REPORT OF THE TRUSTEES AND AUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022
## FOR
## STIFFORD CENTRE LIMITED
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## **STIFFORD CENTRE LIMITED CONTENTS OF THE FINANCIAL STATEMENTS**
**FOR THE YEAR ENDED 31 MARCH 2022**
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|Legal and Administrative Information|3|
|Report of the Trustees|4-31|
|Report of the Independent Auditors|33-35|
|Statement of Financial Activities|36|
|Balance Sheet|37|
|Notes to the Financial Statements|38-46|
|Detailed Statement of Financial Activities|47-48|
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**STIFFORD CENTRE LIMITED CONTENTS OF THE FINANCIAL STATEMENTS**
**FOR THE YEAR ENDED 31 MARCH 2022**
## **LEGAL AND ADMINISTRATIVE INFORMATION**
**Registered Charity Number:** 1140716 **Registered Company Number:** 07321910 **Registered Address:** 2-6 Cressy Place, London, E1 3JG
## **TRUSTEES**
Mustafa Uddin - Chair Enamul Hoque – Vice Chair Shah Habibur Rahman – Secretary Abdul Bari Chowdhury – Assistant Secretary Azizur Rahman – Treasurer Souheb Khan – Vice Treasurer Dudu Miah – Committee Member Natalie Jenkins – Committee Member Moyzun Nessa – Committee Member
## **Auditor**
ACN Accountants, 41 Orsett Road, Grays, RM17 5DS
## **Bank**
Natwest Bank, Whitechapel Road Branch, 45 Whitechapel Road, London, E1 1DU
## **Key Management Personnel**
Joynul Hoque, Centre Manager Ruhel Ahmed, Finance and Operations Manager
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## **STIFFORD CENTRE LIMITED TRUSTEES’ ANNUAL REPORT AND (INCLUDING DIRECTORS’ REPORT) FOR THE YEAR ENDED 31 MARCH 2022**
It is with great pleasure that the trustees present their report and the audited financial statements for the year ended 31 March 2022.
Reference and administrative information set out on page 3 forms part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102.
## **BACKGROUND**
When Stifford Centre was founded in the late 1990s, the country was recovering from a recession and problems such as anti-social behaviour, racism, poverty and gang culture were rife in Tower Hamlets. In 1997, local residents in the Stifford Estate were increasingly becoming frustrated with the lack of dedicated community services to tackle these issues. As a result, local people came together to form Stifford TJRS Tenants and Residents Association (the name was a combination of the buildings within the estate; Tinsley, Jamaica, Redman’s and Stepney Green) to try and fulfil their vision of creating a safe and welcoming place for local people to pursue a range of activities and increase community cohesion. The next step was consultation with various councillors in trying to secure a premises in order to make the dream a reality.
_**In 1999,**_ the London Borough of Tower Hamlets (LBTH) allotted three abandoned shops to the Stifford Centre. We have converted the derelict shops into a modern community centre which included converted three shops into a community centre and the extension with a porta cabin (approximately 75 sqm) in 2006-07. The existing Stifford Centre, which has been cobbled together from three converted shops over 250sqm cannot cope with the growing demand. With the support of local people, we had raised over £100,000 and extended our premises (approximately 75sqm).
Stifford Centre has been providing community services and used by members of the community since its inception. Located in Stepney Green, Tower Hamlets, since its inceptions, the Stifford Centre has demonstrated a proven track record in delivering services to help people learn new skills, improve their health and wellbeing, secure employment and develop the confidence to achieve their goals.
Over the las two decades, we provided services to local people who have benefitted from our many projects from receiving training and education, welfare advice, health and wellbeing to as simple as hall hire for community/family events.
A board cross reference of objectives was built around this development that focused on partnership, collaborative interagency projects, gaining funding to effectively tackle local issues and the establishment of social enterprise projects to promote social cohesion and foster a more sustainable community.
_**In 2011**_ , the name of the organisation has been changed from Stifford TJRS-TRA Community Centre to **STIFFORD CENTRE LIMITED (working name STIFFOD CENTRE)** by a resolution approved by the Board of Directors and respectively, the new name has also been approved by the _**Charity Commission**_ and a fresh Certificate of Registration has been issued to us.
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## **WHO WE ARE AND WHAT WE DO**
The Stifford Centre is a registered charity and community hub in East London in the Stepney Green neighbourhood of the London Borough of Tower Hamlets.
The Stifford Centre’s area of benefit is a densely populated neighbourhood in Tower Hamlets, London comprising approximately 310,000 residents. The majority of residents live in social housing. The neighbourhood suffers significant social deprivation, with child poverty, unemployment, premature death, poor health and isolation of older people.
Tower Hamlets is one of the most ethnically diverse authorities in England, and this is reflected in the South West locality which has a much higher proportion of BME residents compared to England. We serve an area of high social deprivation; the wards we primarily serve are (St Dunstan’s & Stepney, Whitechapel, St. Katherine & Wapping and Shadwell), all being amongst the 10% most deprived in the country (Indices of Multiple Deprivation 2019).
We run a modern and busy Community Centre at the heart of the Tower Hamlets. We provide a base from which we run our own wide range of services, a place for local people to meet, and a resource for other organisations to deliver their services to the local community. We have a proven and proud track record of tackling deprivation/exclusion and delivering a range of services to local people in key areas such as health, employment, skills, advice and life experience opportunities. We have had great success in addressing unmet community needs and improving outcomes for local residents. In particular, we engage socioeconomically deprived people through our programmes, which address their multiple and complex needs around health & wellbeing, welfare, immigration, housing & debt advice, women’s, older people & youth provisions, environment, education, training and employment.
The Centre has been serving the members of the local community with essential services such as: Legal Advice, Welfare Benefits Surgery, Councillors Surgery, Healthy cooking, ESOL classes, Exercise Sessions, Arabic Classes, Sewing Classes, IT drop-in sessions for men & women separately, Training sessions, Youths club, Girl’s sessions, community events, music clubs, Zumba and fitness classes, social & lunch clubs for the elderly, the list of uses is a long one! Generations of families have used this centre and it is the life and soul of the community. Local residents also use the centre as a place for the social gathering where family members and children come and mingle among each other in order to break free from the monotonous cosmopolitan life.
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## **MESSAGE FROM OUR CHAIR**
A key achievement over the past 12 months has been the continuation of face-to-face delivery. The patterns of delivery we have adopted will strengthen our approach moving forward and we aim to continue utilising both face-to-face and remote approaches to service delivery.
Since the start of the Covid-19 crisis and Stifford Centre, like many charities, has been through a process of change as we adapted to meet the challenges of delivering communitybased support and services during a pandemic.
Although the pandemic has created many challenges and uncertainties it has also brought into focus the importance of community infrastructure organisations like Stifford Centre and the vital role they play within the VCSE sector and the wider community.
Concerns remained throughout much of the year about how COVID might impact on service delivery but we were pleased to remain open and to continue to engage with our community.
Stifford has a strong team who always put the needs of the community first and this has helped us grow and deliver. Staff always remain positive despite the challenges they face. The demand and need for our services are always growing and we are keen to expand our service provision.
Challenges such as the cost-of-living crisis are knocking at our door and our client outcomes of increased wellbeing, improved stability and enabled independence are more relevant than ever.
Just like the rest of the world, Stifford Centre and the community have been learning what the ‘new normal’ looks like since Covid arrived. We continue to offer some of our services by phone, which we have discovered can make us more accessible for some people.
Mustafa Uddin Mustafa Uddin Chair
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## **OBJECTIVES AND ACTIVITIES**
## **VISION**
Stifford Centre’s vision is to have “ _a community where people lead healthy and prosperous lives_ ”.
## **MISSION**
Stifford Centre’s overall mission is to bring change through providing services that will “ _empower people to lead healthy and prosperous lives_ ”.
## **AIM**
Stifford Centre’s core aim is to _empower people from all walks of life_ .
## **VALUES**
Stifford Centre is committed to combating social exclusion and supporting people is at the heart of values.
## **OBJECTIVES**
The _objective_ of the Centre are to “ _advance, enhance and promote_ ” developmental opportunities to the public and _improve_ environmental issues in local urban or rural regeneration areas, of social and economic deprivation irrespective of race, sex or sexual orientation, religion, political or other social group.
_**In furtherance of the above objective, the Centre**_ worked in following key areas:
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-
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- **Health and Well-being**
- **Information, Advice and Guidance**
- **Education, Training and Employment**
Therefore, the centre’s objectives:
1. Constantly empower inhabitants by providing and seeking ways to enhance and advance their skills, training, knowledge and work experience;
2. Deliver projects that would improve health and wellbeing of people and wider stakeholders;
3. Provide information, advice and guidance for social welfare, housing, legal and pro bono provision in helping people;
4. Provide and promote opportunities for a diverse and integrated community through our various community projects that are run at the Centre; including activities and practice of free speech/expression, religion, thought and assembly for the purposes of the community, members, residents and inhabitants;
5. Maintain and manage the Centre to a reasonable standard ensuring accessibility of all services to all our stakeholders;
6. Carry out capacity-building work, i.e. establish day Centre, crèche & all other services involved in engaging and re-development of local inhabitants; i.e. education and play facilities for children and mothers;
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7. Organise or assist in organising meetings, conferences, lectures and courses of study or all other form of recreational and other leisure time activities.
8. To develop the capacity and skills of those in society who are socially and economically disadvantaged communities in such a way that such individuals are better able to identify and help meet their needs and to participate more fully in society.
9. To advance the education of the public and promote public involvement in all matters concerning environmental sustainability.
10. To advance the education of the public in the conservation, protection and improvement of the physical and natural environment.
11. To relieve poverty, unemployment, or those in need by reason of youth, age, ill-health, disability, financial hardship or another disadvantage.
12. To advance the arts, culture, heritage or science.
13. Promote any charitable purpose for the benefit of the community;
14. To further such exclusively charitable objects according to the laws of England and Wales as the Trustees in their absolute discretion from time to time determine.
## IN SUMMARY, **OUR PROGRAMME (BUSINESS) OBJECTIVES**
- Reduce poverty through improving and maximising employment opportunities;
- Improving life choices and chances through quality advice;
- Raise educational attainment;
- Promote better physical and mental health;
- Empowering beneficiaries to become active citizens;
- Continue to build on partnerships and maximise funding opportunities.
By focusing on these objectives, we expect to make a measureable difference in the lives of people in the communities in which we work.
## **Summary of the main activities in relation to those purposes for the public benefit, in particular, the activities, projects or services identified in the accounts.**
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## **ACHIEVEMENTS, PERFORMANCE AND BENEFICIARIES**
## **2021-22 HIGHLIGHTS**
## **ACHIEVEMENTS**
**2835**
**2452**
**562**
**820**
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## **COMMUNITY CHAMPION**
**Stifford Centre was awarded the Community Champions by The Tower Hamlets Council and Canary Wharf Group. This award was conferred to Stifford Centre for its work providing advice, help and support to people in Tower Hamlets during the Pandemic Covid-19. The award was granted in recognition of Stifford’s outstanding work in the community and in recognition of the huge impact that we have had through our work. The award was made in recognition of all the hard work and dedication that staff, volunteers, trustees and community supporters have provided. It is this commitment and dedication that has enabled us to survive through difficult times and has allowed the Centre to serve the people of the community for the last 25 years.**
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## This year we supported people across different services
## **This includes:**
- A range of online activities delivered every week.
- Weekly support packages were delivered for those most in need.
- Quick adaption to provide remote activities, information, support, and referrals.
- 2835 clients were supported through various Healthy & Well-being and Communities support activities and sessions.
- Over 2452 users received information, advice and guidance.
- 562 people accessed education, training and employment programme, 84% of whom have achieved their goal of entering employment, education, training, or volunteering.
- 28 hours on average of employment support per client.
2021-2022 was another challenging year. We continued to manage the impact of the ongoing Covid epidemic on people’s lives and our centre resources and programme delivery alongside managing and negotiating the lease.
We were very successful in delivering our blended programme of activities from in centre to remote provision, both by zoom and telephone, to offer as many activities, support, and information as possible.
## _**Cost of Living Crisis**_
The community along with our users have had to deal with the covid pandemic over the past two years and are now facing the Cost-of-Living Crisis. Throughout the pandemic we managed to maintain all of our services and adapted the way that we provide the services to meet the circumstances and our user’s needs. We tried to ensure that services are adapted and provided to our users and building the strengths and relationships that exist across the community and voluntary sector and the Council. For many of our service users the Cost-of-Living Crisis in nothing new. We have worked with people and families who have been struggling to make ends meet for many years. What is new, the scale of the crisis facing those on low and middle incomes. Many of the issues now facing the community are the result of previous policy changes brought about during the austerity that followed the 2008 financial crash. In particular, the changes to housing benefit, the bedroom tax, the cap on benefits and the fact that the local housing allowance no longer meets the costs of housing for many in the community which reduces the available income to support families and children. With inflation rising, more people will be pushed into poverty there will be an increasing slide into deprivation for many of those in our community who were previously just managing. We will continue to work with the community to provide services and help the community to deal with the effects of poverty and to enable people to take a full part in civil society.
The last year has definitely taught us that Stifford Centre is not a building. It is the staff team, our volunteers, the community, our partners, our funders and all the individuals and families who work with us. The co-design work we have completed over the last year will mean that we can all achieve so much more together in the future - and the positive impact of the last twelve months will be felt for years to come.
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## **QUALITY ASSURANCE AND PERFORMANCE MONITORING**
The centre utilises external and internal performance management and quality control systems. External systems include independent evaluation reports. The London Borough of Tower Hamlets also monitors and evaluates our services on a regular basis. Staff and volunteers working with children and vulnerable people undergo DBS check and attend regular safeguarding training.
Internal quality control systems include review registers, user involvement and feedback forms, questionnaires and focus groups and the detailed annual evaluation and monitoring questionnaire which provides in depth information regarding the outcomes, quality, and benefits of our services. The centre has up to date policies and procedures in place to ensure high quality performance management and services.
Externally assessed _**Investors in People** ,_ _**Investing in Volunteers**_ , _Legal Advice_ _**Specialist Quality Mark (SQM)**_ standards, _**OCR**_ Registered Centre _,_ _**Trinity College**_ & **Highfield Qualifications** Registered Exam Centre, UK Register of Learning Providers (UKRLP), LBTH _IYSS_ and _Five-Star_ rating _Food Hygiene_ catering facility also attest to our management capacity as detailed below:
- **Investors in People (IIP):** Investors in People provides a best practice people management standard, offering accreditation to organisations that adhere to the Investors in People framework.
- **Special Quality Mark (SQM)** : Full range of Legal Services, including representation in court.
- **Investing in Volunteers (IiV):** Investing in Volunteers is the UK quality standard for good practice in volunteer management.
- **Stifford is Registered with the Environment Agency** and underwent an environmental audit with _ZEN,_ an environmental agency working in partnership with the London Borough of Tower Hamlets.
- **Oxford Cambridge and RSA (OCR)** registered Training and Exam Centre.
- **Trinity College London** registered Exam Centre.
- **Highfield Qualifications** approved Centre.
- **UK Register of Learning Providers-** UKRLP.
- **Financial Conduct Authority (FCA) regulated & authorised Centre.**
- **Five Star Food Hygiene Rating Award** from London Borough of Tower Hamlets’ Environmental Health Department.
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## **OUR IMPACT**
Stifford is providing an amazing service to our residents. Stifford Centre creates a safe, relational and friendly context for our residents to begin learning and the 1-1 format enables them to get tailored advice. -Mrs Akter
I have nothing but praise for the Stifford centre. Their advisors are incredibly supported to me, a great listener. Praise must also be given to the reception staff who, in my experience, have always demonstrated patience and composure with their clients. -Mr M Ali
I was struggling with adapting financial hardship and as a proud woman I always felt like I had this and could cope on my own. With Stifford’s continued nurturing and support they helped me to break down my barriers and discover the woman that deep down I had always wanted to be. -Ms R Begum
I have to say how impressed I am with Stifford Centre. I think it is really interesting to see how each teacher is supported to customize their teaching to the needs and interests of the individual clients. -Mr Miah
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**I was placed in temporary accommodation the TH Homeless section. Soon after, due to gambling addiction my husband left me with five dependent children. The property was in disrepair condition. Homeless Section did not pay towards my rent. I was shocked to have received a rent statement with rent arrears of £28,330.00**
**I did not know where to go for help. I was having panic attack then. My sister told me about Stifford Centre. The adviser was very professional, he gave me a lot of assurance and dealt with case. Eventually my rent arrears were paid off by DHP. He also dealt with landlord to get most of the repairs done. Thanks to Stifford centre I was able to recover from this huge debt and distress. Ms I Begum**
I am a single mother with two dependent children. I am a victim of domestic abused and was placed in temporary accommodation by the TH Homeless Section.
I suffered mental and physical abused which left me traumatised and too scared to seek help. Eventually my neighbour noticed alerted the authority. I was placed in B & B for few weeks then into a temporary accommodation (flat) I was not given appropriate benefit advised and instead social service arranged for me to collect £150 pw in cash from the Town Hall. The Homeless section did not pay towards my rent as a result I had rent arrears of £10,500.00 A friend told me to claim Universal Credit because it pays Housing Costs.
I found out about Stifford Centre. The adviser at Stifford centre assessed my situation and gave me correct benefits advice. They helped me by claiming Discretionary Housing Payments (DHP) to recover the arrears. They got in touch with the Homeless Section who should be pay my Housing costs and not UC.
Thanks to Stifford Centre I am now on the right track. The adviser was professional and kept me updated throughout.
**Ms S Begum**
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## **SUMMARY OF PROJECT/ACTIVITIES DELIVERY:**
## **HEALTHY LIFESTYLE PARTNERSHIP PROGRAMME**
The Healthy Lifestyle Partnership Programme is a part of the Council’s Local Community Fund. Stifford Centre is a Lead partner and four local community organisations are working as a consortium to deliver a program of healthy lifestyle activities, classes, inspiration and opportunities across the Southwest and Northwest localities of Tower Hamlets.
A programme of different healthy living classes that will change over time via co-design. A membership card and number allocated to members allowing them to log in to classes all over the Tower Hamlets and keep
track of their progress. The activities fall into two categories: drop-in (such as the Walking Group) or appointment-based (such as a cookery class or climbing group). The person-centred design of the project has built-in flexibility and can work with people of any age from 11+.
It was a very difficult and challenging year due to the Pandemic, Covid-19. We have adapted to this change by keeping in touch with our service users & participants, virtually via email, WhatsApp, video call & chat and by telephone. We also shared resources, articles, online support for course health and well-being tips in order to keep connected with our users & participants and to help combat potential feelings of isolation.
During the Pandemic “M” did very little exercise, he couldn’t walk a short distance without getting breathless. In his youth he had always been very active and part of many teams, this was his main aim to return to these team sports. M has a seating job and classed himself as lazy. For convenience he ate processed foods and generally felt very lethargic and heavy. Due to the success of his friend attended the healthy activity programme, he was motivated to make a change for himself and wanted to join the session. He started to love the exercise circuit and soon realised how much physically fitter he was becoming. M started to class the programme as a lifestyle change as opposed to a diet. M begins to adopt a new healthy lifestyle and cuts out pastries and processed foods. He now walks to work twice a week, as well as at the weekend. He attends the weekly free physical activity session. He manages his eating habits and successfully completed the programme.
_90% of our users attended two or more sessions. 70% members continue attending classes for six weeks or longer._
_94% of participants reported higher levels of wellbeing after six weeks of membership._
_92% of participants reported that they have experienced improved symptoms of ill-health._
_90% of members reported that healthy eating classes are at accessible times. 95% reported Community Cohesion in the Borough is improved._
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## **BAME WOMEN’S EMPLOYMENT SUPPORT PROGRAMME**
Stifford Centre is facilitating a BAME Women’s Employment Support Programme recruiting disenfranchised women living in Tower Hamlets including carers and single parents of Bengali, Somali and BAME heritage. The project target group is local long-term unemployed and economically inactive BAME women, especially Bangladeshi and Somali women who are the most hard-to-reach group living in Tower Hamlets.
The project created role models for marginalized BAME women lacking confidence to take that first step and fulfil their potential. By engaging isolated and sedentary “I have enjoyed the course immensely. My English BAME women, we create an is getting better and I am confident to speak to my opportunity for them to come out of G.P and nurses. To enhance my English skills, I unemployment and underlying welfare or family issues. Stifford seeks to communicate in the English language with my support particularly vulnerable BAME children at home. I am confident to ask questions women, transforming their own and and give answers openly. I never used to attend their families’ lives.
“I have enjoyed the course immensely. My English is getting better and I am confident to speak to my G.P and nurses. To enhance my English skills, I communicate in the English language with my children at home. I am confident to ask questions and give answers openly. I never used to attend school meetings, assemblies and plays because I never understood what was being said. Now I go to most weekly assemblies and enjoy watching my children perform in plays each term because I understand what is being said. Thanks to these classes I have built confidence and can go out of my home independently. I look forward to more classes in the future.” – T Begum
The support provided including ESOL, most weekly assemblies and enjoy watching my Employability Training, Health & Social children perform in plays each term because I Course, Digital Upskilling and Business understand what is being said. Thanks to these start-up training. Due to the Pandemic classes I have built confidence and can go out of my and Government restriction, we had home independently. I look forward to more classes delivered the activities through online in the future.” – T Begum and face-to-face later in the year. We have delivered ESOL and other classes through online. Participants slowly became familiar with the digital platform. Their family members are helping them to join sessions. We had delivered sessions with the smaller group of participants. Some employability sessions i.e. mock interview, CV preparations have delivered one-to-one through WhatsApp. We had continued to deliver our courses including ESOL, Childcare/Health & Social Care, Digital Literacy, employability training including job search, CV preparations, business start-up training and Teaching Assistant course. Steering group meeting also carried out throughout the year.
90% made a significant improvement in their communications.
85% of participants feel they've gained skills to enable them to move into volunteering, education and employment.
94% of Participants reported improved confidence.
92% of participants supported into work experience & volunteering gain confidence, experience and skills to move closer to employment markets.
## **STIFFORD LEGAL ADVICE CENTRE**
Stifford Legal Advice Centre was formed in August 2009 with an aim to provide a range of legal services to the residents of Tower Hamlets. The Centre is recognised by the Legal
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Service Commission and has been accredited as a Specialist in Housing Law- We have been awarded the Specialist Quality Mark (SQM) for our high standard of work. The Legal Aid team is supported through generous contributions of volunteers from the College of Law and other legal training institutions.
The project delivers affordable legal services for local users in Immigration, Family Law, Housing Law, landlord and tenancy issues, Wills, Probate, Civil Litigation, Employment I am is a single mother and work Law and Welfare Benefits.
I am is a single mother and work part-time. My housing and council tax benefit were stopped and I fell into debt. Stifford’s advisor helped me to prioritise rent, council tax and utility bills and helped me to apply for a mandatory reconsideration. With Stifford’s advisor support I had my housing benefit reinstated. I had a huge financial relief. Stifford Centre is a lifeline for local residents. F Begum
Stifford Welfare Advice Service provides free advice on Welfare benefits such as Universal Credit, Child and Working tax credit, Employment and Support Allowance, Housing and Council Tax reduction. The Advice service has helped to address 1924 enquiries last year. Enquiries ranged from completing a benefit appeal form to making a phone call on client’s behalf on benefit related matters.
We work closely with partner advice organisations which has helped us to also refer our users to other specialist services
such as domestic violence and mental health issues. We also secured our FCA accreditation in 2018 helping us also to deal with debt related advice which has helped relieve poverty in the community.
## **Who We Helped**
Stifford has always helped residents who have less stability and fewer resources than others. Many of these people came to us for help in the last year. This included people working in the gig economy, people on zero hour contracts and those in work that requires close contact with the public. This includes many jobs severely impacted by lockdown and Covid infections such as taxi drivers, care workers, restaurant work, deliveries and warehouse work, meat processing and retail. Many of the people who came to us had no guaranteed work and no access to sick pay.
In the last year Stifford also saw a new cohort of people. These are people from our community who are not familiar with the benefits system and have never needed to come to us for help before.
Many people found the system confusing and disorientating and appreciated the extra time we were able to take to explain their entitlement and show them how to keep official agencies updated with essential information.
## **Welfare Benefits and Debt Advice**
The Advice service continues to be at the core of Stifford providing free high quality, independent advice on welfare rights, debt and benefit entitlement. The organisation is valued by local people and professionals as a trusted provider of advice which demonstrates we are a valued community resource that people feel able to turn to when in difficulty. Over 1,624 people were successfully helped with their benefits to make a new claim or help with an existing claim. Many people have seen the pandemic exasperate their health conditions,
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and we have helped 226 clients complete either Disability Living Allowance, Personal Independence Payment or Attendance Allowance benefit forms.
Many people needed to claim Universal Credit for the first time. 47% of all welfare benefit cases were helping people with Universal Credit, this included making new applications, ensuring people could navigate the systems and dealing with issues arising from claims.
Throughout the year we have helped our clients in additional and new benefit claims. This money enabled people to buy food, pay for increased utility costs caused by remote schooling and to keep any debt to an affordable level.
## **Immigration and Asylum**
The rules around EU Citizens after Brexit had all been set out and we helped over 116 clients with settlement in the UK or applying for a British Passport to ensure they were not caught out by the changes. We also advised people who had no recourse to public funds as a condition of either their immigration or asylum status. This meant people were able to keep a roof over their heads and feed their families during the first lockdown when many jobs disappeared.
We are an elderly couple living with other family member for over five years. Me and my wife, both pensioners. Due to ill health we had a lots taxis costs and were struggling financially but didn’t know where to get any help. At Stifford Centre they helped us to get in the Housing Lists and claimed Attendance Allowance for us. Now we have our own place and receiving extra cash.
Since then, Stifford Centre helped me in many other issues e.g. repairs, energy costs etc. I am now a regular customer at Stifford Centre. They are doing an excellent job helping vulnerable people like me. I don’t know what I would do without them.
## **Housing**
The new rules introduced for Covid meant homes were being used in every aspect of life by full families, they were also used as schools and offices. Over the year we helped over 141 people with housing issues. Over a quarter of the people we helped were facing issues of disrepair and harassment from their landlords and we had 20 clients who were facing homelessness that we helped to ensure they had a roof over their head and a safe environment.
90% participants report feeling more empowered and informed.
100% of clients responded the quality of services provided as ‘Good’ or ‘Very Good’.
In 85% of cases there was a positive outcome for the client.
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## **YOUNG GIRLS’ PROJECT**
This project offers local young girls aged 12-18 (for SEN participants aged up to 25) years old opportunities to get involved in peer-related activities and engagement within the local community. 6 to 8 young people attended 6-hour sessions every week.
The project runs once every week and offers a range of activities, courses and training opportunities for individuals. The project initially started with activities such as _Healthy Cooking sessions, Bollywood Dance_ sessions, since then it had been delivering cycling sessions, girls football, outdoor gym at Mile End and First Aid training. Girls soon came up with ideas and suggestions of their own. This resulted in recreational activities including _Hair & beauty_ (make up, hair and henna _), Health & Wellbeing_ (fitness, dance and aerobics); educational workshops exploring _antisocial behaviour, drug awareness, SRE training, social exclusion_ advice sessions, one-toone support on CV building and Interview preparation. The girls have given positive feedback with regards to the content of sessions and delivery of activities.
My overall aim when I started out was to get together a group of young people to take action on issues affecting them in their area. I hoped that doing this would eventually encourage them to form Stifford young girl’s project. As I was new to the session, I had to start from scratch in making contact with the young people there and building up some sort of relationship with them. My very first attempt to do this was on one of the first evenings I was in the session. I noticed a small group of three girls chatting round a table in the room and decided to approach them. I walked across the room and introduced myself and started a conversation with them. I told them that I’d grown up in the area and that my family still lived there. I asked them what they thought of the area and had they any concerns about it. After a while I tried to test out whether they’d be interested in doing anything about any of the things they mentioned. – Miss A
Key aspects of this project is the empowerment of young girls and make them self-reliant. It was exciting to see that when girls were asked to choose activities within the stipulated budget and timeframe, not only did they exceeded our expectation in identifying a wide variety of relevant activities but they managed to cater to the specific needs and aspirations of the various age-groups within their group.
We are optimistic about the future of this project and pleased that the Project continues to provide young girls in our community with a place where they can come together to share, learn and enjoy a variety of activities and interests and to flourish as positive young women in our society.
90% of young people feel less isolated and happier because of engaging with our services.
92% of participants reported that quality of our service is very good and feel it has contributed towards improving their wellbeing.
## **BETTER WORK**
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The project is delivered by the Stifford centre and was set up to a training programme to help low paid workers improve their job prospects and retention, increase their pay and help employers to understand their employee needs more effectively. With a particular focus on Carers, self-employed and those working in retail.
The project has consisted of short courses as well as longer courses both accredited and non-accredited including Digital Upskilling, one-to-one IAG & Employability support, network meetings and workshops for employers were facilitated during the period.
The issue is that our residents who are predominantly BAME, lack confidence in utilising modern technology, suffer from isolation therefore, lack confidence in engaging with people outside their community and lack basic English speaking and comprehension. This severely affects their employability and career prospects as they find themselves reliant on “who they know” for paid work or settle for low paying insecure jobs. Carers are most at risk due to the nature of what they do. Through our intervention we aimed to empower them to engage with the mainstream job market in its entirety if they wish to find new roles or engage positively with their current employer to achieve better work.
_95% participants reported that their career progression opportunities have improved significantly._
_94% participants had reported that they digital upskilling sessions had boosted their confidence._
**COVID-19 BANGLADESHI VULNERABLE ADULTS SUPPORT PROGRAMME**
In response to the Covid-19 pandemic and launch of the NHS Test and Trace programme Tower Hamlets Council have produced the Tower Hamlets Community Engagement Strategy: NHS Test and Trace to support the delivery of the programme locally.
The London Borough of Tower Hamlets commissioned the Stifford Centre to deliver a programme of community engagement and support that ensures Bangladeshi community members living and working in Tower Hamlet are fully engaged in the prevention and protection of Covid-19, including but exclusively Test and Trace Covid-19 prevention and protection messages.
Evidence shows that this community has been adversely affected by the outbreak due to several issues including difficulties in communicating and understanding the national and local information and guidance. After consultation with key Bangladeshi community organisations a range of specific groups within the community: parents and families, young people and those who have been previously defined as vulnerable to Covid-19, have been identified for focused engagement.
We have engaged Bangladeshi vulnerable adults and their family members. We conducted regular targeted outreach & engagement into the community to provide information and support to residents to enable adherence to Covid-19 guidance including NHS Test and Trace. Our Bengali-speaking staff and volunteers worked to engage Bangladeshi vulnerable adults, and crucially, working with community leaders, i.e; Imam, charity board members, across the borough to deliver key messages.
The main challenge was to community engagement with Covid-19 related activities such as Track and Trace, in our view, is trust. There are also some cultural considerations such as preference for traditional medicines and religious considerations such as forbidden substances such as alcohol in hand sanitisers, but in our experience, as the pandemic
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progresses and people have been exposed to information and reasoning around Covid-19 for several months, these cultural barriers are less problematic. Lockdowns and social distancing, alongside digital exclusion (through having no access to a device or through computer illiteracy) present challenges in communication, as do language barriers.
## **STIFFORD RESIDENT SUPPORT PROGRAMME**
This project is to improve mental wellbeing and reduce loneliness in the community by providing people with structured opportunities to meet, celebrate and collaborate with each other.
We wanted to give local people the opportunity to socialise in an informal setting, to raise energy and morale in the community after a long period of isolation, and to bring people together who might not otherwise have a reason to spend time together and help them form lasting connections.
Weekly coffee mornings session, facilitated by staff and supported by volunteers. This helped residents to build long lasting connections with each other. For those residents who were not able to attend for mobility issues/other issues which made it difficult to leave the home, were set up by a video link and invited people to join us from home.
## **BBC CHILDREN IN NEED – YOUTH INVESTMENT FUND**
Children and Young People (CYP) who attended live in small, over-crowded homes, sometimes with two or more families sharing. Many have limited access to appropriate (quiet) study conditions or computers/internet at home, making it difficult to study for exams and complete homework. Many parents have limited formal education and lack skills to help their children. Children & Young People are often permitted to go outside instead of staying home to finish their schoolwork, as this temporarily creates more space in the home for the rest of the family, who are stressed in their cramped conditions.
Some young people have experienced homelessness because of house prices and benefit cuts, as well as domestic abuse, social stigma, and adult responsibilities at a young age.
Children & Young People from particularly disadvantaged households lack exposure to rewarding or well-paid potential careers and, in the absence of guidance and positive role models to help them believe in themselves, they often have limited aspirations, low selfconfidence and self-esteem. Their voices often go unheard, which causes them deep frustration.
With the support of this project, we are now be able to support up to 40 CYP per session; a 50% increase on previous capacity.
## **VOLUNTEERS PROJECT**
Stifford continued to deliver its volunteering project which has helped 19 of individuals acquire professional skills with which to further access and settle in mainstream workforces. Working in partnership with Volunteer Centre Tower Hamlets and other third sector organisation we have engaged with several volunteers from Tower Hamlets and within the neighbouring boroughs.
While developing an individual learning plan for each volunteer joining our team, we provided a minimum of 12 hours capacity building support to equip them with skills and, in some cases, professional accreditations. Our volunteer support and training package
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currently included training in basic skills such as literacy, numeracy, non-academic generic skills such as communication, office ICT skills and team work to instil confidence and awareness in the workplace environment.
All volunteers received 4 hours of employment readiness support including assistance with CV preparation, job interview techniques and confidence building. According to each individual’s needs, we arranged training in Health & Safety, Customer Service and First Aid at Work.
## **STUDY SUPPORT PROJECT**
Our Study Support sessions continues to provide homework support to local young people through-out the year.
The project provides young people with additional help with their homework/general studies, as many parents felt unable to give their children the mentoring or guidance that they needed either because they lacked the necessary skills or other restrictions such as not having the time due to work commitments.
Also enabling young people access to computers which with a high level of disadvantage and child poverty, young people did not have at home and to ease the issue of living in overcrowded situations, a safe, secure, independent learning space in our centre.
We provided homework support, 1 to 1 tuition along with mentoring & advice. 45 young people attended 3 hour support sessions every week.
In addition to providing homework assistance our teachers also help students to develop a keen interest for learning and self-development, allowing students to realise their potential. We encourage our students to explore and express themselves so that they can nurture and unleash their hidden talent. On several occasions, we have been delighted to discover our students have a natural ability in storytelling, writing poems or drawing. It is through nurturing these talents and encouraging students to engage in fun, educational, extra-curricular activities, that we open the doors of possibilities for our young learners.
## **SUPPLEMENTARY SCHOOL (MOTHER TONGUE) PROJECT**
Our mother tongue project continues to provide local children with an after school provision to improve their bi-lingual skills and learn a community language.
In April 2019 as part of our improvement programme we recruited new teachers and also introduced new curriculum into the class room. First quarter feedback from the parents has been very positive. 48 young children enrolled on the bi-lingual learning classes. Students enjoyed a day of celebration and were presented with certificates and awarded prizes in the Annual Award and International Mother Language Day Ceremony following the end of year exams.
We continue to work with London Borough of Tower Hamlets to improve community language teaching and provide children with a safe, secure, learning environment.
## **SUMMER YOUTH ACTIVITY PROGRAMME**
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Stifford Centre delivered a summer youth activity programme for young people living in South West locality (Stepney Green, St Dunstan, Whitechapel, Shadwell and St Katharine’s & Wapping) of Tower Hamlets. The Summer Youth Activity Programme engaged young people those who are aged 13 – 19 (up to age 25 for those with a disability).
Stifford’s Summer Youth Activity Programmes combines leisure and recreational activities which include sports such as badminton, football, yoga, swimming, cycling and healthy cooking workshops, ICT sessions, theatre storytelling, movement and music training to develop presentation skills in an informal but professional environment.
A range of creative, workshops, training and physical activities to help young people gain ‘soft’ skills while improving health combined with health workshops and one-to-one assessments leading to Stop Smoking advice provided by Stifford’s trained and experienced Health Trainers and welfare advice provided by our solicitors to help prepare young people for their best potential starts in life.
## **OLDER PEOPLE’S LUNCH CLUB**
As a multicultural and diverse community centre, we have seen a strong need to incorporate the welfare of the older citizens including those living on their own or with extended families.
We therefore continue to run an _Older People’s Lunch Club_ for over-50 year old residents of the Stepney Green area. This initiative aims to tackle isolation and encourage social interaction. Sessions delivered twice a month at the Stifford Centre attracted 42 participants with an average attendance of average 15 users per session.
Participants come along to enjoy:
- Freshly cooked lunch and engage in recreational activities such as community gardening, self-help sessions, confidence and awareness building activities;
- Coffee mornings which allow people to catch up with each other, recent social and political news while having a cup of tea. The Centre’s advice and information teams are also on hand to help isolated residents address personal, health and social welfare issues;
- Day trips and events allowing users to have a recreational break.
- Celebration events including cultural activities such as Eid & Christmas parties
By delivering the lunch club community initiative and making relevant resources available, we hope to bring our elder users together, providing a needs-based dedicated service that will contribute towards enhancing their mental and physical wellbeing.
## **DIGITAL INCLUSION PROJECT**
We delivered a new flexible digital training and supported programme of Learn My Way courses. At the same time we also convened two one hour digital ‘drop-in’ surgeries per week at Stifford Centre. The drop-in surgeries were led by volunteers and attracted five participants on average accessing each drop-in session. We encouraged participants to attend and resolve any outstanding digital queries/issues and achieve immediate and practical solutions. This included issues such as how to surf the web, set up an email account, pay bills online, do on-line shopping, Job Hunting or completing online forms to name a few.
## **HMRC ADVICE PROJECT**
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The project was to provide 1 to 1 dedicated advice to vulnerable and socially marginalised people/learners from BME communities who work or live in London Borough of Tower Hamlets where there is a large concentration of Bangladeshi and Somali population. The project outcomes included the following: Improved ability to complete a HMRC on-line benefit form and challenge HMRC decisions, Increased confidence to complete the form on their own in future, Improved knowledge of the structure of tax returns and online tax credits calculator, Increased digital skills, Increased access to resources and Improved ability to file online tax returns.
## **ENVIRONMENTAL: CLIMATE EMERGENCY**
**Greencare Volunteering:** Greencare volunteering is social and therapeutic horticulture – activities such as planting, gardening and animal care which bring people into contact with nature, and help them to connect with each other and feel included in society. The aim is not to complete a specific task or to grow food commercially, but rather to enable people to experience the therapeutic benefits of interacting with nature and the outdoors, and work on a task at their own pace to enhance their wellbeing. We delivered volunteering session twice a week, enabling local people to experience the benefits of volunteering in our rural oasis in the heart of the East End.
## **PLANS FOR FUTURE PERIODS**
Stifford Centre is going through a process of change in order that business planning methodology underpins a strategic direction set by the board to the operational delivery by the staff team. The purpose of this is to ensure Stifford Centre develops a robust and sustainable business model against an increasingly challenging operating environment. The senior management team have prioritised securing funding that includes core cost contributions. However, the operating environment remains challenging and strategic priorities include:
- Ensuring staff structure, skills and competencies meet the needs of the charity to meet its purpose for the benefit of the public.
- Developing and improving operational practices to ensure organisational wide impact measurement, action learning and effective reporting are systematised and supported through a customer recording system.
- Developing a broader mix of income streams including: building the training, development and consultancy offer of the organisation; building memberships; securing social investment; securing grants for pilots and innovation.
- Regular reviews of Covid Risk Assessments and Action Plan and programme.
- Develop and expand our Community Activities Programme including Health & Well-being, Women’s Empowerment and Training Programme to further improve outcomes of the local community.
- Sustain and develop services and improve outcomes for youth project to include more outreach and engagement with parents.
- Sustain our Elderly People’s project and all activities that connect and engage people with their communities and each other to help tackle isolation and loneliness.
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- Sustain our Information, Advice & Guidance programme to further improve outcomes and quality of life of local people.
- Develop our Communities Activity Programme to improve health and well-being and life expectancy outcomes.
- Develop Climate Emergency programme to become net zero carbon borough.
- Annual centre sustainability and fundraising strategy review to enable future provision of quality services and activities that reflect the diversity and meet the requirements of the community for the public benefit.
- Maintain and develop key partnerships, CSR strategy and sustainable funding programme.
- Retain our high profile and relevance to local needs through effective publicity, consultation and partnership working.
- Continue effective, professional oversight, management, and governance of the organisation.
## **Sustainability**
We will underpin our future as a service by ensuring we take a collaborative, proactive and commercial approach to securing and maintaining funding.
## **Our sustainability ambitions:**
We will stay focused on working with existing funders and supporters of our services, whilst exploring new sources of income;
We will develop our local and regional partnerships to enhance and expand our offer to our clients;
We will deliver an even more compelling, high value for money offer to funders of our service;
We’ll make sure that the way we design and cost services takes into account the needs of disadvantaged groups.
## **PUBLIC BENEFIT**
We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and in planning our future services. The Executive Committee considers how our planned services will contribute to the aims and objectives they have set.
Stifford Centre provides a public benefit to local residents by being a place where community activities and services take place, which improve the quality of life for local people. This is done in a variety of ways: through reducing isolation and social exclusion, being a space for public gathering, and providing services which improve lives.
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## **FINANCIAL REVIEW**
The centre managed well financially during this challenging period. We were successful in securing government and charitable trust grants and project funding to enable us to quickly adapt our staff and centre programme to remote provision and expand our outreach and support to meet identified need and outcomes.
The statement of financial activities had a gross surplus of £2,031 for the year end 31 March 2022. The executive committee members decided to carry forward this surplus as working capital to ensure smooth operation of the charity. The working capital need was designated as approximately £75,000 for each quarter.
The major funding received included **London Borough of Tower Hamlets** £124,969 (LCF), Community Support Programme £40,732, **Trust for London** £20,000, **BBC Children in Need** £29,939, **Good Things Foundation** £6,630, for our community activities programme.
## **Financial Procedure**
The Finance Sub-Committee comprising of the Chair, Secretary and Treasurer and is responsible for financial monitoring and review of the centre’s finances. The Finance subcommittee ensures stringent financial control and meets regularly to ensure implementation of financial policies and procedures.
All cheque payments need two signatories; three executive committee members are signatories.
None of the Executive Committee members have any beneficial interest in the Charity.
The financial period ended up with financial stability as Stifford’s Executive Committee and Senior Management emphasised on making more funding applications, developing a sustainability plan and working towards creating a robust business plan from the beginning of the financial year.
## **Investment powers & policy**
Stifford’s constitution authorises the executive committee to make and hold investments using the general funds of the charity. The executive committee members have the power to invest in any way that they see fit.
There were no significant events during the year which in any way affected the performance of the charity.
There are no factors which are likely to affect the financial performance or position going forward.
## **Principal risks and uncertainties**
Trustees regularly review risk and keep a risk register to ensure business and operational continuity as well as ensure all legal obligations are met. Risk management methodology is embedded into key working practices and supported by policy frameworks, practices, training, and induction. The economic and funding environment presents the largest risk and area of uncertainty. Developing business planning methodology will mitigate this. It is also key that we regularly review and update our policy and practice frameworks to ensure that we meet pre-qualification criteria for all contracted work. Financial policy and practices were reviewed in detail to ensure improved risk management. This included: detailing clear roles and responsibilities for budgeting and money management, improving administrative systems and ensuring daily, monthly and quarterly cash flow management and forecasting.
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Other key areas of risk are associated with retaining and developing skilled and experienced staff teams that can deliver against increasingly challenging outcomes/impact demands. Stifford Centre has Investors in People status. Investors in People good practice and retained legal and HR expertise from Mentor help mitigate some of the risks associated with sustaining a skilled delivery team. However, as part of strategic development it will be necessary to look at reviewing and restructuring the staff team alongside training and developing people.
## **RESERVES POLICY**
The executive committee members consider it prudent to maintain an adequate level of reserves to cover the charity’s contractual commitments and to provide a secure base for the future and have set this at a minimum level of 6 months of the annual expenditure. The members are endeavouring to increase the unrestricted reserves to this minimum level.
## **Unrestricted Funds are needed to:**
- Meet organisational employee, legal, financial, health and safety requirements and obligations.
- Quickly Implement any changes in the above requirements.
- Enable implementation of short and long-term objectives and outcomes from our Business Plan.
- Enable a swift reaction to new and priority needs and demand and designate funding to projects at short notice.
- To cover employee costs; salary increments, pension, maternity, sick and redundancy pay.
- To cover core administration and support costs without which the centre could not function.
## **The Stifford Centre requires an adequate level of reserves to:**
- Meet the Charities Commission recommended good practice of having a minimum of 3 months and a maximum of 3 years running costs as financial reserves.
- Meet all commitments if circumstances arise where the trustees are obliged to wind down the charity, approximating to a minimum of 3 months running cost plus employee redundancy entitlement.
- Meet the requirements of The Pensions Act 2007 whereby from 1st April 2019 we will contribute a minimum of 3% of a contributing employee’s salary.
- Safeguard the centre’s activity and project delivery commitment in the event of delays and or withdrawal in receipt of grants and funding.
- Provide for contingencies and risks which cannot be met from annual income when they arise.
- To meet any short term statutory, legal or employee obligations such as staff sickness, maternity cover, IT renewal, building maintenance, or any cash-flow difficulties.
The centre aims to maintain an appropriate level of reserves through fund-raising, income generation and diversification, and considering appropriate investment accounts. The Treasurer or Finance Manager will include a report on the level of reserves at year end and steps will be taken to address any issues which may arise. The policy will be reviewed annually considering any changes in circumstances.
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## **STRUCTURE, GOVERNANCE AND MANAGEMENT**
## **STRUCTURE**
The Charity is registered as a charitable company limited by guarantee and is governed by its Memorandum and Articles of Association. The Charity has no share capital or debentures, hence there are no Directors' Interests requiring disclosure. In the event of the Charity being wound up each member is required to contribute an amount not exceeding £1.
The Charity is independent, responsible for its own policy, direction and funding. It is a membership organisation and anyone (only over the age of 18 years) can join, who is interested in furthering the work of the Centre and; subject to the approval of the Committee.
The organisation is a charitable company limited by guarantee. Memorandum and Articles of Association, incorporated on 21 July 2010 amended by resolution on 29 January 2011, registered at Companies House on 21 July 2010 and registered with Charity Commission on 7 March 2011.
Trustees take overall responsibility for the strategic direction of the organisation as well as ensuring a good legal and good practice framework underpins their role as the employer of staff. Board meetings are held regularly to review management accounts; achievements, learning and outcomes from delivery; and business development and strategic opportunities and any arising risks.
The executive committee comprises of members representing both users and service providers.
The executive committee sets and reviews the charity’s strategy, direction, staffing and resources. The day to day running of the charity is carried out by the centre manager, finance & operations manager and projects staff who have delegated authority from the executive committee and relevant sub-committee to manage the projects at the centre.
In addition, the Trustees participate in planning and away days with senior staff as well as review and comment on policy and practice frameworks through email discussion and decision.
## **Trustee/Executive Committee member selection methods**
The constitution allows for up to 12 executive committee members (known as trustees) to be appointed. All executive committee members are recruited from the membership of the charity which is detailed within the charity’s constitution.
All members are entitled to stand for office of the charity which is conducted by a formal nomination form being submitted before the Annual General Meeting (AGM). All nominated members who wish to be elected to the executive committee of the charity are elected at the charity’s AGM.
All executive committee members are in office for a period of 2 years and have to be reelected at the Charity’s Annual General Meeting. Once elected, the executive committee members can elect a maximum of three co-opt members provided the total number of coopted members does not exceed one-quarter of the total number of members.
The executive committee members are familiar with the practical work of the charity having been directly involved with the charity for a number of years.
Many of the executive committee members take responsibility for monitoring the centre’s activities in specific operational areas chairing sub-committees of the executive committee. The main sub-committees are: finance, marketing & publicity and human resources.
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## **Trustee Induction & Training**
On appointment as executive committee member of Stifford Centre, all executive committee members receive an induction pack along with an annual report, full set of audited accounts for the previous financial year, a copy of Stifford’s constitution, memorandum and articles of association and a copy of the Charity Commissions brochure ‘The Essential Trustee: what you need to know (CC3)’ of a charity trustee.
All new executive committee members undergo an induction and skills assessment which identifies any training needs that need to be addressed.
The executive committee reviews annually all the training needs of the members and will instruct the senior staff of the centre to arrange the training or advice that is required.
## **Related Parties**
The charity works closely with a number of partner organisations with whom it cooperates to deliver its programmes. The principle partner organisations are the London Borough of Tower Hamlets, NHS Tower Hamlets, Tower Hamlets Community Housing (THCH), Swan Housing Association, Canary Wharf Group and Tower Hamlets Homes (THH).
During this year, through its various projects, the centre worked in partnership with 57 Tower Hamlets based organisations and developed strategic links with organisations in Hackney, Newham, Barking & Dagenham, Redbridge and Havering.
During the financial year, we worked with 15 community centres, 8 GP Surgeries, 5 Schools, 8 mosques, 2 Churches, 2 leisure centres, 2 Idea Stores and 6 housing associations.
Partners list to date is extensive but includes:
Shadwell Basin Activity Centre, Stepney City Farm, Queen Mary University, Arbour Centre, Tower Hamlets Law Centre, Citizens Advice Bureau, Ocean Somali Community Association, John Scurr Community Centre, Dorset Community Association, Apasenth, Ocean women’s Association, Salvation Army Stepney, East One Health, Jubilee Street practice, Blue gate fields school, Stepney Green School, Smithy Street school, Peabody Trust, Tower Hamlets College, Social Action for Health, Tower Hamlets Primary Care Trust Mobile Dental Unit, BWHAFS, Emmott Close, Linkage plus, Age UK, Sonali Gardens, Bangladesh Football Association, West Ham Football Club, Women’s Environment Network and London Muslim Centre.
The centre continued its membership with Tower Hamlets CVS, Volunteer Centre Tower Hamlets, East London Business Place, and Tower Hamlets Community Transport. The centre is committed to supporting the nationally agreed Code of Practice and Statement of Values promoted by these umbrella organisations.
## **Risk Management**
All significant activities undertaken are subject to a risk review as part of the initial project assessment and implementation. Major risks are identified and ranked in terms of their potential impact and likelihood.
Major risks, for this purpose, are those that may have a significant effect on:
- Operational Performance, including risks to our personnel and volunteers;
- Achievement of our aims and objectives;
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- Meeting the expectations of our beneficiaries or supporters
The executive committee review these risks on an ongoing basis and satisfy themselves that adequate systems and procedures are in place to manage the risks identified. Where appropriate, risks are covered by insurance. The following framework is central to ensuring adequate risk assurance.
- An annual review of the risks the charity may face
- The establishment of systems and procedures to mitigate those risks identified
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## **STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES’**
The trustees (who are also directors of Stifford Centre for the purposes of company law) are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:
● Select suitable accounting policies and then apply them consistently.
● Observe the methods and principles in the Charities SORP.
● Make judgements and estimates that are reasonable and prudent.
● Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.
The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware:
● There is no relevant audit information of which the charitable company’s auditors are unaware.
● The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.
Approved by order of the board of trustees on 12/12/2022 and signed on its behalf by:
Mustafa Uddin Mustafa Uddin Director
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Reportof the Independent Auditorstothe Membersof
STIFFORD CENTRE LIMITED
```
## **Opinion**
We have audited the financial statements of STIFFORD CENTRE LIMITED (the 'charitable company') for the year ended 31 March 2022 which comprise the Statement of Financial Activities, the Balance Sheet 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 (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements:
give a true and fair view of the state of the charitable company's affairs as at 31 March 2022 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.
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.
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```
Reportof the Independent Auditorstothe Membersof
STIFFORD CENTRE LIMITED
```
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 this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the Report of the Trustees has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.
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:
adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or certain disclosures of trustees' remuneration specified by law are not made; or we have not received all the information and explanations we require for our audit; or the trustees were not entitled to take advantage of the small companies exemption from the requirement to prepare a Strategic Report or in preparing the Report of the Trustees.
## **Responsibilities of trustees**
As explained more fully in the Trustees' Responsibilities Statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
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Reportof the Independent Auditorstothe Membersof
STIFFORD CENTRE LIMITED
```
## **Our 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 a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and noncompliance with laws and regulations, our procedures included the following:
a) We enquired of management and the finance committee, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to:
i.. Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;
ii. Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;
iii. The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.
b) We inspected the minutes of meetings of those charged with governance.
c) We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience.
d) We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit.
e) We reviewed any reports made to regulators.
f) We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.
g) We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.
h) In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation
34 | P a g e
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Reportof the Independent Auditorstothe Membersof
STIFFORD CENTRE LIMITED
```
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.
## **Use of our report**
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.
Anwar F Chowdhury FCCA (Senior Statutory Auditor) for and on behalf of ACN Accountants Chartered Certified Accountants & Statutory Auditors 41 Orsett Road Grays Essex RM17 5DS
Date: 12/12/2022
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STIFFORD CENTRE LIMITED
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## `Statement of Financial Activities`
## `for the Year Ended 31 March 2022`
|`UnrestrictedRestricted`
`funds`
`funds`
Notes
£
£
**INCOME AND ENDOWMENTS FROM**
Donations and legacies
15,554
257,544
Other trading activities
2
33,029
-
Investment income
3
1
-
**Total**
48,584
257,544
**EXPENDITURE ON**
**Charitable activities**
Mother Tongue
15,554
3,000
Study Support Project
2,500
-
Centre Core
27,083
35,274
Digital Inclusion Project
-
-
HMRC Advice Project
-
-
Healthy Lifestyle Partnership Programme
-
80,027
BAME Women's Employment Support
Programme
-
30,378
Stifford Young Girl's Project
-
14,564
TFL Better Work
-
20,000
London Community Response Fund
-
-
Canary Wharf Group
-
-
Census Support Programme
-
6,630
Stifford Covid 19 BAME Community
Support Project
-
-
Bangladeshi Vulnerable Adult Support
Programme
-
24,732
Stifford Resident Support Programme
-
1,850
BBC CIN DCMS YIF
-
29,939
Other
12,566
-
**Total**
57,703
246,394
**NET INCOME/(EXPENDITURE)**
(9,119)
11,150
**RECONCILIATION OF FUNDS**
**Total funds brought forward**
307,436
10,929
**TOTAL FUNDS CARRIED FORWARD**
298,317
22,079|31.3.22
`Total`
`funds`
£
273,098
33,029
1
306,128
18,554
2,500
62,357
-
-
80,027
30,378
14,564
20,000
-
-
6,630
-
24,732
1,850
29,939
12,566
304,097
2,031
318,365
320,396|31.3.21
`Total`
`funds`
£
313,554
40,450
6
354,010
5,280
1,950
71,765
6,125
1,500
80,027
30,378
14,564
40,000
4,500
1,600
8,982
45,960
-
-
-
12,643
325,274
28,736
289,629
318,365|
|---|---|---|
```
The notes form part of these financial statements
```
```
Page 36
```
```
STIFFORD CENTRE LIMITED
```
## `Balance Sheet 31 March 2022`
|`UnrestrictedRestricted`
`funds`
`funds`
Notes
£
£
**FIXED ASSETS**
Tangible assets
8
140,645
-
**CURRENT ASSETS**
Debtors
9
21,500
-
Cash at bank and in hand
233,573
22,079
255,073
22,079
**CREDITORS**
Amounts falling due within one year
10
(54,500)
-
**NET CURRENT ASSETS**
200,573
22,079
**TOTAL ASSETS LESS CURRENT**
**LIABILITIES**
341,218
22,079
**CREDITORS**
Amounts falling due after more than one
year
11
(42,901)
-
**NET ASSETS**
298,317
22,079
**FUNDS**
13
Unrestricted funds
Restricted funds
**TOTAL FUNDS**|31.3.22
`Total`
`funds`
£
140,645
21,500
255,652
277,152
(54,500)
222,652
363,297
(42,901)
320,396
298,317
22,079
320,396|31.3.21
`Total`
`funds`
£
146,328
51,020
230,517
281,537
(59,500)
222,037
368,365
(50,000)
318,365
307,436
10,929
318,365|
|---|---|---|
These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.
The financial statements were approved by the Board of Trustees and authorised for issue on 12/12/2022 and were signed on its behalf by:
Mustafa Uddin
Mustafa Uddin - Trustee
```
The notes form part of these financial statements
```
```
Page 37
```
```
STIFFORD CENTRE LIMITED
```
```
Notes to the Financial Statements
for the Year Ended 31 March 2022
```
## **1. ACCOUNTING POLICIES**
## **Basis of preparing the financial statements**
The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) '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 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.
## **Income**
All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.
## **Expenditure**
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.
## **Tangible fixed assets**
Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.
|Improvements to property|- 2% on cost|
|---|---|
|Fixtures and fittings|- 25% on cost|
|Office equipment|- 33% on cost|
## **Taxation**
The charity is exempt from corporation tax on its charitable activities.
## **Fund accounting**
Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.
Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.
## **2. OTHER TRADING ACTIVITIES**
|**OTHER TRADING ACTIVITIES**|||
|---|---|---|
||31.3.22|
31.3.21|
||£|£|
|Activities for Generating Funds|33,029|40,450|
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```
Notes to the Financial Statements - continued
```
```
for the Year Ended 31 March 2022
```
## **3. INVESTMENT INCOME**
||31.3.22|
31.3.21|
|---|---|---|
||£|£|
|Deposit account interest|1|6|
## **4. NET INCOME/(EXPENDITURE)**
Net income/(expenditure) is stated after charging/(crediting):
||31.3.22|
31.3.21|
|---|---|---|
||£|£|
|Auditors' remuneration|3,600|3,600|
|Depreciation - owned assets|5,683|5,683|
## **5. TRUSTEES' REMUNERATION AND BENEFITS**
There were no trustees' remuneration or other benefits for the year ended 31 March 2022 nor for the year ended 31 March 2021.
## **Trustees' expenses**
There were no trustees' expenses paid for the year ended 31 March 2022 nor for the year ended 31 March 2021.
## **6. STAFF COSTS**
The average monthly number of employees during the year was as follows:
||31.3.22|
31.3.21|
|---|---|---|
|Admin|4|3|
|Operation|8|7|
||12|10|
No employees received emoluments in excess of £60,000.
## **7. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES**
|`UnrestrictedRestricted`
`funds`
`funds`
£
£
**INCOME AND ENDOWMENTS FROM**
Donations and legacies
13,100
300,454
Other trading activities
40,450
-
Investment income
6
-
**Total**
53,556
300,454|`Total`
`funds`
£
313,554
40,450
6
354,010|
|---|---|
**EXPENDITURE ON**
39 | P a g e
|**Charitable activities**||||
|---|---|---|---|
|Mother Tongue|5,280|-|5,280|
|Study Support Project|1,950|-|1,950|
|Centre Core|-|71,765|71,765|
|Digital Inclusion Project|-|6,125|6,125|
|HMRC Advice Project|-|1,500|1,500|
|Healthy Lifestyle Partnership Programme|-|80,027|80,027|
40 | P a g e
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STIFFORD CENTRE LIMITED
```
## `Notes to the Financial Statements - continued`
```
for the Year Ended 31 March 2022
```
## **7. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - continued**
||||`UnrestrictedRestricted`|`UnrestrictedRestricted`|`UnrestrictedRestricted`|`Total`|
|---|---|---|---|---|---|---|
||||`funds`||
`funds`|`funds`|
||||£||£|£|
||BAME Women's Employment Support||||||
||Programme|||-|30,378|30,378|
||Stifford Young Girl's Project|||-|14,564|14,564|
||TFL Better Work|||-|40,000|40,000|
||London Community Response Fund|||-|4,500|4,500|
||Canary Wharf Group|||-|1,600|1,600|
||Census Support Programme|||-|8,982|8,982|
||Stifford Covid 19 BAME Community||||||
||Support Project|||-|45,960|45,960|
||Other||12,643||-|12,643|
||**Total**||19,873||305,401|325,274|
||**NET INCOME/(EXPENDITURE)**||33,683||(4,947)|28,736|
||**RECONCILIATION OF FUNDS**||||||
||**Total funds brought forward**||273,753||15,876|289,629|
||**TOTAL FUNDS CARRIED FORWARD**||307,436||10,929|318,365|
|**8.**|**TANGIBLE FIXED ASSETS**||||||
|||`Improvements Fixtures`|||||
|||`to`|`and`||`Office`||
|||`property`|`fittings`||`equipment`||
|||`Totals`|||||
|||£|£||£|£|
||**COST**||||||
||At 1 April 2021 and 31 March 2022|284,143|4,926||20,237|309,306|
||**DEPRECIATION**||||||
||At 1 April 2021|137,817|4,925||20,236|162,978|
||Charge for year|5,683|-||-|5,683|
||At 31 March 2022|143,500|4,925||20,236|168,661|
||**NET BOOK VALUE**||||||
||At 31 March 2022|140,643|1||1|140,645|
||At 31 March 2021|146,326|1||1|146,328|
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STIFFORD CENTRE LIMITED
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## `Notes to the Financial Statements - continued`
## `for the Year Ended 31 March 2022`
|**9.**
**DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
31.3.22
£
Other debtors
21,500
Prepayments and accrued income
-
21,500
**10.**
**CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
31.3.22
£
Accruals and deferred income
51,500
Accrued expenses
3,000
54,500
**11.**
**CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR**
31.3.22
£
Bank loans (see note 12)
42,901
**12.**
**LOANS**
An analysis of the maturity of loans is given below:
31.3.22
£
Amounts falling due in more than five years:
Repayable by instalments:
Bank loans more 5 yr by instal
42,901
**13.**
**MOVEMENT IN FUNDS**
`Net`
`movement`
`At 1.4.21`
`in`
`31.3.22`
£
£
**Unrestricted funds**
General fund
307,436
(9,119)
**Restricted funds**
Centre Core Income
10,929
-
Stifford Resident Support Programme
-
11,150
10,929
11,150
**TOTAL FUNDS**
318,365
2,031|31.3.21
£
21,500
29,520
51,020
31.3.21
£
56,500
3,000
59,500
31.3.21
£
50,000
31.3.21
£
50,000
`At`
`funds`
£
298,317
10,929
11,150
22,079
320,396|
|---|---|
42 | P a g e
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STIFFORD CENTRE LIMITED
```
```
Notes to the Financial Statements - continued
for the Year Ended 31 March 2022
```
## **13. MOVEMENT IN FUNDS - continued**
Net movement in funds, included in the above are as follows:
||`Incoming`|`Resources`|`Resources`||
|---|---|---|---|---|
||`Movement`||||
||`resources`||`expended`||
||`in funds`||||
||£|£|£||
|**Unrestricted funds**|||||
|General fund|33,030|(42,149)|(9,119)||
|Mother Tongue|15,554|(15,554)||-|
||48,584|(57,703)|(9,119)||
|**Restricted funds**|||||
|Mother Tongue|3,000|(3,000)||-|
|Healthy Lifestyle Partnership|||||
|Programme|80,027|(80,027)||-|
|BAME Women's Employment|||||
|Support Programme|30,378|(30,378)||-|
|Stifford Young Girl's Project|14,564|(14,564)||-|
|TFL Better Work|20,000|(20,000)||-|
|Centre Core Income|35,274|(35,274)||-|
|Census Support Programme|6,630|(6,630)||-|
|Bangladeshi Vulnerable Adult|||||
|Support Programme|24,732|(24,732)||-|
|Stifford Resident Support Programme|13,000|(1,850)|11,150||
|BBC CIN DCMS YIF|29,939|(29,939)||-|
||257,544|(246,394)|11,150||
|**TOTAL FUNDS**|306,128|(304,097)|2,031||
## **Comparatives for movement in funds**
|`Net`
`movement`
`At 1.4.20`
`in`
`31.3.21`
£
£
**Unrestricted funds**
General fund
273,753
32,563
Mother Tongue
-
1,070
Study Support Project
-
50
273,753
33,683
**Restricted funds**
Centre Core Income
15,876
(4,947)
**TOTAL FUNDS**
289,629
28,736|`At`
`funds`
£
306,316
1,070
50
307,436
10,929
318,365|
|---|---|
43 | P a g e
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STIFFORD CENTRE LIMITED
```
```
Notes to the Financial Statements - continued
for the Year Ended 31 March 2022
```
## **13. MOVEMENT IN FUNDS - continued**
Comparative net movement in funds, included in the above are as follows:
||`Incoming`|`Resources`|`Resources`|
|---|---|---|---|
||`Movement`|||
||`resources`||`expended`|
||`in funds`|||
||£|£|£|
|**Unrestricted funds**||||
|General fund|45,206|(12,643)|32,563|
|Mother Tongue|6,350|(5,280)|1,070|
|Study Support Project|2,000|(1,950)|50|
||53,556|(19,873)|33,683|
|**Restricted funds**||||
|Digital Inclusion Project|6,125|(6,125)|-|
|HMRC Advice Project|1,500|(1,500)|-|
|Healthy Lifestyle Partnership||||
|Programme|80,027|(80,027)|-|
|BAME Women's Employment||||
|Support Programme|30,378|(30,378)|-|
|Stifford Young Girl's Project|14,564|(14,564)|-|
|TFL Better Work|40,000|(40,000)|-|
|Centre Core Income|66,818|(71,765)|(4,947)|
|London Community Response Fund|4,500|(4,500)|-|
|Canary Wharf Group|1,600|(1,600)|-|
|Census Support Programme|8,982|(8,982)|-|
|Stifford Covid 19 BAME||||
|Community Support Project|45,960|(45,960)|-|
||300,454|(305,401)|(4,947)|
|**TOTAL FUNDS**|354,010|(325,274)|28,736|
A current year 12 months and prior year 12 months combined position is as follows:
|`Net`
`movement`
`At 1.4.20`
`in`
`31.3.22`
£
£
**Unrestricted funds**
General fund
273,753
23,444
Mother Tongue
-
1,070
Study Support Project
-
50
273,753
24,564
**Restricted funds**
Centre Core Income
15,876
(4,947)
Stifford Resident Support Programme
-
11,150
15,876
6,203|`At`
`funds`
£
297,197
1,070
50
298,317
10,929
11,150
22,079|
|---|---|
44 | P a g e
**TOTAL FUNDS**
289,629 30,767 320,396
45 | P a g e
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STIFFORD CENTRE LIMITED
```
```
Notes to the Financial Statements - continued
for the Year Ended 31 March 2022
```
## **13. MOVEMENT IN FUNDS - continued**
A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:
||`Incoming`|`Resources`|`Resources`|
|---|---|---|---|
||`Movement`|||
||`resources`||`expended`|
||`in funds`|||
||£|£|£|
|**Unrestricted funds**||||
|General fund|78,236|(54,792)|23,444|
|Mother Tongue|21,904|(20,834)|1,070|
|Study Support Project|2,000|(1,950)|50|
||102,140|(77,576)|24,564|
|**Restricted funds**||||
|Mother Tongue|3,000|(3,000)|-|
|Digital Inclusion Project|6,125|(6,125)|-|
|HMRC Advice Project|1,500|(1,500)|-|
|Healthy Lifestyle Partnership||||
|Programme|160,054|(160,054)|-|
|BAME Women's Employment||||
|Support Programme|60,756|(60,756)|-|
|Stifford Young Girl's Project|29,128|(29,128)|-|
|TFL Better Work|60,000|(60,000)|-|
|Centre Core Income|102,092|(107,039)|(4,947)|
|London Community Response Fund|4,500|(4,500)|-|
|Canary Wharf Group|1,600|(1,600)|-|
|Census Support Programme|15,612|(15,612)|-|
|Stifford Covid 19 BAME||||
|Community Support Project|45,960|(45,960)|-|
|Bangladeshi Vulnerable Adult||||
|Support Programme|24,732|(24,732)|-|
|Stifford Resident Support Programme|13,000|(1,850)|11,150|
|BBC CIN DCMS YIF|29,939|(29,939)|-|
||557,998|(551,795)|6,203|
|**TOTAL FUNDS**|660,138|(629,371)|30,767|
## **14. RELATED PARTY DISCLOSURES**
There were no related party transactions for the year ended 31 March 2022.
46 | P a g e
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STIFFORD CENTRE LIMITED
```
```
Detailed Statement of Financial Activities
```
```
for the Year Ended 31 March 2022
```
|`Detailed Statement of Financial Activities`
`for the Year Ended 31 March 2022`|||
|---|---|---|
||31.3.22|31.3.21|
||`£`|`£`|
|**INCOME AND ENDOWMENTS**|||
|**Donations and legacies**|||
|Donations|-|4,750|
|Grants and donations received|273,098|308,804|
||273,098|313,554|
|**Other trading activities**|||
|Activities for Generating Funds|33,029|40,450|
|**Investment income**|||
|Deposit account interest|1|6|
|**Total incoming resources**|306,128|354,010|
|**EXPENDITURE**|||
|**Charitable activities**|||
|Wages|116,540|116,561|
|Mother Tongue|9,098|5,280|
|Study Support Project|2,500|1,950|
|BBC CIN DCMS YIF|29,939|-|
|Centre Core Costs|62,357|71,765|
|Stifford Resident Support Programme|1,850|-|
|Bangladeshi Vulnerable Adult Support|||
|Programme|19,498|-|
|Digital Inclusion Project|-|6,125|
|HMRC Advice Project|-|1,500|
|Healthy Lifestyle Partnership Programme|21,407|31,617|
|BAME Women's Employment Support|||
|Programme|13,798|6,878|
|Stifford Young Girl's Project|3,364|14,564|
|TFL Better Work|4,550|18,643|
|London Community Response Fund|-|4,500|
|Canary Wharf Group|-|1,600|
|Census Support Programme|6,630|8,982|
|Stifford Covid 19 BAME Community|||
|Support Project|-|22,666|
||291,531|312,631|
|**Support costs**|||
|**Finance**|||
|Depreciation of tangible fixed assets|5,683|5,683|
|**Governance costs**|||
|Auditors' remuneration|3,600|3,600|
|Capacity building costs|3,283|3,360|
||6,883|6,960|
47 | P a g e
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This page does not form part of the statutory financial statements
```
```
STIFFORD CENTRE LIMITED
```
|`Detailed Statement of Financial Activities`|||
|---|---|---|
|`for the Year Ended 31 March 2022`|||
||31.3.22|31.3.21|
||`£`|`£`|
|Total resources expended|304,097|325,274|
|**Net income**|2,031|28,736|
48 | P a g e
```
This page does not form part of the statutory financial statements
```