2022-03-31-accounts

Trustees				Ms SCrane (Chair)	Ms SCrane (Chair)
				Ms H Krawitz (Vice Chair)
				Mr P Shah (Treasurer)
				Ms N Sawi (Secretary)
				Mr A Mulji
				Ms K Kozniswska
				Dr M AAbdullah
				Ms LBannister
				Ms AAIPYassin
				Ms J Carr
Director				Mr R Makwana
Charity	number			1151911
Charitable		Incorporated	Organisation	CE000394
(CIO) number
Registered		office		160 Pitfield Way
				Stonebridge
				London
				NW10 OPW
Independent		examiner		Deitch Cooper	LLP
				1st Floor, 3 Hobbs House
				Harrovian Business Village
				Bessborough	Road
				Harrow
				Middlesex
				HA1 3EX
Bankers				HSBC
				CAF Bank
Website				https:/iwww. sufra-nwlondon.		org.uk

		Page
Message	from the Chair ofthe Board ofTrustees
Trustees'	report	2-16
Independent examiner's report		17
Statement	offinancial activities	16
Statement	offinancial position
Statement	of cash flows	20
Notes to the financial statements		21-33

Key Impact St	atistics 2021-22
19,200	Total Food Bank recipients
	(Nearly double the pre-pandemic	figure		of 10,582	in 2019-20)
3,014	Unique Food Bank guests
	(On average, every unique guest	received a food			parcel more than 5times	over	the year)
18,534	Total fresh meals distributed
	(Mainly delivered cooked meals)
816	Number of people who benefitted	from		our Advice	Services
	(Including professional casework	and signposting)
193,470 (6)	Additional income gained for guests		by	our Advice Team
	(Mainly by maximising income from		benefits and		grants)
9,269	Hours volunteered
	(Including corporate volunteer groups)
662 (kg)	Produce harvested in St. Raphael's		Edible Garden, valued at 52,505
	(57%increase from 2020-21)
162	Number of active volunteers across		all	services
134	Registered referral agencies
	Food Bank Hubs
	(1) Stonebddge —Sufra (2) Willesden			- Mutual	Aid Food Willesden/PCC	(3)	Wembley —Ansar
	Youth Project
	Community Kitchens
	(1) South Kilbum —Granville Community			Kitchen	(2)Willesden —St Laurence's		Larder

After the previous	After the previous	After the previous	year of significant income growth and operational expansion in response to the pandemic,	the
charity successfully			consolidated and rationalised its operations over the course of the year. Below, we review	our
achievements		in relation to the priorities set out in our Business Plan (2021-22). Overall, we performed well against
the majority	of	our Year 2 Strategic Objectives as set out in our 3-year strategy.
Service Priority 1			- Emergency Aid
3-Year Objective:			Increase and improve the provision of all forms of emergency aid in response	to
Increased	need.
Year 2 Priority			Ensure the food aid services can operate at a level that is financially viable for the charity.
Achievements			Rer the significant spike in demand that we experienced in response to the Covid-19
			pandemic (Year 1:2020-21), strict controls were needed to ensure that food aid services were
			operating within the limits of capacity and financial constraints in order to guarantee the long-
			term sustainability offood aid.
			We achieved this through a detailed budgeting process, followed by a mid-year re-budget,	to
			ensure the financial sustainability of the service in relation to our other activities. We were
			careful to maintain the quantity and quality ofsupport we provide our guests.
			Greater focus was also placed on our Advice Services, which provided additional support	to
			our guests by reducing dependency on food aid and increasing the overall income levels	for
			food bank guests who were receiving professional advice for our staff.
			By working closely with Brent Council, Brent Hubs (local authority advice service) and	the
			Brent Food Aid Network, we were able to leverage additional support for Brent residents	i
			need offood aid and better share the burden ofdemand among our partners.
			Partnership working also played a crucial role in reducing direct service delivery costs. Aside
			from our main Food Bank operation in Stonebridge, Sufra operated two Food Bank Hubs	and
			two Community Kitchens over the year in partnership with voluntary sector organisations	that
			provided access to space and volunteers, whilst we provided staff, food and operational
			management.
			We also maintain our partnerships for receiving surplus food from The Felix Project,	City
			Harvest, Tesco, and M&S, who all provide crucial donations in kind to Sufra and help boost	the
			size ofour food parcel at minimal additional cost to the charity.

Seivlce Priority	2 - Advice and Training
3-Year Objective: Ensure that all guests in need of emergency aid have access to professional welfare
advice, training	opportunities and a range ofadditional support services.
Year 2 Priority	1. Develop the capacity and effectiveness of our Advice Service by expanding the Advice
	Volunteer programme.
	2. Deliver a programme of training and workshops to empower guests to learn new skills and
	become more financially independent.
Achievements	Overall, we were successful in expanding our capacity to delivery advice services, although
	this was not achieved entirely through an expansion ofAdvice Volunteers.
	We expanded the capacity of the advice team by establishing a telephone signposting service
	over a period of 6 months, with volunteers calling food bank guests to provide additional
	support. Our volunteers provided signposting to 127food bank guests during that period.
	We also established an ongoing partnership with Brent Hubs, the Brent Council's Advice
	Service. It is now a key element of our Food Bank Policy that guests access advice an
	guidance after receiving 6 food bank parcels, ensuring longer-term guests do not become
	dependent on food aid. The integration of Brent Hubs advice offer into our food aid service is a
	partnership unique to Sufra as a food aid provider in the borough. One oftheir Hubs is based
	on St. Raphael's Estate, which allowed us to work closely with their staff on site and expan
	our capacity to support our guests with ongoing case work, applications to the Resident's
	Support Fund, and more.
	Sufra's Refugee Resettlement Programme was also re-designed to launch a new schedule o
	social inclusion activities. Partnerships were identified to better support this demographic of
	guests —including one with the Islamic Human Rights Commission, who continue to support
	legal casework for our refugees and asylum seekers.
	To supplement the advice and support we provide our guest, we also ran two warm home
	discount workshops and provided warm home discount advice at a school uniform distribution
	dl'Ive.

Service Priority	3 - Community Engagement
3-Year Objective: Establish a fully resourced and multifaceted civic engagement programme.
Year 2 Priority	Map all community engagement opportunities and establish community engagement strategy.
Achievements	Sufra is very much embedded in a network of diverse community connections- from our many
	individual donors and supporters to local residents, businesses and partner organisations.
	As lockdowns and restrictions eased, and people become more comfortable meeting face t
	face, we scaled up our community engagement efforts —particularly with the local community
	on St. Raphael's Estate. This included reinstating our Forest School programme from th
	Community Garden for disadvantaged local children who would ordinarily not be able to afford
	such a course; running Holiday Activity and Food (HAF) programmes during school holidays to
	provide a safety net for children in our community; working with local partners to deliver a
	Winter Fair for residents; and attending more than a dozen external events (in person and
	online) to inform and engage more volunteers, supporters, guest and organisations in our work.
	Through dedicated outreach, we actively increased the number of referral agencies we partne
	ith to 134 (an increase of 52%); established partnerships with two new communit
	organisations where we established two new Community Kitchens; and established a
	community engagement project with Metroland Cultures. We also expanded the number o
	volunteering opportunities available, increased the number of active volunteers, and reinstated
	our corporate volunteering programme. In total, our volunteers provided over 9,000 hours o
	their time.
	We also engaged our donors and supporters in our work through two large fundraising appeals
	at were hugely successful and highlighted the ded)cation and commitment that our large
	donor base has to our work and the Issues we address.

Service Priodty 4- Advocacy	Service Priodty 4- Advocacy	and Campailgnlng
3-Year Objective:	Engage stakeholders in campaigning on the Issues that affect our guests
Year 2 Priority	Establish	a precedent for Sufra NW London using its data and knowledge to campaign		about
	addressing the causes ofpoverty.
chlevements	Over the	year, we substantially increased the number ofadvocacy and campaigning	activltie
	we engaged in. Highlights include:
		Participating in the steering committee of Brent's Right to Food Campaign		and	co-
		hosting the Brent Right to Food Summit, which was very well attended by		a wid
		range of stakeholders. The campaign was successful, and Brent has since declared
		itself a Right to Food Borough.
		Spearheading the development of a Cash First leaflet for Brent, working			in
		partnership with IFAN, Brent Council and others. We held a well-attended		online
		launch event to gain support for this approach and train organisations about		the	use
		of the leaflet. We continue to print and distribute cash first leaflets to people			and
		voluntary sector organisations across the borough.
		Contributing our food bank data to the Independent Food Aid Network, who		used it
		very effectively in a wide range of advocacy reports that regularly gained coverage in
		the national press and helped shaped the UK debate on poverty.
	~	Publishing blogs and reports at regular intervals over the year that highlight	the		data
		that we collect and raise awareness about poverty and related issues.	We		also
		communicated these widely across our social media channels.
	~	Actively supporting several UK-wide poverty focussed petitions on our	website,
		through social media and on our newsletters, including the national campaign		to	stop
		the cut to universal credit in August 2021.

Operational	Priority	1 —Financial Sustainability
3-Year Objective: Establish the finance and fundraising infrastructure needed to secure our growth and
development
Year 2 Priority		Increase capacity within fundraising to ensure we meet income generation target.
Achievements		Fundraising in a challenging post-Covid funding landscape was impressive under the
		circumstances, given that many participatory community events continued to be postponed o
		cancelled, and many donors had exhausted their resources because of the extraordinary
		support given during the pandemic.
		We benefitted from a successful Ramadan campaign under the leadership ofthe Fundraising
		Manager. This tenacious and much valued team member sadly passed away in the lat
		summer, which took a toll on the organisation's ability to execute its fundraising strategy; and
		the situation was further exacerbated by the unsuccessful recruitment of a new Fundraising
		Manager. The charity responded by increasing its fundraising capacity by engaging an
		experienced Fundraising Consultant and employing a Fundraising and Communications
		Assistant.
		Colleagues at Sufra also showed resilience and commitment with their contribution to
		fundraise for the Winter Appeal, with the Director and other staff also dedicating more time to
		applying for funding from Trusts and Foundations.
		While income generation was lower than expected for the year, strong financial managemen
		systems and strategic decision making supported the financial sustainability ofthe charity. By
		he end of the year Sufra had managed to reduce fixed costs, utilise the fundraising skills of
		new and existing Sufra staff, and establish a new fundraising strategy for the next fiscal year,
		'th a renewed focus on multi-year funding.
Operational	Priority 2- Organlsatlonai infrastructure
2-Year Objective: Establish the infrastructure, systems and processes needed to ensure seamless service
delivery across all		programmes
Year 2 Priority		Secure the additional building space needed to ensure seamless service delivery across all
		programmes,
Achievements		fter mapping suitable commercial space available in Brent, we concluded that rental costs in
		the borough were prohibitive. With Brent Council also struggling to find us suitable additional
		space, we established a new strategy to work more closely with partner organisations based
		near us on St. Raphael's Estate to make better use of underutilised space.
		Our Advice team are now based at Brent Hubs twice a week, and we have more regula
		access to Henderson House and The Family Wellbeing Centre. We also established
		partnerships with a number of voluntary sector organisations in other locations, where we now
		co-operate community kitchens, including Granvillle Community Kitchen and St. Laurence's
		I arder. These community kitchens are in addition to the two food bank hubs that were
		established during the last financial year.
		These measures, combined with some home working and planned desk sharing at our main
		office, has enabled us to secure sufficient workspace for existing staff. However, as we expand
		in the years ahead, additional space will be needed, and plans are being established for how to
		address this need.

Operational	Priority 3—People	Priority 3—People
3-Year Objective: Establish a culture in which staff and volunteers feel valued and are motivated to work
or and support the charity.
Year 2 Priority		Establish the HR and training infrastructure needed to ensure staff and volunteers feel valuecl
		and are motivated to work for the charity.
chievements		The impact of remote working made it challenging to establish a culture of togetherness,
		especially with many volunteers not returning once restrictions eased. That said, in line with the
		general theme of resilience for this year, Sufra worked hard towards this objective. By the encl of the year, staff were working from the office for most of the week, and our client facingi
		services had resumed and expanded.
		The loss of our colleague was a reminder of the importance of our relationships at Sufra andh
		the extent to which we value every member of the Sufra family and the extraordinary
		contribution they make. In response, the Trustees decided to provide staff with Group Life
		Assurance, which guarantees a salary-based financial settlement to nominated persons in the.
		event oftheir passing while employed at Sufra. This has undoubtedly contributed to Sufra stafi
		feeling more valued.
		The impact of Covid-19 on the wellbeing of staff and volunteers could not be fully known bt,
		Managers and Trustees but it was generally understood that additional wellbeing support was
		needed as we all try to get back to normal. As such, an Employee Assistance Scheme wa&
		also made available to all staff, volunteers and their family members. This was supplementec
		by a Mental Health and Wellbeing workshop and the subsequent use ofWellness Action Plans
		for all staff.
		We also improved our online collaboration plafform (MS Teams), trained staff to use it more.
		effectively, and delivered an all-staff training session on our co-working culture and values.
		Over the course ofthe year a new performance management framework was rolled out to stafl
		o further support professional development of staff. Multiple tools have been used tc
		systemise processes such as quarterly work planning, supervision and wellbeing meetings witt
		line managers, and a structured and transparent annual performance appraisal process.

The	Trustees who served	during the year and up to the date of	signature ofthe financial	statements	were:
Ms	SCrane (Chair)
Ms	H Krawitz (Vice Chair)
Mr P Shah (Treasurer)		(Appointed	9February 2022)
Ms	N Sawi (Secretary)	(Appointed	3October 2022)
Mr A Mulji
Ms	KKozniewska
Dr M AAbdullah
Ms	I Bannister	(Appointed	25 November 2021)
Ms	AAI-Yassin	(Appointed	27 November 2021)
Ms	J Carr	(Appointed	29 November 2021)
Ms	R Heaney (Secretary)	(Resigned	3 October 2022)
Ms	A Khan (Treasurer)	(Resigned	4 November 2021)

			Unrestricted	Restricted	Total Unrestricted	Total Unrestricted	Restricted	Total
			funds	funds		funds	funds
		Notes	2022 f	2022		2021f	2021 f	2021f
Ingfttnaf Dtm;
Donations and	legacies		507,836	212,765	720,601	711,926	421,787	1,133,713
Charitable activities			3,455		3,455	1,379		1,379
Interest receivable			104		104	234		234
Total income			511,395	212,765	724,160	713,539	421,787	1,135,326
~dd E
Raising funds			55,294		55,294	51,007	499	51,506
Charitable activities			590,009	279,149	869,158	278,722	328,722	607,444
Total expenditure			645,303	279,149	924,452	329,729	329,221	658,950
Net (expenditure)/income		for
the year/
Net movement	in funds		(133,908)	(66,384)	(200,292)	383,810	92,566	476,376
Fund balances	at 1 April	2021	655,586	188,804	844,390	271,776	96,238	368,014
Fund balances	at 31 March
2022			521,678	122,420	644,098	655,586	188,804	844,390

			2022		2021
		Notes	6		6
Fixed assets
Tangible assets		12		18,908		26,363
Current assets
Debtors		13	26,781		23,203
Cash at bank and in	hand		607,210		813,715
			633,991		836,918
Creditors: amounts	falling due within
one year		14	(8,801)		(18,891)
Net current assets				625,190		818,027
Total assets less current liabilities				644,098		844,390
Income funds
Restricted funds		16		122,420		188,804
Unrestricted funds
Designated funds		17	110,000
General unrestricted	funds		411,678		655,586
				521,678		655,586
				644,098		844,390

					2022		2021
				Notes	f		6
Cash flows from operating		activities
Cash (absorbed by)/generated		from		21
operations						(206,609)		484,517
Investing	activities
Purchase	oftangible fixed assets						(16,794)
Investment	income received				104		234
Net cash	generated from/(used		in)
investing	activities					104		(16,560)
Net cash	used in financing	activities
Net (decrease)/increase in		cash	and cash
equivalents						(206,505)		467,957
Cash and	cash equivalents at beginning			ofyear		813,715		345,758
Cash and	cash equivalents	at end ofyear				607,210		813,715

	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	funds	funds		funds	funds
	2022 6	2022 6	2022 6	2021 6	2021 6	2021f
Donations and gifts	227,836	12,868	240,704	443,687	22,711	466,398
Gift aid	35,394		35,394	58,660		58,660
Grants from
organisations	76,599	199,897	276,496	85,353	360,572	445,925
Corporate donations	12,256		12,256	124,226		124,226
Donations in kind	155,751		155,751
Covid-19 appeal					38,504	38,504
	507,836	212,765	720,601	711,926	421,787	1,133,713
Grants over 610,000
Beta Charitable Trust		25,000	25,000
CVS Brent		18,000	18,000
Ernest Cook Trust		15,000	15,000
Islamic Relief		33,750	33,750
The David Cock
Foundation		15,000	15,000
The Lady Fatemah Trust		30,000	30,000
Livingstone Charitable
Trust	17,000		17,000
Grants under 610,000	59,599	63,147	122,746
Total grants from
organisations	76,599	199,897	276,496

	Unrestricted	Unrestricted
	funds	funds
	2022	2021
	f.	f
Events and Tickets	1,811
Other income	1,644	1,379
	3,455	1,379
Investment income
	Unrestricted	Unrestricted
	funds	funds
	2022	2021
	f	f
Bank interest receivable	104	234

						Unrestricted Unrestricted	Unrestricted Unrestricted	Unrestricted Unrestricted	Restricted	Total
							funds	funds	funds
							2022	2021	2021	2021
							f		E
'
F in	and		ublic
Direct fundraising			costs				10,254	11,487	499	11,986
Staff costs							45,040	39,520		39,520
							55,294	51,007	499	51,506
Charitable	activities
									Total	Total
								~ren	2022	2021
					2022 6	2022f	2022	2022
Staff costs					172,586	103,831	12,417	54,010	342,844	248,531
Other direct		costs			309,090	18,373	378	14,505	342,346	172,839
					481,676	122,204	12,795	68,515	685,190	421,370
Share ofsupport costs (see
note 9)					117,101	31,607	2,254	13,298	164,260	158,636
Share ofgovernance				costs
(see note	9)				14,340	3,244	340	1,784	19,708	27,438
					613,117	157,055	15,389	83,597	869,158	607,444
Analysis	by	fund
Unrestricted		funds			426,232	103,189	2,663	57,925	590,009	278,722
Restricted	funds				186,885	53,866	12,726	25,672	279,149	328,722
					613,117	157,055	15,389	83,597	869,158	607,444

For the ye	ar ended	31 March 2021
			~Ai	Advice and	Safggaa	~C		Total
				~Su ort	~Su ort		Garden	2021
			f				6	6
Staff costs			109,678	61,191	28,416		49,246	248,531
Other direct costs			156,831	4,716	2,646		8,646	172,839
			266,509	65,907	31,062		57,892	421,370
Share ofsupport costs (see note 9)			104,571	24,343	10,348		19,374	158,636
Share ofgovernance		costs (see note 9)	17,353	4,292	2,023		3,770	27,438
			388,433	94,542	43,433		81,036	607,444
Analysis	by fund
Unrestricted funds			130,521	51,767	29,552		66,882	278,722
Restricted	funds		257,912	42,775	13,881		14,154	328,722
			388,433	94,542	43,433		81,036	607,444

		Support	Governance	2022	Support	Governance	2021
		costs f	costs 5		costs	costsf
Staff costs		130,315		130,315	109,633		109,633
Depreciation		7,455		7,455	6,490		6,490
Events		958		958	5,782		5,782
Repairs and
Maintenance		1,742		1,742	1,326		1,326
Training and	Recruitment	2,308		2,308	1,772		1,772
Office Costs		512		512	14,255		14,255
Membership	and
Subscriptions		4,442		4,442	4,088		4,088
Marketing and Outreach		1,543		1,543	890		890
Miscellaneous Costs		290		290	747		747
Information	Technology	7,603		7,603	2,886		2,886
Recycling, Refuse and
Cleaning		4,428		4,428	6,273		6,273
Insurance		2,664		2,664	4,494		4,494
Audit fees						6,180	6,180
Bookkeeping			8,100	8,100		7,654	7,654
Independent	Examination
fees			2,880	2,880
Consultancy	and other
governance	costs		8,728	8,728		13,604	13,604
		164,260	19,708	183,968	158,636	27,438	186,074
Analysed between
Charitable activities		164,260	19,708	183,968	158,636	27,438	186,074

The average monthly number ofemployees during the yea	r was:
	2022	2021
	Number	Number
	18	15
Employment costs	2022f	2021f
Wages and saladies	467,988	358,398
Social security costs	36,275	28,987
Employer pension contributions	12,628	10,299
	518,199	397,684

Tangible fix	ed assets
			Fixtures and	Equipment	Motor	Total
			fittingsf		vehicles f
Cost
At 1 April 2021			2,442	5,137	48,446	56,025
At 31 March	2022		2,442	5,137	48,446	56,025
Depreciation	and impairment
At 1 April 2021			2,442	5,137	22,083	29,662
Depreciation	charged	in the year			7,455	7,455
At 31 March	2022		2,442	5,137	29,538	37,117
Carrying amount
At 31 March	2022				18,908	18,908
At 31 March	2021				26,363	26,363

13	Debtors
				2022	2021
	Amounts falling due		within one year:	6	6
	Other debtors			2,627
	Prepayments	and accrued income		24,154	23,203
				26,781	23,203
14	Creditors: amounts		falling due within one year
				2022	2021
	Other taxation	and social security			9,375
	Accruals and	deferred	income	8,801	9,516
				8,801	18,891

		Movement	in funds		Movement	in funds
	Balance at	Incoming	Resources	Balance at	Incoming	Resources	Balance at
	1 April 2020	resources	expended	1 April 2021	resources	expended 31	March 2022
	6	6	6			6	6
Food Aid	56,454	288,732	(225,580)	119,606	137,719	(186,885)	70,440
Welfare
Advice and
Support	8,164	82,704	(60,135)	30,733	23,300	(30,681)	23,352
Refugee
Support	21,612	1,230	(13,354)	9,488	3,238	(12,726)
Community
Garden	10,008	10,617	(14,832)	5,793	48,508	(25,673)	28,628
Covid-19
Emergency
Appeal		38,504	(15,320)	23,184		(23,184)
	96,238	421,787	(329,221)	188,804	212,765	(279,149)	122,420

			Balance at	Transfers	Balance at
		1	April 2021		31 March 2022
			E	E	E
Development	Budget			110,000	110,000
				110,000	110,000

Analysis of	net assets	between funds
		Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
		funds	funds		funds	funds
		2022	2022	2022	2021	2021	2021
		E	E		E	E	F
Fund balances at 31
March 2022	are
represented	by:
Tangible assets		18,908		18,908	26,363		26,363
Net current	assets	502,770	122,420	625,190	629,223	188,804	618,027
		521,678	122,420	644,098	655,586	188,804	844,390

21	Cash generated from	operations	operations					2022 6	2021f
	(Deficit)/surpus for the	year						(200,292)	476,376
	Adjustments for:
	Investment income recognised		in	statement		offinancial	activities	(104)	(234)
	Depreciation and impairment oftangible				fixed assets			7,455	6,490
	Movements in working	capital:
	(Increase) in debtors							(3,578)	(1,054)
	(Decrease)/increase in	creditors						(10,090)	2,939
	Cash (absorbed by)/generated			from operations				(206,609)	484,517
22	Analysis ofchanges	in net funds
	The Charity had no debt during		the year.