

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF THE CLORE SOCIAL LEADERSHIP PROGRAMME

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report.

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

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 9, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

Auditor’s responsibilities for the audit of the financial statements

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

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

18

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF THE CLORE SOCIAL LEADERSHIP PROGRAMME

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.

Our approach was as follows:

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

19

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF THE CLORE SOCIAL LEADERSHIP PROGRAMME

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 company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charitable company and charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

James Saunders (Senior Statutory Auditor) for and on behalf of Moore Kingston Smith LLP, Statutory Auditor

Devonshire House 60 Goswell Road London EC1M 7AD

Date: __

20

(incorporating an income and expenditure account)

----- Start of picture text -----
2019
Unrestricted Restricted Unrestricted Restricted Total
Note £ £ £ £ £
Donations and legacies 2 161,565 - 96,250 - 96,250
Charitable activities 4
Emerging leader programmes 28,450 392,727 63,700 374,268 437,968
Senior & experienced leader - 59,057 - 112,181 112,181
Digital and online programmes 17,742 150,000 16,220 150,000 166,220
Place based programmes - 111,240 18,325 153,009 171,334
NDU and Other Innovations - 90,565 - 204,109 204,109
Other earned income 72,331 - 17,735 - 17,735
Investments 2,810 - 4,210 - 4,210
282,898 803,589 216,440 993,567 1,210,007
Raising funds 5 35,524 - 28,705 - 28,705
Charitable activities 5
Fellowships - - - 1,204 1,204
Short courses & masterclasses 12,610 - 3,042 - 3,042
Emerging leader programmes 91,147 341,328 76,216 413,635 489,851
Senior & experienced leader 17,334 85,306 2,469 161,295 163,764
Digital and online programmes 85,219 152,867 5,981 119,178 125,159
Place based programmes 854 4,985 18,017 89,656 107,673
NDU and Other Innovations 14,409 141,382 16,212 283,338 299,550
5 257,097 725,868 150,642 1,068,306 1,218,948
6 25,801 77,721 65,798 (74,739) (8,941)
Transfers between funds (54,928) 54,928 (72,331) 72,331 -
(29,127) 132,649 (6,533) (2,408) (8,941)
Total funds brought forward 791,826 230,170 798,359 232,578 1,030,937
17 762,699 362,819 791,826 230,170 1,021,996
----- End of picture text -----

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note17 to the financial statements.

The notes on pages 20 to 30 form part of these financial statements

21

Company no. 07222275

----- Start of picture text -----
2019
Note £ £
Tangible assets 11 7,526
7,526
Debtors 12 78,214
Cash at bank and in hand 1,384,328
1,462,542
Creditors: amounts falling due within one year 13 448,072
1,014,470
16 1,021,996
17
Restricted income funds 230,170
Unrestricted income funds:
Designated funds -
General funds 791,826
Total unrestricted funds 791,826
1,021,996
----- End of picture text -----

Approved by the trustees on and signed on their behalf by

…………………………….. - Trustee

The notes on pages 20 to 30 form part of these financial statements

22

----- Start of picture text -----
Note
£ £
(8,941)
Depreciation charges 4,531
Dividends, interest and rent from investments (4,210)
(Increase)/decrease in debtors 44,702
Increase/(decrease) in creditors 185,302
221,384
Dividends, interest and rents from investments 2,810 4,210
Purchase of fixed assets (1,713) (2,082)
1,097 2,128
(198,001) 223,512
Cash and cash equivalents at the beginning of the year 1,384,328 1,160,816
1,186,327 1,384,328
At 31
December
2019
£
Cash in hand and at bank 1,186,327 1,384,328
1,384,328
At Start of At end of
year Cashflows year
£ £ £
Cash in hand and at bank 1,384,328 (1,968,001) 1,186,327
----- End of picture text -----

23

Clore Social Leadership Programme is a charitable company limited by guarantee registered in England with registration number 07222275. Its registered office address is CAN Mezzanine, 49-51 East Road, London N1 6AH.

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 Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. The accounts are presented in GBP rounded to £1, which is the functional currency of the charity.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

The charitable company meets the definition of a public benefit entity under FRS 102.

The trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the Trust to continue as a going concern. The trustees have made this assessment for a period of at least one year from the date of approval of the financial statements. The Trustees have given due consideration to the impact of the Covid-19 pandemic, which has remained an issue in the period between the year end and the signing of the financial statements. The charity’s income continues to be largely sheltered from the impact of Covid-19 due to several ongoing grants which have been delayed into the following year or which have been re-negotiated with the funder for newly designed programmes. The charity has also continued to benefit from the support of its core donors in the current global pandemic.

Having reviewed forecasts prepared by management and after making enquiries, the trustees have concluded that there is a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. The Trustees are confident that the charity will continue to meet its obligations as they fall due and that there are no material uncertainties at the date of signing, and therefore continue to adopt the going concern basis in preparing the financial statements.

Income, including from Government and other grants, whether 'capital' or 'income', is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income for programmes spanning two or more accounting periods is allocated over the period to which it relates in order to more accurately recognise the performance conditions associated with this income. Income received in advance of delivery of a specified service is deferred until the criteria for income recognition is met.

Donated professional services and donated facilities are recognised as income when the charity has control over the item or has received the service. On receipt, donated gifts, professional services and donated 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.

In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution.

24

Interest on funds held on deposit is included when receivable.

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes.

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:

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity (support costs), comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity.

! Fundraising 5%
! Emerging leader programmes 39%
! Senior & experienced leader 7%
! Digital and online programmes 29%
! Place based programmes 0%
! NDU and Other innovations 19%

Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure.

Governance costs, which are considered a category of support costs, are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

Items of equipment are capitalised where the purchase price exceeds £500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

3 years

25

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.

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

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 trade discounts due.

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Cash balances exclude any funds held on behalf of service users.

The charity contributes towards the employees' personal pension schemes. The cost of the contribution is charged to the statement of financial activities on an accruals basis.

The costs of short-term employee benefits are recognised as a liability and an expense.

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the company is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

In the application of the company’s accounting policies, the charity is required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

There are no estimates and assumptions that are considered to have a significant risk of causing a material adjustment to the financial statements in a future period.

26

Comic Relief
Gift aid claim
All income in 2019 was unrestricted
Paul Hamlyn Foundation
Individual donations
Furlough and other small grants and donations		 Unrestricted
£
60,000
32,000
25,000
25,000
19,565
161,565		 £
-
-
-
-
-
-
Restricted		 2019
Total
£
40,000
-
25,000
31,250
-
96,250
Senior & experienced leader
Total income
Other earned income
Emerging leader programmes
NDU and Other Innovations
Place based programmes
Digital and online programmes
Totalincomefromcharitableactivities		 Unrestricted
£
28,450
-
17,742
-
-
72,331
118,523
118523		 £
392,727
59,057
150,000
111,240
90,565
-
803,589
803589
Restricted		 2019
Total
£
437,968
112,181
166,220
171,334
204,109
17,735
1,109,547
1109547

Income in 2019 comprised of unrestricted income of £115,980 and restricted income of £993,567

27

----- Start of picture text -----
2019 Total £ 565,503 15,601 211,317 145,310 38,710 54,976 11,979 1,204 - - 17,716 39,528 - 1,125 21,986 28,627 20,199 1,213 - 33,906 4,531 1,213,431 - -
- 1,213,431
£ - - - - - - - - - - - - - - -
Support costs 129,447 1,883 15,482 14,606 18,256 36,709 5,195 221,578 (221,578) -
Governance costs £ - - - - - - - - - - - - - - - 11,280 - 337 - - - 11,617 - (11,617) -
andNDU Other innovations £ 79,578 - - - - - - - - - 4,112 26,879 - - - - - - - - 110,569 42,863 2,359 299,550
Place based programmes £ - - 855 4,924 - 60 - - - - - - - - - - - - - - - 5,839 - - 107,673
and online £ 120,380 29,705 - - 12,572 6,459 - - 50 - - - - - 511 - - - - - 0 169,677 64,840 3,569 125,159
Digital
programmes
& £ - - - - - - - - - - - - - - - 904 £1,063,789).
leader 30,503 6,142 32,510 15,011 1,140 85,306 16,430
Senior experienced 163,764
- -
£ - - - - - - - - - - - - - -
Emerging leader programmes 158,435 32,200 119,674 855 30,217 750 309 342,440 85,338 4,697 489,850 restricted (2019:
& £ - - - - - - - - - - - - - - - - - - 88 £725,868 was
2,973 7,407 541 10,921 1,601 3,042 and
Short courses masterclasses
£ - - - - - - - - - - - - - - - - - - - - - - - £149,642)
Fellowships 1,204
ofCost raising funds £ 19,505 - - - 5,513 - - - - - - - - - - - - - - - - 25,018 10,506 - 28,705 unrestricted (2019:
costs
£257,097 was
Campaigni
& consultants staff and meetings
delivery costs 2019
space donated
(Note 8) development costs website and database tuition &engagement meetings and other events utilities costs expenditure,
costs tuition programme repayment management and costs professional& travel and and costs expenditure total
the
Staff Programme Residential Central Marketing, Other Evaluation Individual Bad debts Grant Leadership Chapters Research Project Events Office Legal Staff Trustee recruitment Rent services Rent Depreciation Support Governance Total Of
----- End of picture text -----

----- Start of picture text -----
|||||||| |---|---|---|---|---|---|---| |This|is|stated|after|charging|/|crediting:| |2019| |£| |Depreciation|4,531| |Auditors'|remuneration|(excluding|VAT):| |Audit|10,890| |Trustees'|expenses|1,213|

----- End of picture text -----

Staff costs were as follows:

----- Start of picture text -----
||||||||| |---|---|---|---|---|---|---|---| |2019| |£| |Salaries|and|wages|497,109| |Social|security|costs|51,453| |Employer’s|contribution|to|defined|contribution|pension|schemes|16,941| |565,503|

----- End of picture text -----

No employee received emoluments of more than £60,000 during the year (2019 – 1). The following number of employees received employee benefits (excluding employer pension costs) in the prior year in bandings of costs greater than £60,000:

----- Start of picture text -----
||||| |---|---|---|---| |2019| |No.| |£90,000|-|£99,999|1|

----- End of picture text -----

The total employee benefits including pension contributions of the key management personnel, made up of the Chief Executive Officer, the Director of Operations, the Director of Leadership Programmes, the Director of Marketing and External Relations, the Director of NDU, and the Director of Engagement, were £245,090 (2019:£279,187).

The charity trustees were not paid or received any other benefits from employment with the charity in the year (2019: £nil). No charity trustee received payment for professional or other services supplied to the charity (2019: £nil).

During the year, one trustee was reimbursed travel expenses of £337 (2019: ni).

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The average number of employees (head count based on number of staff employed) during the year was as follows:

2019 No. 17.0

ost of raising funds
merging leader programmes
merging leader programmes
lace based programmes
igital and online programmes
igital and online programmes
overnance and support
he average weekly number of employees (full-time equivalent) during the
eriod was as follows:
enior & experienced leader
DU and Other Innovations
overnance and support
ost of raising funds
DU and Other innovations
enior & experienced leader
lace based programmes		 17.0
2019
No.
0.6
4.0
0.7
1.2
1.0
3.3
0.6
11.4

The Clore Duffield Foundation provided grant funding in support of Digital and online programme, as disclosed in the financial statements and notes.

In addition, Arabella Duffield, Trustee, is the daughter of Dame Vivien Duffield who is the Chair of the Clore Duffield Foundation and a Founding Member of the Clore Social Leadership Programme. On the 4th of February, Arabella stepped down as a trustee having reached the end of term as trustee.

During the year, two trustees donated a total of £100,000 toward two programmes run by the Charity all of which was restricted. There are no other donations from related parties which are outside the normal course of business.

There are no other related party transactions to disclose for 2020 (2019: none).

30

The charitable company is exempt from corporation tax to the extent that all its income is charitable and is applied for charitable purposes.

----- Start of picture text -----
Computer
equipment
£
At the start of the year 19,812
Additions in year 1,713
At the end of the year 21,525
At the start of the year 12,286
Charge for the year 5,195
At the end of the year 17,481
4,044
At the start of the year 7,526 7,526
All of the above assets are used for charitable purposes.
2019
£
Grant debtors 10,000
Other debtors 55,286
Prepayments and accrued income 12,928
78,214
2019
£
Trade creditors 68,875
Taxation and social security 17,045
Other creditors 3,555
Accruals 10,000
Deferred income (note 14) 348,597
448,072
----- End of picture text -----

31

Deferred income comprises income received during the year for future years.

----- Start of picture text -----
2019
£
Balance at the beginning of the year 192,801
Amount released to income in the year (192,801)
Amount deferred in the year 348,597
Balance at the end of the year 348,597
The above balance is comprised of the following programmes:
2019
£
Digital and online programmes 240
Senior & experienced leader 38,412
Emerging leader programmes 264,662
NDU and Other Innovations 45,283
Balance at the end of the year 348,597
2019
£
Debt instruments measured at amortised cost 65,286
Measured at amortised cost 82,430
General
unrestricted Designated Restricted
£ £ £
Tangible fixed assets 4,044 - -
Net current assets 758,655 - 362,819
General
unrestricted Designated Restricted
£ £ £
Tangible fixed assets 7,526 - -
Net current assets 784,300 - 230,170
----- End of picture text -----

32

----- Start of picture text -----
At 1 Incoming Outgoing
January resources & resources &
2020 gains losses Transfers
£ £ £ £
2015 Fellowships 4,926 - -
2016 Fellowships 7,469 - -
Emerging leader programmes 41,317 392,727 (341,328) 99,515
Senior & experienced leader 48,081 59,057 (85,306) 25,413
Digital and online programmes 7,560 150,000 (152,867) -
Place based programmes 70,000 111,240 (4,985) (70,000)
NDU and Other Innovations 50,817 90,565 (141,382) -
230,170 803,589 (725,868) 54,928
791,826 282,898 (257,097) (54,928)
791,826 282,898 (257,097) (54,928)
-
1,021,996 1,086,487 (982,965)
At 1 Incoming Outgoing
January resources & resources &
2019 gains losses Transfers
£ £ £ £
2015 Fellowships 9,942 - - (5,016)
2016 Fellowships 13,818 - - (6,349)
2017 Fellowships 3,945 - (1,204) (2,741)
Short course 6,009 - - (6,009)
Emerging leader programmes 66,169 374,268 (413,635) 14,515
Senior & experienced leader 93,831 112,181 (161,295) 3,364
Digital and online programmes 12,833 150,000 (119,178) (36,095)
Place based programmes 13,926 153,009 (89,656) (7,279)
NDU and Other Innovations 12,105 204,109 (283,338) 117,941
232,578 993,567 (1,068,306) 72,331
798,359 216,440 (150,642) (72,331)
798,359 216,440 (150,642) (72,331)
-
1,030,937 1,210,007 (1,218,948)
----- End of picture text -----

33

Transfers include:

Overspent restricted grants transferred from general funds

Transfers between projects agreed with funders

Fellowship funds were used to provide funding for specific individual (Specialist) Fellowships. Due to the nature of the specialist fellowship funding, we continue to carry small residual balances at year end (2015 & 2016) as we have been unable to recruit participants within these specialist areas onto our new programmes. We have received permission from these funders to repurpose these amounts as soon as it is possible.

Short course funds were used for our flagship 4-week online Discover course.

Emerging Leader Programme funds were a combination of those started at the end of 2019 as well as 5 programmes during 2020. Balances at year end will be spent on the continuation of one programme into 2021.

Senior & Experienced leader funds were used for several programmes reaching high-level leaders in the sector. Balances at year end will be carried forward for the completion of the programmes during 2021.

Digital and online programmes balances at year end will be carried forward for continued work on these programmes and projects.

Place-based programme funds will be used for a series of leadership development programmes in the Wales social sector.

NDU and Other Innovations funds will be carried forward for continued work in 2021 under the new brand called SharedPurpose.

34