2022-03-31-accounts

statements for the year ended 31 March 2022 for

Registered company number: 08436638 (England and Wales) . Registered charity number: 1152450

Report of the trustees for the year ended 31 March 2022

Contents

Report of the Trustees
Objectives and Aims of FJ	02
FJ Schools 2021-22	05
FJ Ambassadors 2021-22	07
Achievements and performance	09
Organisational development and plans	10
for the Future
Governance and Trustees	12
Accounts
Independent Examiner’s Report	16
Statement of Financial Activities	17
Balance Sheet	18-19
Notes to the Financial Statements	20-25

Report of the trustees for the year ended 31 March 2022

01

Football Journeys (FJ) Report of the Trustees for the Year Ended 31 March 2022

The Trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2022. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015).

The charitable company was incorporated on 8 March 2013 and commenced trading on 16 October 2013.

Report of the trustees for the year ended 31 March 2022

02

Objectives and Aims of FJ

Football Journeys (FJ) was formed to create positive and life-changing experiences for young people affected by increasing community division in London. We work with around 110 young people aged 13 to 18 every year, supporting them to discover their potential on a journey of personal development. Using the common language of football and the medium of film-making, young people are inspired to learn about themselves and each other, building relationships, skills and understanding in the process. We work in partnership with schools and youth organisations across London, in some of the UK’s most deprived wards.

Most of the young people we work with experience economic and racial marginalisation, putting them at higher risk of experiencing youth violence and meaning they are much more likely to face barriers to reaching their potential than those from more affluent and/or secure backgrounds.

We work in collaboration with school staff to identify young people who are particularly struggling or isolated and would most benefit from the experiences we offer. We take an asset-based approach to our work, emphasising positive potential and creating space for good choices at every opportunity. We aim for depth (rather than breadth) in the relationships we build with young people, choosing to work with smaller groups over time so that each individual has the opportunity to make the most of their time with us. FJ programmes are the antithesis to short-term participation projects, which ‘helicopter’ into an area and then disappear, leaving young people disappointed; we seek to build meaningful relationships that continue to add value to young people’s lives year after year.

Report of the trustees for the year ended 31 March 2022

03

Activities

The past 12 months continued to bring challenges as we worked hard to rebuild while weathering the second year of the pandemic. However it also brought opportunities to use our experiences to revise and develop our work in response to the changing needs of our young people. Alongside enhancing young people’s employment and education prospects, and actively building their skills, we adapted our programme activities to create space for our young participants to connect and express themselves – the pandemic has had a huge impact on all young people, with those already marginalised feeling the effects most acutely, and we wanted to ensure that we were supporting their mental health and resilience during this challenging time. This flexible response demonstrates how the needs and potential of our young people are always central to our approach.

After wrapping up our 2021 Schools Programme cohorts from School 21 in Newham, Kensington Aldridge Academy in Kensington and Chelsea, and Hammersmith Academy in Hammersmith and Fulham in July 2021, we were informed that two of our other partner schools were suspending all their after-school activities to implement additional study sessions for the young people to catch up on missed schooling. This was somewhat anticipated as we knew both schools had struggled with adapting to remote learning, but it was disappointing not to be able to continue to work with their young people, particularly after all the challenges of the pandemic restrictions. We are staying in touch with both schools and hope to return, but our link teachers at both schools have left which does make maintaining our relationships more difficult.

Although these circumstances meant we couldn’t deliver the Autumn term of our Schools Programme as planned, we were able to use the time to focus on implementing positive changes to the Ambassadors programme and working on FJ’s organisational development - with additional targeted support from a Peabody Innovation Fellowship grant, we took some focused time to reflect on our programme design and particularly on the qualification and workbook elements, which we had found didn’t fully capture the nuance of our programmes and outcomes.

Report of the trustees for the year ended 31 March 2022

04

This process involved interviewing young participants and teachers about FJ, finding out how they see the organisation and asking them where they thought we could improve. With the information we gathered, we were able to redesign the accredited qualifications for both the Schools Programme and the Ambassadors Programme, so that they fit more closely with the practical elements of our work and relate more directly to the experience of our young people. Drawing on their insights, we also completed a rebranding process which has resulted in a more relevant look-and-feel for FJ’s website and direction, which should make us more appealing to brand and corporate partnerships.

FJ Schools offers a holistic approach to young people’s development, introducing opportunities, responsibilities and experiences that will benefit them later in life. The 16-week programme creates an inclusive space for young people to share stories, to develop, practice and improve practical and ‘human’ skills, increase social networks and expand comfort zones. Successfully completing the programme earns young people a nationally recognised NOCN Youth Leadership Level 1 qualification, equivalent to half a GCSE. In some cases, this may be the only formal qualification a young person leaves school with. The programme is delivered with a new cohort every term and consists of:

• 16 weekly 90-minute after school sessions for a cohort of 15 young people at each partner school;

• cohort of young people to gather content which is edited into a short film about their community;

“I am calmer now and relating to other people more. I try not to get so angry and understand others.”

Young person at Hammersmith Academy

“FJ has made me more confident and better at communicating with different people.”

Young person at Hatch End High School

“FJ has helped me build relationships with people I wouldn’t have wanted to.”

Young person at Kensington Aldridge Academy

“FJ has helped me realise how important equality is.”

Young person at Kensington Aldridge Academy

• Inter-community football exchanges where the groups from different schools meet each other to play football together and build new relationships;

• National Open College Network Level 1 Youth Leadership qualification;

• Annual Celebration Event to acknowledge the young people’s achievements.

“I learned how to communicate with people inside and outside my community. I try to understand people more and look at their point of view.”

Young person at Hammersmith Academy

Report of the trustees for the year ended 31 March 2022

FJ Schools 2021-22

We began this year working online with 45 young people from School 21, Kensington Aldridge Academy (KAA) and Hammersmith Academy (HA) and were able to transition back into face-to-face sessions when restrictions lifted, which was a positive shift for everyone.

39 of the 45 participants completed the 16-week Schools Programme, attending 48 sessions (72 hours total) which focused on building their self-esteem, confidence, leadership, communication, and teamwork skills, and creating connections within each group and their wider community. Across the groups 84% improved in confidence and self-esteem, 97% improved their team working skills, 87% improved their communication skills and 92% improved their leadership skills.

As the effects of pandemic did not permit the different groups to mix, they created videos about themselves and their area, with conversations centred around their local and school communities, we delivered modified active football and sports elements, and they completed their Level 1 OCN Youth Leadership qualification.

In January 2022 we kicked off in-person sessions with 65 young people at Hammersmith Academy, Kensington Aldridge Academy, Hatch End High School, and City of London Academy Southwark. City of London Academy Southwark is a new school partnership which we’ve been developing over the past year; the school is situated in an area of contrasts, where pockets of extreme deprivation are locked in by affluent built-up areas, causing tensions and putting young people at risk of involvement with crime and violence. Young b lack students are regularly subject to racism and stereotyping from police, which causes significant and long-lasting challenges by distorting their self-image and undermining their trust in authority.

----- Start of picture text -----
05
----- End of picture text -----

Report of the trustees for the year ended 31 March 2022

06

This year’s School Programme workshops have seen us continuing our successful partnerships with schools and, as a result of the newly updated format and accreditation and the introduction of new coaches who’ve been fully trained up and inducted into our way of working, we’re seeing just how impactful the programme can be for young people.

“I use FJ as a gauge for behaviour and attendance and as an incentive. Detentions are improving – we have less so than before. The FJ Coaches have been role models for the kids – it’s helped them with behaviour and showed them the right way to act. It’s showed them how to deal with certain situations and how to regulate their reactions. FJ has provided the space to have conversations or dialogue and helped them deal with emotional wellbeing and how to act in challenging situations. It’s felt like family to students and made them feel wanted and appreciated – it’s like they’re saying at least I’ve got FJ if other things are difficult. The programme has helped skills development for students with behavioural challenges and those who struggle to regulate their emotions – FJ puts them in situations where they might be away from friendship groups and encouraged them to reflect on their behaviour and what the consequences are.”

“The Coaches won the students’ respect within the first few sessions. I didn’t have to track them down to go to the programme – they were preparing themselves and aware of the expectations the Coaches set for them. Normally with most externals we need a dedicated member of staff, whereas with FJ we didn’t need it because of the relationships the Coaches built with the students. FJ is building their confidence and communication and they are building new friendships and relationships in the year group – positive ones where they call each other out when others are doing something wrong. They are not shying away from saying to their friends that they are doing wrong – it’s not an ability they had before taking part in FJ. Someone like H* finding himself communicating well with his peers and not getting emotional and angry, he now uses his words to express himself. A few of the boys on the programme had suspensions at the beginning of the academic year but since taking part in FJ they haven’t had any, which is great. A key focal point for a lot of the boys was regular suspensions – since FJ none of them have been suspended. The FJ programme has been a huge influence for them individually – for some of them it could be behaviour and for others it could be confidence and not being able to build relationships. Some of it you can’t track with data, you see it with your eyes.”

Link Teacher, Kensington Aldridge Academy, Hammersmith & Fulham

Link Teacher & Pastoral Intervention Lead, City of London Academy Southwark

Report of the trustees for the year ended 31 March 2022

FJ Ambassadors 2021-22

FJ Ambassadors is our legacy programme building deeper relationships with and between young people who have completed our Schools Programme, featuring year-round monthly workshops that provide ongoing personal development opportunities. We worked with the Ambassadors themselves to design a structure that reflected the direction they wanted to take and the types of support and experiences that they find most useful. This youth-led process resulted in four key themes:

• Comfort Zone – providing experiences for personal growth;

• Up-skilling – leadership and skill-building workshops;

• Team builders – strengthening relationships;

• FJ Champions – opportunities to represent FJ in a public forum.

This year we welcomed 12 new Ambassadors and worked with them to collaboratively shape the programme to reflect what they wanted to get from it. This process resulted in us co-designing a new social action project as part of our OCN Level 2 youth leadership qualification, which launched in July 2021. We worked with 14 young people in a week-long intensive social action ‘bootcamp’ (28 hours in total) – using our design-thinking approach; the Ambassadors came up with the idea to create a workshop for Year 8 students to raise awareness of gang-grooming and negative peer pressure – a problem they were passionate about addressing. The group pitched their idea to a panel from Peabody and were awarded £1,000 to make it happen. After their initial ideation sessions, and with their funding successfully secured, from August to November the Ambassadors worked on their Level 2 qualification workbooks and spent time planning and refining their school workshop, testing out different ways that they might engage their audience of younger peers, practising their delivery and troubleshooting potential challenges.

----- Start of picture text -----
07
----- End of picture text -----

08

Report of the trustees for the year ended 31 March 2022

In December 2021 the Ambassadors delivered their

workshop at Hammersmith Academy to a group of 30 Year 8 students. Feedback from the workshop participants was overwhelmingly positive, and it was noted that because the session was delivered by people their age and from their own community, the young participants listened very actively and were highly engaged.

The social action project was truly a highlight of this year, and it gave us a great opportunity to widen our indirect impact and begin to root the FJs ethos across the young people’s communities. The workshop would not have been possible without the depth of relationships we have built with our school partners – having worked with Hammersmith Academy for the past 3 years, we can now

see the cumulative impacts of working with a school year on year. Working in this way makes the journey from Schools Programme to Ambassadors visible across the school and highlights the value of creating relationships between the older and younger year groups.

Feedback from the Ambassadors participating in the Social Action project:

“We created the workshop to engage an audience to make them aware of issues in the world. It was about how easy it is for them to get manipulated into doing things by older people. Grooming was a big part of the discussion. We chose Year 8s because they’ve very vulnerable and we thought Year 7s might not understand the concept. The Year 8s understood it and took it on board for the real world. It was good to work in a team to get ideas together – a good opportunity to work with people we didn’t know and to hear everyone’s opinions.”

“In design thinking sessions we did different activities to discuss what we wanted to do. For example what age group to deliver it to, which school needs it and who needed it the most. We used role play to show how peer pressure works and how young people can be drawn into drugs and knife crime. We delivered a practice session to Year 11s who gave feedback and then delivered it to Year 8s. We knew they were younger in the group and we had to be the role models during the workshop. It was important to make emotional connections with them. If they see you not taking it serious they won’t listen to you. It was fun and interesting to do. It was a new experience for me and not something we had done before”.

Report of the trustees for the year ended 31 March 2022

09

Achievements and performance

Through collaboration with our partner schools we identify young people who would most benefit from our work, including those who are: at risk of exclusion; under-performing academically; living below the poverty line; and experiencing low confidence and self-esteem.

FJ programmes build connections between different communities and support young people to develop leadership skills. In 2021-22, 124 young people directly took part in FJ activities. Through collecting baseline data and feedback from young people who completed the programme and teachers from our partner schools we found:

76%

61%

of young people of young people said they felt more positive about improved in confidence and self-esteem their community

95

young people achieved Level 1 National Open College Network qualifications in Active Citizens & Leadership (equivalent to half a GCSE)

79%

72%

of young people of young people said they demonstrated improved improved their creative skills leadership skills (film-making, photography, storytelling)

14

young people achieved Level 2 National Open College Network qualifications in Youth Leadership (equivalent to a full GCSE)

82%

84%

of young people said of young people they now considered the demonstrated improved feelings of others more communication skills

87%

78%

of young people of young people said they demonstrated improved were more open minded team working skills to views of people different to them

Report of the trustees for the year ended 31 March 2022

Organisational development and plans for the Future

FJ’s key programmes demonstrate significant and long-lasting impact for young people, so we focus on refining this ongoing work, rather than taking on short-term projects. We use design-thinking processes with our young people, centering them as our key stakeholders, and integrating their feedback into our programme development. Over the past 12 months, spurred on by the enormous changes and challenges of the pandemic, we used these processes to review and refine our offer. We’re now in our strongest ever position in terms of programme design and impact, with a precise understanding of the ways in which the pandemic has affected young people’s relationships, communication skills, and mental health. Over the coming year we will further embed our programmes and build deeper relationships with young people at our current partner schools.

year was the introduction of a new organisational model. We were fortunate in securing pro bono support from Jonathan Saverimuttu to undertake a strategic review of our programmes and approach, which led to the board agreeing a new approach with two strands:

• a restructuring of our core staff team, which included the promotion of our lead Creative Facilitator to a new Programme Manager role with responsibility for the day-to-day running of both the Schools and Ambassadors programmes – we accommodated this by reducing the Director role from full time to 0.8 FTE, which freed up funds without compromising operations.

• The introduction of four new coaches to deliver our Schools Programme, who introduce a powerful dynamic in being closer in age to the young people we work with.

----- Start of picture text -----
10
----- End of picture text -----

Report of the trustees for the year ended 31 March 2022

11

This model will also enable us to expand the number of schools served around the core team. The changes led to an increase to our 2022-23 budget, which the Board considers necessary in order to keep delivering to a really high standard, with sufficient capacity for staff to not be overstretched and providing a platform for growth. We are fundraising accordingly to meet this increase with a key strategic priority being the diversification of income streams beyond grants from trusts and foundations.

Our Board of Trustees has had some changes. We said goodbye to our founding chair Don MacDonald and long-serving treasurer Greg Stylski; both had completed their seven year terms, and we are hugely grateful to them. Existing Trustee Nicola Pollock (previously of John Ellerman and Esmee Fairbairn Foundation) has been appointed Chair, and Chris Holmes (Calouste Gulbenkian Foundation) is our new Treasurer; both have in-depth experience of charity management and governance. We have also recruited two new Trustees in areas of communications, digital and Safeguarding. Matthew Collins specialises in Comms & Digital and has already become a source of great support and guidance to increase awareness of our programmes and develop income generation strategies, and Sobia Sultana is a qualified social worker who brings a wealth of experience and knowledge in Safeguarding having worked with young people and families as a social worker over the past 10 years.

Report of the trustees for the year ended 31 March 2022

12

Governance and Trustees

FJ Trustees have a diverse range of skill sets covering youth work, youth policy, charities, safeguarding, fundraising, law, governance, finance, social enterprise, project management and coaching.

FJ budget is managed by the Director, Treasurer and Chair of Trustees to ensure it is monitored regularly and runs according to projections. The Board also advises on the recruitment of new staff members at FJ and identifies any risks that may be involved in the budget and running of activities.

Charitable Objectives

Football Journeys' objectives are as follows:

• The promotion of equality and diversity for the public benefit by: promoting activities to foster understanding between people from diverse backgrounds; and cultivating a sentiment in favour of equality and diversity through using sport activities and participatory media.

• To help young people from all backgrounds advance in life, particularly those who are at risk of being involved in gang culture, anti-social behaviour and drug abuse and have little opportunity for positive social engagement through: (a) the provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life; (b) providing support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.

The Trustees manage the business of the Charity and may exercise all the powers of the Charity in accordance with the requirements of charity law and the constitution (the Articles). The Trustees confirm that they have referred to the Charity Commission's public benefit guidance and taken it into account when setting our objectives and activities, reviewing our achievements and performance, and making all relevant decisions. Our objectives and activities of the charity are summarised in this report.

Report of the trustees for the year ended 31 March 2022

13

Financial Review

Income is derived predominantly from grants from institutions, £115,638 (2021: £113,656), with all schools making a financial contribution, which we aim to increase in future years. Staff costs make up the largest proportion of the charity's expenditure with a relatively low level of non-staff overhead costs.

The charity has total reserves at the balance sheet date of £35,316 (2021: £29,918) of which £7,763 (2021: £16,204) are restricted. The charity has positive free reserves of £27,553 (2021: £13,714), the increase can be attributed to a higher proportion of our income being linked to unrestricted grants.

We would like to say a huge thank you to all our wonderful funders and partners who have supported our work: John Lyon’s Charity; Tudor Trust; The Hilden Charitable Fund; The Fore Trust; Garfield Weston Foundation; The Leathersellers’ Foundation; Goldsmiths’ Company Charity; Peabody Community Foundation; London Community Foundation; Drapers’ Charitable Fund; and CAF Resilience Fund.

Reserves Policy

The Trustees have set a free reserves target of 2 months' running costs. This is considered to provide sufficient flexibility to cover temporary shortfalls in income and allow the charity to cope and respond to unforeseen events whilst specific action plans are implemented.

sufficient to meet 2 months’ running costs and will look to maintain and develop the current reserve levels. Trustees monitor the reserves and cashflow on a monthly basis to ensure the charity remains a going concern.

Fundraising

To date FJ has been reliant on grants from trusts and foundations. To secure these we are supported by one freelance fundraiser, but are responsible for submitting applications and dealing with grants made. We have not fundraised directly from the public.

Report of the trustees for the year ended 31 March 2022

14

Structure, Governance and Management

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

Risk management

The Trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error.

Safeguarding is a major consideration when working in person and online with young people. As part of FJ’s online programme design we developed a new set of safeguarding policies and procedures, online risk assessment, digital parent/carer consent form, a student online behaviour policy and code of conduct for digital engagement, all of which align appropriately with the varying policies of our school partners. The policies and procedures have been signed off by each of our school partners and will be reviewed on an ongoing basis and adapted as necessary to ensure they remain appropriate and effective, as well as being shared with parents/carers. FJ recruited Sobia Sultana, a safeguarding specialist, to the Board of Trustees who is reviewing our safeguarding policies and procedures on an ongoing basis to ensure they are in line with best practice standards.

Reference and administrative details

Registered Company no. 08436638 (England and Wales)

Registered Charity no. 1152450

Registered office 24 Stanmore Road London, N15 3PS

Reference and administrative details

Trustees Dates appointed/Resigned Keshinda Gage 15 June 2018 Nicola Pollock (Chair) 29 May 2018 Zoe Parrott 17 May 2022 Emmanuel Akin 6 October 2020 Christopher Holmes, ACCA 13 October 2021 Donald John Macdonald (previous Chair) 13 October 2021 Gregory Stylski 13 October 2021 Sobia Sultana 26 April 2022 Matthew Collins 26 April 2022

Independent examiner Sedulo Accountants Limited Chartered Certified Accountants 62-66 Deansgate Manchester M3 2EN

Approved by order of the board of trustees on 13/12/22 and signed on its behalf by:

Nicola Pollock (Chair of Trustees)

15

Section 2

Independent examiner's report to the trustees of Football Journeys

Independent Examiner's Report to the Trustees of Football Journeys

16

Independent examiner's report to the trustees of Football Journeys ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 March 2022

Responsibilities and basis of report

As the charity's trustees of the 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').

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 your charity'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

to my attention in connection with the examination giving me cause to believe:

1. accounting records were not kept in respect of the 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.

Daniel Wilson FCCA _____ Sedulo Accountants Limited Chartered Certified Accountants Daniel Wilson FCCA 62-66 Deansgate Manchester M3 2E Date: 13/12/22

Statement of Financial Activities

17

Statement of financial activities for the year ended 31 March 2022

	Notes	Unrestricted	Restricted	31.3.22	31.3.21
		fund £	fund £	Total funds £	Total funds £
Income and endowments
from
Donations and legacies		61,240	54,399	115,639	113,656
Expenditure on
Charitable activities
Charitable activity costs		47,401	62,840	110,241	106,255
Other		-	-	-	1,640
Total		47,401	62,840	110,241	107,895
NET income/(expenditure)		13,839	(8,441)	5,398	5,761
Reconciliation of funds
Total funds brought forward		13,714	16,204	29,918	24,157
Total funds carried forward		27,553	7,763	35,316	29,918

18

Balance sheet at 31 March 2022

Balance sheet at 31 March 2022

	Notes	Unrestricted	Restricted	31.3.22	31.3.21
		fund £	fund £	Total funds £	Total funds £
Fixed assets
Tangible assets	8	-	-	-	270
Current Assets
Debtors	7	121	-	121	121
Cash at bank		28,735	8,158	36,893	41,062
		28,856	8,158	37,014	41,183
Creditors
Amounts falling due within	8	(1,303)	(395)	(1,698)	(11,535)
one year
NET Current Assets		27,553	27,553	35,316	29,648
total assets less current		27,553	7,763	35,316	29,918
liabilities
NET Assets		27,553	7,763	35,316	29,918
Funds	9
Unrestricted funds				27,553	13,714
Restricted funds				7,763	16,204
Total funds				35,316	35,316

19

Balance sheet at 31 March 2022

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2022.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2022 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

• (a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and

• (b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

provisions applicable to charitable companies subject to the small companies regime.

13/12/22 and were signed on its behalf by:

__________ Nicola Pollock (Chair) -Trustee

__________ Christopher Holmes ACCA (Treasurer) - Trustee

20

1. Accounting policies

have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland', and the Companies Act 2006. The financial statements have been prepared under the historical cost convention. The financial statements are prepared in sterling, which is the functional currency of the company. Monetary

Financial reporting standard 102 - reduced disclosure exemptions

The charitable company has taken advantage of the following disclosure exemptions in preparing these financial statements, as permitted by FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland':

• the requirements of Section 7 Statement of Cash Flows.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Equipment - 25% on cost

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the

to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

21

2. Net income/(expenditure)

Depreciation - owned assets

31.3.22 31.3.21 £ £ 270 740

There were no trustees' remuneration or other benefits for the year ended 31 March 2022 nor for the year ended 31 March 2021.

Trustees’ expenses

There were no trustees' expenses paid for the year ended 31 March 2022 nor for the year ended 31 March 2021.

4. Staff costs

The average monthly number of employees during the year was as follows:

----- Start of picture text -----
31.3.22 31.3.21
£ £
Operations 1 1
----- End of picture text -----

No employees received emoluments in excess of £60,000.

22

5. Comparatives for the statement

of fnancial activities
	Unrestricted	Restricted	Total funds
	fund £	fund £	£
Income and endowments from
Donations and legacies	27,168	86,488	113,656
Expenditure on Charitable
activities
Charitable activity costs	28,650	77,605	106,255
Other	931	709	1,640
Total	29,581	78,314	107,895
NET Income/(Expenditure)	(2,413)	8,174	5,761
Reconciliation of funds
Total funds brought forward	16,127	8,030	24,157
Total funds carried forward	13,714	16,204	29,918
6. Tangible fxed assets			Equipment
			£
Cost
At 1 April 2020 and 31 March 2022			5,487
Depreciation
At 1 April 2021			5,217
Charge for year			270
At 31 March 2022			5,487
NET Book value
At 31 March 2022			-
At 31 March 2021			270

23

7. Debtors: amounts falling due within one year

due within one year
		31.3.22	31.3.21
		£	£
Prepayments and accrued		121	121
income
8. Creditors: amounts falling
Due within one year
		31.3.22	31.3.21
		£	£
Other creditors		533	-
Accruals and deferred income		1,165	11,535
		1,698	11,535
9. Movement in funds
	At 1.4.21	Net movement	At 31.3.22
	£	in funds £	£
Unrestricted funds
General fund	13,714	13,839	27,553
Restricted funds
Restricted fund	16,204	(8,441)	7,763
Total Funds	29,918	5,398	35,316
Net movement in funds, included in the above are as follows:
	Incoming	Resources	Movement in
	resources £	expended £	funds £
Unrestricted funds
General fund	61,240	(47,401)	13,839
Restricted funds
Restricted fund	54,399	(62,840)	(8,441)
Total Funds	115,639	(110,241)	5,398

24

Comparatives for movement in funds

	At 1.4.20	Net movement	At 31.3.21
	£	in funds £	£
Unrestricted funds
General fund	16,127	(2,413)	13,714
Restricted funds
Restricted fund	8,030	8,174	16,204
Total Funds	24,157	5,761	29,918

Comparative net movement in funds, included in the above are as follows:

		Incoming	Resources	Movement in
		resources £	expended £	funds £
Unrestricted funds
General fund		27,168	(29,581)	(2,413)
Restricted funds
Restricted fund		86,488	(78,314)	8,174
Total Funds		113,656	(107,895)	5,761
Detailed restricted fund movement
	At 31.03.21	Incoming	Resources	At 31.03.22
		resources	expended
The Fore Trust	-	5,000	5,000	-
The Peabody Trust	103	1,382	1,050	434
National Lottery - Awards 4 All	-	7,037	7,037	-
WNST	10	-	-	10
Comic Relief	-	3,020	2,842	178
The Hilden Charitable Fund	7,917	-	7,917	-
School Contributions	-	153	153	-
Sport England	-	6,050	6,050	-
John Lyon's Charity	-	15,909	4,987	10,922
National Lottery - Covid Response	-	14,160	14,160	-
Fund
CAF Resilience Fund	-	10,120	10,120	-
City Bridge Trust (through the	-	23,656	18,998	4,658
London Community Response
Fund)
	8,030	86,487	78,314	16,203

Detailed Statement of Financial Activities

25

10. Related party disclosures

There were no related party transactions for the year ended 31 March 2022.

Income and endowments
	31.3.22 £	31.3.21 £
Donations and legacies
Donations	365	335
Grants	115,274	113,321
Total incoming resources	115,639	113,656
Expenditure
Charitable activities
Wages	31,331	33,997
Pensions	1,253	1,360
Insurance	363	293
Facilitators	55,127	48,316
Telephone	182	228
Postage and stationery	-	202
Travel	93	-
Sundries	898	131
Online platforms and website	1,696	5,474
Event and conference expenses Offce rent	14,333 -	12,719
Communications and digital	3,818	3,535
marketing
	109,094	106,255
Support costs
Governance costs	877	900
Accountancy fees Depreciation of tangible fxed	270 1,147	740 1,640
assets
Total resources expended	110,241	107,895
Net (expenditure)/income	5,398	5,761