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2021-03-31-accounts

DONNINGTON DOORSTEP

DONNINGTON DOORSTEP

FINANCIAL STATEMENTS (EXAMINED BUT UNAUDITED)

TRUSTEES’ ANNUAL REPORT

FOR THE YEAR ENDED 31 MARCH 2021

Charity No: 1144821 Company Registration No: 07720385

UNAUDITED FINANCIAL STATEMENTS

YEAR ENDED 31 MARCH 2021

CONTENTS PAGE
General information 2
Trustees’ Annual Report 3 -13
Responsibilities of the Trustees 14
Independent Examiner’s report to the members 16
Statement of Financial Activities 17
Balance Sheet 18
Notes to the financial statements 19-26

1

GENERAL INFORMATION

Registered charity name DONNINGTON DOORSTEP
Charity number 1144821
Company registration number 07720385
Principal & registered office address Donnington Doorstep Family Centre
Townsend Square
Oxford
OX4 4BB
Trustees Christine Mary SIMM
John Stuart TANNER
Masako SPARROWHAWK
Stephen MICHAEL
Patricia MICHAEL
Richard TARVER
Pat KENNEDY
Steve CURRAN
Independent examiner Sheila Parry FCCA
SPX Oxford Ltd
Peace House
19 Paradise Street
Oxford
OX1 1LD
Bankers CAF Bank
COIF

2

TRUSTEES’ ANNUAL REPORT

YEAR ENDED 31 MARCH 2021

The trustees, who are also the directors for the purposes of company law (referred to as trustees throughout), present their report and the unaudited financial statements of the company (referred to as the Charity throughout) for the year ended 31 March 2021.

REFERENCE AND ADMINISTRATIVE DETAILS

Reference and administrative details are shown in the schedule of general information on page 2 of the financial statements.

THE TRUSTEES

The trustees who served the charity during the year are shown on page 2.

OBJECTIVES, OVERVIEW AND PUBLIC BENEFIT

Donnington Doorstep is an independent, community-based family centre delivering a range of universal and specialist services. Set up in 1984 by local parents who knew that caring for children can be hard - we’re a supportive, nurturing and inclusive centre for children, young people and their families as well as a hub for local community activity. From our purpose-built centre in East Oxford our activities focus on play, learning, support, and youth and community development.

Our vision is to be at the heart of the local community and to be the best place to come for knowledge and support. Our aims:

In 2012 we became a registered charitable company. Our charity’s purposes as set out in the objects contained in the company’s memorandum of association are:

3

37 years old Doorstep was set up in 1984

We create a culture of respect and acceptance so that children, young people and adults feel physically and emotionally safe. There is a warm welcome for anyone who walks through the doors and everyone is treated with respect and without judgement. Our Values include support, empathy, trust, integrity, equality and empowerment.

Our Play Ethos informs our work:

Our youth work ethos ensures that we offer young people safe spaces to explore their identity, experience decision-making, increase their confidence, develop inter-personal skills and think through the consequences of their actions. Engagement in the youth work process is absolutely voluntary. We believe in the 4 R’s –

4

Who uses and benefits from our services?

Doorstep is used by families, children and young people from all over Oxford and beyond. The local community includes families in emergency, temporary and hostel accommodation as well as a large number of families who are refugees, seeking asylum, living below the poverty line, working poor, or lone carers. Doorstep’s immediate community includes the three most deprived neighbourhood areas for the “Felt really welcome, Income Deprivation Affecting Children Index in Oxford, Littlemore, Blackbird Leys and Rose Hill & Iffley where 39%, 38%, and 34% of my little one is children are living below the poverty line, respectively.[1]

“Felt really welcome, my little one is extremely active and lively for 13 months but we were not judged and felt like we’d met the lovely staff before.” Drop-In User

Doorstep provides a mixture of open access and targeted services lively for 13 months bringing together families from a wide range of backgrounds –

ethnic, social, economic and cultural - to pool support and but we were not resources and maximise social capital for the benefit of all. This model has been successful for over 37 years. The approach to judged and felt like

open access services has a strong sense of ownership amongst the we’d met the lovely community and generations of families who have accessed

services. Specialist and targeted services support the most staff before.” vulnerable and isolated people in our community in a profound Drop-In User way, complementing statutory services with a long term holistic approach. Services for families affected by child exploitation are positioned strategically across the county. The atmosphere and warm welcome is created by a strong staff team, clear safeguarding procedures and a child-centred focus.

ORGANISATIONAL STRUCTURE, FUNDING, AND RISK ASSESSMENT

Doorstep Management Team cover the following areas, Family Drop In, Family Support and Outreach, Youth Work, Step Out, Operations and Finance.

Donnington Doorstep 2020/2021

This last year has been even more extraordinary than usual at Donnington Doorstep. The team have truly risen to the challenges of the COVID-19 pandemic and worked creatively, flexibly and tenaciously to find ways to provide support to those who need it.

At the start of the pandemic, in April 2020, as it became clear we would have to close our building, we put together 100s of emergency resource packs, including basic household items, non-perishables and hygiene and care products for families in need. Then, like so many, we had to consider how we could reach families and young people virtually. Our Family Drop-In service moved online very quickly with our Universal Support Team sharing creative ideas for play at home, creating 100’s of activity packs to drop off to families so they could join in with online activity sessions. Parents reported these were really helpful to provide them with new ideas for play with their children.

1 https://www.oxford.gov.uk/info/20131/population/497/poverty_and_deprivation

5

Our Young People’s services also had to be adaptable. The Step Out team also immediately took support online. Then, as restrictions eased, we returned to face to face support and group work, following COVID secure protocols. As a result, we have offered uninterrupted support to some of the most vulnerable young people in the county, often at a time when no other support was available.

Our Blueprint music project, an innovative collaborative approach to supporting young men at risk of exploitation has been a particular success. The progress made by these young men can be seen in a short documentary, available on YouTube.

Throughout the pandemic we have also continued our work with our Youth Ambassador team and they have been vocal in the consultation of the new Youth Justice and Exploitation Service. In addition to this we were running an online Youth Club once a week, supporting young people to manage their way through these unprecedented times.

When restrictions eased we were ready to offer a range of support services across the organisation including family play and learn sessions, junior youth programme, outreach support to our Black, Asian and Global Majority families, and expand the work of our Child Exploitation Service. Following government guidance on service delivery for the sector and implementing COVID secure policies, processes and assessments, our work focused on reaching out to families who were vulnerable, isolated and likely to have experienced hardship and/or risk during this time.

We managed to protect jobs, no redundancies were made, and the organisation implemented growth in its personnel, its infrastructure and service delivery. The organisation successfully secured local and national emergency funds to cover core costs and existing partners continued and enhanced support. We closed the 2020/2021 financial year with a surplus and moved into 2021/2022 from a position of strength. Our external fundraiser and the Director have secured funding and continue to develop funding applications, looking at more long term, sustainable funding sources to support the organisation's vision and mission moving forward. From a financial perspective, despite several lockdowns and significant restrictions, the organisation is not only still operational and delivering services, it has grown and developed to meet the needs that have been exacerbated by the pandemic.

Family Drop In

The Family Drop-In is our ‘gateway’ service for families with young children. The Family Drop-In is for parents and carers with children in their early years. Our service offers a wide range of exciting learning and play opportunities. Themed events also add to the sense of fun and a rich curriculum enhanced by the nurturing, empathetic and supportive atmosphere.

Our service delivery radically changed in response to the pandemic, we were unable to open our doors and offer our drop-in service so we channelled our creativity and reviewed our capacity and flexibility enabling us to offer services and support in a variety of ways.

During the initial 12-week lockdown our family support team delivered 100 activity packs and 542 people watched our online activities. We provided support to 67 families via telephone and online platforms, delivered

6

20 online baby group sessions, reaching 74 new parents in partnership with Botley Bridges and supported the distribution of 387 cooked meals to families and food parcels.

As we were able to offer face to face sessions again, we adapted our model and offered bookable sessions 6 times per week. We offered a range of learning and play activities and supported the wellbeing and mental health of our under 5’s as well as their parents/carers. We engaged over 190 families throughout this period, reducing isolation and anxiety. We were also able to continue to support families attending our sessions to access free cooked meals and food parcels. It was challenging to create a supportive atmosphere under COVID restrictions but we worked hard to maintain safety whilst also welcoming families. Feedback from families indicated we were successful in this:

In December we provided festive support for families including luxury food items, pamper packs, books and gifts for individual children. This was through the very generous support of local community members, The Works Cowley, Waitrose, Asda and lots of donations from family and friends of Donnington Doorstep staff.

In January 2021 we had to close our doors again and we swiftly reverted back to remote support. Once again we offered telephone and online support to families, we

provided cooked meals through our established partnerships and activity packs and emergency hampers.

Our approach to supporting families and under 5’s has been flexible and creative and we are proud to have maintained support throughout the year. Families have received specific advice on issues such as feeding, early learning, sleeping, sibling engagement, managing routines and change, play opportunities and early attachment. We also have a focus on parent support offering advice and support with self-care, managing newly separated relationships and co-parenting, getting back into work, parent anxiety and routines.

7

Doorstep Kitchen

Our Community Kitchen usually provides a home cooked hot lunch during Drop-In sessions and brings families together. COVID restrictions meant we were unable to provide this much loved service. Instead we have worked in partnership with Oxford Mutual Aid and Waste to Taste to ensure we were able to provide hundreds of cooked, nutritious meals to families.

We have offered our kitchen facilities and amenities to both Oxford Mutual Aid and Waste to Taste at no cost, this has enabled those organisations to provide over 70 meals each week to families and members of the community who are at risk of food poverty. Via our partnership with Waste to Taste we have also been able to provide meals for vulnerable families as well as young people attending youth club.

Family Outreach

Our Family Support service works with the most vulnerable families and is commissioned by Oxford City Council to engage BAME (Black and Minority Ethnic) communities. Referrals come from parents, Social Care, Health Visitors, GPs, Wellbeing workers at Oxfordshire Mind, Asylum Welcome and Refugee Resource. Over the last 12 months the service has been in high demand. Parents have been seeking support for a range of issues including mental health, physical health, the vaccine, anxiety about children returning or being at school, benefits, job losses and isolation.

Our Family Support worker delivered support to families between September and December, this included 28 online sessions and face to face contact resulting in support offered to 14 families and over 170 hours contact time. One of our families said:

“I’ve lost three members of my family due to covid-19 and I am devastated and you gave me the courage to carry on just when I felt life wasn’t worth living. You’ve been there when I am going through a lot and felt alone and talking to you made me feel so much better.

Thank you for all your support I don’t know what I would have done without you”

The issues reported by the Black, Asian and Ethnically Diverse community include:

Covid-19 has had a significant impact on family life in the last 12 months, it has changed family life forever:

8

We continued to offer flexibility and sourced further funding to support our work, providing opportunities for the most vulnerable families. Our trusted centre-based and outreach work with BAME communities provides opportunities to support family resilience. This includes our immediate responsive support and more long term interventions, enabling families to explore their future options. Promoting safety and well-being and reducing isolation.

Youth Services

Youth Club

70% of Youth Club participants are deemed to have additional needs

Donnington Doorstep offers universally accessible youth services for children and young people aged 8 – 12 years (juniors) and 12 – 18 years (seniors). Youth clubs are open two nights a week, 48 weeks of the year and offer a safe haven and an inclusive supportive environment for children to play and for young people to access information and support. These services serve our local children, they are consistent and they are greatly valued by our

community. We have experienced and skilled staff to deliver the sessions and through our partnership work invited partner agencies to deliver sessions to our young people.

In March 2020 we had 26 young people registered to our youth club, with 14 young people regularly attending our junior youth club and 12 registered to our senior youth club.

Our youth service quickly and creatively adapted to meet the needs of young people when we were required to close sessions. The team offered 24 weekly online sessions, for both the junior and senior group, with 28 members attending regularly participating in activities and games with friends and trusted adult youth workers, reducing isolation and loneliness.

The team worked closely with parents maintaining regular contact via the telephone, ensuring support was offered during an extraordinarily isolating period. When we could we made visits to doorsteps offering activity packs, cooked meals and food hampers, providing the team with an opportunity to check in on young people who struggled to work online and offering a wellbeing check.

During the summer months the team offered two outdoor face to face sessions, 13 young people accessed the service weekly, with access to a nutritious cooked meal, activities and support. Outreach sessions were delivered across OX4, maintaining contact with young people and continuing to work closely with the parents ensuring there was ongoing support at home for all family members. Our October half term programme was delivered with East Oxford partnerships, offering an opportunity for 15 young people to work with a graffiti artist, identifying the importance of expressing selves and how creativity can help wellbeing and mental health .

As we moved into winter we began working indoors again following government guidelines. We reached 15 young people per week doing activities and projects focused on wellbeing, anxiety, returning to school, homework support and restabilising relationships. Again all young people were provided with a healthy nutritious cooked meal and a variety of healthy snacks and drinks. We also provided 23 families with festive hampers.

9

In January as another period of lockdown was announced, we moved back to supporting young people remotely, offering online sessions and activities and telephone support where young people were experiencing online fatigue. We continued to provide cooked meals to families through our well established partnership with Waste to Taste.

Our youth club has undergone significant changes with the team and management over the last year and continued engagement with the young people has been a huge achievement for us, especially as we have had to do so in such a different way to our usual style. We have seen positive changes in the approach of our young people and the courage and strength they have as a group to overcome such a worrying time has amazed us. We look forward to continuing our work with them on different projects including cooking, art and music as well as continuing the work we do with them around, self-care, wellbeing and a healthy

mind-set. The young people told us:

“Youth club helped me with the packages so I wasn’t bored at home” “The booklet they gave us let me put all my feelings somewhere”

Step Out

Started by Donnington Doorstep in 2011, the Step Out Project works with young people and families impacted by child exploitation. Step Out aims to enable young people at risk to make informed choices; to be able to recognise appropriate, healthy and safe relationships, and to raise awareness and educate professionals and parents.

Step Out offers compassionate, holistic support to young people through nurturing and trusting relationships, creating a safe space and providing a flexible approach. Our practice is based on a contextualised safeguarding approach, understanding that young people are vulnerable to abuse in a range of social contexts. We know that young people who are supported emotionally are better placed to thrive and develop new skills and confidence.

Our Approach is based on the following principles:

10

During the year of the pandemic, the resulting lockdowns and restrictions meant there was significant impact on the delivery of effective interventions across all partners. Step Out, alongside others, moved swiftly and effectively to ensure that support continued to be provided to young people known to the service.

“It’s important to listen to your early warning signs inside your body that tell you you’re uncomfortable and then do the right thing, speak to someone you trust who is an adult and tell them about it.” Step Out Participant

Initially support was provided online and through phone contact and later as guidance allowed via socially distanced “walk and talk” and meetings in outside spaces. This support proved vital for young people at a time when other support networks were paused or significantly scaled back.

The Step Out team provided bespoke case work support to 21 young people at risk, experiencing or survivors of Child Exploitation; During the early stages of the pandemic and the first lockdown the team acted swiftly to adapt methods of engagement to online planforms such as zoom and WhatsApp as well as text and phone calls. This flexibility ensured that meaningful contact was made with all open cases and seamless support continued. As restrictions lifted, and new guidance’s published, face to face contact was resumed whilst utilising the online approach for those that did not yet feel comfortable or were shielding.

There was a significant reduction in referrals in the first half of the year because schools and other referral agencies were closed. This changed significantly when schools and services reopened. The service saw an increase in referrals for online safety and grooming along with an increase in referrals for young men at risk of criminal exploitation. One of the young people told us:

“My Step Out worker was an amazing worker with me. She always helped me through the hardest times. The best worker I have had so far ”

Youth Ambassador Programme and Youth Engagement

Despite the disruption caused contact remained and support was offered to all Youth Ambassadors. In addition 3 new Youth Ambassadors completed their Protective Behaviour Peer Mentor Training and were able to deliver ‘protective behaviour’ programmes reaching 130 children. We have again brought together old and new Youth Ambassadors to share learning and offer support through online training and sessions.

The new and existing Youth Ambassadors have supported Step Out and Donnington Doorstep, ensuring young people’s voices were heard throughout the service, resulting in staff recruitment and inductions, funding evaluation calls, the delivery of a summer programme and the Youth Justice and Exploitation Service Design. This is an integral element of progression for their ability to influence service and policy development and delivery, and their own personal trajectory and development. One of the new Youth Ambassadors said:

“I have really enjoyed the course and I feel more confident in myself, I have now got onto a police course which I never thought I would do this time last year”

11

The Blueprint Project

Step Out played a key role in the planning and delivery of The Blueprint Project, working in partnerships with a coalition of voluntary sector organisations, Safe!, Ark-T and Oxford City Council’s Youth Ambition team. A city based innovative preventative programme targeted at young men facing increased risk of exploitation, referred from a range of services. A primary focus of The Blueprint Project was to build trusting relationships in safe spaces with adult men in a non-confrontational way and in a creative environment. The youth work approach was strength-based, with a particular emphasis on identifying the individual talents of the group and bringing them together to produce music which came from their stories, lives and perspectives on a range of personal and societal issues, alongside one to one specialist mentoring support. One participant said:

“You people are here to help me, didn’t get that at first I thought it was just about the music. It’s the workers that made the difference, I felt I could connect with them on real level.”

Training, consultation and partnership work

Step Out continue to work in close partnership with peer organisations and develop new enriching relationships and partnerships both locally in OX4, across the county and nationally. Step Out continued to be a key member of the Sexual Violence and Exploitation Network (SVEN), growing momentum and partnership approaches to key issues and gaps in service provision and raising the profile of Youth Engagement in the field of sexual violence and exploitation.

The Step Out team were instrumental in the design and delivery of the new Oxfordshire Safeguarding Children Board (OSCB) exploitation training, which was quickly adapted to be delivered online due to the pandemic and all face to face training ceasing. We delivered exploitation training to 70 professionals throughout the year as well as providing consultation advice and guidance to over 100 professionals.

The year also saw significant change within the team with a change of manager and a new member of staff joining the team, again the team adapted to change flexibly and worked creatively to meet the ever changing organisational and community needs.

Step Out continue to be instrumental in the ongoing development of the Sexual Violence and Exploitation Network. The network has worked towards embedding a Contextual Safeguarding approach to the development of service design and delivery.

We are grateful to Esmée Fairburn Trust, Samworth Foundation, The Pilgrim Trust, LPA’s and The PCC for their ongoing support of Step Out.

12

Find Your Fire

Our youth services also include a partnership project called ‘Find Your Fire’ supported by Big Lottery. Find Your Fire is a term time personal development and peer mentoring programme for young people in Year 9 (age 14) delivered in partnership with VIVA, St Matthew’s and St Luke’s, Emmanuel Church and St Clements Church and works closely with St Gregory the Great and Oxford Spires secondary schools. The project supports vulnerable young people in East Oxford, particularly those with multiple needs. The project takes a young person centric asset based approach to building aspirations and confidence by supporting young people to ‘try out their dreams’ and develop skills that will improve life chances. Young people gain accreditation for peer education projects. We work with 20 young people each year.

Doorstep Pre-School

Another exciting development for Doorstep this year has been our partnership with Little Treasure Day Nursery. Little Treasures are now running a nursery from our building which is a fantastic opportunity for our community as it offers local childcare provision for parents.

It was really challenging to hand over the room to the team whilst lockdown measures were in place however we worked hard to ensure a smooth transition and in November 2020 Little Treasure opened their doors at Donnington Doorstep. We have begun to develop a partnership with the Little Treasure team with some cross team working and shared training opportunities. We are really excited to continue this partnership and work with families together.

13

FINANCIAL REVIEW

Total income for the year was £343,147 (2020: £274,307) and total expenditure for the year was £289,440 (2020: £320,480). There was an overall surplus for the year of £53,705 (2020: deficit of £46,173). The surplus was largely the result of spending restricted funds received over a number of years.

Total funds carried forward were £387,346 (2020: £333,641), of this £137,637 relates to the restricted fund for the Pre-School. More information on the movement in funds can be found in note 16.

RESPONSIBILITIES OF THE TRUSTEES

The trustees (who are also the directors of Donnington Doorstep for the purposes of Company Law) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and regulations.

Company Law requires the trustees to prepare financial statements for each financial year. Under that law the trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and the income and expenditure of the charitable company for that year.

In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and which enable them to ensure that the financial statements comply with the Companies Act 2006. They are 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.

14

INDEPENDENT EXAMINATION

Sheila Parry FCCA of SPX Oxford Ltd will be considered for re-appointment at the next trustees’ meeting as independent examiner for the ensuing year.

Signed on behalf of the trustees

John Tanner, Chair

……………………………………..

Date 27[th] October 2021

15

INDEPENDENT EXAMINER’S REPORT TO THE MEMBERS OF DONNINGTON DOORSTEP

FOR THE YEAR ENDED 31 MARCH 2021

I report on the accounts of the Charity for the year ended 31 March 2021, which are set out in pages 17 – 26.

RESPECTIVE RESPONSIBILITIES OF TRUSTEES AND EXAMINER

The trustees (who are also the directors of Donnington Doorstep for the purposes of company law) are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed

Having satisfied myself that the company is not subject to audit under company law and is eligible for independent examination it is my responsibility to:

BASIS OF INDEPENDENT EXAMINER’S REPORT

My examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the company and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and the seeking of explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is expressed as to whether the accounts present a ‘true and fair view’ and the report is limited to those matters set out in the next statement.

INDEPENDENT EXAMINER’S STATEMENT

In connection with my examination, no matter has come to my attention:

(1) which gives me reasonable cause to believe that, in any material respect, the requirements:

have not been met; or

(2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

Sheila Parry

Date…28 October 2021……………………

16

STATEMENT OF FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 MARCH 2021

Notes
Income from:
Donations and legacies
2
Charitable activities
3
Other trading
activities
Investments
4
Total income
Expenditure on:
Raising funds
5
Charitable activities
6
Total expenditure
Net income / -expenditure
Transfers between funds
Net movement in funds
Reconciliation of
funds:
Total funds brought
forwards
Total funds carried forward		 Unrestricted
Funds
£
55,961
50,496
-
47
106,504
39,127
8,333
47,461
59,044
7,175
66,219
183,492
249,711		 Restricted
Funds
£
956
235,686
-
-
236,642
-
241,980
241,980
-5,337
-7,175
-12,512
150,149
137,637		 Total
2021
£
56,918
286,182
-
47
343,147
39,127
250,313
289,440
53,705
-
53,705
333,641
387,346		 Unrestricted
Funds
£
20,472
11,335
5,899
227
37,933
26,487
7,326
33,814
4,119
-164,032
-159,913
343,405
183,492		 Restricted
Funds
£
1,138
234,851
385
-
236,374
-
286,666
286,666
-50,292
164,032
113,740
36,409
150,149		 Total
2020
£
21,610
246,186
6,284
227
274,307
26,487
293,993
320,480
-46,173
-
-46,173
379,814
333,641

The Statement of Financial Activities includes all gains and losses in the year and therefore a statement of total recognised gains and losses has not been prepared.

All of the above amounts relate to continuing activities.

The notes on pages 19 to 26 form part of these financial statements

17

DONNINGTON DOORSTEP

BALANCE SHEET AS AT 31 MARCH 2021 COMPANY NUMBER 07720385

Notes
FIXED ASSETS
Tangible Assets
11
CURRENT ASSETS
Stock
Debtors
12
Cash at bank
CREDITORS:Amounts falling due within
one year
13
NET CURRENT ASSETS
NET ASSETS
FUNDS
INCOME FUNDS
Unrestricted Income funds
15
Restricted income funds
16
TOTAL INCOME FUNDS		 2021
£
£
243,253
-
14,600
278,692
293,292
- 149,200
144,092
387,346
249,711
137,637
387,346		 2020
£
£
265,599
-
3,150
117,857
121,007
- 52,965
68,042
333,641
183,492
150,149
333,641		 2020
£
£
265,599
-
3,150
117,857
121,007
- 52,965
68,042
333,641
183,492
150,149
333,641
333,641
183,492
150,149
333,641

For the year ended 31 March 2021 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.

Trustees responsibilities:

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.

These financial statements were approved by the members of the committee and authorised for issue on 18[th] October 2021 and are signed on their behalf by

John Tanner, Chair

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2021

1. ACCOUNTING POLICIES

Basis of accounting

The financial statements have been prepared under the historical cost convention, in accordance with the Charities Act 2011 and in accordance with the Statement of Recommended Practice (SORP): Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) issued on 16 July 2014 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) as amended by the early adoption of Update Bulletin 1 published on 2nd February 2016 reflecting amendments to FRS102.

The charity constitutes a public benefit entity as defined by FRS 102.

The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern.

The Trustees have taken advantage of the option outlined in Update Bulletin 1 which does not require charities not meeting the definition of “larger” to present a cash flow statement in accordance with amendments to FRS102.

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity.

Restricted funds are used as requested by the funder and the expenditure is shown against each separate restricted fund.

Income

All incoming resources are included in the statement of financial activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy.

Income is received by way of grants donations and gifts and is included in full in the Statement of Financial Activities when receivable. Grants, where entitlement is not conditional on the delivery of a specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the grant.

The income from the Job Retention Scheme has been recognised as a separate income under the charitable activities.

Fixed assets

Fixed assets (excluding investments) are stated at cost less accumulated depreciation. The costs of minor additions or those costing below £1,000 are not capitalised.

19

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

Depreciation

Depreciation is calculated so as to write off the cost of an asset, less its estimated residual value, over the useful economic life of that asset as follows:

Buildings – 5% straight line

Equipment – 20% straight line

Expenditure

Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs 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. Expenditure represents amounts invoiced, including value added tax.

Taxation

The Charity is exempt from corporation tax on its charitable activities.

2. DONATIONS AND LEGACIES

Box donations
Gift Aid reclaimed
Individual donations
Corporate and group donations
Grants		 Unrestricted
Funds
£
-
-
9,952
9
46,000
55,961		 Restricted
Funds
£
-
-
161
795
-
956		 Total
2021
£
-
-
10,113
804
46,000
56,918		 Total
2020
£
1,661
2,316
14,416
2,416
-
20,810

20

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

3. INCOME FROM CHARITABLE ACTIVITIES

3. INCOME FROM CHARITABLE ACTIVITIES
Unrestricted Funds
Restricted
Funds		 Total
2021		 Total
2020
£ £ £ £
Grants and contracts
Family Drop-In, Family Support, Outreach & Parenting
Chamberlain Evans - - 80
Oxfordshire County Council (Transition Funding) - - 7,522
Samworth Bridging Fund 11,667 11,667 -
St Michaels & All Saints 8,000 8,000 -
The Sobell Foundation - - 5,000
St Aldates (Family Support) 5,500 5,500 6,000
Oxford City Council (DDFC - BAME programme) 8,000 8,000 8,000
Oxford Couty Council (Cllr priority fund) 5,000 5,000 8,000
Tambour Foundation - - 17,960
Family Drop-In Kitchen
- - -
Drop In, Play Out (8-18's Work)
The Reeva & David Logan Foundation (via NEO Philanthropy) 20,149 20,149 13,324
Big Lottery Fund (Find your fire) 19,036 19,036 36,215
University of Oxford - - 500
Cooper Trust 1,000 1,000 -
Oxford Youth Enterprise 2,500 2,500 -
STEP OUT
Esmee Fairbairn 55,369 55,369 63,098
Samworth 34,542 34,542 43,794
West Oxfordshire District Council 7,660 7,660 -
PCC Thames Valley Police 5,000 5,000 -
SAFE! (Blueprint) 15,371 15,371 -
Donnington Pre-School
Best Practice Network – EYITT - - 5,000
Playgroup Parent Fees - - 1,353
Playgroup Statutory Fees - - 19,005
Job Retention Scheme 36,892 36,892
St Michaels and All Saints Charities 4,000 4,000 -
Oxford City Council (Covid-19 winter support) 1,373 1,373 -
Oxford City Council (Cllr priority fund) 2,000 2,000 1,500
All Souls 500 500 1,000
Esmee Fairburn 27,645 27,645 -
Oxfordshire Community Foundation (Covid-19 resilience) 5,000 5,000 -
Big Lottery (FYF - management cost) 3,078 3,078 -
Oxfordshire CountyCouncil(OxLEP Covid-19grant) 6,900 6,900 8,835
TOTAL 50,496
235,686		 286,182 246,185

21

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

4. INCOME FROM OTHER TRADING ACTIVITIES

Unrestricted Restricted Total Total
Funds Funds 2021 2020
£ £ £ £
Community kitchen - - - 5,640
Clothes - - - 385
Parties and room hire - - - 259
Other services - - - -
- - - 6,284

There was no income from other trading activities in this financial year as the building was closed most of the year as a response to the COVID-19 pandemic and lockdowns. Most of the work were carried out online and provided free to support the families who were struggling during this time period.

5. EXPENDITURE ON RAISING FUNDS

Costs of other trading
activities:
Community kitchen
Goods & services
Independent Fundraiser
Other fundraising costs		 Staff costs
£
3,253
7,146
11,000
8,398
29,797		 Other direct
costs
£
1
-
-
-
1		 Allocation of
support costs
£
1,072
2,355
-
6,073
9,329		 Total
2021
£
4,273
9,383
11,000
14,471
39,127		 Total
2020
£
5,754
9,892
9,776
25,421

6. EXPENDITURE ON CHARITABLE ACTIVITIES

Family Drop-In & Support
Services
Drop-In, Play Out (8-18s work)
STEP OUT
Donnington Pre-School
Governance
Support costs		 Staff costs
£
40,976
10,767
75,290
2,918
11,363
28,387
169,701		 Other direct
costs
£
2,409
27,063
12,968
2,365
4,514
40,622
89,941		 Allocation
of support
costs
£
13,582
11,843
27,631
1,654
4,971
-69,009
-9,329		 Total
2021
£
56,967
49,673
115,889
6,937
20,847
-
250,313		 Total
2020
£
51,838
54,697
116,619
51,788
19,346
-
294,288

22

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

7. SUPPORT COSTS

The support costs were comprised
Staff costs (incl management,
business development,
operations, administration,
finance, HR, cleaning)
Premises & facilities
IT & office expenses
Depreciation		 Total
2021
£
as follows:
28,387
11,722
6,555
22,346
69,009		 Total
2020
£
27,123
10,010
4,722
22,346
64,201

Support costs are allocated to project activities in proportion to the direct costs for each activity.

Depreciation has been included in the apportioning calculation for the first time in 2019-20. Previously it has been shown as a separate line in the SOFA but this is not in line with the guidance in the SORP.

8. NET OUTGOING/INCOMING RESOURCES FOR THE YEAR

2021 2020
£ £
Directors’ remuneration - -
Independent Examiner's
remuneration		 840 540

9. STAFF COSTS AND EMOLUMENTS

Gross pay
Social security costs
Pensions		 2021
£
181,770
11,142
2,541
195,453		 2020
£
210,212
4,292
1,183
215,688

10. TRUSTEE REMUNERATION & RELATED PARTY TRANSACTIONS

No trustees were reimbursed for any expenses during the year (2020: £nil). There were no related party transactions. (2020: £nil).

23

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

11. TANGIBLE FIXED ASSETS

COST
At 1 April 2020
Additions
At 31 March 2021
DEPRECIATION
At 1 April 2020
Charge for the year
At 31 March 2021
NET BOOK VALUE
At 31 March 2021
At 31 March 2020
2. STOCK
Food and goods for resale
3. DEBTORS
Trade debtors
Prepayments		 Equipment
£
6,619
-
6,619
5,772
283
6,055
563
847
2021
£
-
-
2021
£
13,450
1,150
14,600		 Building
£
441,256
-
441,256
176,503
22,063
198,566
242,690
264,753
2020
£
-
-
2020
£
2,000
350
2,350		 Total
£
447,875
-
447,875
182,275
22,346
204,621
243,253
265,600

12. STOCK

13. DEBTORS

24

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

14. CREDITORS: Amounts falling due within one year

Trade creditors
Deferred income (grants
received for use in future
periods
Accruals
PAYE and NI
Other creditors		 2021
£
2,550
143,530
1,080
40
2,000
149,200		 2020
£
1,887
47,527
540
1,991
481
52,426

15. UNRESTRICTED INCOME FUNDS

Balance at
1 April 2020
£
General funds
163,492
Designated funds:
Building repair fund
20,000
183,492
6. RESTRICTED INCOME FUNDS
Balance at
1 April 2020
£
Family Drop-In & Support
Services
-
Drop-In, Play Out (8-18s
work)
-
STEP OUT
-
Donnington Pre-School
-
Other (Income from JRS in
other areas)
-
Building asset fund
150,149
Total funds
150,149
Income
£
106,504
-
106,504

Income
£
49,167
47,599
119,107
8,573
12,196
-
236,642		 Expenditure
£
47,461
-
47,461
Expenditure
£
-56,967
-49,673
-115,889
-6,937
-12,513
-241,979		 Transfers
£
7,175

7,175
Transfers
£
7,800
2,075
-3,218
-1,636
-12,196
-
-7,175		 Balance at 31
March 2021
£
229,711
20,000
249,711
Balance at 31
March 2021
£
-
-
-
-
-
137,636
137,636

16. RESTRICTED INCOME FUNDS

The restricted fund for the building remains restricted because there is a requirement to run a pre-school in the extension built with the restricted grant.

25

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

17. TAXATION

The charity is provisionally exempt from tax on income and gains to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity.

18. COMPANY LIMITED BY GUARANTEE

Donnington Doorstep is a company limited by guarantee and accordingly does not have a share capital.

Every member of the company undertakes to contribute such amount as may be required not exceeding £1 to the assets of the charitable company in the event of its being wound up while he or she is a member, or within one year after he or she ceases to be a member.

26