## ## ## |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.|||||||