**Company No. 07923708 Charity No. 1150650** 

## **Carney’s Community** 

**Report and Unaudited Financial Statements** 

**31 January 2022** 



**Carney’s Community** 

**Report and Unaudited Financial Statements for the y** 

**y 2022** 

||Page|
|---|---|
|Reference and administration details|2|
|Trustees’ report (incorporating the directors’ report)|3|
|Independent examiners’ report to the trustees|40|
|Statement of financial activities (incorporating income and|42|
|expenditure account)||
|Balance sheet|43|
|Statement of cash flows|44|
|Notes to the financial statements|45|



1 



**Carney’s Community** 

## **Reference and administration details for the year ended 31 January 2022** 

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 2022. 

## **Reference and administrative details** 

|**Registered charity name**|Carney’s Community||
|---|---|---|
|**Charity number**|1150650||
|**Company number**|07923708||
|**Registered office and**|30 Petworth Street||
|**operational address**|London||
||SW11 4QW||
|**Trustees**|Cyle Carth||
||Shnay Chohan||
||Lucy Davidson||
||Paul Delaney||
||Thomas Fitzgerald|(Appointed 4 March 2021)|
||Charles Gibson|Chair|
||Gregory Jones||
||Charles Sackey||
||Rebecca Smith||
||Craig Thorley||
||Alison Watkins|(Resigned 4 March 2021)|
|**Company Secretary**|Thomas Fitzgerald||
|**Senior Management Team**|George Turner - Chief Executive||
||Alice Milton-Doyle - Chief|Operating Officer|
||Mark Reigate - Head Coach||
||Alice Jhugroo - Centre Manager||
||Trung Chu – Lead Coach||
||Rory Bradshaw - Lead Youth Worker||
|**Bankers**|The Co-operative Bank||
||PO Box 250||
||Skelmersdale||
||WN8 6WT||
|**Independent examiners**|Godfrey Wilson Limited||
||Chartered accountants and statutory auditors||
||5th Floor, Mariner House||
||62 Prince Street||
||Bristol||
||BS1 4QD||



2 



**Carney’s Community** 

**Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022** 

## **Contents** 

|**Introductions**|Page|
|---|---|
|Aims and Objectives|4|
|Public Benefit|5|
|Carney’s Community Centre|5|
|Mentoring|6|
|Sports|7|
|Covid Response|9|
|Statistics|10|
|**Achievements and future plans**||
|Covid|14|
|Carney’s Community Centre|16|
|Mentoring|17|
|Education, Employability and Self Employment|19|
|Social enterprise|19|
|Counselling and mediation|23|
|Youth work|23|
|Sports|27|
|Database|30|
|Staff Team|30|
|Partnerships and joint working|32|
|Carney’s Community Profile|34|
|Funding|35|
|Financial Review|36|
|Structure, Governance and Management|37|



3 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## **Aims and Objectives** 

Carney’s Community is a registered charity (No 1150650) and Company Limited by Guarantee (No 07923708). 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: 

- Engaging more young people in positive and constructive activity; 

- Reducing offending, re-offending and Anti-Social Behaviour; 

- Improving the communication and ultimately the mobility between the different social classes; 

- Improving the employability of young people; and 

- Improving family and community cohesion. 

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 sessions (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 selfesteem.  Ultimately, we believe this combination 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. 


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**Carney’s Community** 

**Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## **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 open 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 database 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. 

This meets our objectives by: 

- Giving us a facility that helps us engage more young people in positive and constructive activities; 

- Providing a venue for employment opportunities for the ex-offenders we work with; 

- A venue for us to attract people from all social classes and therefore helping us to improve the communication and mobility between the different social classes, whilst creating community cohesion; and 

- Creating a venue to base participant led social enterprises and businesses. 


5 



**Carney’s Community** 

**Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## **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. 

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 fulltime employment elsewhere. 


6 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## 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 selfemployment 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. 

We aim to educate our participants in a variety of ways, including through our gym instructor and personal training qualifications, which we deliver on an ad hoc basis, as and when people are ready for the training and the funding is available. This year we also started our basic bike mechanic training, where we teach participants how to fix bikes, in our social enterprise “Battersea Bikes”. 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 and during our bike workshop on a Thursday evening, 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. 

7 



## **Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

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: 

- By targeting disadvantaged people and opening the sessions to all social classes and cultures this activity aims to be one that can help to connect young people and improve community cohesion; 

- The focus on engagement and participation will help young people to be part of something positive and feel empowered and ensure the sessions continue to be a success. This is done by giving them the opportunity to contribute to the sessions and other projects to help and teach others; 

- We also provide mentors/key workers for each targeted young person and help them set goals on how to improve their skills and seek the opportunity to gain qualifications, regardless of their ability. There is also the opportunity for them to become a mentor to other young people; 

- We give the opportunity for the participants to go further in the sport of boxing or get involved in other sports, e.g. football, rugby etc.; and 

- This session is often the starting point for the participant to eventually move into become one of the “Carney’s Coaches” 

## 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; and 

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. 

8 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## 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. 

## **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- 

9 



**Carney’s Community** 

**Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

changing pandemic restrictions and National Youth Agency guidance.  This involved having smaller sessions, at times only working with vulnerable under 18’s, in smaller support bubbles, maintaining social distancing rules, often with no padwork or sparring and ensuring all equipment is wiped down and deep cleaned after a group has accessed the gym. 

## **- Statistics (for Feb 2021 Jan 2022)** 

- Numbers worked with: 

   - 513 participants attended at least one session. 

   - 288 new participants were registered to Carney’s during this time. 

## • **Gender breakdown –** 

   - Male – 406 (79.14%) 

   - Female – 107 (20.86%) 

   - Self-Described – 0 

- Ethnicity breakdown: 

|**Ethnicity**|**Number**|**%**|
|---|---|---|
|Asian all (British, Bangladeshi, Chinese, Indian,<br>Pakistani, other)|19|3.70%|
|Black all(African,British,Caribbean,Other)|202|39.38%|
|Information not obtained(NOBT)|40|7.79%|
|Mixed all (White & Black African, White & Black<br>Caribbean,anyother)mixed|110|21.44%|
|White,all(British,GTR,Irish,other)|117|22.81%|
|Anyother background|25|4.88%|
|**Total**|**513**|**100%**|



- Age breakdown: 

|ge breakdown:|||
|---|---|---|
|**Age group**|**Number**|**%**|
|10 and under|44|8.57|
|11 to 16|200|39.01|
|17 to 18|76|14.81|
|19 to 25|96|18.71|
|26plus|97|18.90|
|Not specified|0|0|
|**Total**|**513**|**100%**|



- Numbers at risk – 326 (63.55%) of these had identified and admitted (on referral) to having risk factors, related to either offending or some other disadvantaged background. 

10 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

|•<br>Activities and numbers engaged:<br>**All activities**<br>Boxing<br>Mentoring& keyworking<br>Youth club(Chill Out)<br>Virtual Cookingsessions<br>Battersea Bike sessions<br>Outreach<br>Other youth activities (workshops, User<br>committee,summerprogram)<br>**Totals**||||
|---|---|---|---|
||**no. engaged**<br>**in**|**no. of**<br>**sessions**<br>**offered**|**no. of**<br>**contact**<br>**hours**|
||347|341|385:00|
||288|3290|4423:44|
||112|65|70|
||20|23|46:30|
||67|47|140:30|
||42|40|118:30|
||81|94|244:30|
|||**3900**|**5428:44**|



|**Boxing breakdown**|**No. of**<br>**sessions**|**No. of hours**<br>**offered**|
|---|---|---|
|Covid Monday Support Group|12|18:00|
|Covid Tuesday Support Group|10|15:30|
|Covid Wednesday Support Group|12|17:30|
|Covid Friday Support Group|11|16:30|
|CCC Monday U18's|68|68:30|
|CCC Monday O18's|31|31:00|
|CCC Wednesday U18's|73|73:30|
|CCC Wednesday O18's|34|34:00|
|CCC Friday U18’s|37|52:30|
|CCC Tuesday O18’s|5|7:30|
|CCC Thursday O18’s|5|7:30|
|Saturday Social Enterprise Session|33|33:00|
|Tuesday Social Enterprise Session|31|31:00|
|Thursday Social enterprise|32|32:00|
|Get Fit Fast|42|42:00|
|One off boxing fitness sessions for special events -|1|1:00|
|**TOTAL boxing sessions run in this period -**|**437**||



11 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

- Mentoring and key work: 

|**Mentoring / key working & risk factors**|**Mentoring / key working & risk factors**|**Number**|**Number**||**%**|
|---|---|---|---|---|---|
|mentored / key worked||288|||56.14%|
|of which have one or more risk factors||204|||70.83%|
|**_breakdown of risk factors (each participant can have more than 1)_**||||||
|criminal risk factors||177|||86.76%|
|learning difficulty / disability and / or physical disability||108|||52.94%|
|||||||
|**Mentoring/key work hours breakdown**|**no. of**<br>**participants**||**no. of**<br>**sessions**||**no. of**<br>**hours**|
|How many key worked on a one-to-one basis|143||1586||1874:20|
|How many engaged in mentoring|213||1704||2549:25|
|How many hours engagement for those key<br>worked|||||**6322:45**|



- How many achieved recorded outcomes – Our participants achieved **525** 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) 

   - 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|39|
|Health & Fitness|160|
|Positive and Constructive Activities|133|
|Volunteering|4|
|Gaining a Qualification|13|
|Paid Employment|17|
|Improved Confidence and Self-Esteem|54|
|Increased Engagement with other Services|3|
|Gained an award|13|
|Housing|2|
|Learned a new skill|13|
|Improved communication & engagement|72|
|**Total of recorded outcomes**|**525**|



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**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

- In questionnaires during the year, we found that: 

61% have better relationships with their families and 73% have better relationships with their peers 

71% say their feelings of anger have reduced 

83% now make better use of their time 

80% of young people told us they now have someone they trust to go to, if they need help 

80% of young people feel more confident after coming to Carney's sessions 

71% feel better about themselves and their future 

- Young people told us: 

”Boxing at Carneys has immensely improved my happiness. It is a great place to attend when feeling good and bad. I really do appreciate everyone here.” 

”Carney’s is the best. I've learned a lot, like how to be more responsible and also become more positive. Thank you very much everyone.” 

”When I first came I was shy as anything and now I'll talk to anyone who walks in the door.” 

“My confidence has grown big. At primary school I wasn't happy and I got angry a lot for no reason. Now I like boxing and punching stuff. It's improving my self-esteem and I can do anything and laugh about it. I don't get angry like before.” 

”Carney’s helps me push through barriers when I think ‘I can't do that’.” 

”They get so much positive feedback and encouragement." (from a parent) 

“Increased my mental health – determination to come here and commit.” 

“I supervised ‘O’ running a small group session on his own. He did exactly as planned. ‘O’ showed confidence and the ability to teach others what he has been taught." (from the Lead Coach) 

“It’s given me something to look up to and work towards in future.” 

“Carney’s has helped me deal with anxiety about my GCSEs.” 

- Professionals who work closely with Carney’s and our participants told us: 

”The work they undertake is invaluable to young people as evidenced by the number of young people regularly attending. They are treated with respect and are also given food in youth club sessions – which they may not have at home. Mentoring support is also beneficial and improves their life chances.” 

”It is caring and nurturing environment. I find Carney’s to be an environment where they can meet with adult males who are positive role models. It’s a place where the young person can complete their YOT Order in a safe space, in their own neighbourhood, ensuring their safety and encouraging engagement.” 

- Knife crime – Having lost numerous participants to knife crime over previous years, we focused a lot of our work on tackling knife crime.  We have also continued to support some of the families of those that have been murdered or injured via both knife and gun crime.” 

13 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

We continue to be involved in a number of anti-knife crime initiatives, such as being a key member of the Knife crime Forum and the community representative for the GOLD group meetings. 

We commissioned the mural, below, outside the Centre, that was co-designed by our young people and the architects and designers at ‘Poor Collective’. The young people were very involved in its installation, designing and then helping paint it.  They also requested to have it include two boxing gloves with the names of two of our participants who were murdered last year. 


## **Achievements for the year and future plans** 

## **COVID 19** 

At the beginning of 2021 it was a common belief that this was the year for us moving away from the Covid pandemic and the restrictions that came with it.  Unfortunately, this was not the case.  Instead, we had to compete with ever changing levels of infection and a variety of restrictions and rules set by the government. We managed to navigate our way through it without having to close, but we did have to change the way we delivered our sessions, to ensure we worked within the restrictions.  In doing so, it was helpful being able to rely on guidance from both the National Youth Agency and England Boxing. 


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**Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## **Carney’s Community** 

Initially this meant trying to keep the centre as Covid safe as possible, so doing track and trace with 

participants registering in with 

their names and phone numbers. There was no drop-in youth club or fit and fed, instead we did food deliveries and boxing, where the rules were coaches wiping down all equipment after use and encouraging participants to clean up after themselves. All boxing gloves used at Carneys received an anti-bacterial spray down and were quarantined for 72 hours before re-use and coaches wore face masks or visors.  We then made adjustments each time the risk level changed, with one of our 

example roadmaps out of the pandemic as seen here (we had to amend a number of times due to changes in risk levels).  So, for example, early in the year we ran core boxing sessions in smaller groups. From April we ran 6 boxing sessions per week with maximum 15 young people per session, within restrictions. In July this increased to 24/ session and number restrictions were lifted in autumn. 


The reduced numbers meant we could give more attention to these young people in sessions, which was positive for understanding what was going on in their lives and giving them support. However, we know that other young people missed out on coming during that time and we weren't able to take on new referrals for the first part of the year. 

Being able to stay open and continue running our activities has been a major achievement this year. Staff have been flexible and adjusted to changing restrictions, and young people continued coming to and valuing 

15 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

our sessions even when they had to stay in strict groups, wear masks and move around in a regimented way. 

We've seen the value of our work to these young people and how much they've needed somewhere to go, which is not home or school where things are often difficult for them. 

## **Carney’s Community Centre** 

Whilst our sessions were still being limited at the beginning of the year (due to the pandemic) we remained open from Monday to Friday and often on the weekend, either delivering boxing sessions, or providing food for those most in need.  Each time the restriction level was changed, we ensured we fully risk assessed the building and ensured our building was covid secure, using advice and guidance from both the National Youth Agency and Sport England. 

As, soon as restrictions allowed all sessions to return, we were back to being open 7 days a week, providing a combination of boxing fitness sessions, youth work, fit and fed, yoga, bike workshops and drop in, whilst also acting as an office for staff and a business address for various social enterprises we support. 

## Building work 

Due to the condition of the building, we had numerous plans for improvements we could make and saw the quieter period of the pandemic as a good time to make these improvements.  So, we had a number of interrelated projects planned over this year, for redevelopment of the centre, including the roof, development of the downstairs kitchen, asbestos removal and work being done under the insurance claim (from flooding). This has created complexity due to cost, timings and our need to use the centre while work is being done. In particular, the need to do demolition surveys each time some structural work is done, took time and could have led to some delays in the work being done, but fortunately no asbestos was found. 

In the previous year we had some severe flooding due to both the drainage at the centre and our roof leaking. This was our hardest task to deal with as the roof was incredibly expensive, so we had to wait for funding and planning permission to put a new one in. We had to fund the flood damage repairs and eventually got them fixed. The extent of the flooding included: 

- Girls’ bathroom flooded, there was lots of sewage water coming out of the manhole; to resolve the issue we got the drain jetted; 

- Bike workshop experienced flooding from the manhole and pipes, there was sand in the pipes which is thought to have caused the blockage.  We have now had the drain jetted and the roofing company have agreed to pay the bill; 

- Back storage room – the manhole and ceiling were leaking, the manhole was jetted, and the issue now appears resolved; 

- The gym flooded twice, there were leaks coming out of the ceiling, pipes and sink in the kitchen. The roof outlet was cleared, and the manhole was jetted; and 

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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

- Ground floor kitchen had severe flooding this week from the sinks, the drains have now been jetted; this was caused by grease and insufficient drainage. 

However, before the end of the year we had a new roof fitted (part funded by the April Trust and part funded through our reserves).  We also had the guttering and drainage cleared and a local plumbing service fitted non return valves for free, which made a huge difference.  This meant that once restrictions lifted, we were able to make full use of the whole of the building. 

## **Mentoring (one to one)** 

## Key work 

When the pandemic struck, we reduced our key work and instead increased the number of activities we could provide, such as virtual sessions, more boxing sessions (but working with smaller groups and more food provision).  So as things eased up with the restrictions, we decided to carry on with those activities, that were being well attended.  We also lost a number of staff, due to them getting full time employment elsewhere. So, with less staff and more activities, this meant we had to look at how best to use our resources.  Initially we reduced some of the food provision, as we were aware of other charities that were doing this, and we were able to refer participants on.  We were then able to step back up the key work, but it was clear the pandemic had increased the demand. 

With restrictions easing and more young people being allowed out in groups, we saw an increase in youth violence, affecting many of our participants.  The results were that many were arrested, some were stabbed, and one even targeted at the memorial of a friend who was shot (the participant was run over with the occupants then attempting to stab him but being scared off by members of the public).  We also had to deal with a lot of emotional health issues, that were either caused or amplified by the pandemic.  Being able to offer these participants some consistency, and the fact our key workers also supported many of them during the lockdowns, meant that we were able to engage them well.  However, all other services seemed pretty stretched, so we often found ourselves having to help participants deal with their mental health.  This was difficult, in not having any key workers with vast mental health experience, but what did help was having access to the YOT CAMHS psychologist, who was very forthcoming in advising us on the best ways to deal with some of these issues. 

Last year we set a target of being able to provide over 40 hours of support to at least 4 key worked participants and for 20 of them to have accessed 100 hours of contact support.  We achieved these targets and key worked 144 participants in total, 42 of them receiving a minimum of 40 hours each and 22 of them receiving over 100 hours of contact support. 

This demonstrates that we are key working a variety of participants, some of whom need intense support (over 100 hours throughout the year) with others needing more light touch interventions.  There were also some that started their key work support but were at the pre-contemplation stage, so dropped off soon after starting.   With these participants, our previous work shows that they often come back for support when they 

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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

have gotten to their contemplation stage in the theory of change, so our hope is that we will carry on supporting them in the future.  In total we provided 1874:20 hours of key work, which is an 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. 

With the increased demand, our aim for the coming year was to develop our key work support.  After brainstorming with the management team, we decided to create a new role for our lead youth worker, as Head of youth services.  We then planned on employing a new lead youth worker and allow the Head of youth services to manage and develop our key work.  We started applying for funding for this new job role, but in November our Lead youth worker had to leave Carney’s for personal reasons.  We were still committed to develop our key work program, but restructured again and created two roles, separating the youth work and key work (Lead Youth worker and Lead Key worker).  We are currently advertising for these and hope to fill the vacancies soon.  Once we have the lead key worker in position, we will re-launch the key work program, bring back our review system alongside our rag ratings of participants, whilst assessing where they are at, on the cycle of change. 

## _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 database that all staff have access to.  The work done with ex-participant staff is always challenging, as it is often their first job and we have to change the dynamics of mentor and participant, to that of employer and employee.  However, we have been able to really help develop some of the staff, with training, close supervision and access to counselling.  We have had successes where some have moved onto bigger and better jobs but have also unfortunately had some challenges, where we had to let some go. 

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 with at least half of those getting over 100 hours of total contact (key work and group sessions).  It is also to re-launch our key work program, go back to RAG rating and hold more reviews with our lead keyworker. 

## Activity based mentoring 

We normally provide our mentoring as an add on to our group sessions, by having mentors involved in the sessions, but due to restrictions on numbers allowed in the gym and youth club, we often only had minimal staff numbers, which obviously reduced the number of mentors we could use.  However, we were able to 

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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

support 213 participants by providing 2549 hours of mentoring support, which was a large increase on last year. 

Part of this has come about because we are running more boxing sessions, but our new outreach program has also helped us to provide mentoring to participants in a space where they feel comfortable. 

This led to us supporting a further 42 participants with 40 outreach sessions and most importantly it meant we got access to some of the more marginalised young people who struggle with structured sessions. 

Initially we had planned to stop the outreach once we were allowed to have more staff in the group sessions, but due to the successes and some ongoing issues out in the community, we decided to carry it on and liaise with the council and police around hot spot areas for crime and Anti-Social Behaviour. 

Next year we will continue the outreach and potentially increase it from 1-2 days a week. 

## **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 17 young people into new employment and 39 gained recorded outcomes in education/training with a further 13 gaining new qualifications, directly through Carney’s Community, such as our gym instructor level 2 and 3 and the boxing tutor award. 

We continue to work closely with employers who are sympathetic to the backgrounds of our participants, such as Battersea Power Station, Feel Good Bakery and Balham Leisure Centre, who have provided a combination of training, work experience and paid work.  We aim to continue to develop these relationships, in order to increase the opportunities to our participants. 

Our relationship with local schools has improved over the last year, with some students actually receiving their education off-site, at our centre.  Other ways in which we work with schools is through our direct one to one work (which often involves participants schools), by taking referrals, providing a joint package of support to participants, accepting students on work experience and by delivering boxing and yoga sessions to those at risk of exclusion. 

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 enterprise** 

## 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.  Whilst we have 


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## **Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report)** ~~**for the year ended 31 January 2022 (continued)**~~ 

struggled with low staff numbers, we have been able to maintain our client group for our core clients, such as one to one’s, drop in boxing and Power of Boxing (POB). 

Together, the coaches have managed to deliver 96 group drop in boxing fitness sessions, with a number of them also delivering one to one personal training sessions, alongside over 100 Power of Boxing sessions. 

When evaluating the service we provide, the feedback was all positive, with some customers stating: 

- "It's the only gym worth spending money on! Great value, great trainers, great fitness - couldn't recommend it more!" 

- "Quality, professionalism, fun and suffering (I meant great training!), if you like sports but get bored in a gym come try Power of Boxing's classes! The coaches are patient and understanding; they are always ready to help and encourage but also know how to push you beyond your limits, where you can surpass yourself. With them you will learn a lot in little time. I encourage anyone thinking about trying POB to come, even if you don't know anyone, from the first day you feel welcomed! The atmosphere at Power of Boxing is amazing: and truth is you train much better with such an environment. Also love the variety of exercises and schedules. Again, do not think about twice it if you want to try something new, this is your place. Highly recommended!!!" 

- "Hardest/best workout I've done. Highly recommend!" 

- "One of my favourite fitness classes in London. The classes are intense and challenging, but the trainers do a great job at making it enjoyable as well. You definitely get your money's worth in the hour. Highly recommend." 

- "Have been coming here for quite a while and the experience is great. Trainers are professional and lessons are just fun. Highly recommend.” 

## Music Studio 

We closed the studio down during the first lockdown and have kept it closed since then.  This is partly down to the fact that the music studio is a small, confined space, with no air flow, but also because we have now had our studio engineer move onto a new role.   Our plan is to re-open the studio and potentially have it as a creative studio that contains podcast setup (mixer and mics), cameras setup to record and stream, music production desks, sound engineering area with synthesisers and drum machines etc. This would be in addition to the recording booth we already have in there, for anyone who wants to record vocals. 

We have been in conversation with numerous people/organisations, that may be able to assist in this.  We hope to get it back up and running later this year. 

## Good Guys Decorating 

Good Guys Decorating is a separate and independent business, which Carney's has supported over the years with storage space for materials, and mentoring for the founders. In return the company offers 

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**Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

support to young participants at Carney's and opportunities for young people to have their bedrooms decorated as part of their CSR work. Like many businesses, Good Guys has struggled over the past couple of years and Cyle (the co-founder), has been faced with many challenges.  However, business has started to pick up for Good Guys who are now getting regular work again.  This has been helped by yet more good publicity.  The quality of their give back jobs has also improved, thanks to their new sponsorship deal with “Very”.  Another benefit of the “Very” sponsorship means that they can now offer paid work experience to Carney’s 

participants for the give back jobs. The first person they did that with was a 15-year-old who has been refusing education for 3 years and who has been through significant trauma.  Good Guys paid for a cab to pick him up and bring him to the job and then paid him £50 per day.  Not only this, but through the interaction with Cyle, the young man felt motivated to get back into education, so he can go to college and get a painting and decorating qualification.  He contacted me straight away to ask if I could help and I have never seen him so animated! 

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. 

## Battersea Bikes 

Having had a small period of closing (due to the pandemic) Battersea Bikes went into their second year with a new bike mechanic (Dinky).  Whilst the Thursday sessions, that we run for young people to get 

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## **Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

involved with Battersea Bikes, was always well attended, Dinky and Rory felt that there were too many young people working on the bikes, without learning enough about them.  So, they changed up the way the Thursday sessions have been delivered.  Instead of having the sessions available to customers each week, we now run a drop in youth club for all participants on a Thursday evening and have a rota of young people who actually want to learn about bike maintenance.  6 people are chosen each week to have more intense training sessions and once they have completed 6 of these sessions, they are tested and if they demonstrate they have picked up the necessary knowledge and skills, they are rewarded with a bike.  They 


are then also the only young people allowed to deal with customers.  Those who have earned a bike have been immensely proud and happy to have earned a bike and now arrive to the bike and boxing sessions on their new sets of wheels, some even wearing their helmet too! 

We also got some great publicity when Battersea Bikes was featured in GQ magazine last month.  Rory had organised this through a friend of his and the story covered the positive impact of the “bike life” movement and included photos of participants and an interview with Rory. 

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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 


## **Counselling and mediation** 

We continue to access pro bono counselling and family mediation from Turner Johnson mediation but have also now formed a link with Mind works UK, who have provided counselling support to both staff members and participants.  We're increasingly aware of the impact of secondary trauma on our team members, especially for staff who have come from difficult backgrounds themselves. Dealing with some of the difficult problems our young people face can be triggering for staff, and we need to provide additional support for this. We are looking into providing clinical supervision which will allow space for key work staff to talk about these issues and to get help to manage their own responses and the work going forward. We are currently fundraising for money to provide this support.  We also aim to try and access mediation and conflict resolution training for the whole staff team. 

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 to try and meet the ever-increasing demand for emotional health support. 

## **Youth work** 

Whilst the restrictions were in place, we had to pause youth drop-in but continued providing meals following workouts for participants. We restarted the youth club (as soon as the NYA allowed it) which was popular 


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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

and enabled us to get back in contact with young people who don't come to boxing sessions. 

In order to be able to offer this provision to more young people (there were still limitations on numbers allowed in the building) we split the youth club sessions into two sessions each day. 

This meant we had 11-14 year olds in from 6-7pm and 15-17 year olds in from 7-8pm.  These groups have become ‘open door’ to allow not only those who commit to boxing sessions to participate, but anyone who would benefit from the sessions (when the numbers hit the restriction limit, we would further separate the groups and have some young people outside, with staff supervising them).  This has helped us to attract some of the ‘harder to reach’ young people into the centre, though increasing engagement with this target group remains a priority of the youth work going forward. 

Throughout the year we also did numerous youth work trips and activities, such as go-karting, sprint training, cooking, mountain biking, water parks and much more.  Many of these activities were delivered alongside Battersea Youth, a consortium (of which we are a founding member) of youth clubs in Battersea, that work together in both delivery and fundraising. 


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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 


## Outreach 

We started outreach as a replacement of the youth club, so that staff were still able to meet with our target group and continue offering support when it was needed.  However, when we were able to start the youth club back up, we decided to continue the outreach as well.  This was due to us seeing the benefit of seeing the young people in their own setting, but also because there was a sudden increase in youth violence once restrictions were lifted, so there was a demand for having staff out in the community, to help diffuse situations and encourage young people to access the support available.  We worked closely with the local authority and police to ensure we were targeting the highest risk areas.  Our aim is to continue and potentially increase the amount of outreach we deliver. 

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**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## Feeding project/Fit and Fed 

As we moved away from the various lock down restrictions, we liaised with the Wandsworth Food Partnership and found that there were still numerous partners delivering food care packages, so we decided to revert back to our Fit and Fed program, where we provide free, healthy and nutritious meals to any participants attending the centre, whilst referring any participants/families in need of food being delivered to one of the many partners providing this service. 

In hand with this, we also continued Cook out Covid (where we delivered ingredients to participants, and then taught them how to turn it into a meal, via zoom) until September, when we held a celebration event for the young people and families to meet each other at a meal put on by Carney’s.  One of the real successes of this was when 2 of the participants (aged 14 and 15) cooked all the food for Fit and Fed for 2 weeks in a row, feeding around 80 young people stew chicken, pepper steak, plantain and Mac cheese.  They also entered into a “come dine with me” event with a number of other youth provisions and won awards for creativity and taste. 


Our aim is to continue these youth work activities and to employ a dedicated lead youth work, to lead on this. 

## Carney’s Conversation 

Last year 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.  Whilst things have slowed down with this, we have continued to do interviews as and when we come across people with interesting content and this year managed to get an interview with “Professor Green”, which proved very popular. 

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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## Structural Racism 

With the George Floyd murder and the Black Lives Matter movement in 2020, we committed to continue working on challenging structural and systemic racism. This was done in many ways and is ongoing work, but our most notable project was when we were asked by the local authority’s Vulnerable Adolescent Group to host a Zoom meeting, with a group of participants who had experienced disproportionality and racism, and some members of senior management from the local authority, police, education and Clinical Commissioning Group. The young people had some harrowing stories but represented themselves well and the results were presented to the local authority and all of the borough’s secondary schools. 

We also got a group of key worked participants, with lived experience, to attend a meeting with our local MP on Tuesday 25th May (the anniversary of the George Floyd murder) for a discussion on racism, which we also tied in with the Battersea Alliances Youth Voice work. 

## **Sports** 

## Universal Boxing fitness sessions 

We started the year with the 3[rd] lockdown, which meant we were not allowed to hold any group adult boxing fitness sessions.  However, we were still able to support vulnerable children with the following restrictions: 

- All participants attending have to be deemed as vulnerable and have to be specifically invited by Carney’s; 

- They can attend as a support group, which has to be a maximum of 15 young people that are also deemed of as vulnerable; 

- We are maintaining social distancing rules; 

- We also separate each support group into 3 smaller support bubbles to prevent us risking losing all coaches if on member of the group tests positive; 

- All equipment is wiped down and deep cleaned after a group has accessed the gym; 

- No pad work, sparring or other contact exercises are allowed; and 

- We can also do one-to-one sessions, with the same rules as above 

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**Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 


So, we ran the sessions every Monday, Tuesday, Wednesday and Friday, from 5-6:30pm (followed by a shortened Fit and Fed session). The sessions were very popular with the numbers wanting to attend being far higher than the restrictions allowed us to have in the building. Initially we remedied this by taking the participants to Battersea Park and we had numerous groups in the open.  However, the weather proved difficult on occasions, so we decided to split the sessions, so that we have 11-14yrs old attending from 5- 6pm and 15 to 17yrs old from 6-7pm every Monday and Wednesday. 

By May we were then allowed to start working with groups of adults and delivered these sessions every Monday and Wednesday from 7-8pm. 

Each year we try and train up a next generation of coaches, made up of people that attend our sessions.  This year, ten of those participants successfully completed the Boxing tutor award, with England Boxing, giving them a potential employment opportunity for the future. Three of our participants are now taking their boxing training further by training at Fitzroy Lodge, a professional boxing centre, affiliated with England Boxing.   Some of those that passed the course said: 


"I like coming here for every session I can, even though I have to travel far. It helps that it’s free." 

"Made me improve my stamina, I'm stronger and have more muscles. I can do push ups now." 

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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

"I begged my mum to bring me here. I wanted to try something new and get out the house more. This has inspired me, now I do morning fitness at school, and come here 4 times a week." 

"At my school I'm best at boxing. At school I teach people boxing and now I don't get trouble at school. I don't get bullied anymore." 

"We go here a couple of times a week and exercise and get away from the computer screen." 

"My mum took me to the doctors before because my weight was out of control. Now I've lost 8kg. It's helped me get a girlfriend. It's also helped me with other sports." 

"I don’t smoke anymore, working out makes me want to be more healthy." 

We also continued our under 11 “Get Fit Fast” boxing session, engaging 44 young people, many of whom aim to progress onto the Monday and Wednesday sessions, when they hit the right age. 

In total we delivered 437 boxing sessions, engaging 347 participants. 

## Targeted boxing sessions 

Each year we also try to deliver boxing sessions targeted at specific groups, with the aim of engaging them and then progressing them to the universal sessions.  Generally, we do this with schools, specifically Pupil Referral Units (PRUs) and groups who are on the edge of exclusion from mainstream.   This 


reduced massively due to schools being closed or having restricted access.  However, we did work with the council’s Evolve team (who work with those involved in child criminal and sexual exploitation) where we worked with a number of young women (many of whom had been impacted by gangs, violence and exploitation), alongside the council’s “Evolve” team.  We helped them complete an 8 week boxing and personal development program, whilst also providing them with food.  There was a lot of positive feedback from the young women and the Evolve team and some even went on to qualify as a boxing tutor. 

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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## Gymnasium 

One notable success this year was the introduction of the new gym session we have been running with an exclusive gym in Southside called Gymnasium. The young people attending have received high level coaching for strength and conditioning training as well as felt a greater sense of worth from being included in a space they would not usually be able to access. 

## One-off events and festivals 

The pandemic stopped us from delivering our usual events and festivals but we hope to start these back up next year. 

## **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. 

## **Staff team** 

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

Whilst our staff attendance was definitely impacted by covid (people either testing positive or being in close proximity to others who tested positive), they stayed upbeat and demonstrated as much positivity as possible, for the sake of the team and the 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 developing them professionally and emotionally. 


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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

So, we looked into training and other opportunities for them to develop and met with the Council’s lifelong learning team who, alongside Carney’s, delivered a 10 week mentoring course, which all 11 of the staff who started it, successfully completed and received their level 1 mentoring qualification.  We then funded the Anna Freud centre to deliver AMBIT training (which focused on helping the staff to understand and support both our young people and each other).  Following this, we then funded a 12 month supervision package that has been going really well.  Throughout the year we then offered regular training on policies, during our team meetings; Adverse Childhood Experiences (ACEs); Inclusivity and First Aid.  Our plan for the coming year is to upskill the staff with IT training and to get our management team onto project management training. 

As well as training, we wanted to help motivate our staff ensure they were also being the “best they can be”. So, we introduced a staff awards program and started an appraisal system for the casual staff (permanent staff were already getting appraised).  We found this really helped both them and us recognise their strengths and areas they needed to develop. 

With regards to our management team, we began the year with a strategy to move our Lead Youth worker into a new role as Head of Youth services, to oversee all youth work and develop a new Key work program. However, towards the end of the year our Lead youth Worker, Rory, handed his notice in, which was a huge blow.  He had numerous reasons, with a main one being the struggle to afford living in London. This meant we had to rethink how we planned to move forward. So, after much thought and planning we felt that overseeing both youth work and key work was too big a job and whilst there will always be a connection as participants move from being key worked, to accessing the youth work offer (and vice versa), we would separate the two programs so the lead worker can focus completely on either key work or youth work, and came up with two roles which we have recently recruited to. 

We also had some sad news with regards to one of our team members when, on 11[th] February, we sadly lost one of our volunteer coaches to cancer. Dahmane was in his late 30’s and was diagnosed with blood cancer two years ago.  He beat the cancer then, but it came back during the first lockdown, and he passed away in the hostel he was staying at on the 11th of February. He will be greatly missed, and we now have a picture of him looking over our ring, so he can continue to keep an eye on the sparring. 


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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## **Partnerships and joint working** 

We have always been clear that partnership work to be essential, in order for us to provide a truly holistic support package to out participants.  With the pandemic and cost of living increasing, this is more relevant than ever. 

- We continue to be a member of London Youth where we link in with their youth violence network and also access training opportunities and funding. 

- We continue to work closely with both the Youth Offending team (YOT) and Probation. We take numerous referrals from them and host a number of their clients for reparation, be it in the gym, kitchen or bike workshop.  We also host many of the Youth Offending Team Client meetings, due to the young people struggling to get their Tooting site. 

- Our strongest partnership remains with our parent boxing club, Fitzroy Lodge Amateur Boxing Club, and we continue to refer those that want to box competitively onto them.  We hope to have a number of those we have referred to them compete in the coming year. 

- We are a founding member of The Battersea Alliance, made up of Big Local SW11, Caius House, Carney’s Community, Katherine Low Settlement, Providence House, St Peter’s Church Battersea. Our aim is to mobilise volunteers and work with local community groups to address health and wellbeing, particularly, loneliness, depression and anxiety in Battersea.  We have played a key role in creating and overseeing the Battersea Youth Voice Co-ordinator role and have also held a training session, for other Battersea based charities, in mentoring and the criminal justice system.  We also played a lead role in the annual Battersea Together event.  The fourth in a series of partnership development and networking events building coalitions and communities of place and interest in Battersea; attended by 70 people ‘live’ plus 20 ‘online’. 

- We work closely with many departments at Wandsworth Council and sit on their knife crime forum, MARVE panel and Vulnerable Adolescent Group.  Not only does this help ensure we are up to date with what is going on in the borough and are aware of who is most in need of our support, but it also allows us the opportunity to influence the direction the council is moving in when it comes to working with vulnerable young people.  This is evidenced by the disproportionality work we presented to their management committee. 

- On our final session before Christmas, with the help from Nike, Mercedes, Lululemon, Boxraw, Liberty Christian Ministries and Katherine Low Settlement, we were able to provide our participants with a Christmas meal and gifts including clothing, workout equipment and Christmas Hampers containing a Christmas meal. 

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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 


- Since stating our bike project, we have managed to forge good links with both Mafia Bikes (who have provided funding, equipment and training opportunities) and Bike Stormz.  We plan to maintain these relationships and continue to support the “bikelife” movement. 

- We continue to work with Mindworks UK, who provide affordable counselling and have supported both staff and participants at times when they have been struggling with their mental health. 

- We have always worked closely with Aim High and this year hosted their weekly meetings and also their Level Up celebration event (in partnership with Responsible Business Initiative for Justice and Bird Line media), which showcased the achievements of a number of young entrepreneurs that have worked with AIM High and Carney’s to overcome numerous barriers and become a huge success. 

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## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

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: 

- SW Londoner did a piece on Carney’s, focussing on the government’s lack of support for amateur boxing during the pandemic, and can be found here https://www.swlondoner.co.uk/sport/01022021-battersea-boxing-gym-calls-out-lack-of-governmentlockdown-support 


- We won the Community Impact Award at the London Sports Awards, in association with GameDay at the Guildhall for our trailblazing work, transforming countless lives through the power of sport (particularly during the period of the pandemic).  We also got a letter from Sadiq Khan, congratulating us on our win.  Prior to the ceremony, London Sport came and did this short video on us 

= https://www.youtube.com/watch?v 8qs9xTrqH3o 

34 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

- Our brilliant photographer, Nick Cornwall, put together this video of some of his photos over the last year https://www.youtube.com/watch?v=c-er1IVRNZU 

The accompanying sounds were also all recorded at Carney’s and turned into a beat. 

- We appeared on BBC London Radio’s Vanessa Feltz show, discussing knife crime, youth violence and the impact that pandemic has had.  It can be found here https://www.bbc.co.uk/programmes/p095cm8x 

- We were presented with an award for our work during the pandemic by Wandsworth council and now have our name on the Wandsworth role of honour. 

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. 


## **Funding** 

As London continued to feel the effects of lockdowns and ongoing covid precautions, our fundraising was also impacted by these restrictions to activity. Again, little community fundraising was able to take place, in the form of sponsored events, although we are grateful to Alice Ward, The Willow Nursery and Mark Nicholls who collectively raised over £5,400 from sponsored events during the year. Social enterprise sessions were again limited and income didn’t recover as we had hoped during the year, due to further lockdowns and restrictions, so income from this stream remained well below average. 

Income from grants and donations reached £337,087, which is lower than the previous year, however income from charitable activities rose significantly to £46,827. Overall, there was a drop in income of £15,081 from the previous year. 

We would like to thank all of our generous funders, detailed on page 49. Many of these donors support our work year after year and without them we couldn’t do what we do to support disadvantaged young people in London. Some highlights from fundraising activity this year include: 

- Appeals with the Big Give and Childhood Trust raised a total of £40,140; 

- IGY Foundation donated £50,000 and Laureus Sport for Good supported us once again with £25,000; 

- • The April Trust donated £17,758 towards the cost of the new gym roof; 

- We received £29,035 from lululemon to paint the gym and install air conditioning in the building; and 

35 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

- City Bridge Trust extended our grant for a further 2 years to support our core work with young offenders and those at risk of offending. 

Our goals for the coming year, are to rebuild our income levels from social enterprises and community fundraising to pre-pandemic levels, and to continue to develop our relationships with grant-making trusts and foundations. We are fundraising to support the development of our long term keywork support, the intensive work with the most vulnerable young people, which is more important than ever as we realise the impact on our young people of this unprecedented period of human history. 

## **Financial Review** 

In a challenging economic environment Carney’s continues to expand its outreach to participants. The centre is the source of much activity and is returning to the busy hub for engaging our target group. We remain indebted to the Wand trustees for continuing to afford us the opportunity to occupy this space on a “peppercorn” basis, estimated at £30,000 yearly. We are also thankful for our ongoing relationship with The Power of Boxing as well as key organisations mentioned in the Funding section of this report. 

The total income for the year was £384k, a reduction of 4% on the previous year when we benefitted from a lot of emergency funding at the start of the covid crisis. Of this, unrestricted income was £240k. Our income from charitable activities increased significantly to £47K as covid restrictions lifted and we were able to increase boxing sessions. Our expectation is this will continue to grow as we support the expansion of social enterprises. 

Expenditure for the year increased to £490k with continued improvement works on the centre including £45k spent on the new gym roof, part of which came from reserves which were relatively high after three years of surpluses. Trustees decided to allocate a portion of reserves for this purpose to enable this urgent work to be done as flooding caused by the roof issues were having an impact on safety and continuity of sessions at Carney’s. 

Expenditure on raising charitable funds stayed much the same at £29,298 and spending on charitable activities increased by 19% to £461,180. 

The unrestricted reserves at 31 January 2022 were £302k which is a decrease of £103k on the previous year. 

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. 

36 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

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 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 aim to hold reserves at a level between 10-12 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 budgeted expenditure for the year ended 31st January 2023 is £419k, the guide level of reserves is between £349k and £419k. At the year end the unrestricted reserves stood at £302k, i.e. 9 months of expenditure, therefore, falling just short of the target, but still 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 £55,000 to secure the charity's future fundraising capacity, £7,000 for IT infrastructure and £5,000 for building repairs. The current designated funds total is therefore £67,000. 

## **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 members 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 23 to the accounts. 


37 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

## Organisational Structure 

Carney’s Community has a Management Committee who meet on a quarterly basis and are responsible for the strategic direction and policy of the charity. At present the Committee has 10 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. 

## **Statement of responsibilities of the trustees** 

The trustees (who are also directors of the charity for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). 

Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that period. In preparing those financial statements the trustees are required to: 

- select suitable accounting policies and then apply them consistently; 

- 

   - observe the methods and principles in the Charities SORP; 

- 

   - make judgements and accounting estimates that are reasonable and prudent; 

- state whether applicable UK accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements; and; 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. 

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006. The trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. 


38 



**Carney’s Community** 

## **Trustees’ report (incorporating the directors’ report) for the year ended 31 January 2022 (continued)** 

Members of the charity guarantee to contribute an amount not exceeding £10 to the assets of the charity in the event of winding up. The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity. 

## **Small company provisions** 

This report has been prepared in accordance with the provisions applicable to companies entitled to the small companies’ exemption. 

Godfrey Wilson Limited were appointed as independent examiners to the charitable company during the year and have expressed their willingness to continue in that capacity. 

The trustees' annual report was approved on 7 October 2022 and signed on behalf of the board of trustees by: 

## Charles Gibson 

**Charles Gibson Trustee** 

**Thomas Fitzgerald Trustee** 

39 



**Carney’s Community** 

## **Independent Examiner’s Report to the Trustees of Carney’s Community for the year ended 31st January 2022** 

I report to the trustees on my examination of the accounts of Carney’s Community (the charitable company) for the year ended 31 January 2022 which are set out on pages 42 to 58. 

## **Responsibilities and basis of the report** 

As the trustees of the charitable company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’). 

Having satisfied myself that the accounts of the charitable company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charitable company's accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act. 

## **Independent examiner’s statement** 

Since the charitable company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales (ICAEW), which is one of the listed bodies. 

Godfrey Wilson Limited also provides bookkeeping/payroll services to the charitable company. I confirm that as a member of the ICAEW I am subject to the FRC’s Revised Ethical Standard 2016, which I have applied with respect to this engagement. 

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect: 

- 1) accounting records were not kept in respect of the charitable company as required by section 386 of the 2006 Act; or 

- 2) the accounts do not accord with those records; or 

3) the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view' which is not a matter considered as part of an independent examination; or 

4) the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). 

40 



**Carney’s Community** 

## **Independent Examiner’s Report to the Trustees of Carney’s Community for the year ended 31st January 2022** 

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. 

Date: 12 October 2022 

## Alison Godfrey 

## **Alison Godfrey FCA** 

## **Member of the ICAEW** 

For and on behalf of: 

## **Godfrey Wilson Limited** 

Chartered accountants and statutory auditors 

5[th] Floor, Mariner House 

62 Prince Street Bristol BS1 4QD 

41 



**Carney’s Community** 

## **Statement of financial activities for the year ended 31 January 2022 (incorporating income and expenditure account)** 

|Unrestricted<br>funds<br>**Note**<br>£<br>**Income from:**<br>Donations<br>**6**<br>193,538<br>Charitable activities<br>**7**<br>46,827<br>Investment income<br>**8**<br>-<br>**Total income**<br>240,365<br>**Expenditure on:**<br>Raising funds:<br>costs of other trading activities<br>29,298<br>Charitable activities<br>298,254<br>**Total expenditure**<br>**9**<br>327,552<br>**Net income/(expenditure)**<br>(87,187)<br>Transfers between funds<br>(16,666)<br>**Net movement in funds**<br>(103,853)<br>**Reconciliation of funds**<br>Total funds brought forward<br>406,321<br>Total funds carried forward<br>302,468|Restricted<br>funds<br>£<br>143,549<br>-<br>-<br>143,549<br>-<br>162,926<br>162,926<br>(19,377)<br>16,666<br>(2,711)<br>34,230<br>31,519|**Total Funds**<br>**2022**<br>**£**<br>**337,087**<br>**46,827**<br>**-**<br>**383,914**<br>**29,298**<br>**461,180**<br>**490,478**<br>**(106,564)**<br>-<br>**(106,564)**<br>**440,551**<br>**333,987**|Total funds<br>2021<br>(restated)<br>£<br>378,051<br>20,846<br>98|
|---|---|---|---|
||||398,995|
||||28,619<br>386,492|
||||415,111|
|||||
||||(16,116)|
||||-|
||||(16,116)|
||||456,667|
||||440,551|



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

Movements in funds are disclosed in note 20 to the accounts. 

The notes on pages 45 to 58 form part of the financial statements. 

42 



**Carney’s Community** 

## **Balance sheet as at 31 January 2022** 

|**Note**<br>**Fixed assets**<br>Tangible fixed assets<br>**14**<br>**Current assets**<br>Debtors<br>**15**<br>Cash at bank and in hand<br>**Total current assets**<br>Creditors: amounts due within one year<br>**16**<br>**Net current assets**<br>**Net assets**<br>**19**<br>**Funds of the charity**<br>Restricted funds<br>Unrestricted funds<br>General funds<br>Designated funds<br>**Total charity funds**<br>**20**|<br>**£**<br>**11,676**<br>**345,536**<br>**357,212**<br>**(26,295)**<br>**235,468**<br>**67,000**|**2022**<br>**£**<br>**3,070**<br>**330,917**<br>**333,987**<br>**31,519**<br>**302,468**<br>**333,987**|2021<br>(restated)<br>£<br>-<br>9,439<br>440,539|
|---|---|---|---|
||||449,978<br>(9,427)|
||||440,551|
||||440,551|
||||34,230<br>278,321<br>128,000|
||||440,551|



For the year ending 31 January 2022 the charity was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies. 

## Directors’ responsibilities: 

- The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476; 

- The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of financial statements. 

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

These financial statements were approved by the board of trustees and authorised for issue on 7 October 2022, and signed on behalf of the board by: 

## Charles Gibson 

Charles Gibson Trustee 

Thomas Fitzgerald Trustee 

43 



**Carney’s Community** 

## **Statement of cash flows as at 31 January 2022** 

|**Cash flows from operating activities**<br>Net movement in funds<br>_Adjustments for_:<br>Depreciation of tangible fixed assets<br>Other interest receivable and similar income<br>_Changes in:_<br>Trade and other debtors<br>Trade and other creditors<br>Cash generated from operations<br>**Cash flows from investing activities**<br>Purchase of tangible fixed assets<br>Interest received<br>**Net increase in cash and cash equivalents**<br>**Cash and cash equivalents at beginning of the year**<br>**Cash and cash equivalents at end of the year**|**2022**<br>**£**<br>**(106,564)**<br>**850**<br>**-**<br>**(2,237)**<br>**16,868**<br>**(91,083)**<br>**(3,920)**<br>**-**<br>**(95,003)**<br>**440,539**<br>**345,536**|2021<br>£<br>(16,116)<br>-<br>(98)<br>817<br>(2,246)|
|---|---|---|
|||(17,643)<br>-<br>98<br>(17,545)<br>458,084|
|||440,539|



44 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022** 

## **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 SW11 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 2011, the Companies Act 2006 and UK Generally Accepted Practice as it applies from January 2019. 

## **3. Accounting policies** 

## **a) Basis for preparation** 

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

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

## **b) 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. 

## **c) 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. 

## **d) 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 a 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. 

## **e) 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: 

- income from donations or grants is recognised when there is evidence of entitlement to the gift, receipt is probable and its amount can be measured reliably; 

- legacy income is recognised when receipt is probable and entitlement is established; 

45 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

## **Accounting policies (** _**continued**_ **)** 

## **e) Incoming resources** _**(continued)**_ 

- income from donated goods is measured at the fair value of the goods unless this is impractical to measure reliably, in which case the value is derived from the cost to the donor or the estimated resale value. Donated facilities and services are recognised in the accounts when received if the value can be reliably measured. No amounts are included for the contribution of general volunteers; and 

- income from contracts for the supply of services is recognised with the delivery of the contracted service. This is classified as unrestricted funds unless there is a contractual requirement for it to be spent on a particular purpose and returned if unspent, in which case it may be regarded as restricted. 

## **f) Resources expended** 

The 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: 

- expenditure on raising funds includes the costs of all fundraising activities, events, non-charitable trading activities, and the sale of donated goods; 

- expenditure on charitable activities includes all costs incurred by a charity in undertaking activities that further its charitable aims for the benefit of its beneficiaries, including those support costs and costs relating to governance of the charity apportioned to charitable activities; and 

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 activities they contribute to on a reasonable, justifiable and consistent basis. 

## **g) Allocation of support and governance costs** 

Support costs are those that assist the work of the Charity but do not directly undertake charitable activities. Governance costs are the costs associated with the governance arrangements of the Charity, including the costs of complying with constitutional and statutory requirements and any costs associated with the strategic management of the Charity’s activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities on the following basis: 


**----- Start of picture text -----**<br>
||||
|---|---|---|
|2022|2021|
|Raising funds|8.8%|9.5%|
|Charitable activities|91.2%|90.5%|

**----- End of picture text -----**<br>


## **h) Tangible fixed 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. 

## **i) Depreciation** 

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

Other equipment - straight line basis over 4 years Sporting equipment - straight line basis over 3 years 

46 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

## **Accounting policies (** _**continued**_ 

## **j) 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 cash-generating 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. 

## **k) 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. 

Debts are subsequently measured at amortised cost. 

## **l) Defined contribution plans** 

The company operates a defined contribution pension scheme for its employees. There are no further liabilities other than that already recognised in the SOFA. 

## **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. 

47 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

## **5. Prior period comparative: statement of financial activities (restated)** 

|**Income from:**<br>Donations<br>Charitable activities<br>Investment income<br>**Total income**<br>**Expenditure on:**<br>Raising funds:<br>costs of other trading activities<br>Charitable activities<br>**Total expenditure**<br>**Net income/(expenditure)**<br>Transfers between funds<br>**Net movement in funds**|Unrestricted<br>Funds<br>£<br>258,783<br>20,846<br>98<br>279,727<br>28,619<br>245,065<br>273,684<br>6,043<br>(13)<br>6,030|Restricted<br>Funds<br>£<br>119,268<br>-<br>-<br>119,268<br>-<br>141,427<br>141,427<br>(22,159)<br>13<br>(22,146)|Total Funds<br>2021<br>£<br>378,051<br>20,846<br>98|
|---|---|---|---|
||||398,995|
||||28,619<br>386,492|
||||415,111|
|||||
||||(16,116)|
||||-|
||||(16,116)|
|||||



48 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

## **6. Donations and legacies** 

|**Donations**<br>Battersea Park Youth Club<br>I.G.Y. Foundation<br>The Childhood Trust<br>Mafia Bikes<br>West Coast Foundation<br>Leaders Quest<br>Issoria Ltd<br>Alison Watkins<br>Prism Charitable Trust<br>Other donations £1,500 or less<br>Donations from private individuals<br>Total Donations<br>**Grants**<br>Laureus Sport for Good<br>City Bridge Trust<br>The April Trust<br>Children In Need<br>Wandsworth Council<br>Katherine Low Settlement<br>Oak Foundation<br>Lululemon<br>Angus Irvine Playing Field Fund<br>Street Games UK<br>Providence (Big Local SW11)<br>Wimbledon Foundation<br>Other grants £1,500 or less<br>Total Grants<br>**Total Donations and Grants**|Unrestricted<br>Funds<br>30,000<br>50,000<br>8,000<br>-<br>-<br>5,000<br>4,000<br>3,000<br>2,500<br>7,452<br>65,105<br>175,057<br>-<br>-<br>-<br>-<br>-<br>10,000<br>7,500<br>-<br>-<br>-<br>-<br>-<br>981<br>18,481<br>193,538|Restricted<br>Funds<br>-<br>-<br>-<br>6,000<br>6,000<br>-<br>-<br>-<br>-<br>-<br>-<br>12,000<br>25,000<br>24,000<br>17,758<br>11,936<br>6,000<br>-<br>-<br>29,035<br>5,000<br>4,000<br>3,620<br>2,500<br>2,700<br>131,549<br>143,549|**Total Funds**<br>**2022**<br>**30,000**<br>**50,000**<br>**8,000**<br>**6,000**<br>**6,000**<br>**5,000**<br>**4,000**<br>**3,000**<br>**2,500**<br>**7,452**<br>**65,105**|
|---|---|---|---|
||||**187,057**<br>**25,000**<br>**24,000**<br>**17,758**<br>**11,936**<br>**6,000**<br>**10,000**<br>**7,500**<br>**29,035**<br>**5,000**<br>**4,000**<br>**3,620**<br>**2,500**<br>**3,681**|
||||**150,030**|
||||**337,087**|



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 (2021: £30,000). 

49 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

## **6. Donations and legacies – prior year comparative (restated)** 

|**Donations**<br>Battersea Park Youth Club<br>London Borough of Lambeth<br>The Childhood Trust<br>Alison Watkins<br>In Your Corner<br>St Philips PTA<br>Still Black<br>David & Rachel Darroch<br>Mafia Bikes<br>Murphy & Heuer<br>J B Duffield<br>Battersea Power<br>Iain Clark<br>Nettlefold Gaynor<br>Live Karma Yoga<br>The National Lottery Community Fund<br>Other donations £1,500 or less<br>Donations from private individuals<br>Total Donations<br>**Grants**<br>Wandsworth Borough Council<br>Laureus Sport for Good<br>Pantheon Charitable Trust<br>Government Grant – Furlough<br>City Bridge Trust<br>ESC Lottery Fund<br>Children In Need<br>D M Thomas Foundation<br>Katherine Low Settlement<br>Nike<br>TCCHE<br>Jack Petchey Fund<br>Other grants £1,500 or less<br>Total Grants<br>**Total Donations and Grants**|Unrestricted<br>Funds<br>30,000<br>10,000<br>9,000<br>5,000<br>5,000<br>5,000<br>4,333<br>4,000<br>3,500<br>3,000<br>2,500<br>2,000<br>2,000<br>2,000<br>1,925<br>1,760<br>9,260<br>78,842<br>179,120<br>25,000<br>-<br>20,000<br>17,763<br>5,900<br>-<br>-<br>5,000<br>5,000<br>-<br>-<br>-<br>1,000<br>79,663<br>258,783|Restricted<br>Funds<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>8,016<br>-<br>549<br>8,565<br>27,246<br>25,000<br>-<br>-<br>11,800<br>17,041<br>11,849<br>-<br>-<br>5,000<br>9,000<br>1,000<br>2,767<br>110,703<br>119,268|**Total Funds**<br>**2021**<br>**30,000**<br>**10,000**<br>**9,000**<br>**5,000**<br>**5,000**<br>**5,000**<br>**4,333**<br>**4,000**<br>**3,500**<br>**3,000**<br>**2,500**<br>**2,000**<br>**2,000**<br>**2,000**<br>**1,925**<br>**9,776**<br>**9,260**<br>**79,391**|
|---|---|---|---|
||||**187,685**<br>**52,246**<br>**25,000**<br>**20,000**<br>**17,763**<br>**17,700**<br>**17,041**<br>**11,849**<br>**5,000**<br>**5,000**<br>**5,000**<br>**9,000**<br>**1,000**<br>**3,767**|
||||**190,366**|
||||**378,051**|



50 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

|**7. Charitable activities**<br>Unrestricted<br>funds<br>£<br>Boxing courses and mentoring<br>29,575<br>Room hire<br>2,755<br>Other income<br>14,497<br>46,827<br>**8. Investment income**<br>Unrestricted funds<br>£<br>Bank interest receivable<br>-<br>**9. Analysis of expenditure**<br>Raising funds<br>£<br>Staff costs (note 12)<br>22,597<br>Other staff costs<br>-<br>Premises costs<br>-<br>Office costs<br>-<br>Participants costs<br>-<br>Professional fees<br>442<br>Bank charges<br>-<br>23,039<br>Reallocation %<br>8.8%<br>Reallocation £<br>6,259<br>29,298<br>Total governance costs were £3,380 (2021: £3,458).<br>**Analysis of expenditure – prior year comparative**<br>Raising funds<br>£<br>Staff costs (note 12)<br>22,722<br>Other staff costs<br>-<br>Premises costs<br>-<br>Office costs<br>-<br>Participants costs<br>-<br>Professional fees<br>532<br>Bank charges<br>-<br>Vehicle costs<br>-<br>23,254<br>Reallocation %<br>9.5%<br>Reallocation £<br>5,365<br>28,619|**Total funds**<br>**2022**<br>**£**<br>**29,575**<br>**2,755**<br>**14,497**<br>**46,827**<br>**Total funds**<br>**2022**<br>**£**<br>**-**<br>Charitable<br>activities<br> <br>£<br>233,732<br>8,728<br>128,864<br>9,621<br>15,493<br>-<br>-<br>396,438<br>91.2%<br>64,742<br>461,180<br>Charitable<br>activities<br> <br>£<br>216,710<br>3,667<br>61,913<br>9,793<br>19,669<br>-<br>-<br>23,575<br>335,327<br>90.5%<br>51,165<br>386,492|Unrestricted<br>funds<br>£<br>18,236<br>2,610<br>-<br>20,846<br>Unrestricted<br>funds<br>£<br>98<br>Support costs<br>£<br>39,490<br>-<br>14,318<br>9,621<br>-<br>7,438<br>134<br>71,001<br>-100%<br>(71,001)<br>-<br>Support costs<br>£<br>33,096<br>-<br>6,879<br>9,793<br>-<br>6,634<br>128<br>-<br>56,530<br>-100%<br>(56,530)<br>-|Total funds<br>2021<br>£<br>18,236<br>2,610<br>-|
|---|---|---|---|
||||20,846|
||||Total funds<br>2021<br>£<br>98<br>**Total funds**<br>**2022**<br>**£**<br>**295,819**<br>**8,728**<br>**143,182**<br>**19,242**<br>**15,493**<br>**7,880**<br>**134**|
||||**490,478**<br>**-**<br>**-**|
||||**490,478**|
||||Total funds<br>2021<br>(restated)<br>£<br>272,528<br>3,667<br>68,792<br>19,586<br>19,669<br>7,166<br>128<br>23,575|
||||415,111<br>**-**<br>**-**|
||||415,111|



51 



**Carney’s Community** 

**Notes to the financial statements for the year ended 31 January 2022 (continued)** 

## **Analysis of expenditure – prior year comparative** _**(continued)**_ 

The prior period has been restated to include a correction of an accrual of £10,000, and for reclassification. 

|**10. Net income**<br>Net income is stated after charging/(crediting):<br>Operating lease rentals<br>**11. Independent examination fees**<br>Fees payable to the independent examiner for<br>Independent examination of the financial records|**2022**<br>2021<br>**£**<br>£<br>**504**<br>546<br>**2022**<br>2021<br>**£**<br>£<br>**3,360**<br>3,458|
|---|---|



## **12. Staff costs** 

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

||**2022**|2021|
|---|---|---|
||**£**|£|
|Wages and salaries|**273,505**|254,284|
|Social security costs|**17,209**|13,798|
|Employer contributions to pension plans|**5,105**|4,446|
||**295,819**|272,528|
|The average head count of employees during the year was 19 (2021: 17)<br>The average number of full-time equivalent employees during the year is|<br>analysed as follows:<br>**2022**|<br>2021|
||**No.**|No.|
|Number of mentoring and administration staff|**9**|8|



No employee received employee benefits of more than £60,000 during the year (2021: 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 £84,467. (2021: £71,611). 

## **13. Trustee remuneration and expenses** 

No remuneration or other benefits from employment with the charity or a related entity were received by the trustees; and 

No trustees have been paid remuneration or received other benefits from employment with the charity or a related entity, other than those detailed in note 23. 

52 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

|**14. Tangible fixed assets**<br>**Cost**<br>At 1 February 2021<br>Additions<br>At 31 January 2022<br>**Depreciation**<br>At 1 February 2021<br>Charge for the year<br>At 31 January 2022<br>**Net book value**<br>**At 31 January 2022**<br>At 31 January 2021<br>**15. Debtors**<br>Trade debtors<br>Prepayments<br>Accrued income<br>**16. Creditors**<br>Trade creditors<br>Accruals<br>Social security and other taxes|Sporting<br>Equipment<br>£<br>4,480<br>-<br>4,480<br>4,480<br>-<br>4,480<br>**-**<br>-|Other<br>Equipment<br>£<br>4,768<br>3,920<br>8,688<br>4,768<br>850<br>5,618<br>**3,070**<br>-<br>**2022**<br>**£**<br>**3,385**<br>**5,291**<br>**3,000**<br>**11,676**<br>**2022**<br>**£**<br>**9,625**<br>**4,703**<br>**11,967**<br>**26,295**||**Total**<br>**£**<br>**9,248**<br>**3,920**|
|---|---|---|---|---|
|||||**13,168**<br>**9,248**<br>**850**|
|||||**10,098**|
|||||**3,070**|
|||||**-**|
||||||



## **17. Pensions and other post-retirement benefits** 

## **Defined contribution plans** 

The amount recognised in expenditure in relation to defined contribution plans was £5,105. (2021: £4,446). 

53 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

## **18. Government grants** 

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

|**2022**<br>**£**<br>Recognised in income from donations and legacies:<br>Government grants income<br>**-**<br>**19. Analysis of net assets between funds**<br>Restricted<br>funds<br>Designated<br>funds<br>General funds<br>£<br>£<br>**£**<br>Tangible fixed assets<br>-<br>-<br>3,070<br>Current assets<br>31,519<br>67,000<br>258,693<br>Creditors less than 1 year<br>-<br>-<br>(26,295)<br>**Net assets**<br>**31,519**<br>**67,000**<br>**235,468**<br>Restricted<br>funds<br>Designated<br>funds<br>General funds<br>£<br>£<br>£<br>Tangible fixed assets<br>-<br>-<br>-<br>Current assets<br>34,230<br>128,000<br>287,748<br>Creditors less than 1 year<br>-<br>-<br>(9,427)<br>**Net assets**<br>34,230<br>128,000<br>278,321<br>**20. Movement in funds**<br>At 1 Feb<br>2021<br>(restated)<br>Income<br>Expenditure<br>Transfer<br>between<br>funds<br>£<br>£<br>£<br>£<br>**Restricted funds**<br>Boxing and mentoring<br>12,709<br>73,936<br>(75,347)<br>(3,859)<br>7Food program<br>5,333<br>11,620<br>(17,641)<br>688<br>Youth work and outreach<br>8,016<br>2,200<br>(9,025)<br>9<br>Bike workshop<br>-<br>9,000<br>(11,800)<br>2,800<br>Building improvements<br>1,500<br>46,793<br>(25,413)<br>-<br>Fitzroy Lodge<br>6,672<br>-<br>(23,700)<br>17,028<br>**Total restricted funds**<br>34,230<br>143,549<br> (162,926)<br>16,666|2021<br>£<br>17,763<br>**Total**<br>**funds 2022**<br>**£**<br>**3,070**<br>**357,212**<br>**(26,295)**|2021<br>£<br>17,763<br>**Total**<br>**funds 2022**<br>**£**<br>**3,070**<br>**357,212**<br>**(26,295)**|
|---|---|---|
||**333,987**||
||Total funds<br>2021<br>(restated)<br>**£**<br>-<br>449,978<br>(9,427)||
|||440,551|
|||**At 31**<br>**Jan 2022**<br>**£**<br>**7,439**<br>**-**<br>**1,200**<br>**-**<br>**22,880**<br>**-**<br>**31,519**|



54 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

|**20. Movement in funds****_(continued)_**<br>At 1 Feb<br>2021<br>(restated)<br>£<br>**Unrestricted funds**<br>_Designated funds_<br>Building fund<br>50,000<br>Capacity building<br>78,000<br>IT infrastructure<br>-<br>_Total designated funds_<br>128,000<br>General funds<br>278,321<br>**Total unrestricted funds**<br>406,321<br>**Total funds**<br>440,551|Income<br>Expenditure<br>£<br>£<br>-<br>(45,000)<br>-<br>(16,000)<br>-<br>-<br>-<br> (61,000)<br>240,365<br> (266,552)<br>240,365<br> (327,552)<br>383,914<br> (490,478)|Transfer<br>between<br>funds<br>£<br>-<br>(7,000)<br>7,000<br>-<br>(16,666)<br>(16,666)<br>-|**At 31**<br>**Jan 2022**<br>**£**<br>**5,000**<br>**55,000**<br>**7,000**|
|---|---|---|---|
||||**67,000**|
||||**235,468**|
||||**302,468**|
||||**333,987**|



## **Purposes of restricted funds** 

- Boxing and mentoring 

- Food program 

Our core work, incorporating group boxing sessions and intensive, long-term and consistent one-to-one mentoring for disadvantaged young people in and around Wandsworth. 

Includes Fit & Fed where young people who've taken part in boxing sessions are provided with a healthy nutritious and hot meal afterwards, along with cooking workshops held online during the lockdowns, and summer cooking programmes. 

- Youth work and outreach Our youth work team offer a range of activities for young people and while we were unable to run in-person youth activities, during the pandemic, we started an outreach programme to enable us to meet young people around where they live and interact with them, check in on their welfare and let them know about support available to them. 

Bike workshop 

   - A programme for young people to learn skills in bike maintenance and repair, also a growing social enterprise where young people repair bikes belonging to members of the public. 

- Building improvements Development and maintenance of our building where most of our activities take place. 

- Fitzroy Lodge Funding received from charitable trusts and other donors which was to be used for work at our partner organisation before they received charitable status. 

## **Purposes of designated funds** 

- Building fund For maintenance and repair work to our aging building, where most of our activities take place. 

Capacity building For development of services and fundraising capacity to support future work. 

IT Infrastructure For investment in a much-needed upgrade of computer equipment for the staff team. 

55 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

|**20.**<br>**Movement in funds****_(continued)_**<br>**Prior period comparative**<br>**(restated)**<br>At 1 Feb<br>2020<br>£<br>**Restricted funds**<br>Boxing and mentoring<br>4,826<br>Food program<br>-<br>Youth work and outreach<br>1,000<br>Bike workshop<br>550<br>Building improvements<br>-<br>Fitzroy Lodge<br>50,000<br>**Total restricted funds**<br>56,376<br>**Unrestricted funds**<br>_Designated funds_<br>Building fund<br>50,000<br>Capacity building<br>78,000<br>IT infrastructure<br>-<br>_Total designated funds_<br>128,000<br>General funds<br>272,291<br>**Total unrestricted funds**<br>400,291<br>**Total funds**<br>456,667|Income<br>Expenditure<br>£<br>£<br>76,944<br>(69,061)<br>12,434<br>(7,101)<br>26,557<br>(19,554)<br>999<br>(1,549)<br>2,334<br>(834)<br>-<br>(43,328)<br>119,268<br> (141,427)<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>279,727<br> (273,684)<br>279,727<br> (273,684)<br>398,995<br> (415,111)|Transfer<br>between<br>funds<br>£<br>-<br>-<br>13<br>-<br>-<br>-<br>13<br>-<br>-<br>-<br>-<br>(13)<br>(13)<br>-|At 31 Jan<br>2021<br>£<br>12,709<br>5,333<br>8,016<br>-<br>1,500<br>6,672|
|---|---|---|---|
||||34,230|
||||<br>50,000<br> 78,000<br>**-**|
||||128,000|
||||278,321|
||||406,321|
||||440,551|



Restricted funds have been restated to recognise grant income on receipt in line with the charities SORP. 

## **21. Transfers between funds** 

Transfers between funds are to make good funding shortfalls and eliminate negative restricted fund balances. 

## **22. Operating lease commitments** 

The charity had operating leases at the end of the year with total future lease payments as follows: 

|Amounts falling due:<br>Within 1 year<br>Within 1 – 5 years|**2022**<br>**£**<br>**924**<br>**4,200**<br>**5,124**|2021<br>£<br>504<br>924|
|---|---|---|
|||1,428|



56 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

## **23. Related parties** 

During the year Alison Watkins, who was a trustee until March 2021, donated £3,000 to the charity. 

Rebecca Smith, Trustee, provided some internal training sessions on behalf of her employer, Anna Freud Centre, who were paid £3,825. 

Cyle Carth, Trustee (and ex-participant), runs Good Guys Decorating, a social enterprise, who were paid £6,155 for decorating services at the charity’s premises. 

Tom Fitzgerald, Trustee, was paid £96, which was reimbursement of a Dropbox expense. 

## **24. Prior period restatement** 

The prior period comparative figures have been restated in order to recognise grant income when the criteria of entitlement, measurement and probability are met. 

This has impacted prior period restricted income, prior period deferred income and total funds brought forward to 1 February 2020 as follows: 

## **Deferred income** 

|**Deferred income**||
|---|---|
|Total deferred income per original accounts:<br>Reversal of deferred income:<br>Total deferred income after restatement:|**£**<br>**41,774**<br>**(41,774)**|
||**-**|



## **Restricted funds brought / carried forward** 

Due to the reversal of deferred income balances in periods prior to 2020 the carried forward restricted fund balances have also been restated, as follows: 

|Total restricted funds carried forward per original accounts:<br>Reversals of deferrals in periods prior to 2020:<br>Net effect of reversal of deferred unrestricted income:<br>Net effect of reversal of deferred restricted income in 2020:<br>Total restricted funds carried forward after restatement:|**2021**<br>**£**<br>**12,456**<br>**96,090**<br>**(20,000)**<br>**(54,316)**<br>**34,230**|2020<br>£<br>286<br>96,090<br>(40,000)<br>-|
|---|---|---|
|||56,376|



57 



**Carney’s Community** 

## **Notes to the financial statements for the year ended 31 January 2022 (continued)** 

## **Income** 

Total income recognised in 2021 has therefore been affected as follows: 

|Income recognised per original accounts:<br>Restatements:<br>Restated income:|**Total**<br>**income**<br>**2021**<br>**£**<br>**453,311**<br>**(54,316)**|
|---|---|
||**398,995**|




58