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2021-01-31-accounts

COMPANY REGISTRATION NUMBER: 07923708 CHARITY REGISTRATION NUMBER: 1150650

Carney's Community Company Limited by Guarantee Unaudited Financial Statements

31 January 2021

Jackson & Jackson A trading name of Jackson Nicholas Assie Limited Chartered Certified Accountants & Statutory Auditors Suite 7, Meridian House 62 Station Road, Chingford London E4 7BA

Carney's Community

Company Limited by Guarantee

Financial Statements

Year ended 31 January 2021

Page
Trustees' annual report (incorporating the directors’ report) 1
Independent examiner's report to the trustees 41
Statement of financial activities (including income and
expenditure account) 42
Statement of financial position 43
Statement of cash flows 44
Notes to the financial statements 45

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report)

Year ended 31 January 2021

The trustees, who are also the directors for the purposes of company law, present their report and the unaudited financial statements of the charity for the year ended 31 January 2021.

Reference and administrative details

Registered charity name Carney's Community
Charity registration number 1150650
Company registration number 07923708
Principal office and registered 30 Petworth Street
office London
SW11 4QW
The trustees
Cyle Carth (Appointed 13 February 2020)
Shnay Chohan
Lucy Davidson
Paul Delaney
Thomas Fitzgerald (Appointed 4 March 2021)
Charles Gibson Chair
Gregory Jones
Lisa Smith (Retired 13 February 2020)
Rebecca Smith (Appointed 13 February 2020)
Craig Thorley
Alison Watkins (Retired 4 March 2021)
Company secretary Thomas Fitzgerald
Senior management team George Turner – Chief Executive
Alice Milton-Doyle – Chief Operations Officer
Mark Reigate – Head Coach
Trung Chu – Lead Coach
Alice Jhugroo – Centre Manager
Rory – Lead Youth Worker
Independent examiner Jackson Nicholas Assie Limited
Chartered Certified Accountants
Suite 7, Meridian House
62 Station Road
North Chingford
London
E4 7BA
Bankers Santander
Bridle Road
Bootle
L30 4GB

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

Contents

Introductions

Page 3 Page 4 Page 4 Page 5 Page 7

Page 11

Achievements for the year and future plans

Page 16 Page 17 Page 20 Page 21 Page 24 Page 25 Page 29 Page 32 Page 32 Page 33 Page 35 Page 37

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

Aims and Objectives

Carney’s Community is a registered charity (No 1150650). The idea of Carney’s Community occurred through Mick Carney (MBE)’s vision to create a project that used George Turner’s skills of youth work and mentoring and Mark Reigate’s skills as a boxing coach to engage young people using boxing training as the point of engagement to support them into becoming “the best they can be” in all areas of life. The idea was put into action on a small scale, however it was not until Mick sadly passed away in November 2011 that George and Mark decided to make the project official and register as a charity. The goal: to build on the work they were already doing and help the community on a larger scale. The Charity is named Carney’s Community to promote and carry the legacy that Mick Carney created.

Carney’s Community provides services to the local communities of Wandsworth and Lambeth. It aims to reduce offending, re-offending and anti-social behaviour, whilst improving social mobility and community cohesion. Services are targeted at young people, aged 10-30 years, who come from disadvantaged backgrounds. Our approach is unusual and particularly resource intensive but ultimately, it is effective because we recognise that creating lasting changes takes time, hard work and dedication.

Carney’s Community’s objectives are the following:

Carney’s Community always aimed to achieve its objectives through two main activities. One is

providing long term, consistent and unconditional support through mentoring and key work. The other is through the sport of boxing. However, as we have grown, we have added more youth work with drop-in youth club session (which come for free with the session) bike workshops, trips, social enterprise development etc. We have also found ourselves focusing time and resources on advocating on behalf of our target group whilst also empowering them to do the same.

Carney’s Community believes that boxing can help increase discipline, establish confidence and provide self-esteem. Ultimately, we believe this combination this reduces youth crime, anti-social behaviour and allows young people to reach their potential. Consequently, we improve the quality of life for the communities that we serve, namely Wandsworth and Lambeth.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued) Year ended 31 January 2021

Public Benefit

Our main activities and those we try to help are described below. All our charitable activities focus on supporting the most disadvantaged young people, and are undertaken to further our charitable purposes for the public benefit.

Our objects mean our target group is those living in the Wandsworth and Lambeth area, who are aged between 11-30 years old. However, we also allow open up some our services to those who do not fall in that age bracket or in our target area. The reason being that we are trying to widen the social network of our participants and do not want to put barriers in the way of the benefit we can offer.

We currently use a database called VIEWS (created by substance) to track all of the boxing fitness sessions and some of the one to one mentoring that we do. The data base is set up to measure attendance but is not ideal for recording specific one to one work, where it can be quite time consuming. So, we made the decision to only record some of the mentoring (those sessions that are funded by organisations that need the data fed back to them at the end of the grant), so the recording process is not seen as a barrier by our volunteers and their valuable time is not taken away from the actual work we are delivering.

Carney’s Community Centre

In July 2014 we were offered the licence to occupy a new facility in Wandsworth, which we have named Carney’s Community Centre. We chose to move from our old location, Fitzroy Lodge ABC, as the new premises allows Carney's Community to further develop our work with at risk young people. We still use Fitzroy Lodge ABC during the day, but it is not available during the evening. It is also set out for its sole purpose, which is competitive boxing training. Whereas, our new Carney’s Community Centre allows us to offer a wide variety of activities to both our targeted case load and the wider community.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

This meets our objectives by:

Mentoring (One to one)

Key Work

Our Personal Development Programme takes the most at risk young people and offers them intensive coaching and mentoring through key work. This is offered on the basis that the young person is willing to accept the support and push themselves out of their comfort zone by taking on new challenges. If the young person fails to meet the expectations, then they will go back to the Universal Sessions until they are ready to proceed to the next stage of personal development.

The expectations and code of conduct that each young person is expected to agree to, are based around themes of discipline, self-control, honour, respect, routine and hard work. We would also liaise with all other agencies involved with the young person, and potentially their family, to ensure a holistic service.

Each young person creates an action plan that will define how they plan to move on, which would be reviewed on a regular basis and cover areas such as, education, employment, family, personal development, health and legal. How this action plan is done, will depend on the learning style of the participant, but often it is not done formally or written down on a sheet of paper. It always involves in depth conversation, but can also be communicated and confirmed via a social media channel.

Carney’s Community’s role in this agreement is that we provide unconditional support and a safe place for young people to attend that offers both support and challenges. We would also provide access to positive male/female role models who encourage and engage the young person in new activities, whilst focusing on their strengths.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued) Year ended 31 January 2021

The long-term objective for this project is to re-integrate them back into education and/or employment. We offer consistent and on-going support that is not limited to time and it is available when the young person is most in need.

Employment of ex-participants

Hand in hand with the key work, we also aim to create employment opportunities for some of our participants. We aim to do this for the participants that have completed their personal development plans and are qualified in teaching boxing fitness sessions or are interested in providing youth work. We also fund them to go into schools to deliver sessions for a limited time, with the aim being that the school/youth club will see the benefit and continue to fund them. We see this as an extension of the key work with constant development opportunities, and with the long term aim of moving them into either a permanent role with Carney’s or full time employment elsewhere.

Activity based mentoring

The activity based mentoring is where we allocate mentors to those engaging in sessions, that were displaying negative behaviour or needed extra support, but either did not meet the threshold for key work or were not yet at a contemplation stage, where they wish to change their behaviour. There were two reasons behind this thinking. The first was that it would provide some preventative work, by offering some support as soon as we noticed negative behaviour, rather than waiting for them to need the intensive mentoring. The second was that hopefully the activity based mentoring would also help some of the participants, get to their contemplation stage (see Carney’s Cycle of Change) quicker, so we could move them onto intensive mentoring if needed.

Employment and education

A large part of the work we do is helping participants to either gain employment or create their own self-employment opportunities, through business and self employment development. The focus here is to still offer holistic support and not just look at the business idea of the participant or their targeted career, as we believe that to be successful in business and employment, they need to ensure their foundations are strong and do not have other areas in their life that need to be focused on.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued) Year ended 31 January 2021

We aim to educate our participants in a variety of ways, but the two most formal ways is through our tutoring project, “each one, teach one”, which engages year 11’s, who are taking their GCSEs in extra tutoring sessions. Also, through our gym instructor and personal training qualifications, which we deliver on an ad hoc basis, as an when people are ready for the training and the funding is available. Alongside this we also access certain funding pots and opportunities that allow us to educate both our staff and participants in training opportunities around sports qualifications.

Youth work

This mainly takes place after the junior boxing sessions on a Monday and a Wednesday, whereby we allow the juniors to stay at the centre, until 8pm, so they can engage in drop-in activities. This gives them somewhere safe to go, where they can engage in positive and constructive activities, surrounded by positive role models. Alongside this we also offer workshops, Fit and Fed sessions, youth work activities, holiday programs and trips.

Sports

Universal Boxing fitness sessions

Universal evening Boxing Sessions are open to all Carney’s participants, from different backgrounds and social classes. They are focused on boxing fitness training which is provided by a qualified ABA coach and his team of “Carney’s Coaches”. The main aim of the Universal program is to engage the participants in positive activity. From there, we can leverage that positivity and explore different options based on the individual. For targeted participants, this is often the beginning stage of their journey of rehabilitation or the “hook” to get their engagement.

How it meets our objectives:

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

Targeted boxing sessions

Alongside the above programs we offer targeted boxing fitness sessions to specific groups. This has two outcomes:

  1. It allows us to offer paid work and work experience as a boxing tutor to the participants who have proven they have the ability and reliability;

  2. It allows us to engage more young people in positive and constructive activities.

Yoga

We have been supported by a couple of yoga teachers who offered free yoga sessions to our participants. We then supported them to set up their own Social Business Live Karma Yoga. Since then Live Karma Yoga have been supporting Carney’s Community by providing free yoga sessions to participants and members of the public. Those that can afford to donate to Carney’s Community and it allows others the opportunity to access something that they could not normally afford. Alongside the free sessions they have also helped run a number of BOYO fundraising events. This is where members of the public pay to do a 2 hour fitness session, using a combination of both boxing and yoga.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued) Year ended 31 January 2021

Social Enterprise (Carney’s Coaches)

This is our social enterprise that we launched in late 2016, whereby we train up a select group of exparticipants, helping them gain qualifications in areas such as boxing fitness and personal training. We then employ them to deliver boxing fitness sessions to other members of the community, who can afford to pay for the service. The social enterprise is called Carney’s Coaches and Carney’s Community is effectively the directors of this social enterprise which is run by a group of coaches, who have made the move from participant, to qualified coach.

Social enterprise (Battersea Bikes)

The Carney’s Bike Project was developed off the back of three successful bike workshops that took place at Carney’s Community Centre during 2018 and the beginning of 2019. Each of these workshops involved young people working alongside a professional bike mechanic, to fix up donated bikes. At the end of each workshop, young people were able to take home and keep the bike they had fixed. Across these workshops, over 70 bikes were repaired and given out.

In the process of fixing the bikes, young people learned about bike maintenance and mechanics. Whilst these one-off workshops were memorable occasions in which young people connected with one another, learned new skills, were given a bike they could not otherwise have afforded and in turn were able to become more active and independent, we wanted to create a longer term impact for those individuals who had shown a keen interest in what they were being taught by the team of bike mechanics.

The aim of the Carney’s Bike Project is to now create further opportunities for young people to gain skills, qualifications, experience and expertise in bike mechanics, bike maintenance and running a small business.

The Project will have two main aspects. The first is to offer structured and well defined bike mechanic training courses for young people, so that they can have the opportunities to engage in a positive and constructive activity and learn skills which could lead to employment opportunities at bike workshops and businesses. The second aim is to develop a small social enterprise, in which the young people work alongside a professional bike mechanic to fix donated bikes and sell them to the general public, with the funds raised being used to keep the Project going and create an income for our participants. Another aspect of the social enterprise will be a ‘pop up’ bike repair shop that could operate monthly and this would be an opportunity for the young people to use the skills they have learned to repair bikes members of the public bring to them, with supervision and help from our enrolled bike mechanic.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued) Year ended 31 January 2021

Covid response

Due to the world Covid 19 pandemic, much of our usual services were interrupted and we had to be creative in new ways of engaging young people. For a substantial amount of time we were not allowed to run our usual boxing sessions or drop in youth club, so we created new ways of engaging participants, in a way that was Covid secure and fit in with the ever changing pandemic restrictions. A brief summary of the changes we had to make is:

As soon as lockdown was brought in we set up virtual home work-outs, in order to still keep those most in need engaged. They consisted of:

We also created a wellbeing pack, which was sent out to all participants and schools we work with.

We initially started providing one to one support for most in need via phone and social media. This then moved into a small amount of face to face support for the most disadvantaged (people with SEN or disabilities). This linked into us moving our Fit and Fed program to food deliveries, for those most in need (the added benefit of this was we got to have some face to face interaction when we delivered the food).

A virtual group for our youth participants was then created, where we hosted youth work activities and games, such as quiz’s riddles, challenges, tournaments etc and for those that did not have IT access, we linked up with the Battersea Power Station project “Power to Connect” which helped provide access to IT and data for those that do not currently have access.

We also started a couple of new projects. The first being a virtual cooking session, where we delivered ingredients to participants and then delivered a zoom cooking class. The second was a number of interviews with celebrities and ex-participants, who provided motivation for others around changing behaviour and outcomes. This was done over Instagram and is something we plan to continue. As restrictions changed, so did our services. We moved into delivering:

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

- Statistics (for Feb 2020 Jan 2021)

Ethnicity Number %
Asian all (British,
Bangladeshi, Chinese, Indian,
Pakistani, other)		 22 4.01
Black all (African, British, Caribbean, Other) 206 37.52
Information not obtained (NOBT) 10 1.82
Mixed all (White & Black African, White & Black
Caribbean, any other) mixed		 110 20.04
White, all (British, GTR, Irish, other) 150 27.32
Any other background 51 9.29
Total 549 100

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

Age group
10 and under
11to16
17to18
19 to25
26 plus
Not specified
**Total **		 No %
40 7.29
196 35.71
78 14.21
103 18.77
131 23.84
1 0.18
549 100

337 participants (61.38% ) identified and admitted (on referral) to having risk factors, related to either offending or some other disadvantaged background

All activities no. engaged
in		 no. of
sessions
offered		 no. of
contact
hours		 no. of
hours
offered
Boxing 337 315 3060:45 310:45
music studio 26 9 63 12
Yoga sessions 17 5 22 5:30
Mentoring 170 1002 1408:11 1376:56
Keywork 1-2-1 135 1453 1941:51 1711:06
Mentoring and Keyworking combined **231 ** 2455 **3350:02 ** **3088:02 **
Youth club(Chill Out) 114 13 1118:00 26
VirtualCooking sessions 38 39 518:30 96:30
Battersea Bike sessions 29 38 725:45 111:15
Tutoring 3 13 12:40 12:40
Outreach 99 85 1050:30 243:30
FIFA Tournament (Virtual) 4 1 24 6
Quiz(Virtual) 1 1 1 1
Youth work ‘dropin’(Virtual) 7 1 7 1

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

Boxing breakdown No. of
sessions		 No. of
hours
CCCMonday U18's 7 ~~ff~~
~~d~~
10.5
CCCMonday O18's 13 16.5
CCCWednesday U18's 7 10.5
CCCWednesday O18's 15 18
Covid U18 Tuesdaydropin 4 4
Covid U18Thursday dropin 5 5.5
Covid U18 Mondaysupport session 8 12
Covid U18 boxing session(Mon5-6pm) 9 9
Covid U18 boxing session(Mon6-7pm) 8 8
Covid U18 boxing session(Friday 5-6pm) 7 7
Covid U18 boxing session(Friday 6-7pm) 5 5
Covid U18 Tuesdaysupport session 8 12
Covid U18Wednesday support session 7 10.5
Covid U18 Fridaysupport session 7 10.5
CovidBoxing online sessions 17 16.2
Covid Under 18’s(mixed days and times) 33 46.5
Covidlockdownsmallgroup boxing 8 8
Covid 18’s mixed ages 18 23.5
Covid Mixed sessions(Over and under 18’s) 12 11
Covid boxing training online 17 16.15
Saturday Social Enterprise Session 7 7
Tuesday Social Enterprise Session 7 7
Thursday Social Enterprise 6 9
Earlsfield 7 7.5
GetFitFast 30 30
Covid Summer Camp 6 12
TOTALboxing sessions run inthis period 315 370

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

Activity: Maximum number
**engaged inone session **		 Number of
sessions
Carney’s Conversations 1821 views 22
Virtual boxingsessions/dailyworkouts 1010 views 78
Activity: no. engaged
in		 no. of sessions
offered		 no. of contact
hours		 no. of
hours
Fitness boot camp 13 6 12 62

During the period between 01.02.20 and 21.01.21, 4732 food care packages were delivered by Carney’s Community staff (primarily during home visits and outreach sessions).

Mentoring/keyworking & risk factors **No. ** %
mentored/keyworked 231 100
of which have one or morerisk factors 183 79.22
breakdownof risk factors (each participant can have more than 1)
criminal risk factors 152 65.8
learning difficulty/disability and/orphysicaldisability 95 41.12
Mentoring/keywork hours breakdown no. of
participants		 no. of
sessions		 no. of
hours
How many key worked on a one to one
basis		 135
M- 113
F- 22		 1453 1711:06
How many engaged in mentoring 170
M- 138
F- 32		 1002 1376:56
How many hours engagement for those
key worked		 135 3740 5757:10

Our participants achieved 249 recorded outcomes in areas such as gaining employment, boxing competitively, accessing education, setting up their own businesses, volunteering and gaining qualifications (this figure relates to both the mentored participants, but also those that engaged in activities, but received no official mentoring from Carney’s).

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

Of those mentored and/or key worked we managed to help them achieve recorded outcomes (indicating a significant change or qualification) in the topics of:

Outcomes Number
Education &/or training 7
Engaged in Business Development 4
Positive and Constructive Activities 65
Volunteering 14
Gaining a Qualification 5
Paid Employment 13
Improved Confidence and Self-Esteem 43
Improve self-motivation in fitness 53
Improved family situation & increased engagement from family 11
Improved health and fitness 12
Learned a new skill 6
Gained an award 11
Improved communication and engagement 2
Had an amateur boxing match 2
Put forward by CC to become a volunteer 1
Increased Engagement with other Services 0
Housing 0
Total of recorded outcomes 249
How many key worked or mentored participants volunteered 15 (14 and 1 was
put forward to
become a
volunteer).

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

Achievements for the year and future plans

COVID 19

At the beginning of 2020 the world was hit with the Coronavirus pandemic which led to numerous restrictions and rules that would prevent us from working in the way we normally did, and meant we had to be both creative and adventurous in working out how to continue delivering some sort of service, under the ever-changing restrictions. We believe we achieved this well as will be demonstrated throughout this report.

Carney’s Community Centre

We started the year having the centre open 7 days a week, hosting a combination of boxing fitness sessions, youth work, fit and fed, yoga and drop in, whilst also acting as an office for staff and a business address for various social enterprises we support.

However, when the first lockdown hit the UK, we had to close the centre to the public. We also furloughed a majority of staff but for those remaining, we were classified as key workers and immediately found new uses for the centre.

We risk assessed the whole building, to make it Covid secure, and then began using it as a base for taking in food donations and creating food care packages for those most in need. We also used the gym as the main place we delivered our virtual boxing sessions from (although we did also use outdoor space and staff homes). As things progressed with the pandemic and the restrictions changed, so did our use of the building. We started using it for small group boxing sessions; the kitchen was used more, to cook for those in need and to provide fit and fed sessions; and the garage was opened back up and used for bike workshops.

Each time we re-started a new activity or there was a change in restrictions we ensured we reviewed all risk assessments and ensured our building was covid secure, using advice and guidance from both the National Youth Agency and Sport England.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued) Year ended 31 January 2021

Building work

Due to the condition of the building, we are continuously trying to make improvements and fix issues related to wear and tear, which was made more complex by the pandemic, as it was difficult to get workers to come out.

We started the year with the aim of removing all medium to high risk asbestos and securing all low risk, which was successfully achieved. Both our facilities manager and COO were trained in asbestos management and created an asbestos risk management plan, which has been utilised any time we have had any work done on the building.

We managed to get a new Kitchen fitted downstairs, which was essential, due to how much use we made of it for fit and fed, cookout covid and the food care packages.

We received the Wandsworth Grant Fund, which we have started to use to make the building more secure by means such as new CCTV, a fire safety mail box, a new fire exit at the rear of the building and lockable units for storing dangerous / hazardous items.

We unfortunately had 2 major floods downstairs, resulting in large call out fees from emergency plumbers. This resulted in getting Thames Water out to fix an outside drain pipe that had collapsed underground and us servicing our drains.

Mentoring (one to one)

Key work

We started the year by continuing to use a RAG rating when discussing key worked caseloads. Red means they are receiving a high amount of contact, amber means they are receiving a medium amount of support and green means they are receiving a low amount of support. However, when the pandemic hit, we put the RAG system on hold as we were focusing more on engagement and creating new activities and ways of engaging our participants. We did, however, continue to review the intensity of support for each key worked participant, in each supervision, where we decide where the participant is on the cycle of change (i.e. pre-contemplation; contemplation; preparation; action; maintenance; relapse). The results of the key work can be seen in out recorded outcomes, stats and case studies.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued) Year ended 31 January 2021

This year we key worked 135 participants, 41 of them receiving a minimum of 50 hours each. In total we provided 1711 hours of key work, which is a slight increase on the previous year. The general aim is to move the key worked participants, onto just needing to access activity based mentoring and then being able to access main sessions without any need for support, but we are aware that the change between these three levels can be fluid and depended on crisis points in the participants lives.

There were a number of challenges in key working during the pandemic. The initial one being that we were not allowed to do any face to face work. We overcame this by doing food deliveries and targeting those at not only participants who were suffering from food poverty, but also those who were being key worked and would benefit from seeing their key worker. When exercise was allowed for an hour a day we got our key workers to meet with their participants to do a joint exercise session together as well. We also tried to make use of zoom and apps, such as face time, but found the more challenging participants did not like this method of communication. Whilst we were proud to still have been able to offer 1453 hours of key work support we were aware that the people who missed out where those that might be described as more “hard to reach”. Normally we would engage these young people when they were ready, as they would drop into the centre. However, having the centre closed to the public and no drop in sessions allowed, this prevented them from engaging. Added to this was the fact that many of the key worked participants either don’t have phone numbers or change them regularly, so we did not have up to date contact details. However, we did start up an outreach program, where we would go to the local estates and parks, in order to find participants that were not at home. This worked quite well, although could be hit and miss, especially when the weather conditions were not great. However, it was noted by a number of young people that they felt more secure, seeing a Carney’s presence in the local area.

One of the most positive outcomes we experienced with some of the key worked participants was being able to utilise them in supporting others in the community. In fact we had one occasion where the police contacted us to say a number of “known Gang members” had been seen coming into the centre during the first lockdown. So it was nice to be able to explain that this was due to them volunteering to come and put together food care packages for others who were in need.

The target next year will be to get back to our RAG rating system (once the restrictions are over) and to allow for more drop in. We will also look into sourcing more funding to develop our key work team.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued)

Year ended 31 January 2021

Key working Carney’s employed ex-participants

What the key work stats do not account for, is the one to one key work support that is provided by the management team (George, Giz, Alice and Rory) to staff who are ex-participants. This is not measured as we deemed it inappropriate for us to record our work with the staff on a data base that all staff have access to. The work done with ex-participant staff has gone relatively well. Initially the majority of the staff were furloughed. However, after the first lockdown we felt that this was having a negative impact on their emotional health and after consulting them, we decided to bring

them all back. We committed to giving them the same hours they were getting before the lockdown, which our reserves allowed for. This meant that we often had more staff than were necessary for the group sessions. However, we found that this meant they were able to commit more time to building better relationships with the participants, as there was less of them in ratio to staff. Having said that, it was clear that some of the staff still struggled with the whole lockdown situation and this impacted on their emotional health, so we have offered some the opportunity to do some counselling therapy sessions, funded by Carney’s. Throughout the year our staff number dropped from 24 to 19 members of staff. Those that left mainly did so to move into other work, but one dropped off after the first furlough and we were unable to get him back in, although we did have contact with him on a number of occasions.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Trustees' Annual Report (Incorporating the Directors’ Report) (continued) Year ended 31 January 2021

The aim for next year is again to provide intensive key work to 40 participants and offer each of them a minimum of 40 hours key work per year. However, we also want to offer at least half of those, over 100 hours of total contact (key work and group sessions). This was the aim for the current year, but the pandemic prevented that from happening.

Activity based mentoring

After a good start with the mentoring, this was also impacted by the pandemic. Initially due to furloughing a majority of mentors and then in the limiting of people allowed within sessions e.g. max of 6 people in a bubble. We normally provide our mentoring as an add on to our group sessions, by having mentors involved in the sessions, but due to restrictions they could not be within the bubbles and therefore could not mentor group members, meaning it was only the coaches that provided mentoring support (which was fine as the groups were small enough for this to happen appropriately). This led to us supporting 170 participants by providing 1376 hours of mentoring support.

To try and impact more young people we started off trying to provide mentoring support via whatsapp and zoom, but this has its limitations. So we then moved into doing outreach. This was far more successful and saw our staff going to local hotspots that either we knew our young people frequented or that were areas the council had raised as having groups of youths gathering. This led to us supporting a further 99 participants with 85 outreach sessions and most importantly it meant we got access to some of the more marginalised young people who struggle with structured sessions.

Next year we will continue the outreach for as long as the pandemic lockdown rules are in place, but will revert back to the session-based mentoring, once we are allowed to hold drop in boxing sessions, with no limit on numbers.

Education, Employability and Self Employment:

The pandemic induced recession made employment and education difficult for all of society and we saw this reflected in our participants. However, we still managed to get 13 young people into new employment and 7 gained recorded outcomes in education/training, with a further 4 engaging in business development.

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We also worked closely with local schools (initially providing them with well being packs for their pupils at the first lockdown) and have developed good communication channels, which has helped with keeping participants connected to their school and any extra curricular activity

Our key workers and mentors continue to support participants with CV writing, interview skills, handing out CV’s and helping them develop their own businesses.

Social enterprises

Carney’s Coaches

This is our boxing fitness and personal training social enterprise, which has remained open, but needing regular flexibility to change with the everchanging rules and regulations of lockdown. Pre March 2020 we were getting very good numbers in both our social enterprise sessions and Power of Boxing. However, following the lockdown we had to stop these sessions. We looked into doing zoom sessions specifically for paying groups, but realised that as we were offerring our virtual sessions for free elsewhere, there was nothing to stop those that use carney’s Coaches, from accessing them!

We then had two short periods where we were allowed small groups to train in the gym, so restarted the sessions then, however, these were soon over, with the government banning the exercise indoors, for adults. Whilst some coaches continued working for PT sessions with individuals, we saw a massive drop in our income, as were not allowed to function in a way that would have allowed for the same number of paid, group sessions.

Together, the coaches have managed to deliver 57 group boxing fitness sessions, with a number of them also delivering one to one personal training sessions.

We plan to start back up our paid group sessions as soon as the pandemic restrictions allow and hope to get back to the numbers we were reaching before.

Music Studio

We started the year well, running the sessions every Monday, Tuesday, Wednesday and Thursday evening, engaging good numbers of young people. They were working towards creating 5/6 tracks that would have been played at a photo exhibition we planned to put in in the Summer and also helping develop some of the young people so they could perform at the YES concert in April.

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However, following the first lockdown we closed the studio down and are yet to re-open it. This was due to it being a confined space and us wanting to focus on activities we were allowed to do.

Once we are allowed to re-open the space we will and will look at developing the sessions, so there can be more structured sessions, as well as using it for drop in purposes.

Good Guys Decorating

Good Guys Decorating is going from strength to strength and whilst the pandemic brought about its issues they have stayed focussed and overcome a number of hurdles. The biggest hurdle would have been Nick leaving the partnership, for personal reasons. This was entirely

understandable and he continues to do well for himself and has come back to do a bit of work with Good guys when his busy schedule allows him to.

After putting the business on hold for the first lockdown, they soon picked up where they left off and have secured some good contracts. They also continue to get great publicity, which can be seen on this BBC London clip

https://www.youtube.com/watch?v=op3ARgGtZpA, of Stormzy coming down to help out with one of the give back jobs. This has helped them gain

sponsorship for some of their give back jobs, with Dunelms and Dulux, so they have been able to provide the give back jobs with even more!

Their plans are to continue to focus on bringing in more paid jobs (as they have a backlog of giveback jobs) and to see how they can gain sponsorship that may support them to take on apprentices for the give back jobs they do.

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Battersea Bikes

We launched Battersea Bikes at the beginning of the year, where we had a qualified bike technician, train and support a group of “apprentice bike mechanics” to fix up old bikes that could be sold for a profit, or perform basic bike maintenance for members of the public, on a Thursday evening. The young people were involved in the planning and also in preparing and decorating the workshop. Following the first lockdown, we initially tried to keep the group together through setting up a zoom group, but we struggled to get a full buy in. However, as soon as they were allowed back to the centre, the group reformed and have been working hard ever since (the number of people cycling rose drastically during the pandemic, so we have been able to take advantage of the increased demand). So the young people have learnt lots of skills in mechanics as well as customer service. We have noticed a stark improvement in communication skills since they have been dealing with the customers!

We also have a mural project that has just started up with the Royal Academy of Art and, so far, has involved them meeting with the participants and brainstorming ideas for the mural (which will be on the outside wall). The young people have then spent the holidays coming down to do painting sessions and we hope to have it finished in the next few weeks.

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Easy Sundayzzz

Originally this was going to be a Vegan catering service, but the Chef, Luciano, decided to turn it into a Caribbean food take away service. He was funded through Make My Mark and set up a program to do a large menu each Sunday for take aways or deliveries. When the pandemic struck Easy Sundayzzz increased their free food give aways and their head chef, Luciano’s, food started to become one of the focal points during the lockdowns.

We also joined with Easy Sundayzzz to do cooking classes (named Cook Out Covid”) where we would drop the ingredients for a meal off to participants and then host a zoom video call to run through how to cook the meal. This was a huge hit and is something we plan to carry on post Covid.

Counselling and mediation

We continue to access pro bono counselling and family mediation from Turner Johnson mediation.

Due to the confidential nature of our counselling work, we do not keep records of what work was done, however, can say that the feedback from clients has been positive and it is something we plan to continue in the future and potentially increase, to meet the demand.

We are also looking into accessing funding for some mental health support for both participants but also staff who have often experienced either primary or secondary trauma, through the work they do. This has been made even more relevant with the pandemic and increase in mental health issues.

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Youth work

Before the Lockdown period began, the youth boxing and drop in sessions were continuing to attract high numbers of participants to both. Behaviour was being well managed by the youth work team who were working well alongside the Carney’s Coaches.

Since the first lockdown commenced and we needed to stop all physical sessions, it has been a big effort from all of the team to continue engagement and participation as best as possible with as many of the young people as we can. In the lead up to Lockdown we gained as many contact numbers and details that we could from participants and then created a WhatsApp Group of around 60 young people, that we use to keep them connected to Carney’s updates.

Towards the start of the Lockdown period, the emphasis was to connect with as many young people as possible but also communicate to them the rules around the lockdown policies, social distancing and staying home. We immediately transitioned to delivering a full youth program remotely to participants, through Instagram and ZOOM. We have found ZOOM to be a particularly engaging medium through which to work with the young people as it can be very interactive, allowing for conversation amongst the group. Boxing sessions, bike workshop sessions and youth drop in sessions have been the main sessions we have run via ZOOM and we put out surveys to see what else the participants would like us to put on (we tried a quiz but the uptake was not great).

We also started creating and editing videos to

support engagement, as well as morale boosting videos for staff and participants and follow along workout videos. We also supported young people to be able to contribute their own videos to this process, such as this boxing loo roll challenge https://www.youtube.com/watch?v=-k23B_MZ1l8.

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When we were allowed to open back up just before the summer we had to reduce the numbers allowed in the Centre and most of the activities, such as pool, table tennis, playstation etc. were not allowed (as they increased the risk for cross contamination), so we focused sessions around food. We also set up a Summer bootcamp of boxing, weight lifting, calisthenics and cycling (most of which could be done outside).

One positive that has come from the pandemic is that we have created some new activities, which have been a big success, such as:

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Outreach

We set up an outreach program, which entailed a team of youth workers and mentors going out three times a week, to meet local young people and participants. Quite often they would also bring food that had been made at the centre, and share it with the participants we knew would be struggling. This was a great way of engaging young people in their own territory and the feedback we got from the young people was that it showed we really cared.

Feeding project

This initially started off with key workers dropping food off at participants homes, but we soon saw there was a great need and so decided to upscale the project and mix it in with our Fit & Fed sessions. So each week we would have three evenings were young people could come and get cooked food from the centre. For those that could not attend, the outreach team would deliver them food. This food was either cooked by our resident “Easy Sundayzzz” chef Luc, or donated by neighbours. We also put together food care packages that we would deliver to families. Again, this initially came from neighbours and City Harvest, but we soon also got support from the local authority and Fair Share.

When the school holidays came and Marcus Rashford started his campaign around food poverty and free school meals, we committed to feeding all of our young people who were in need, throughout the duration of the school holidays.

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This caught the attention of Wandsworth council, who supported us by funding more staff to be able to deliver the food. In total we managed to give out over 5,000 meals along with some toiletries, clothing and books.

Carney’s Conversation

We launched a new project called 'Carney’s Conversations', which was a series of regular interviews with ex-participants, staff and recognisable figures who discussed how they overcame adversity and were able to still make a success of themselves. The purpose was to recognise and celebrate people’s achievements and for it to act as an inspiration to current participants, in demonstrating what is possible, no matter what life throws at you.

Cookout Covid

Cooking classes have always been something we have wanted to run with our participants, as it’s such an important independent living skill, but our kitchen is too small. So when the pandemic forced us into learning more about the Zoom platform,

we had the idea of doing virtual cooking classes. It started off with our chef delivering bags of ingredients to a small number of participants and then getting them to log onto Zoom, where he taught them how to make various meals. It soon became a weekly session and the numbers grew. So much so, that the chef got a small team of three regular participants and worked with them to apply for funding to increase the sessions. They now run every Tuesday from 6-7pm. The Chef runs them, but has a team of participants that help prepare the ingredients, lead on social media and help put together helpful “how to” videos,

such as, how to clean a chicken. We have had other staff members join and even our local MP, who have all been impressed with learning how to cook cheap but healthy meals. This photo shows just some of the meals cooked for black history month.

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Structural Racism

Following the George Floyd murder and the Black Lives Matter movement, we had been doing a lot of work to support participants around systemic racism. We have seen how much this is impacting on people’s mental health but we have been able to help, with advice, guidance and opportunities to give them a voice (as seen with this video we created with a group https://www.youtube.com/watch?v=XDlo6DbkUlk&t=110s). We also did this well with our local MP, Marsha De Cordova, who has done a number of sessions with our key worked participants, including one that was filmed and seen as a way of empowering people who have been impacted by the structural inequalities that exist in our current community https://www.youtube.com/watch?v=cwfBUWYl3lE&t=21s.

In the coming year we aim to continue having structural/systemic racism as an agenda point at all team meetings and we will work on new ways of giving our participants the opportunities to have their voices heard, especially in relation to areas such as racism and disproportionality.

Sports

Universal Boxing fitness sessions

We started the year at max capacity for our free under 18 sessions and close to max capacity for the free over 18 sessions. I believe this was down to the strong relationships we had built with participants and the ability of youth work and coaching staff to keep the session engaging, whilst being able to manage people’s behaviour. However, when the lockdown was announced in March, that was then end of the universal boxing fitness sessions

as we had known them. Instead we started delivering online virtual sessions, via zoom and instagram, which proved very popular for the first month, but it felt like it lost its novelty after that.

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Fortunately the restrictions changed so we were able to move into the local parks and run sessions with each coach having a bubble of 5 to train with. Finally we were allowed back in the gym and stayed there for the rest of the year. As we were then only allowed to work with support groups of 15, we created 4 support groups, for the most vulnerable and each group got access to either one or two group sessions each week. The over 18’s were still not allowed to train inside in groups (other than for a short month long period) so we supported them through one to ones and some virtual sessions. You will see, from the stats above, how many different types of sessions we had to create, in order to fit in with the various restrictions. The team of coaches did brilliantly and we are confident we provided a service for everyone most in need. The most challenging part was that we have always prided ourselves on not turning people away, but due to the limit on numbers, we could not stick to this policy. The sad reality is the more marginalised and disadvantaged young people tend to be less organised and so don’t book themselves in and mainly functioned through “dropping in”. To ensure we still had staff that could support them when that happened we made sure we always had 2 youth workers on the door, who could provide support for those that could not come in due to the gym being full.

Whilst creating competitive boxers is not one of our core aims, we do get some participants that wish to take the sport further and for those, we link them into either Fitzroy lodge or Earlsfield ABC. At the beginning of the year, one of our most promising young boxers, Dante, represented Fitzroy Lodge in his first bout, which he won by a considerable margin. He

has continued training throughout the pandemic and even got the opportunity to train with and meet Stormzy (which can be seen via this link https://www.youtube.com/watch?v=vlXneCwxASI).

In total we delivered 315 boxing sessions, engaging 337 participants. We also delivered 78 virtual boxing and daily fitness challenge sessions, which were viewed by up to 1010 individuals.

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Targeted boxing sessions

Whilst most sessions are run at Carney’s Community Centre, we do have some participants who, due to issues such as cost of travel and gang territories, cannot attend. So for these groups we have tried to run specific sessions for them in their local areas. The Targeted boxing fitness sessions that we have run this year are:

However, due to the pandemic and schools closing we were unable to run the sessions, but hope to pick them back up next year

One off events and festivals

The pandemic stopped us from delivering our usual events and festivals, however, just before Covid

arrived we managed to squeeze in a huge event, at Wembley stadium, where Carney's went to WE day, to celebrate the 'WE movement an unparrelled celebration of young people and educators who have made a difference'. Three of our participants who have lost family members to knife crime in the last three years, showed much courage on the day and presented in front of 12,000 people at the SSE Arena at

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Wembley; to discuss Carney's and the work we do to prevent knife crime. This was preceeded by a video on Carney’s and the whole thing can be seen here https://www.youtube.com/watch?v=RlnUM_Ifa6U&t=56s.

Database

We have stuck to our target of using VIEWS to capture the numbers of people we engage and their personal details. Our files are kept on drop box and all confidential files are kept on air table, which helps with reminders for when things like safeguarding and DBS’s need to be updated.

We have also started using Air table to store all of our information about staff, such as when DBS’s and safeguarding needs updating.

Staff team

Our staff team is currently made up of Mark Reigate and George Turner as co-founders; A Chief Operations Officer; a lead youth worker, facilities manager, lead coach, admin worker and 13 sessional coach/mentors/youth workers and an apprentice coach/youth worker, with over half of the staff being ex-participants.

As always a core focus has been on the developmental work we do with our staff, in helping prepare them for work elsewhere and develop them professionally and emotionally.

We started the year with a pay increase by 5% for the management team and an increase for the basic coach and youth work wage, to London Living wage £10.75.

When the pandemic hit we had 24 members of staff and decided to take advantage of the furlough offer, so we furloughed all 16 casual staff and our admin worker but have kept the rest of the permanent staff as we need them to keep our basic functions going and to maintain contact with participants. However, we maintained contact with the furloughed staff. The managers also ensured they were speaking to them once a week and they were all invited to team meetings on a weekly basis, this was to ensure we are providing them enough emotional support during this difficult time.

As the pandemic continued we started to bring the staff back off furlough. This was primarily because we were starting to deliver more services, but also because we felt the isolation was having a negative impact on some of their mental health.

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Throughout the year we took on a new youth mentor, bike mechanic and admin worker and created the new role of finance officer, for one day a week. All new members of staff continue to excel.

We aim to continue to develop our staff whilst also finding external employment opportunities they could take on, which will in turn leave more spaces for us to offer out to other participants that have shown real promise. One way we plan to help develop them is to continue making use of the Wandsworth TPD free training resource, but also to look at other training providers to get access to some kind of bespoke mentoring training package.

We have also decided to try and have a focus on emotional health support for staff. This was initially due to the impact of the pandemic, but also due to the secondary trauma many of them are at risk of, relating to some of the murders and other trauma that have impacted on participants they work with. We are currently in talks with the Anna Freud centre about this.

We intend to keep the size of the staff team to roughly the same numbers, but will be fundraising to try and get a new, experienced key worker on board.

Partnerships and joint working

We have always felt partnership work to be essential, in order for us to provide a truly holistic support package to out participants. This has never been more important than now, when the whole community has been so badly impacted by the Coronavirus pandemic.

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Our future plans are to continue with our partnership work and also to try and access more partners, so that we can not only share our successful methods of engaging our target group, but also because we are so oversubscribed (especially with Covid restrictions) that we want to ensure the participants we work with can always access support, be it directly from us, or from partners.

Carney’s Community Profile

In order to help attract support, it is important to keep the profile of the charity in the public eye, so we ensured we made the best of the opportunities that were offered to us. Some examples are:

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https://www.instagram.com/p/CAIzL04g3Lz/?igshid=14f0d6i3as8fr

We aim to continue raising the profile for Carney’s Community in order to keep it in the public eye for both referrals and fundraising, but most importantly to highlight the achievements of our participants and to help raise their self esteem and confidence. We will, however, continue to be mindful of what information to share, as we do not want to jeopardise the progress of any of our participants.

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Funding

Despite the challenges brought by the pandemic, the year was successful for fundraising at Carney’s Community.

There was a drop in income from some funding streams, due to the pandemic, including from our social enterprises which had to stop for the majority of the year. Almost no community fundraising and sponsored events took place this year due to restriction on in-person activities. But the charity continued to be generously supported by our wonderful community who stepped up with donations towards appeals in the year, and some fundraising events that managed to go ahead despite the restrictions. Some highlights from fundraising activity this year:

An emergency appeal at the start of the lockdown in April raised over £26,000 from our community.

St Philips PTA donated £5000 when Carney’s became their Charity of the Year, just before the pandemic started.

Big Give appeals in the year raised total donations of £29,177.

Mafia Bikes donated £3500 for our bike workshop which launched in January 2020.

The family of the late rapper, Cadet, who died in a car crash in 2019 set up a trust and donated £5,000 in recognition of the work we were doing around equality.

Further to this, £153,035 was raised from restricted grants, £79,663 from unrestricted grants and £199,120 from private donations and fundraising activities.

Our future goals are to continue with the fundraising events and build on our pipeline of grant-making trusts. Once our social enterprises are allowed to start again we will build on our income from these. We are also fundraising to support the development of our long term keywork support, the intensive work with the most vulnerable young people, which has been difficult to fund in the past.

Financial Review

In an incredibly challenging year, where much of our usual fundraising activity had to stop due to the global covid-19 pandemic, Carney’s Community has maintained our financial position and services for young people continue to grow. Although the first lockdown brought a total shutdown of our centre, work supporting our participants has continued through a combination of online, 1:1 in person support and small groups when it’s been allowed. We are incredibly grateful for the support of grant funders, government grants and our generous community in enabling the charity to continue reaching out to those in need.

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Total income from this period was £453,311, around 5% lower than the previous year. This is in part due to the need to stop our social enterprise activity this year in line with government guidelines, as well as halting of community fundraising activity and loss of a long term grant at the start of the pandemic. However, restricted income this year grew by 12% from £137,019 (previous financial year) to £153,584. Total expenditure grew from £373,331 (previous financial year) to £425,111, mainly due to additional staff posts introduced to support the charity’s growth and development of systems.

Reserves Policy

Trustees recognise their duty to hold reserves to balance the needs of current and future beneficiaries of Carney’s Community (CC). CC needs to have sufficient reserves to allow it to cover known liabilities and contingencies, cover for income shortfalls and take advantage of change and opportunity. Reserves allow for long term strategic planning and enable CC to carry on supporting the most disadvantaged members of our society.

The trustees have in the year reviewed the needs, risks and opportunities faced by the charity, along with relevant financial forecasts and analyses. The events of this year have underlined the importance of having a reserve, to allow for unexpected and sudden shortfalls in income.

On the basis of this review the trustees recognised the need to hold a general reserve and the size of this reserve should be related to the level of ongoing financial commitments. The trustees decided that as a guide the organisation should keep unrestricted reserves at a level between 10-12 months of running costs and the Board believes the reserves should be kept at least at this level to ensure the charity’s core activity could continue during a period of unforeseen difficulty. This recognises that the bulk of the charity’s income is potentially quite volatile and short term, whilst most of its costs (specifically salaries) are relatively fixed.

Since the operating expenditure for the year ended 31st January 2021 was £425,111, the guide level of reserves, as calculated at this time, is between £354,259 and £425,111. At that year end the general reserves stood at £376,321. Therefore, the current level of general reserves is considered sufficient. The trustees continue to review the reserves policy and levels annually and have it as a point of discussion in each quarterly trustee meeting.

In order to maintain a satisfactory level of reserves CC continues in their funding applications, whilst also running fundraising activities and the development of our social enterprise Carney’s Coaches.

A portion of the reserve funds have been designated for the charity's future development including £50,000 for future capital costs to cover work on our centre, £49,000 to secure the charity's future

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fundraising capacity and a further £29,000 for our core services of keywork and mentoring. The current designated funds total is therefore £128,000. Our building is in need of repair and the fund for capital costs is especially vital to cover for any unforeseen significant costs which prevent disruption of our work.

Structure, Governance and Management

Governing Document

The organisation is a charitable company limited by guarantee, incorporated on 25[th] January, 2012 and registered as a charity on 31[st] January 2013. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up members are required to contribute an amount not exceeding £10.

Recruitment and Appointment of Management Committee

The directors of the company are also charity trustees for the purposes of charity law and under the company’s Articles are known as members of the Management Committee. Under the requirements of the Memorandum and Articles of Association the members of the Management Committee are elected to serve for a period of three years after which they must be re-elected at the next Annual General Meeting. All member of the Management Committee give their time voluntarily and received no benefits from the charity. Any expenses reclaimed from the charity are set out in note 7 to the accounts.

Organisational Structure

Carney’s Community has a Management Committee of up to 7 members who meet on a quarterly basis and are responsible for the strategic direction and policy of the charity. At present the Committee has 7 members from a variety of professional backgrounds relevant to the work of the charity.

A scheme of delegation is in place and day to day responsibility for the provision of the services rest with the Chief Executive.

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Carney's Community Company Llmlted by Guarantee Trustees. Annual Report (Incorporating the Dlrectors, Report) {r￿U•￿) Year ended 31 January 2021 Directors. Res onsibilibès lal the directors are r8sponsibl8 for pr6paring the DirectOf8' Report and tho finanoal statements In accordance with applicable law and regulations and in ac￿rdanCe wlth Unit8d lQngdom Gene￿1]Y Accepted Accounting Practice: Ib) company law requlr8s th8 directors must not approv6 the financial stslements unlass th8y are satisfjad that they give a true and falr vitiw of the stata of affairs of tt)a charity and of the surplus or d8ficil profjt or loss of the chartty f¢r that pori(xl,. (cl In preparlng tha financial statsments the dlrectors are raquir&J to: 111 $¢1o¢t suitable accountlng policaes and Ih8n apply them eA)nsi%tentty: (ill make Judgements and ac¢ounting estimates that are Teasonabla and prudent," 11111 ststa whélh6r applicable accounting stsndard$ hav8 b88n followed, sublect lo any material departuras disdosed and explained in th8 financi81 ststem8nts; and Ovl preparg the financlal statements on the golng concem basis unles8 tt Is 5napproprfate to prosume that tne charfty will contfnue in bLtsiness. (d) the dir8Ctors 8re responsibl• for keoping adequate amwnvng r8cords that are guffid8nt to show and explain the companWs transactlons and dlsckjse reasonabl• accuracy al any tlme th8 nanoal posltSon of the ch8rity and that enable them to onsure that the financlal stat8mants comply with Ihg Companies ACL. l&) th• dlrector& are responsibl8 for safeguarding the assets of the charity and hencg for taklng reasonablè stèps for tho prevention and d¢te¢tion of fraud and oth8r irrggulaTttles; and {f)wherè approprfale, the directors a￿ responsible for the maintenance and in18grty of the ￿rpOrate and finonGial informatlon indudèd on tha charitys wèbsite. Small company provlslons This report has been prepared in at￿rdance wth the provisions applicable to ￿MpanIeS entitled to tho small companies, exemption. The trust￿, annual report was approved on 9th September 2021 and signed on behalf ofthe board of tnjstees by. C Gibson Chair Jackfon Nicholas ASS￿ Lzmited Chartsred Cep*fiedAccowitaF -40

Carney's Community Company Limited by Guarantee Independent Examlnerfs Report to the Trustees of Camey's Community Year ended 31 January 2021 I r8POrt to th8 trustèés on my 8xamination ofJh8 financial statements of Camey's Community Ilh8 chadty} frjr thé yéar éndéd 31 January 2021. Rgsponsibiltties and basis of report As the trustees of Ihe wmpany (and also its directors for tho purposes of company law) you are responsible for the preparation of the financial statsments in accordance wth the requirements of the Companies Act 20061.the 2006 Act,). Having satisfied myself that th& a¢¢ounts of the ￿rnpanY are not required to be audlted und&r Part 16 of thé 2006 Aet and ara eligibl8 for indépandènt èxamination, I report in respect of my examlnatlon of thé charity's accounts 8s carried out under section 145 of thè Charities Act 2011 {'the 2011 Act'}. In carying out my examination I hava followed the Directions given by the Charity Commission under sectlon 14515llb) of thè 2011 Act. Independent examlneffs statsment Since the charitys gross incx)me exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Acl. l LXnfimi th81 1 am quelified to und8rtake the examination bec8u$e l am a member of the Association of Ghartgred Certtfied Accountants, which 1$ one of tho li$l&d bodi6s. I have completed my examlnation. l ¢xnfirni that no matters hav8 c￿rn8 to my attention In connaction wth the examination gwing me cause to belleve: accounting r&cords wer8 not kept In respect of the ¢harity as required by sectlon 386 of the 2006 Ac, or the f(nanclal statements do not accord with those records: or tha fir)ancial statements do not comply with the accountlng roqulroments of section 396 of the 2006 Act other than any requirement that the accounts gNe a and faie vlew whlch ss not a matter considered as part of an independent 6xamination,' or the financial slatern8nls have not been prepared in acwrdance wlth the methods and principles of the Statement of Recommended Practlce for a￿OUnting and repotting by harities ipplirable to th¥rtties preparing th8lr accounts In acujrdance with the Flnanclal Reporting Stsndard applicable in the UK and Republic of Ireland IFRS 102). I have no concems and have come across other matters in connection with the examination to which attenlon should be drawn in this report in order to enable a proper understanding of tha accounts to be reached. John A55ie FCCA Independent EL￿nineT Jackson LNicholas Assie Limited Chartered Certified Accountants Suite 7, Metidian House 62 Station Road Chingford London E4 7BA Illl Date 13 SepteEnber 2021 Jacknon NicholtLt Assie Limited chart￿ WedAr£ounlants -41

Carney's Community

Company Limited by Guarantee

Statement of Financial Activities (including income and expenditure account)

Year ended 31 January 2021

2021 2020
Unrestricted Restricted Total funds
funds funds Total funds restated
Note £ £ £ £
Income and endowments
Donations and legacies 5 278,783 153,584 432,367 402,014
Charitable activities 6 20,846 – 20,846 73,624
Investment income 7 98 – 98 337
───────── ───────── ───────── ─────────
Total income 299,727 153,584 453,311 475,975
═════════ ═════════ ═════════ ═════════
Expenditure
Expenditure on raising funds:
Costs of other trading activities 8 11,893 11,361 23,254 22,330
Expenditure on charitable activities 9,10 271,791 130,066 401,857 351,001
───────── ───────── ───────── ─────────
Total expenditure 283,684 141,427 425,111 373,331
═════════ ═════════ ═════════ ═════════
───────── ───────── ───────── ─────────
Net income 16,043 12,157 28,200 102,644
═════════ ═════════ ═════════ ═════════
Transfers between funds (13) 13 – –
───────── ───────── ───────── ─────────
Net movement in funds 16,030 12,170 28,200 102,644
Reconciliation of funds
Total funds brought forward 360,291 286 360,577 257,933
───────── ───────── ───────── ─────────
Total funds carried forward 376,321 12,456 388,777 360,577
═════════ ═════════ ═════════ ═════════

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

The notes on pages 45 to 59 form part of these financial statements.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community Company Limited by Guarantse Statsment of Financlal Posib'on 31 January 2021 2021 2020 Note urrent ￿ets . Debtors Cash al bank and in hand 18 9.439 440.539 10.256 458,084 468.340 449.978 Creditors: amounts falling due wlthin one year Not current assots 19 (61.201) (107.763) 360.577 388.777 Totsl a$s¢t$ less cUrr￿t liabilities 388.777 360,577 360,577 Not assets 388.TT7 Funds of thè charlty R8Strict8d funds Unreslrlct8d fund8 General funds - DeS￿nated fund8 Totsl ¢harlty funds 12,4S6 376,321 360,291 248,321 388,777 360.577 For the year ending 31 January 2021 the charity was entitled to exemption from audll Lrnder s￿tIOn 477 of the Companies Act 2006 rdating to small companies. Directors. respon$ibllltles: The members havè not required the company to oblaln an audlt of tts financial statements for the year in questlon In accordanca wth section 476; The directors acknowledge their responslbllStl8s for complylng with the reqLJir8ments of the Actwith respect to accAJunling reccKds and the preparation of financial 5Éatements. These financial $tatoments have been prepared in &¢ordance wth Ihe provisions appllcable to companies subject lo the small companies. regime. These Ilnancial statéments were approved by the board of trustees and authoriwl for issue on 9th September 2021. and a￿ slgnéd on behaff of the board by. C Gibson Trustee T FNzgerald Trustee The notes on pages 45 to 59 form part of these financ421 statements. Jackfon Nichol(ts A&YieLimited Chartered CertifiedAccounthts -43

Carney's Community

Company Limited by Guarantee

Statement of Cash Flows

Year ended 31 January 2021

2021 2020
(restated)
£ £
Cash flows from operating activities
Net income 28,200 102,644
Adjustments for:
Government grant income (17,763) –
Other interest receivable and similar income (98) (337)
Changes in:
Trade and other debtors 817 (1,040)
Trade and other creditors (46,562) 87,193
──────── ─────────
Cash generated from operations (35,406) 188,460
Interest received 98 337
──────── ─────────
Net cash (used in)/from operating activities (35,308) 188,797
Cash flows from financing activities
Government grant income 17,763 –
──────── ─────────
Net (decrease)/increase in cash and cash equivalents (17,545) 188,797
Cash and cash equivalents at beginning of year 458,084 269,287
───────── ─────────
Cash and cash equivalents at end of year 440,539 458,084
═════════ ═════════

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements

Year ended 31 January 2021

1. General information

The charity is a public benefit entity and a private company limited by guarantee, registered in England and Wales and a registered charity in England and Wales. The address of the registered office is 30 Petworth Street, London, SE11 4QW.

2. Statement of compliance

These financial statements have been prepared in accordance with the Statement of Recommended Practice: 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 in October 2019 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS102) and the Charities Act 201, the Companies Act 2006 and UK Generally Accepted Practice as it applies from January 2019.

3. Accounting policies

Basis of preparation

The financial statements have been prepared on the historical cost basis.

The financial statements are prepared in sterling, which is the functional currency of the entity.

Going concern

The trustees have considered the impact of COVID-19 on the charity's activities and have concluded there is no long-term impact on the organisation. As a result, it is considered that the going concern status remains intact.

There are no other material uncertainties about the charity's ability to continue.

Judgements and key sources of estimation uncertainty

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported. These estimates and judgements are continually reviewed and are based on experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

There are no judgements nor any key sources of estimation uncertainty that have a significant risk of material misstatement to the carrying amounts of assets and liabilities in the financial statements.

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees to further any of the charity's purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular future project or commitment.

Restricted funds are subjected to restrictions on their expenditure declared by the donor or through the terms of an appeal, and fall into one of two sub-classes: restricted income funds or endowment funds.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

3. Accounting policies (continued)

Incoming resources

All incoming resources are included in the statement of financial activities when entitlement has passed to the charity; it is probable that the economic benefits associated with the transaction will flow to the charity and the amount can be reliably measured. The following specific policies are applied to particular categories of income:

Resources expended

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is classified under headings of the statement of financial activities to which it relates:

All costs are allocated to expenditure categories reflecting the use of the resource. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs are apportioned between the activities they contribute to on a reasonable, justifiable and consistent basis.

Tangible assets

Fixed assets (excluding investments) are stated at cost less accumulated depreciation. The costs of minor additions or those costing below £1,500 are not capitalised.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

3. Accounting policies (continued)

Depreciation

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

Other Equipment - straight line basis over 3 years Sporting Equipment - straight line basis over 3 years

Impairment of fixed assets

A review for indicators of impairment is carried out at each reporting date, with the recoverable amount being estimated where such indicators exist. Where the carrying value exceeds the recoverable amount, the asset is impaired accordingly. Prior impairments are also reviewed for possible reversal at each reporting date.

For the purposes of impairment testing, when it is not possible to estimate the recoverable amount of an individual asset, an estimate is made of the recoverable amount of the cashgenerating unit to which the asset belongs. The cash-generating unit is the smallest identifiable group of assets that includes the asset and generates cash inflows that largely independent of the cash inflows from other assets or groups of assets.

Government grants

Government grants are recognised at the fair value of the asset received or receivable. Grants are not recognised until there is reasonable assurance that the charity will comply with the conditions attaching to them and the grants will be received.

Where the grant does not impose specified future performance-related conditions on the recipient, it is recognised in income when the grant proceeds are received or receivable. Where the grant does impose specified future performance-related conditions on the recipient, it is recognised in income only when the performance-related conditions have been met. Where grants received are prior to satisfying the revenue recognition criteria, they are recognised as a liability.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

3. Accounting policies (continued)

Reserves

The trustees recognise the need to hold reserves to allow protection of core activities in the event of income shortfalls, to promote balanced, long term, strategic planning and to enable Carney's Community to carry on supporting the most disadvantaged members of our society.

The trustees have in the year reviewed the needs, risks and opportunities faced by the charity, along with relevant financial forecasts and analyses. On the basis of this review the trustees recognised the need to hold a general reserve and the size of this reserve should be related to the level of ongoing commitments. The trustees decided that as a guide the organisation should keep its general reserves at a level between 4-6 months of expenditure. This recognises that the bulk of the charity's income is potentially quite volatile and short term, whilst most of its costs (specifically salaries) are relatively fixed.

Since the operating expenditure for the year ended 31st January 2021 is £425,111, the guide level of reserves, as calculated at the end of January 2021, is between £354,259 and £425,111. At the year end the general reserves stood at £376,321. Therefore, the current level of general reserves is considered sufficient. The trustees continue to review the reserves policy and levels annually and have it as a point of discussion in each bi-monthly trustee meeting.

In order to maintain a satisfactory level of reserves Carney's Community continues in their funding applications whilst also running fundraising activities and the development of our social enterprise 'Carney's Coaches'.

A portion of the reserve funds have been designated for the charity's future development including £50,000 for future capital costs to cover work on our centre, £49,000 to secure the charity's future fundraising capacity, and a further £29,000 for our core services of keywork and mentoring. The current designated funds total is therefore £128,000. The building is in need of repair and the fund for capital costs is especially vital to cover for any unforeseen significant costs which prevent disruption of our work.

Financial instruments

A financial asset or a financial liability is recognised only when the charity becomes a party to the contractual provisions of the instrument.

Basic financial instruments are initially recognised at the amount receivable or payable including any related transaction costs.

Current assets and current liabilities are subsequently measured at the cash or other consideration expected to be paid or received and not discounted.

Debt instruments are subsequently measured at amortised cost.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

3. Accounting policies (continued)

Defined contribution plans

Contributions to defined contribution plans are recognised as an expense in the period in which the related service is provided. Prepaid contributions are recognised as an asset to the extent that the prepayment will lead to a reduction in future payments or a cash refund.

When contributions are not expected to be settled wholly within 12 months of the end of the reporting date in which the employees render the related service, the liability is measured on a discounted present value basis. The unwinding of the discount is recognised as an expense in the period in which it arises.

4. Limited by guarantee

Carney's Community 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 £10 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.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

5. Donations and legacies

Unrestricted Restricted Total Funds
Funds Funds 2021
£ £ £
Donations
Battersea Park Youth Club 30,000 – 30,000
Hon Alice Beaumont 20,000 – 20,000
Enthuse.com 16,725 – 16,725
London Borough of Lambeth 10,000 – 10,000
Childhood Trust 9,000 – 9,000
Alison Watkins 5,000 – 5,000
In Your Corner 5,000 – 5,000
St Philips PTA 5,000 – 5,000
Still Black 4,333 – 4,333
David & Rachel Darroch 4,000 – 4,000
Mafia Bikes 3,500 – 3,500
Murphy & Heuer 3,000 – 3,000
J B Duffield 2,500 – 2,500
Battersea Power 2,000 – 2,000
Iain Clark 2,000 – 2,000
Nettlefold Gaynor 2,000 – 2,000
Live Karma Yoga 1,925 – 1,925
ESC Lottery Fund 1,760 – 1,760
Other donations £1,500 or less 9,260 – 9,260
Donations from private individuals 62,117 549 62,666
Total Donations 199,120 549 199,669
Grants
The Basil Larson Trust – 50,000 50,000
Wandsworth Borough Council 25,000 21,913 46,913
Laureus Sports – 25,000 25,000
Pantheon Charitable Trust 20,000 – 20,000
Government Grant – Furlough 17,763 – 17,763
ESC Lottery Fund – 17,041 17,041
City Bridge Trust 5,900 11,800 17,700
Children In Need – 11,815 11,815
D M Thomas Foundation 5,000 – 5,000
Katherine Low Settlement 5,000 – 5,000
Nike – 5,000 5,000
TCCHE – 4,650 4,650
Jack Petchey Fund – 2,000 2,000
Other grants £1,500 or less 1,000 3,816 4,816
──────── ───────── ─────────
Total Grants 79,663 153,035 232,698
───────── ───────── ─────────
Total Donations and Grants 278,783 153,584 432,367
═════════ ═════════ ═════════

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

5. Donations and legacies (continued)

Unrestricted Restricted Total Funds
Funds Funds 2020
(restated)
£ £ £
Donations
Battersea Park Youth Club 30,000 – 30,000
ICAP 55,000 – 55,000
Thomas Battersea School 45,115 – 45,115
Polar Capital 10,000 – 10,000
H Clarkson & Co 6,800 – 6,800
Providence House 5,000 – 5,000
Issoria Limited 4,137 – 4,137
Cyrus Christie 3,600 – 3,600
Sevenhampton Trust 3,000 – 3,000
Dixon 2,842 – 2,842
Matchesfashion Limited 2,000 – 2,000
Battersea Crime Prevention 1,840 – 1,840
Other donations £1,500 or less 12,048 – 12,048
Donations from private individuals 55,243 322 55,565
Total Donations 236,625 322 236,947
Grants
The Basil Larson Trust – 50,000 50,000
Laureus Sports – 25,000 25,000
City Bridge Trust – 23,400 23,400
Street Games UK Limited – 12,750 12,750
Treebeard Trust 10,000 – 10,000
Children In Need – 9,706 9,706
WBC Cares – 6,600 6,600
Wandsworth BC 3,290 2,221 5,511
Cadet GIG Main 5,000 – 5,000
The Childhood Trust 3,000 – 3,000
Allegra Ambition 3,000 – 3,000
Future for Kids 3,000 – 3,000
Royal College of Art – 3,000 3,000
Lifetimes – 2,620 2,620
The Princes Youth 1,080 – 1,080
London Youth – 900 900
Jack Petchey – 500 500
ESC Lottery Fund – – –
Pantheon Charitable Trust – – –
───────── ───────── ─────────
Total Grants 28,370 136,697 165,067
───────── ───────── ─────────
Total Donations and Grants 264,995 137,019 402,014
═════════ ═════════ ═════════

The Wand: The trustees of Battersea Park Youth Club (owners of the lease on the premises, the Wand) have granted the charity 'peppercorn rent' on Carney's Community Centre. This is estimated at £2,500 per month, £30,000 for the accounting year (2020: £30,000).

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

6. Charitable activities

Unrestricted Total Funds Unrestricted Total Funds
Funds 2021 Funds 2020
(restated)
£ £ £ £
Boxing courses and mentoring 18,236 18,236 57,829 57,829
Room hire 2,610 2,610 6,095 6,095
Other income – – 9,700 9,700
──────── ──────── ──────── ────────
20,846 20,846 73,624 73,624
════════ ════════ ════════ ════════
7. Investment income
Unrestricted Total Funds Unrestricted Total Funds
Funds 2021 Funds 2020
(restated)
£ £ £ £
Bank interest receivable 98 98 337 337
════ ════ ════ ════
8. Costs of other trading activities
Unrestricted Restricted Total Funds
Funds Funds 2021
£ £ £
Fundraising 11,893 11,361 23,254
════════ ════════ ════════
Unrestricted Restricted Total Funds
Funds Funds 2020
(restated)
£ £ £
Fundraising 11,496 10,834 22,330
════════ ════════ ════════

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

9. Expenditure on charitable activities by fund type

Unrestricted Restricted Total Funds
Funds Funds 2021
£ £ £
Mentoring and coaching 147,738 63,095 210,833
Staff and premises 114,446 66,971 181,417
Support costs 9,607 – 9,607
───────── ───────── ─────────
271,791 130,066 401,857
═════════ ═════════ ═════════
Unrestricted Restricted Total Funds
Funds Funds 2020
(restated)
£ £ £
Mentoring and coaching 89,682 71,789 161,471
Staff and premises 125,066 54,137 179,203
Support costs 10,327 – 10,327
───────── ───────── ─────────
225,075 125,926 351,001
═════════ ═════════ ═════════

10. Expenditure on charitable activities by activity type

Activities
undertaken Total funds Total fund
directly Support costs 2021 2020
£ £ £ £
Mentoring and coaching 210,833 – 210,833 161,471
Staff and premises 181,417 – 181,417 179,203
Governance costs – 9,607 9,607 10,327
───────── ─────── ───────── ─────────
392,250 9,607 401,857 351,001
═════════ ═══════ ═════════ ═════════

11. Analysis of support costs

Independent Corporation
examination Tax Filing Staffing
fee Payroll fees Fee costs Total 2021 Total 2020
£ £ £ £ £ £
Governance costs
3,458		 2,376 192 3,581 9,607 10,327
═══════
═══════
════		 ═══════ ═══════ ════════

12. Net income

Net income is stated after charging/(crediting):

2021 2020
(restated)
£ £
Operating lease rentals 546 504
════ ════

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

13. Independent examination fees

2021 2020
(restated)
£ £
Fees payable to the independent examiner for:
Independent examination of the financial statements 3,458 4,248
═══════ ═══════

14. Staff costs

The total staff costs and employee benefits for the reporting period are analysed as follows:

2021 2020
(restated)
£ £
Wages and salaries 254,284 215,992
Social security costs 13,798 11,518
Employer contributions to pension plans 4,446 3,429
───────── ─────────
272,528
═════════		 230,939
═════════

The average head count of employees during the year was 17 (2020: 19). The average number of full-time equivalent employees during the year is analysed as follows:

2021 2020
No. No.
Number of mentoring and administration staff 8 8
════ ════

No employee received employee benefits of more than £60,000 during the year (2020: Nil).

Key Management Personnel

Key management personnel include all persons that have authority and responsibility for planning, directing and controlling the activities of the charity. The total paid to key management personnel for services provided to the charity was £71,611 (2020: £41,398).

15. Trustee remuneration and expenses

16. Transfers between funds

Transfers from unrestricted funds are to make good funding shortfalls and eliminate negative fund balances.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

17. Tangible fixed assets
Fixtures and
fittings Equipment Total
£ £ £
Cost
At 1 February 2020 (as restated) and
31 January 2021 4,768 4,480 9,248
═══════ ═══════ ═══════
Depreciation
At 1 February 2020 and 31 January 2021 4,768 4,480 9,248
═══════ ═══════ ═══════
Carrying amount
At 31 January 2021 – – –
═══════ ═══════ ═══════
At 31 January 2020 – – –
═══════ ═══════ ═══════
18. Debtors
2021 2020
(restated)
£ £
Trade debtors 1,567 4,445
Prepayments and accrued income 7,872 5,811
─────── ────────
9,439 10,256
═══════ ════════
19. Creditors: amounts falling due within one year
2021 2020
(restated)
£ £
Trade creditors 3,901 –
Accruals 10,403 7,202
Social security and other taxes 5,123 4,471
Deferred Income 41,774 96,090
──────── ─────────
61,201
════════		 107,763
═════════

Deferred income represents grants received for the purpose of expenditure in a future period.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

20. Deferred income

2021 Under 1 Year
£
At 1/2/2020 96,090
Additions during the year 118,057
Amounts released to income (172,373)
─────────
At 31/1/2021 41,774
═════════
2020 Under 1 Year
£
At 1/2/2019 12,422
Additions during the year 151,946
Amounts released to income (68,278)
─────────
At 31/1/2020 96,090
═════════

21. Pensions and other post-retirement benefits

Defined contribution plans

The amount recognised in income or expenditure as an expense in relation to defined contribution plans was £4,446 (2020: £3,429).

22. Government grants

The amounts recognised in the financial statements for government grants are as follows:

2021 2020
(restated)
£ £
Recognised in income from donations and legacies:
Government grants income 17,763 –
════════ ════

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

23. Analysis of charitable funds

Unrestricted funds

Unrestricted funds
At
At 1 February 2020 Income Expenditure Transfers
31 January 2021
£ £ £ £ £
General funds 232,291 299,727 (283,684) (13)
248,321
Designated Fund 128,000 – – – 128,000
───────── ───────── ───────── ────
─────────
360,291 299,727 (283,684) (13)
376,321
═════════ ═════════ ═════════ ════
═════════
At At
1 February 2019 Income Expenditure Transfers 31 January 2020
£ £ £ £ £
General funds 257,933 338,956 (236,571) (128,027)
232,291
Designated Fund – – – 128,000 128,000
───────── ───────── ───────── ─────────
─────────
257,933 338,956 (236,571) (27)
360,291
═════════ ═════════ ═════════ ═════════
═════════

The purpose of the designated fund is for the future development of the charity, covering areas such as fundraising, capital costs and core services.

Restricted funds

Restricted funds
At At
1 February 2020 Income Expenditure Transfers
31		 January 2021
£ £ £ £ £
Project costs 286 153,584 (141,427) 13 12,456
════ ═════════ ═════════ ════ ════════
At At
1 February 2019 Income Expenditure Transfers
31		 January 2020
£ £ £ £ £
Project costs – 137,019 (136,760) 27 286
════ ═════════ ═════════ ════ ════

Project costs: These funds were given for ongoing mentoring and boxing programmes.

Capital equipment: Funds were given for general equipment. Items over £1,500 have been capitalised. This fund represents the amount not yet depreciated.

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

24. Analysis of net assets between funds

Unrestricted Restricted Total Funds
Funds Funds 2021
£ £ £
Current assets 437,522 12,456 449,978
Creditors less than 1 year (61,201) – (61,201)
───────── ──────── ─────────
Net assets 376,321 12,456 388,777
═════════ ════════ ═════════
Unrestricted Restricted Total Funds
Funds Funds 2020
£ £ £
Current assets 468,054 286 468,340
Creditors less than 1 year (107,763) – (107,763)
───────── ──── ─────────
Net assets 360,291 286 360,577
═════════ ════ ═════════

25. Prior year adjustments

The prior year adjustment relates to a reduction of the percentage of time the Chief Executive is involved in fundraising. This has been reduced from 100% to 25% which has led to a reclassification of costs in the accounts of £21,254 between expenditure on raising funds and expenditure on charitable activities. The comparatives have been restated accordingly.

26. Analysis of changes in net debt

At
At 1 Feb 2020 Cash flows 31 Jan 2021
£ £ £
Cash at bank and in hand 458,084 (17,545)
440,539
═════════ ════════ ═════════

27. Operating lease commitments

The total future minimum lease payments under non-cancellable operating leases are as follows:

2021 2020
(restated)
£ £
Not later than 1 year 504 504
Later than 1 year and not later than 5 years 924 1,428
─────── ───────
1,428 1,932
═══════ ═══════

Jackson Nicholas Assie Limited Chartered Certified Accountants

Carney's Community

Company Limited by Guarantee

Notes to the Financial Statements (continued)

Year ended 31 January 2021

28. Related parties

George Turner, the CEO and co-founder of Carney's Community has been paid a salary of £35,000. This is paid monthly for 3.5 days work.

In addition, George has been reimbursed for travelling expenses to boxing sessions as well as coffee and meals when he met up with some of the young people who he is mentoring. In total, £157 was paid as expenses for the financial year ended 31st January 2021.

George Turner is integral to the work of Carney's as he has developed the relationship with many of the young people over the years he has worked with Wandsworth Council and other bodies who provide social work services. The board did not consider conducting a bidding process for the work undertaken by him.

Mark Reigate, Head Coach and co-founder of Carney's Community was paid a salary of £10,000 per annum. We have looked at the price of boxing coaching sessions and the fee charged by Mark is a commercial rate. No expenses were reclaimed by Mark in the financial year.

During the Year Alison Watkins has made donations of £5,000 to Carney's Community.

Jackson Nicholas Assie Limited Chartered Certified Accountants