Company no. 07923708 Charity no. 1150650 

## **Carney's Community Report and Unaudited Financial Statements** 

**31 January 2023** 



## **Carney's Community** 

## **Contents** 

|**For The Year Ended 31 January 2023**||
|---|---|
||**Page**|
|**Reference and administrative details**|1|
|**Report of the trustees'**|2|
|**Independent examiner's report**|25|
|**Statement of financial activities**|26|
|**Balance sheet**|27|
|**Statement of cash flows**|29|
|**Notes to the financial statements**|30|





## **Carney's Community** 

## **Reference and administrative details** 

|**For the year ended 31**|**January 2023**||
|---|---|---|
|**Company number**|07923708||
|**Charity number**|1150650||
|**Registered office and**|30 Petworth Street||
|**operational address**|Battersea||
||London||
||SW11 4QW||
|**Trustees**|Trustees, who are also directors under company law, who served during||
||the year and up to the date of this report were as follows:||
||Cyle Carth|resigned 24 November 2022|
||Shnay Chohan||
||Lucy Davidson|resigned 24 November 2022|
||Paul Delaney||
||Thomas Fitzgerald||
||Charles Gibson|Chair|
||Gregory Jones||
||Charles Sackey||
||Rebecca Smith||
||Craig Thorley|resigned 24 November 2022|
|**Company secretary**|Thomas Fitzgerald||
|**Senior Management**|George Turner - Chief Executive||
|**Team**|Alice Milton-Doyle - Chief Operating|resigned 18 April 2023|
||Officer||
||Mark Reigate - Head Coach||
||Alice Jhugroo - Centre Manager||
||Trung Chu – Lead Coach||
||Rory Bradshaw - Lead Youth Worker|resigned 1 May 2022|
||Lizzie Takyi-Akyaa - Lead Youth|appointed 12 April 2022|
||Worker||
|**Bankers**|The Co-operative Bank||
||PO Box 250||
||Skelmersdale||
||WN8 6WT||
|**Independent**|Godfrey Wilson Limited||
|**examiners**|Chartered accountants and statutory auditors||
||5th Floor Mariner House||
||62 Prince Street||
||Bristol||
||BS1 4QD||



1 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

## **Contents** 

|**Introductions**|Page|
|---|---|
|Aims and objectives|3|
|Mission statement and values|3|
|Our strategic priorities|4|
|Public benefit|4|
|Our work in 2023|5|
|Achieving our goals: Goal 1|6|
|Achieving our goals: Goal 2|12|
|Achieving our goals: Goal 3|14|
|Achieving our goals: Goal 4|15|
|Carney’s Community Centre|15|
|Finances and funding|16|
|Financial review|17|
|HR|17|
|Statistics for the year|18|
|Feedback|21|
|Looking ahead|22|
|Structure, governance and management|22|



2 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

The trustees present their report along with the financial statements of the charity for the year ended 31 January 2023. 

Reference and administrative information set out on page 1 forms part of this report. The financial statements comply with current statutory requirements, the Memorandum and Articles of Association and the Statement of Recommended Practice - Accounting and Reporting by Charities (effective from January 2019). 

## **Introduction** 

Carney’s Community is a registered charity (No 1150650). The idea of Carney’s Community occurred through Mick Carney (MBE)’s vision to create a project that used George Turner’s skills of youth work and mentoring and Mark Reigate’s skills as a boxing coach, to engage young people using boxing training as the point of engagement to support them into becoming “the best they can be” in all areas of life. 

## **Aims and objectives** 

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 has a vision that: 

_"Every young person in Battersea and surrounding areas has equal opportunities to reach their full potential in life"._ 

## **Mission statement:** 

“Carney’s Community aims to reduce offending, re-offending and anti-social behaviour, whilst improving social mobility and community cohesion. We achieve this by engaging a range of participants in positive and constructive activities, with a focus on mentoring and boxing. These participants are from a variety of backgrounds, with a focus on the disadvantaged and excluded. We believe that by empowering young people through mentoring, participation, focusing on their strengths and learning from each other, we can improve not only their opportunities, but also those of their local communities.” 

## **Values:** 

- We are inclusive of everyone regardless of social background, ethnicity, gender, gender identity, sexuality, race, ability. We don’t turn anyone away and we celebrate success and acknowledge failure as an essential part of the journey to achievement; 

- We provide support in the long term. We don’t put an end date on our support, we know that real change takes time and we’ll be here through the ups and the downs; and 

- Our work is based on the cycle of change and we work to create a virtuous cycle of support by creating opportunities for our participants to give back by working at Carney’s. In this way our work is sustainable and can continue into the future. 

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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

## **Our strategic priorities:** 

Everything that we do aims to improve the life of those from the most disadvantaged background, whilst creating a safe and positive community where everyone is included. We work through four strategic priorities to achieve this goal: 

**Goal 1: Maintain and build on the activities to support vulnerable children and young people** 

**Goal 2: Develop a professional and approachable style in our pipeline of staff and volunteers** 

**Goal 3: Advocate on behalf of the needs of our participants and share the Carney's approach  with others** 

**Goal 4: Advance the systems supporting this work, including finance, funding and our building** 

There is some natural overlap between each of our strategic priorities, with the activity in each area complementing the other areas of work. For example relationships and influence work starts with engagement and activities and can involve/lead to employability and employment. This means that, in practice, a lot of the work we do spans more than one strategic priority with some driving us towards our goals in two or more priority areas. For this reason, our financial statements look at Carney’s Community’s expenditure as a whole, not broken down by strategic priority. 

## **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 up some our services to those who do not fall in that age bracket or in our target area. The reason being that we are trying to widen the social network of our participants and do not want to put barriers in the way of the benefit we can offer. 

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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

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. 

## **How we work** 

We are very much a needs led charity, that listens to the community we serve, in order to deliver our programmes. Our staff team is predominantly ex-participants and those with lived experience, alongside others with professional experience, who have all demonstrated a passion to “give back”. We have an ethos of providing long term, consistent, unconditional support with empathy and the ambition to act as any good family would act. 

## **Our work in 2022-23 Summary** 

This year was a challenging one, we started off with Covid restrictions in place and had to quickly adapt to the “new normal” once the restrictions were lifted. Added to this we unexpectedly lost a key member of staff, which of course had an impact. However, we were pleased to see our numbers of engagement quickly return to pre-pandemic standards, with participants returning to the sessions and new participants being referred. 

Our core group activities of boxing and youth club worked very well with staff managing behaviour and finding creative ways to keep participants engaged. We also managed to do some great key work, helping some of those most in need. However, the work and conversations with the community also highlighted an increase in issues such as housing, appropriate education provision (particularly for those with Special Educational Needs), exploitation and offending. 

Having said that we saw some real progression with participants in boxing (competitively and getting sports qualifications), engagement, education and employment (including direct employment and education in our own social enterprises). This was not only down to the commitment and tenacity of both staff and participants, but also our work with partners, such as Battersea Alliance, Wandsworth Council, schools and Youth Battersea. 

We also worked on everything that happens “behind the scenes”. Whilst our facilities continue to throw up challenges, it was well manged by our facilities manager (the only time it was closed was the 2 week period over Christmas when the floor was being replaced). We saw an improvement in our processes around HR and financial management, meaning we could focus more time on the participants. 

5 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

## **Goal 1: Maintain and build on the activities to support vulnerable children and young people 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 participant is willing to accept the support and push themselves out of their comfort zone by taking on new challenges. 

## **Carney’s Community’s cycle of change** 

A lot of our work is based around the cycle of change theory. 


All young people referred on would generally have the universal boxing session or youth club as their start point **Stage 1** . During this time we will try and help them move from pre-contemplation (that they do not want to change their behaviour) to contemplation (that they can do much better for themselves) **Stage 2** . However, they will often go to contemplation due to some external factor (e.g. being shot, stabbed, friend murdered, being arrested, had a child etc). 

Participants can also be referred onto key work if they are already in the criminal justice system and are willing to engage (even if still at contemplation Stage 1). 

When both the staff and young people feel they are ready, they can then move onto the personal development program **Stage 3** . They will then work on their own personal development program **Stage 4** . 

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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

Our consistent and unconditional support will then keep in contact with these young people. We will make use of their skills in our various programmes, and/or will refer them onto further opportunities such as education training and employment **Stage 5** . 

It is highly possible that these young people will have to go through the first four stages a number of times and may have to be taken off the personal development program **Stage 6** . However, when these relapses occur, we continue to work with them in our universal sessions, until they are ready to start over again and sign back up to a new personal development program. 

Unfortunately 2022 saw a period of instability, with regards to our key work. We lost our lead Youth Worker (who also led on key work) and so decided to re-structure and take on both a lead Youth Worker and lead Key Worker. Unfortunately the lead Key Worker we employed did not work out and he left in October. Consequently we have had several periods without a lead Key Worker, so the CEO has stepped in to cover. Although there were other demands on his time around recruitment and managing the current staff. Having said this, we have still seen some successes: 

We had 5 key worked participants apply to Make My Mark and win £3,000 each, to: 

- Open up and develop an eye lash extension business; 

- Start a football project which is set up to help young people free themselves, from social, mental, and environmental barriers; 

- Work on an event based on the cultural heritage of black life, to celebrate culture as Africans, from different nations, different languages and different foods; 

- Start up a genderless store that would serve any person’s gender identity, whether that be male, female or anywhere in between; and 

- Develop a black history podcast that gives young people growing up in the 2020s the black history that they are not taught in school but have the most to learn from. 


Other successes include: 

- We referred another participant, onto a project called “inside out”. The aim of the project was to get a group of young adults, who had previously spent time in Feltham YOI, to create their own clothing brand. Our participant did so well on it that, following them featuring him on numerous news channels, he was given the opportunity to sell his products at a pop up store in Westfields. 

With a lack of key work staff, we took this opportunity to review the challenges our participants were facing and our key work process. We found that the key issues that needed to be addressed were: 


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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

- a. Housing – We refer most to YOUth Legal for support with this, but there is very little affordable housing in the borough; 

- b. Education – We are seeing lots of exclusions and are working with schools to get participants back into school. We have also found that some (in particular those with SENs) have not been given education placements for college and we suspect this is due to their SENs and providers not being sufficiently resourced to support them; and 

- c. Exploitation and offending – We have a number of participants being arrested and then receiving National Referral Mechanism (NRM) referrals, due to concerns around exploitation, modern slavery and county lines. 

In order to give a truly holistic service and ensure we continue targeting those most in need, George met with partners such as the local authority, health, education etc and now attends the Youth Integrated Offender Management (YIOM) and Multi Agency Risk Vulnerability and Exploitation meetings, as well as receiving notes from the Daily Intelligence meetings, which ensures we target those most in need. 

## **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. This provides some preventative work, by offering some support as soon as we noticed negative behaviour, rather than waiting for them to need the intensive mentoring. It also helps some of the participants get to their contemplation stage (see Carney’s Cycle of Change) quicker, so we could move them onto key work if needed. 

Activity based mentoring was tricky at the beginning of the year, as sessions were still under Covid restrictions, with maximum numbers of people allowed in a session, so we chose to reduce mentors, in order to enable more participants to attend. However, this did not completely stop the activity based mentoring, as the coaches were still able to provide some. We were then able to introduce more mentoring staff as restrictions lifted around March, but continually risk assessed this. This meant we were able to deliver mentoring in: 

- ▪Boxing fitness sessions; 

- ▪Youth club; and 

- ▪Bike workshop. 

We were able to recognise the benefits of what had been achieved in this mentoring by giving out numerous awards to mentored young people, for achievements in consistency, skill level and attitude within the sessions. 

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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 


## **Youth work** 

This mainly takes place after the junior boxing sessions on Mondays and Wednesdays 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. 

In April we took on board a new lead youth worker, Lizzie, and together we engaged a wide range of participants, many of whom are young people with issues around low confidence and anxiety who have suffered during the pandemic’s isolating effects. 

During the Covid restrictions we delivered outreach, engaging our participants out in the community, until we were allowed to open up the youth club. When we did, we also re-introduced our workshops, dealing with topics such as restorative justice, mental health and relationship with the police. 

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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

Alongside the regular drop in youth club we also delivered holiday activities, such as Come Dine With Me and gymnasium sessions. 

Connected to our youth club was the Fit & Fed sessions, where we provide freshly prepared food at each of these sessions which is a combination of food donated (e.g. by City Harvest) and food we buy. We try to keep it healthy and halal wherever possible. It soon became apparent that the young people were asking for more food to take home, which coincided with adults also approaching us for food. This was due to the emergence of the cost of living crisis and meant we dedicated a larger proportion of unrestricted funds to supporting the community with access to food. 

## **Sports** 

## **Universal boxing fitness sessions** 

Universal evening boxing sessions are open to all Carney’s participants, from different backgrounds and social classes. We try to remove all barriers to engagement, by making them free, inclusive and accessible. They are focused on boxing fitness training which is provided by a qualified ABA coach and their 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. 

We continued to be flexible with how we delivered our boxing sessions, as we needed to comply with the pandemic restrictions, but also needed to provide access to all of our participants. So we made use of Battersea Park and increased the amount of sessions we delivered (making each session slightly shorter). However, when the Covid restrictions were lifted, we reverted back to the standard 11-17 year olds from 5:00-6:30pm and 18+ from 6:30-8:00pm. 

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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

To keep participants engaged and focused we also ran competitions within the sessions, gave out awards on a monthly basis and organised visits from special guests, such as world champion, Lawrence Okolie, British Champion, Denzel Bentley and Hard Hitters (with their punch power game). 

Engagement was very good and numbers were high, so our lead coach started directing the more experienced boxers down to Fitzroy Lodge (to free up some spaces), with the aim of getting them to a point were they could compete. The result being that, in November, we hosted the Fitzroy Lodge show, were 5 of our boxers competed and all got a win. 


## **Targeted boxing sessions** 

Alongside the above programs we offer targeted boxing fitness sessions to specific groups. This 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 as well as helping us to engage more young people in positive and constructive activities. 

Some of our targeted sessions were delivered to: 

- ▪Bolingbroke School; 

- ▪St John Bosco School; ▪Pupil Referral Units; 

- ▪More House School; 

- ▪Elm Court; and ▪Women Only. 

We also worked with organisations such as Enable Sports and Leisure, to run sessions at their events, i.e. 

- ▪Battersea Summer Scheme; ▪Key4life; 

- ▪Nicholas Stewart Foundation; and 

- ▪George Shearing Centre. 


## **Yoga** 

We have been supported by Live Karma Yoga, who provide free yoga sessions to participants, prisoners 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 monthly 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. 

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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

## **Goal 2: Develop a professional and approachable style in our pipeline of staff and volunteers Participant (possible future staff) employment and education** 

Employability and employee development is central to the work we do at Carney’s. Education, Training and Employment (ETE) is essential in moving people away from offending and out of poverty. 

We continually try and link participants in with local employers, schools, colleges and education providers, whilst also employing some directly ourselves. This year we have supported some participants into employment, but have also supported others in creating their own employment, through setting up as a business or sole trader. The focus here is to 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. 

## **Social enterprises** 

## Carney's Coaches 

One way we help educate participants to prepare them for work is through our social enterprise, Carney’s Coaches, where we train up a select group of ex-participants, helping them gain qualifications in areas such as boxing fitness and personal training, which we deliver on an ad hoc basis, as and when people are ready for the training and the funding is available. We then employ them to deliver numerous sessions, targeted at fee paying customers and/or groups, such as schools and businesses that utilise our sessions as team building exercises. 

## Battersea Bikes 

We also deliver basic bike mechanic training, where we teach participants how to fix bikes, in our social enterprise “Battersea Bikes”. Battersea Bikes was developed off the back of a number of successful bike workshops that took place at Carney’s Community Centre during 2018 and the beginning of 2019. 

The aim of Battersea Bikes 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. We even had one participant gain paid work, through Carney’s, by delivering a bike maintenance workshop, as a team building activity for the business O3E, which led to O3E donating another 9 bikes. 


12 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

This year we have directly employed 9 ex-participants (as coaches, mentors etc), who are paid directly by us and have supported 11 others (as PT’s, bike mechanics and influencers) to earn money through using our gym and bike workshop for their own self-employment. 

## **Staff program** 

For those that move on to work with Carney’s, we aim to prepare them for work away from Carney’s (rather than set them up to fail) so we ensure we collect all the relevant HR paperwork and meet with each person individually to do an induction. This covers key policies including the staff handbook, safeguarding and equal opportunities policies and we talk through the requirements of the code of conduct. This is to help ensure that staff members are clear on behaviour expectations in their roles. We also talk through paperwork requirements and deadlines and make sure that staff are absolutely clear about the expectations for behaviour and the culture we’re looking for at Carney’s. 

Some of the other achievements in this area, this year are: 

▪Ensuring all staff (including casual) are given regular supervision and appraisals; 

- Going through formal disciplinary processes when targets are not hit, which helps us to performance manage the staff that are struggling and provide extra support, along with boundaries, which helps them to understand the requirements from most employers; 

- Provided management training for some of our managers, to ensure they are equipped to manage staff appropriately; 

- A number of our staff members appeared in a film by the local authority to highlight inspirational local people for Black History Month. We also had several events we are taking part in over the holidays to celebrate black culture (although we are somewhat frustrated and confused as to why most schools do not have Black History on their Curriculum for A levels and GCSE’s); 

- Continued Professional Development opportunities around sports courses, first aid, mentor training, public speaking, IT, counselling etc; 


- We have also had, what should be seen as success, a number of casual staff move on into full time permanent roles elsewhere. However, this has been a challenge as they also want to continue working for Carney’s. Often this is not possible due to the times we would need the staff and it has led to some feelings of resentment from staff, feeling like they are being rejected from Carney’s, which is something we are currently looking into; 

- ▪36 participants have engaged in further education or training; 

- ▪23 gained new qualifications; and 

- ▪21 accessed paid employment. 

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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

## **Goal 3: Advocate on behalf of the needs of our participants and share the Carney's approach with others** 

We understand that we must listen to the voices of our participants, in order to understand some of the issues they face and what can help to challenge those issues. We have always been very needs led and that is at the core of our success, so it has always been important to us, to help our participants’ voices to be spread to other organisations, communities and decision makers in both local authority and central government. So we aim to both access and create opportunities for our participants voices to be heard, which includes encouraging those who feel uncomfortable speaking about their experiences and needs. The topics we have covered this year look at racial inequalities, stigmatisation and structural systemic racism; creating more positive images of young people; stigma around ex-offenders and employment, the link between prison and issues such as undiagnosed SEN and BAME communities; and rehab focus. 

Connected to this, we also know that the Carney’s approach and ethos works and we have the evidence that proves it. However, central to the success is not just our approach, but the fact we are embedded in our community. Therefore, we do not feel it would be a good use of resources to try and expand our reach into other communities. What we would rather do is to help others learn from our work, by discussing and presenting the process, ethos and evidence. 

This year we have done this by: 

- Becoming members of Battersea Alliance (a small consortium of voluntary Battersea based organisations, which expands the reach of all members, challenges and supports the local authority and wider government and empowers other community groups/individuals to provide support to the Battersea locality) and Battersea Youth (made up of a number of local youth groups that deliver joint work and aims to speak, as a united voice, to challenge issues in areas such as education). This has also allowed Carney’s in particular, to focus on mentoring and the criminal justice system, delivering both presentations and training on the topics; 

- This year our CEO has joined a number of local authority panels (alongside other partners, health, police, housing, community safety, education etc). These panels are Youth Integrated Offender Management (YIOM), Multi Agency Child Exploitation (MACE) and Multi Agency Risk Vulnerability Exploitation (MARVE). Our attendance means we are able to raise concerns and issues that our participants may be experiencing; 

- We are a core member of the Knife Crime Forum, where we feed back on what issues our participants are facing; 

- A group of our key worked participants met with the new CEO of Wandsworth Council, to explain how Carney’s has helped them. He was clearly impressed as the following week we were contacted by the head of participation, to see if we could help them with their Ofsted inspection. They asked if we would allow the inspectors to come to Carney’s and meet with 4 participants that attend Carney’s and have access to our key work as well as access to social services or the Youth Justice Service. The inspectors unofficial feedback regarding Carney’s was: 

   - Both came back high as kites!!; 

   - ▪ Effective and valued community resource! - including those with disabilities; ▪ Meal come together to eat, debate and discuss issues; ▪ YP - safe space and described it as being like a family - get realistic advice; 

   - Positive impact of Carneys - preventing them from choosing a path less positive; 

   - ▪ Cooking and cycle repair; 

   - Didn’t like change of worker and professionals who didn’t understand the complexities (this relates to social workers and YOT workers and the young people were saying they prefer how Carney’s does it); 

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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

   - Maintain contact with people who have been important to them…. One YP giving this message to Ana (Director of children services) - YOT worker - lead to Uni offer (Lifelong links); 

   - One thing they would improve about Carney's - expand the service and more funding to upgrade the facilities; and 

   - Built relationships across the community, including with gang leaders - who bring YP to Carney's to divert away from criminal exploitation. 

- We post about our work (without breaching confidentiality) on both Twitter and Instagram (at least one post per week and numerous stories). This has helped spread news about what does and doesn’t work and has also enabled us to ask a wide audience, from the public, for support for participant led projects; 

- We keep our website up to date with our activities and positive images of our participants; 

- ▪ We have delivered numerous presentations, to funders, partners, local authority, police etc; ▪ We have been involved in numerous news pieces this year and have also had a number of films done on us and how Carney’s works, however, the most popular piece was done by Mother Brown Films and has been nominated for Smiley Charity Film Awards; and 

- Supporting one of our participants who spent a substantial amount of time in custody, to come out and focus on his personal training qualification, which he has now completed with us. He has now appeared on numerous podcasts about his life, and has started his own YouTube channel, where he interviews and trains well known figures, such as musicians and professional athletes. 

## **Goal 4: Advance the systems supporting this work, including finance, funding and our building** 

With the uncertainty caused by the global pandemic, combined with the state of the building we are based in, ensuring we have systems in place to manage our finances, funding and ensure the building can remain open, is essential to every part of our work. 

## **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. 

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. 

However, the building is old and has numerous issues so we have had a plan put in place in order to deal with these issues. Our facilities manager is at the centre of this and created a plan at the beginning of the year. This included both looking at work that needs to be done on the building, but also keeping track of the upkeep needed to keep the building functioning. Areas it has covered is: 

- Creating an asbestos plan and safety register to ensure the asbestos we have is either removed or cased in and that it is clear to anyone renovating any part of the building where our asbestos is, or the need to have a demolition survey prior to working on an area that has not been assessed; 

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## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

- We secured funding to get air conditioning installed in our youth club area. This turned into rather a large task as it meant we also needed to upgrade our power supply. This led to us securing an electrical upgrade in September, to support our air conditioning unit; 

- We had the ground floor painted and decorated, which improved the area where most of our participant engagement happens; and 

- Our gym floor became damaged after the floods last year. We managed to keep the gym open for the whole of the year, which allowed us time to raise funds to pay for a new floor, which was fitted just before the end of our financial year. 

Our plans for the coming year will be to get a survey of the building to allow us to plan for the future. This should avoid us being in a situation where we suddenly have a crisis with the facilities that we do not have the funding to fix. 

## **Finances and funding** 

As with most charities, finances are core to the delivery of our work. With Carney’s growing so quickly, we needed to bring in more funding but did not necessarily have the financial processes and procedures that we would have liked in order to manage the finances appropriately. So, at the beginning of the year we did a full review of our financial procedures and now have a clear guidance for how to deal with any incoming or outgoing finances. 

Throughout the year we have done one-off pieces of work we’re doing to improve the finance management at Carney’s, for example opening a new bank account to allow for dual authorisation of payments, introducing monthly reporting of finances to trustees, and reviewing our accountancy provision. 

We have also sought to ensure the board is aware of our current finances and have started providing monthly finance reports, which are sent to trustees, outlining the cash position and larger items of income and expenditure. Alongside this we now provide a more detailed breakdown of both finances and fundraising in each of our quarterly trustee meetings. 

The growth in our size and provision has meant we have had to target specific funders for specific projects, and looked at how we can add to these pots with our unrestricted fundraising and self generated income (e.g. income from renting out the building). One thing we intend to research for the coming year is the option of using professional fundraisers. 

We also looked at ways of best making use of the income we do have and decided to open a deposit account with the Co-operative Bank, who we hold our current account with, in order to earn some interest on our funds. More recently we opened a COIF Charities Deposit Fund with CCLA Investment Management to take advantage of the current high interest rates. 

We would like to thank all of our generous funders, detailed on page 34. 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. 

Our goals for the coming year, are to continue to rebuild our income levels from social enterprises and community fundraising, and to continue to develop our relationships with grant-making trusts and foundations. In order to achieve this we have recently engaged the services of a fundraiser. 

16 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

## **Financial review** 

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 other key organisations and funders as detailed in Note 3. 

The total income for the year was £535,130, an increase of over 39% on the previous year. Of this, unrestricted income was £374,781 and restricted was £160,349. 

Expenditure for the year decreased to £453,501 with continued improvement works on the centre including £36,883 for a new gym floor, which was capitalised. 

Expenditure on raising charitable funds stayed much the same at £29,236 and spending on charitable activities decreased by 8% to £424,265. 

The free reserves at 31 January 2023 were £304,140 which is an increase of £71,742 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. 

## **Reserves policy** 

Carney's Community's reserves policy is that 8-10 months of operating expenditure will be held in free reserves. For the financial year 23-24 this is budgeted as £298,960 to £373,700. This figure is monitored and reviewed by the board of trustees on an annual basis. At 31 January 2023 Carneys Community had total funds of £415,616. Of this £6,003 was restricted, £67,000 designated and £38,473 was fixed assets. Therefore, the total amount of free reserves held is £304,140, which is within the range of the policy. 

## **HR** 

As with the finances, our HR systems needed improving. We realised that, in order to best develop our staff and reduce the amount of admin time needed to run the charity, it was important to create some clear HR guidelines. Some examples are: 

- We have updated all of our policies and our employee handbook, which provides a clear process for disciplinaries, sick leave, whistle blowing etc; and 

- Managers are now receiving a weekly HR update report from admin, outlining missing paperwork for staff and updating them on when DBS checks and safeguarding training needs to be updated for each staff member. This helps the managers to keep on top of chasing up any outstanding documents. 

We also reviewed our equality and inclusion processes, to ensure our staff team, managers and board of trustees are representative of the groups we serve. We assessed that, whilst our staff team is diverse and represents our target groups (those with involvement in the criminal justice system, from local estates and who have experienced trauma, along with racial diversity), we need to focus on diversifying our board of trustees. 

17 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

Communication was also an area we sought to develop. We wanted to be able to communicate our aims and objectives, how we deliver our work and positive images of the target group we serve. Initially we did this through our social media, ensuring we were posting on Instagram/Twitter feeds at least once a week and on our Instagram stories on an almost daily basis. This saw our followers on Instagram increase to 5,000 followers and our Twitter to 1,700 followers (we chose not to focus on Facebook as our research showed that most participants did not use it). There was a lot of interaction on social media and numerous participants reference seeing posts that led to them attending sessions and to keep them updated with what else was happening at Carney’s. 

We also had a new website developed and had staff trained up on how to update it and what is needed for it’s general upkeep, which has also been a huge help with our development. 

## **Stats for Feb 2022 - Jan 2023** 

## Numbers worked with: 

- ▪534 participants attended at least one session; and 

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

## Gender breakdown: 

- ▪Male - 424; 

- ▪Female - 110; and 

- ▪Self described - 0. 

## Ethnicity breakdown: 

|**Ethnicity**|**Number**|**%**|
|---|---|---|
|Asian all (British, Bangladeshi, Chinese, Indian, Pakistani,<br>other)|28|5.24|
|Black all (African, British, Caribbean, Other)|195|36.52|
|Information not obtained (NOBT)|43|8.06|
|Mixed all (White & Black African, White & Black Caribbean,<br>any other)|105|19.66|
|White, all (British, GTR, Irish, other)|114|21.34|
|Any other background|49|9.18|
|Total|534|100.00|



## Age breakdown: 

|**Age group**|**Number**|**%**|
|---|---|---|
|<br>10 and under|41|7.68|
|11 to 16|208|38.95|
|17 to 18|76|14.23|
|19 to 25|104|19.48|
|26 plus|105|19.66|
|Not specified|0|0.00|
|Total|534|100.00|



Numbers at risk – 313 of these had identified and admitted (on referral) to having risk factors, related to either offending or some other disadvantaged background. 

18 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

|**All activities**|**No. engaged in**|**No. of**<br>**sessions**|**No. of contact**<br>**hours**|
|---|---|---|---|
|Boxing|390|453|555:30|
|Mentoring & keyworking|272|2,657|4,035:25|
|Youth club (Chill Out)|200|118|200:30|
|Battersea Bike sessions|73|43|129:00|
|Outreach|24|17|53:30|
|Other youth activities (workshops,<br>user committee, summer program)|42|43|80:00|
|Total|534 (unique attendees)|3,331|5,053:55|



|**Boxing breakdown**|**No. of**<br>**sessions**|**No. of hours**<br>**offered**|
|---|---|---|
|CCC Monday U18's|53|69:30|
|CCC Monday O18's|49|65:00|
|CCC Wednesday U18's|60|79:00|
|CCC Wednesday O18's|49|77:00|
|CCC Friday U18’s|48|71:00|
|Saturday Social Enterprise Session|47|47:00|
|Tuesday Social Enterprise Session|49|49:00|
|Thursday Social enterprise|49|49:00|
|Get Fit Fast|49|49:00|
|Total boxing sessions run in this period|453|555:30|
||||
|**Youth Club breakdown**|**No. of**<br>**sessions**|**No. of hours**<br>**offered**|
|Monday|54|89:00|
|Wednesday|61|100:30|
|Holidays|3|11:00|
|Total|118|200:30|



Mentoring and key work: 

|**Mentoring/key-working & risk factors**|**Mentoring/key-working & risk factors**|**No.**|**%**|
|---|---|---|---|
|Mentored/key-worked||272|50.94|
|Of which have one or more risk factors||180|66.17|
|_Breakdown of risk factors (each participant can have more than 1)_||||
|Criminal risk factors||98|36.01|
|Learning difficulty/disability and/or physical disability||97|35.66|
|||||
|**Mentoring/keywork hours breakdown**|**No. of**<br>**participan**<br>**ts**|**No. of**<br>**sessions**|**No. of hours**|
|How many key worked on a one to one basis|151|1,298|1,602:20|
|How many engaged in mentoring|177|1,359|2,433:05|
|How many hours engagement for those key<br>worked|151|5,170|6,857:30|



19 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

Our participants achieved 753 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|36|
|Health & fitness|213|
|Positive and constructive activities|100|
|Volunteering|5|
|Gaining a qualification|23|
|Paid employment|21|
|Improved confidence and self-esteem|118|
|Increased engagement with other services|7|
|Improved family situation|5|
|Gained an award|47|
|Had an amateur boxing fight|5|
|Housing|1|
|Learned a new skill|4|
|Improved communication & engagement|168|
|Total of recorded outcomes|753|



## Why do young people come to Carney’s Community? 

From our participant questionnaires this year, we learned that: 

- ✓ 61% of participants come to meet friends; 

- ✓ 65% to have fun; 

- ✓ 64% to get healthier; 

- ✓ 45% to learn or do new things; 

- ✓ 65% to be more active; 

- ✓ 34% come to our sessions to keep out of trouble; and 

- ✓ 22% to stay safe. 

## What do young people get from coming to Carney’s Community? 

In the same questionnaires, we learned that: 

- ✓ 86% are more physically active and 85% feel healthier now than they were prior to attending our sessions; 

- ✓ 74% feel more confident and 71% feel better about themselves and their future; 

- ✓ 68% say that their feelings of anger have reduced; ✓ 77% make better use of my time; ✓ 67% reported stopping or reduced offending; ✓ 73% engaged more in volunteering; ✓ 74% are more involved in their local community; ✓ 55% reported an improvement in their relationship with their family; ✓ 74% reported better peer relationships; ✓ 57% get into trouble less than before; ✓ 80% feel they now have someone to go to if they need help; and ✓ 72% said they are doing better at school, college, or work than before. 

20 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

_“It’s really good, Carney's feels like family.”_ 

_“It’s a good place to get fit be more active and sort out any issues u may have and it’s also a place you can go to if u need help.”_ 

_“Carneys is a place of refuge.”_ 





## **Feedback from Professionals** 

_The absolute highlight of this week for me was a visit to Carney's Youth Club. During my visit I met Dante, a truly inspirational young person who talked about his journey through school - the good and the bad - having overcome a number of difficulties, some of which are still present in his life. You can see him in a really inspirational video about Stormzy visiting Carney's. I was struck by Dante’s reflections on his experiences. There are many factors that help us shape who we are and who we become, in his view, it is by far our lived experiences that have the heaviest weight in shaping us and our futures._ 

_My wholehearted thanks to George Turner, who I am completely in awe of, the heartbeat of the Carney’s community. What they provide for young people is simply life changing, both in terms of the long-term unconditional support and the brilliant opportunities like boxing, fitness training and cooking. Carney’s, it's more than a club, it's a place where you want to be, it's a family. Please do visit them and get to know about their amazing work._ 

Director of Children’s Services, Wandsworth Council. April 2022. 

21 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

## **Wandsworth Council OFSTED report, Nov 2022** 

Effective and valued community resource! - including those with disabilities. Safe space and young people described it as being like a family - get realistic advice. Positive impact of Carneys - preventing them from choosing a path less positive. 


## **Feedback from Funders** 

_"Many thanks for an excellent report with really good detail and a comprehensive indication of impact in the outcomes section - it's so compelling to see the collated results next to the qualitative feedback and quotes. It sounds like the whole team has been instrumental in another successful year of delivery - congratulations to everyone at Carney's Community." – Children in Need June 2022._ 

_"Thank you for all the great work that you do_ 💕💕 _"_ 

_"My son, E, is benefitting hugely from coming to Carney's - he comes out of each session both energised and worn out! It's been such a help to E, and also to his brother and me. We are so grateful for all that you do, and I'm really pleased your fundraising campaign has exceeded your targets."_ 

_"Keep up the great work you guys are doing!! I see real impact in the young people you are supporting!"_ 

## **Looking ahead** 

As with previous years we will ensure we involve participants and our community in directing how and what we deliver. Being needs focused is essential, so with demand high, we will continue to run our core activities, whilst trying to build on our key work and any new needs that arise from our participants. 

This year has shown us the benefits of joint working and we aim to strengthen partnerships that drive change, in areas such as education and SEN, and which help us provide a more tailored and holistic support package to our participants. 

We will enable this continued work by looking at new funding opportunities, possibly via a professional fundraiser, and also targeting corporate funding. 

## **Structure, governance and management** 

## **Governing document** 

The organisation is a charitable company limited by guarantee, incorporated on 25 January, 2012 and registered as a charity on 31 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. 

22 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

## **Recruitment and appointment of Management Committee** 

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

## **Organisational structure** 

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

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

## **Staff Team** 

George Turner – CEO Youseff Roddie Cole - Boxing Coach Mark Reigate – Head Boxing Coach Nabil Hammia - Boxing Coach Alice Jhugroo – Buildings Manager Ibrahim Idris – Boxing Coach Layla Madkour – Senior Key worker Jahrel Laurencin – Boxing Coach Lizzie Takyi-Akyaa – Lead Youth Worker Junior Miller – Boxing Coach Trun “Giz” Chu – Lead Boxing Coach Arnold Puplampu – Boxing Coach Aaron Grew – Admin Assistant Warren Hutchinson – Youth Support Worker Sian Fletcher – Finance Officer Tunde Balogun – Youth Worker Bob Turgott – Key Worker Jacqueline Gilbert – Youth Worker Aaron Herbert – Mentor Nuriya Qamili - Youth Worker Denise “Dinky” Wilson – Bike Mechanic Isaac Shukar – Youth Worker Verona Stewart – Community Chef 

## **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. 

23 



## **Carney's Community** 

## **Report of the trustees** 

## **For the year ended 31 January 2023** 

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. 

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. 

## **Independent examiners** 

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

Approved by the trustees on 31 July 2023 and signed on their behalf by 

## charles gibson 

Charles Gibson - Trustee 

## Thomas Fitzgerald 

Thomas Fitzgerald - Trustee 

24 



## **Independent examiner's report** 

## **To the trustees of** 

## **Carney's Community** 

I report to the trustees on my examination of the accounts of Carney's Community (the charitable company) for the year ended 31 January 2023, which are set out on pages 26 to 44. 

## **Responsibilities and basis of 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. 

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). 

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. 

## Alison Godfrey 

Date: 1 August 2023 **Alison Godfrey FCA Member of the ICAEW** For and on behalf of: **Godfrey Wilson Limited** 

Chartered accountants and statutory auditors 5th Floor Mariner House 62 Prince Street Bristol BS1 4QD 

25 



## **Carney's Community** 

**Statement of financial activities** _(incorporating an income and expenditure account)_ 

## **For the year ended 31 January 2023** 

|Restricted Unrestricted<br>Note<br>£<br>£<br>**Income from:**<br>Donations and legacies<br>3<br>160,349<br>334,293<br>Charitable activities<br>4<br>-<br>40,138<br>Investment income<br>-<br>350<br>**Total income**<br>160,349<br>374,781<br>**Expenditure on:**<br>Raising funds<br>-<br>29,236<br>Charitable activities<br>143,645<br>280,620<br>**Total expenditure**<br>6<br>143,645<br>309,856<br>**Net income / (expenditure)**<br>16,704<br>64,925<br>Transfers between funds<br>(42,220)<br>42,220<br>**Net movement in funds**<br>7<br>(25,516)<br>107,145<br>**Reconciliation of funds:**<br>Total funds brought forward<br>31,519<br>302,468<br>**Total funds carried forward**<br>6,003<br>409,613|**2023**<br>2022<br>**Total**<br>Total<br>**£**<br>£<br>**494,642**<br>337,087<br>**40,138**<br>46,827<br>**350**<br>-<br>**535,130**<br>383,914<br>**29,236**<br>29,298<br>**424,265**<br>461,180<br>**453,501**<br>490,478<br>**81,629**<br>(106,564)<br>**-**<br>-<br>**81,629**<br>(106,564)<br>**333,987**<br>440,551<br>**415,616**<br>333,987|
|---|---|



All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in note 14 to the accounts. 

26 



## **Carney's Community** 

## **Balance sheet** 

## **As at 31 January 2023** 

|Note<br>**Fixed assets**<br>Tangible assets<br>10<br>**Current assets**<br>Debtors<br>11<br>Cash at bank and in hand<br>**Liabilities**<br>Creditors: amounts falling due within 1 year<br>12<br>**Net current assets**<br>**Net assets**<br>13<br>**Funds**<br>14<br>Restricted funds<br>Unrestricted funds<br>Designated funds<br>General funds<br>**Total charity funds**|**£**<br>**36,485**<br>**392,632**<br>**429,117**<br>**(51,974)**|**2023**<br>**£**<br>**38,473**<br>**38,473**<br>**377,143**<br>**415,616**<br>**6,003**<br>**67,000**<br>**342,613**<br>**415,616**|2022<br>£<br>3,070|
|---|---|---|---|
||||3,070<br>11,676<br>345,536|
||||357,212<br>(26,295)|
||||330,917|
||||333,987|
||||31,519<br>67,000<br>235,468|
||||333,987|



The directors are satisfied that the company is entitled to exemption from the provisions of the Companies Act 2006 (the Act) relating to the audit of the financial statements for the year by virtue of section 477(2), and that no member or members have requested an audit pursuant to section 476 of the Act. 

The directors acknowledge their responsibilities for: 

- (i) ensuring that the Company keeps proper accounting records which comply with section 386 of the Act; and 

- (ii) preparing financial statements which give a true and fair view of the state of affairs of the Company as at the end of the financial year and of its profit or loss for the financial year in accordance with the requirements of section 393, and which otherwise comply with the requirements of the Act relating to financial statements, so far as applicable to the company. 

27 



## **Carney's Community** 

## **Balance sheet** 

## **As at 31 January 2023** 

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

Approved by the trustees on 31 July 2023 and signed on their behalf by 

## charles gibson 

Charles Gibson - Trustee 

## Thomas Fitzgerald 

Thomas Fitzgerald - Trustee 

28 



## **Carney's Community** 

## **Statement of cash flows** 

## **For the year ended 31 January 2023** 

|**Cash used in operating activities:**<br>Net movement in funds<br>Adjustments for:<br>Depreciation charges<br>Other interest receivable and similar income<br>Increase in debtors<br>Increase in creditors<br>**Net cash provided by / (used in) operating activities**<br>**Cash flows from investing activities:**<br>Purchase of tangible fixed assets<br>Interest received<br>**Net cash used in investing activities**<br>**Increase / (decrease) in cash and cash equivalents in the year**<br>Cash and cash equivalents at the beginning of the year<br>**Cash and cash equivalents at the end of the year**|**2023**<br>**£**<br>**81,629**<br>**1,430**<br>**(350)**<br>**(24,809)**<br>**25,679**<br>**83,579**<br>**(36,833)**<br>**350**<br>**(36,483)**<br>**47,096**<br>**345,536**<br>**392,632**|2022<br>£<br>(106,564)<br>850<br>-<br>(2,237)<br>16,868|
|---|---|---|
|||(91,083)|
|||(3,920)<br>-|
|||(3,920)|
|||(95,003)<br>440,539|
|||345,536|



The charity has not provided an analysis of changes in net debt as it does not have any long term financing arrangements. 

29 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

**1. Accounting policies** 

## **a) Basis of preparation** 

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities in preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. 

Carney's Community meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note. 

## **b) Going concern basis of accounting** 

The accounts have been prepared on the assumption that the charity is able to continue as a going concern, which the trustees consider appropriate having regard to the current level of unrestricted reserves. There are no material uncertainties about the charity's ability to continue as a going concern. 

## **c) Income** 

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item of income have been met, it is probable that the income will be received and the amount can be measured reliably. 

Income from the government and other grants, whether 'capital' grants or 'revenue' grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. 

Income received in advance of provision of boxing and mentoring sessions is deferred until criteria for income recognition are met. 

## **d) Donated services and facilities** 

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item, is probable and the economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), general volunteer time is not recognised. 

30 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

**1. Accounting policies (continued)** 

## **d) Donated services and facilities (continued)** 

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt. 

## **e) Interest receivable** 

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity: this is normally upon notification of the interest paid or payable by the bank. 

## **f) Funds accounting** 

Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity. 

## **g) Expenditure and irrecoverable VAT** 

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. 

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

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

Support costs are those functions 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 based on the proportion of staff time occupied by each activity as follows: 

||**2023**|2022|
|---|---|---|
|Raising funds|**8.2%**|8.8%|
|Charitable activities|**91.8%**|91.2%|



## **i) Tangible fixed assets** 

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

|Sporting equipment|4 years straight line|
|---|---|
|Other equipment|3 years straight line|
|Fixtures and fittings|4 years straight line|



Items of equipment are capitalised where the purchase price exceeds £1,500. 

31 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **1. Accounting policies (continued)** 

## **j) Debtors** 

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

## **k) Cash at bank and in hand** 

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. 

## **l) Creditors** 

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. 

## **m) Financial instruments** 

The charitable company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently recognised at amortised cost using the effective interest method. 

## **n) Pension costs** 

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

## **o) Accounting estimates and key judgements** 

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

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

The key sources of estimation uncertainty that have a significant effect on the amounts recognised in the financial statements are depreciation as described in note i above. 

32 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **2. Prior period comparatives: statement of financial activities** 

|**Income from:**<br>Donations and legacies<br>Charitable activities<br>**Total income**<br>**Expenditure on:**<br>Raising funds<br>Charitable activities<br>**Total expenditure**<br>**Net expenditure**<br>Transfers between funds<br>**Net movement in funds**|Restricted<br>£<br>£<br>143,549<br>193,538<br>-<br>46,827<br>143,549<br>240,365<br>-<br>29,298<br>162,926<br>298,254<br>162,926<br>327,552<br>(19,377)<br>(87,187)<br>16,666<br>(16,666)<br>(2,711)<br>(103,853)<br>Unrestricted|2022<br>Total<br>£<br>337,087<br>46,827|
|---|---|---|
|||383,914|
|||29,298<br>461,180|
|||490,478|
|||(106,564)<br>-|
|||(106,564)|



33 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **3. Income from donations and legacies** 

|**Income from donations and legacies**|||
|---|---|---|
|**Donations**<br>Battersea Park Youth Club gift in kind<br>I.G.Y. Foundation<br>Nettlefold Gayner Foundation<br>Pantheon Trust<br>Lara's Family<br>Childhood Trust<br>Merriman Charitable Trust<br>Witheren Foundation<br>St Philip's PTA<br>Savills<br>Issoria Ltd<br>Henderson Chambers<br>Ali Watkins<br>Mafia Bikes<br>Other donations £1,500 or less<br>Donations from private individuals<br>Total donations<br>**Grants**<br>City Bridge Trust<br>Laureus Sport for Good<br>The April Trust<br>Children In Need<br>Allegra's Ambition<br>Goldman Sachs Gives<br>Katherine Low Settlement<br>Rathbones<br>Angus Irvine<br>Wandsworth Council<br>Providence (Big Local)<br>Wimbledon Foundation<br>Other grants £1,500 or less<br>Total grants<br>**Total income from donations and legacies**|Restricted<br>£<br>£<br>-<br>30,000<br>-<br>45,000<br>-<br>28,000<br>-<br>25,000<br>-<br>12,500<br>-<br>11,000<br>10,000<br>-<br>-<br>10,000<br>-<br>6,000<br>-<br>5,000<br>-<br>4,692<br>-<br>3,000<br>-<br>3,000<br>2,000<br>-<br>-<br>5,870<br>-<br>114,123<br>12,000<br>303,185<br>24,300<br>608<br>24,083<br>-<br>20,000<br>-<br>14,436<br>500<br>11,280<br>-<br>26,000<br>10,000<br>-<br>10,000<br>-<br>10,000<br>10,000<br>-<br>10,000<br>-<br>5,000<br>-<br>2,500<br>-<br>750<br>-<br>148,349<br>31,108<br>**160,349**<br>**334,293**<br>Unrestricted|**2023**<br>**Total**<br>**£**<br>**30,000**<br>**45,000**<br>**28,000**<br>**25,000**<br>**12,500**<br>**11,000**<br>**10,000**<br>**10,000**<br>**6,000**<br>**5,000**<br>**4,692**<br>**3,000**<br>**3,000**<br>**2,000**<br>**5,870**<br>**114,123**|
|||**315,185**|
|||**24,908**<br>**24,083**<br>**20,000**<br>**14,936**<br>**11,280**<br>**36,000**<br>**10,000**<br>**10,000**<br>**10,000**<br>**10,000**<br>**5,000**<br>**2,500**<br>**750**|
|||**179,457**|
|||**494,642**|



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 (2022: £30,000). 

34 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

|**3.**<br>**Income from donations and legacies (continued)**<br>**Prior period comparative:**<br>**Donations**<br>Battersea Park Youth Club gift in kind<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 income from donations and legacies**|Restricted<br>£<br>£<br>-<br>30,000<br>-<br>50,000<br>-<br>8,000<br>6,000<br>-<br>6,000<br>-<br>-<br>5,000<br>-<br>4,000<br>-<br>3,000<br>-<br>2,500<br>-<br>7,452<br>-<br>65,105<br>12,000<br>175,057<br>25,000<br>-<br>24,000<br>-<br>17,758<br>-<br>11,936<br>-<br>6,000<br>-<br>-<br>10,000<br>-<br>7,500<br>29,035<br>-<br>5,000<br>-<br>4,000<br>-<br>3,620<br>-<br>2,500<br>-<br>2,700<br>981<br>131,549<br>18,481<br>143,549<br>193,538<br>Unrestricted|2022<br>Total<br>£<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|
|||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|



35 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **4. Income from charitable activities** 

|Boxing courses and mentoring<br>Room hire<br>Other income<br>**Total income from charitable activities**|**2023**<br>**£**<br>**37,025**<br>**2,338**<br>**775**<br>**40,138**|2022<br>£<br>29,575<br>2,755<br>14,497|
|---|---|---|
|||46,827|



_All income from charitable activities in the current and prior period was unrestricted._ 

## **5. Government grants** 

The charitable company receives government grants, defined as funding from Wandsworth Council to fund charitable activities. The total value of such grants in the period ending 31 January 2023 was £10,000 (2022: £6,000). There are no unfulfilled conditions or contingencies attaching to these grants in the current or prior period. 

36 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **6. Total expenditure** 

|**Total expenditure**|||||
|---|---|---|---|---|
|Staff costs (note 8)<br>Other staff costs<br>Premises costs<br>Office costs<br>Participant costs<br>Professional fees<br>Bank charges<br>**Sub-total**<br>Allocation of support and governance costs<br>**Total expenditure**|Raising funds<br>£<br>22,721<br>-<br>-<br>-<br>-<br>702<br>-<br>23,423<br>5,813<br>**29,236**|Charitable<br>activities<br>£<br>254,361<br>2,691<br>79,540<br>12,183<br>10,413<br>-<br>-<br>359,188<br>65,077<br>**424,265**|Support and<br>governance<br>costs<br>£<br>44,204<br>-<br>8,838<br>12,183<br>-<br>5,642<br>23<br>70,890<br>(70,890)<br>**-**|**2023 Total**<br>**£**<br>**321,286**<br>**2,691**<br>**88,378**<br>**24,366**<br>**10,413**<br>**6,344**<br>**23**|
|||||**453,501**<br>**-**|
|||||**453,501**|



Total governance costs were £3,120 (2022: £3,360) 

37 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **6. Total expenditure Prior period comparative** 

|**Prior period comparative**<br>Staff costs (note 8)<br>Other staff costs<br>Premises costs<br>Office costs<br>Participant costs<br>Professional fees<br>Bank charges<br>**Sub-total**<br>Allocation of support and governance costs<br>**Total expenditure**|Raising funds<br>£<br>22,597<br>-<br>-<br>-<br>-<br>442<br>-<br>23,039<br>6,259<br>29,298|Charitable<br>activities<br>£<br>233,732<br>8,728<br>128,864<br>9,621<br>15,493<br>-<br>-<br>396,438<br>64,742<br>461,180|Support and<br>governance<br>costs<br>£<br>39,490<br>-<br>14,318<br>9,621<br>-<br>7,438<br>134<br>71,001<br>(71,001)<br>**-**|2022 Total<br>£<br>295,819<br>8,728<br>143,182<br>19,242<br>15,493<br>7,880<br>134|
|---|---|---|---|---|
|||||490,478<br>-|
|||||490,478|



38 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

**7. Net movement in funds** 

This is stated after charging: 

|Depreciation<br>Operating lease payments<br>Trustees' remuneration<br>Trustees' reimbursed expenses<br>Independent examiner's remuneration:<br>▪Independent examination (including VAT)|**2023**<br>**£**<br>**1,430**<br>**840**<br>**Nil**<br>**13**<br>**3,120**|2022<br>£<br>850<br>504<br>Nil<br>96<br>3,360|
|---|---|---|



Trustees reimbursed expenses relate to one trustee being reimbursed for IT and governance costs (2022: one trustee). 

## **8. Staff costs and numbers** 

Staff costs were as follows: 

|Salaries and wages<br>Social security costs<br>Pension costs|**2023**<br>**£**<br>**294,351**<br>**17,332**<br>**9,603**<br>**321,286**|2022<br>£<br>273,505<br>17,209<br>5,105|
|---|---|---|
|||295,819|



No employee earned more than £60,000 during the year (2022: Nil). 

The key management personnel of the charitable company comprise the Trustees, Chief Executive Officer and Chief Operating Officer. The total employee benefits of the key management personnel were £90,152 (2022: £84,467). 

|**2023**<br>**No.**<br>Average head count<br>**21.00**<br>The average number of full time equivalent employees during the year was as follows:<br>**2023**<br>**No.**<br>Mentoring and administration staff<br>**9.00**|2022<br>No.<br>19.00|
|---|---|
||2022<br>No.<br>9.00|



## **9. Taxation** 

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. 

39 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **10. Tangible fixed assets** 

|£<br>**Cost**<br>At 1 February 2022<br>-<br>Additions in year<br>36,833<br>At 31 January 2023<br>36,833<br>**Depreciation**<br>At 1 February 2022<br>-<br>Charge for the year<br>450<br>At 31 January 2023<br>450<br>**Net book value**<br>**At 31 January 2023**<br>**36,383**<br>At 31 January 2022<br>-<br>**11. Debtors**<br>Trade debtors<br>Prepayments<br>Accrued income<br>**Fixtures and**<br>**fittings**|£<br>4,480<br>-<br>4,480<br>4,480<br>-<br>4,480<br>**-**<br>-<br>**Sporting**<br>**equipment**|£<br>8,688<br>-<br>8,688<br>5,618<br>980<br>6,598<br>**2,090**<br>3,070<br>**2023**<br>**£**<br>**2,488**<br>**5,564**<br>**28,433**<br>**36,485**<br>**Other**<br>**equipment**|**Total**<br>**£**<br>**13,168**<br>**36,833**|
|---|---|---|---|
||||**50,001**|
||||**10,098**<br>**1,430**|
||||**11,528**|
||||**38,473**|
||||3,070|
||||2022<br>£<br>3,385<br>5,291<br>3,000|
||||11,676|



## **12. Creditors : amounts due within 1 year** 

|Trade creditors<br>Accruals<br>Other taxation and social security<br>Other creditors|**2023**<br>**£**<br>**34,689**<br>**3,696**<br>**9,995**<br>**3,594**<br>**51,974**|2022<br>£<br>9,625<br>4,703<br>11,967<br>-|
|---|---|---|
|||26,295|



40 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **13. Analysis of net assets between funds** 

|**Analysis of net assets between funds**|||||
|---|---|---|---|---|
|Tangible fixed assets<br>Current assets<br>Current liabilities<br>**Net assets at 31 January 2023**<br>**Prior period comparative**<br>Tangible fixed assets<br>Current assets<br>Current liabilities<br>**Net assets at 31 January 2022**|£<br>-<br>6,003<br>-<br>**6,003**<br>£<br>-<br>31,519<br>-<br>31,519<br>Restricted<br>funds<br>Restricted<br>funds|£<br>-<br>67,000<br>-<br>**67,000**<br>£<br>-<br>67,000<br>-<br>67,000<br>Designated<br>funds<br>Designated<br>funds|£<br>38,473<br>356,114<br>(51,974)<br>**342,613**<br>£<br>3,070<br>258,693<br>(26,295)<br>235,468<br>General<br>funds<br>General<br>funds|**Total**<br>**funds**<br>**£**<br>**38,473**<br>**429,117**<br>**(51,974)**|
|||||**415,616**|
|||||Total<br>funds<br>£<br>3,070<br>357,212<br>(26,295)|
|||||333,987|



41 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **14. Movements in funds** 

|**Restricted funds**<br>Boxing and mentoring<br>Food program<br>Youth work and outreach<br>Bike workshop<br>Building improvements<br>**Total restricted funds**<br>_Designated funds:_<br>Building fund<br>Capacity building<br>IT infrastructure<br>_Total designated funds_<br>General funds<br>**Total unrestricted funds**<br>**Total funds**<br>**Unrestricted funds**|At 1<br>February<br>2022<br>£<br>7,439<br>-<br>1,200<br>-<br>22,880<br>31,519<br>5,000<br>55,000<br>7,000<br>67,000<br>235,468<br>302,468<br>333,987|Income<br>£<br>109,599<br>8,150<br>600<br>2,000<br>40,000<br>160,349<br>-<br>-<br>-<br>-<br>374,781<br>374,781<br>535,130|£<br>(112,549)<br>(8,150)<br>(286)<br>(2,000)<br>(20,660)<br>(143,645)<br>(5,000)<br>-<br>(4,262)<br>(9,262)<br>(300,594)<br>(309,856)<br>(453,501)<br>Expenditure|£<br>**£**<br>-<br>**4,489**<br>-<br>**-**<br>-<br>**1,514**<br>-<br>**-**<br>(42,220)<br>**-**<br>(42,220)<br>**6,003**<br>30,000<br>**30,000**<br>(23,000)<br>**32,000**<br>2,262<br>**5,000**<br>9,262<br>**67,000**<br>32,958<br>**342,613**<br>42,220<br>**409,613**<br>-<br>**415,616**<br>Transfers<br>between<br>funds<br>**At 31**<br>**January 2023**|£<br>**£**<br>-<br>**4,489**<br>-<br>**-**<br>-<br>**1,514**<br>-<br>**-**<br>(42,220)<br>**-**<br>(42,220)<br>**6,003**<br>30,000<br>**30,000**<br>(23,000)<br>**32,000**<br>2,262<br>**5,000**<br>9,262<br>**67,000**<br>32,958<br>**342,613**<br>42,220<br>**409,613**<br>-<br>**415,616**<br>Transfers<br>between<br>funds<br>**At 31**<br>**January 2023**|
|---|---|---|---|---|---|
||||||**6,003**|
||||||**30,000**<br>**32,000**<br>**5,000**|
||||||**67,000**|
||||||**342,613**|
||||||**409,613**|
||||||**415,616**|



## **Purposes of restricted funds** 

Boxing and mentoring 

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

Food program 

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. 

42 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **14. Movements in funds (continued) Purposes of restricted funds (continued)** 

Building improvements 

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

## **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. 

## **Transfers** 

Transfers represent the purchase of fixed assets from restricted funds and the unrestriction of the underspend as agreed by the funder. 

|**Prior period comparative**<br>**Restricted funds**<br>Boxing and mentoring<br>Food program<br>Youth work and outreach<br>Bike workshop<br>Building improvements<br>Fitzroy Lodge<br>**Total restricted funds**<br>_Designated funds:_<br>Building fund<br>Capacity building<br>IT infrastructure<br>_Total designated funds_<br>General funds<br>**Total unrestricted funds**<br>**Total funds**<br>**Unrestricted funds**|At 1<br>February<br>2021<br>£<br>12,709<br>5,333<br>8,016<br>-<br>1,500<br>6,672<br>34,230<br>50,000<br>78,000<br>-<br>128,000<br>278,321<br>406,321<br>440,551|Income<br>£<br>73,936<br>11,620<br>2,200<br>9,000<br>46,793<br>-<br>143,549<br>-<br>-<br>-<br>-<br>240,365<br>240,365<br>383,914|£<br>(75,347)<br>(17,641)<br>(9,025)<br>(11,800)<br>(25,413)<br>(23,700)<br>(162,926)<br>(45,000)<br>(16,000)<br>-<br>(61,000)<br>(266,552)<br>(327,552)<br>(490,478)<br>Expenditure|£<br>£<br>(3,859)<br>7,439<br>688<br>-<br>9<br>1,200<br>2,800<br>-<br>-<br>22,880<br>17,028<br>-<br>16,666<br>31,519<br>-<br>5,000<br>(7,000)<br>55,000<br>7,000<br>7,000<br>-<br>67,000<br>(16,666)<br>235,468<br>(16,666)<br>302,468<br>-<br>333,987<br>Transfers<br>between<br>funds<br>At 31<br>January 2022|£<br>£<br>(3,859)<br>7,439<br>688<br>-<br>9<br>1,200<br>2,800<br>-<br>-<br>22,880<br>17,028<br>-<br>16,666<br>31,519<br>-<br>5,000<br>(7,000)<br>55,000<br>7,000<br>7,000<br>-<br>67,000<br>(16,666)<br>235,468<br>(16,666)<br>302,468<br>-<br>333,987<br>Transfers<br>between<br>funds<br>At 31<br>January 2022|
|---|---|---|---|---|---|
||||||31,519|
||||||5,000<br>55,000<br>7,000|
||||||67,000|
||||||235,468|
||||||302,468|
||||||333,987|



43 



## **Carney's Community** 

## **Notes to the financial statements** 

## **For the year ended 31 January 2023** 

## **15. Operating lease commitments** 

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

|Amount falling due:<br>Within 1 year<br>Within 1 - 5 years|**2023**<br>**£**<br>**1,008**<br>**3,192**<br>**4,200**|2022<br>£<br>924<br>4,200|
|---|---|---|
|||5,124|



## **16. Related party transactions** 

Charles Gibson, Chair, is the Head of Chambers at Henderson Chambers. During the year Henderson Chambers made donations to the charitable company of £3,000, of which no amounts were outstanding at year end (2022: £Nil). 

44