statements for the year ended 31 March 2023 for
Registered company number: 08436638 (England and Wales) . Registered charity number: 1152450
## Contents
|**Report of the Trustees**|01|
|---|---|
|About Football Journeys|02|
|FJ Programmes|03|
|2022-2023 Activities|05|
|Strategic Objectives over the next|12|
|3 years||
|Governance and Trustees|14|
|Independent Examiner's Report to the|17|
|Trustees of Football Journeys||
|**Financial Statements**|19|
|Statement of Financial Activities|20|
|Balance Sheet|21|
|Notes to the Financial Statements|23|
Report of the trustees for the year ended 31 March 2023
01
## Football Journeys (FJ) Report of the Trustees for the Year Ended 31 March 2023
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 2023. 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 2019).
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 2023
## About Football Journeys
Football Journeys (FJ) is a charity that brings young people from different communities together to share new experiences, find common ground and overcome stereotypes through the language of film and the love of football.
London is a city of two sides. For some, it’s a vast place full of growth and opportunity; for others it’s a single postcode with unspoken rules and limited options. The city is home to some of the UK’s most impoverished wards, which sit surrounded by wealth and affluence. We know from our ongoing research and consultation that young people growing up in these areas feel inhibited from moving beyond their immediate locality, they are fearful of travelling to new places, and their perceptions of themselves and people from other areas and backgrounds is negatively influenced by isolation and multiple stereotypes.
Since 2012 FJ has tackled mistrust and prejudice by taking participants to other parts of the city to build positive links with their peers. These inter-community exchanges are the culmination of a 16-week, structured programme of skills development, confidence building and activities which lay the ground for young people’s participation. We work to break down barriers between young people based on evidence that meaningful interaction makes you more likely to view different groups positively. We believe this will inspire our next generation of leaders to build a stronger and more connected society.
Our programmes are developed in collaboration with young people, using human-centred design thinking processes that centre young people and their evolving needs, and complemented by our team’s lived experience of the challenges young people face. We take an
asset-based approach, emphasising positive potential and mutual respect, and we intentionally aim for depth rather than breadth, keeping groups small so that every individual can make the most of their time with us. Our work is the antithesis to short-term projects that helicopter into a place then disappear. Through our Ambassadors programme we build long term relationships that continue to add value to young people’s lives, year after year.
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Report of the trustees for the year ended 31 March 2023
03
## FJ Programmes
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, develop, practice and improve practical and ‘human’ skills, increase social networks and expand comfort zones.
We partner with secondary schools to reach young people in targeted areas of need, and we collaborate with school pastoral staff to identify young people who would most benefit from taking part. Whether they are engaging in disruptive behaviour, struggling with low self-esteem, or facing challenges at home, our programme offers a chance for young people to change their narrative.
Successfully completing the programme earns young people a nationally recognised Open College Network Level 1 qualification in ‘Active Citizens & Leadership’. For some, this may be the only formal qualification a young person leaves school with. The programme is delivered with new cohorts every year and consists of:
- 16 weekly 90-minute after school sessions for a cohort of 15-20 young people at each partner school;
- cohort of young people to gather content which is edited into a short film about their community;
-
- 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 Leadership qualifications;
- Annual Celebration Event to acknowledge the young people’s achievements.
Report of the trustees for the year ended 31 March 2023
04
FJ Ambassadors – our legacy programme gives young people the opportunity to continue working with us, through regular ongoing skills and leadership development sessions and social action projects which explore issues that are important to them. FJ Ambassadors provides a supportive environment where young people can develop their agency and autonomy, and co-design our activities according to their needs and desires. Examples of previous activities include employability skills sessions, designing and delivering workshops for younger peers, and pitching their ideas to a panel of funders. The young people can also complete Level 2 OCN qualifications. FJ Ambassadors provides ongoing opportunities for personal development and forges lasting relationships between young people right across the city.
Report of the trustees for the year ended 31 March 2023
## 2022-23 Activities
## Schools Programme
From February to July 2022, we returned to deliver our Schools Programme at Hammersmith Academy (Hammersmith & Fulham), Kensington Aldridge Academy (Kensington & Chelsea), Hatch End High School (Harrow), and City of London Academy Southwark (Southwark), working with a total of 59 young people.
This year saw us introduce our new and improved programme qualification and programme structure, which was developed in collaboration with our young people, using Human Centred Design (HCD) processes in planning, design, and feedback sessions. HCD is a problem-solving approach that puts people and beneficiaries at the centre of the development and design process, enabling them to create programmes and services that resonate and are responsive to their needs. The new programme format was very well received, and we feel confident that it will help us continue to grow our impact over the coming year.
The impact and fallout of the Covid-19 pandemic is still clear to see in the lives of the young people we work with and our evolving approach in the schools. FJ had to change how we worked with young people and schools during the pandemic, and it has taken time to reintegrate programmes in all our partner schools. The full effects of the pandemic on young people is only just surfacing, schools report difficulty in their reintegration into mainstream education, in socialising and ability to calibrate appropriate behaviour. The issues faced and brought by the young people has in some schools made our sessions more challenging to deliver. However this has also made our programme even more needed, and feedback from schools and teachers has been more positive than ever before.
Report of the trustees for the year ended 31 March 2023
06
Through our Schools Programme, our creative session topics covered: Camera training & skills; Introduction to filming; Film Planning; Portraits & Interviews; Community & School Filming; Screenings. Our football session topics covered: Building relationships, Respect & Trust; Communication; Introduction to leadership; Discrimination In Practice; Resilience; Emotional Self-regulation; Problem Solving; Inter-community Exchange Days.
A key ingredient of FJ’s new model is delivery by a team of coaches, who are trained in the FJ ethos and closer in age to the young people we work with. One of our coaches has a specialism in psychologically informed youth work approaches and with their support we have run training sessions with the whole team on how to use the PACE model (playfulness, acceptance, curiosity, empathy) which is particularly good for supporting young people who are neurodiverse. Training like this forms a core part of how we continually evolve our approach to enable our facilitators to build trusting, meaningful and safe relationships with young people, and ensure their needs are always at the centre of our delivery.
In January 2023 we kicked off another year of the Schools Programme with Hammersmith Academy (Hammersmith & Fulham), Kensington Aldridge Academy (Kensington & Chelsea), and City of London Academy Southwark (Southwark), and were delighted to return to Oaklands School (Tower Hamlets), after they paused all their after-school activities last year to focus on post-pandemic catch-up sessions. We worked with 62 young people across these schools through to July 2023. We also returned to deliver the programme with School 21 (Newham), however we experienced major challenges here. Due to the school’s timetable, they could only programme FJ sessions on Fridays after school; we know from experience that working with young people consistently at the weekend is a very difficult ask, especially for those already disengaged from school life. The timetable meant that most of the cohort were not turning up to sessions, and so after discussion with the school we agreed to cancel the rest of the term. A review was completed to learn from the experience and inform future successful partnerships.
Report of the trustees for the year ended 31 March 2023
07
## Ambassadors Programme
A big focus for the Ambassadors this year was helping us evaluate our new Level 1 accreditation – Active Citizens & Leadership. 20 Ambassadors took part in a two-day design workshop where they learnt how to ideate, create a prototype and pitch their idea to a panel of professionals. In the workshops, the Ambassadors prototyped new versions of the accreditation for future young people to take part in. The sessions used human centred design (HCD) approaches which created opportunities for the young people to build self-confidence and trust in their teammates; learn communication skills, understanding of body language and interviewing techniques; practice sharing opinions, public speaking, problem solving and active listening; test assumptions and moving beyond judgement; learn about distilling stories and making meaning from different perspectives; and exploring constructive feedback and evaluation techniques. Their insights ensured that the accreditation, which is delivered through our Schools Programme, was fully tested with young people in order for the most number of participants to be able to benefit from it, find it engaging and ultimately achieve the certification.
Our main challenge this year was the news that our partner Peabody will no longer be offering the Level 2 leadership qualification we have been using. This means we must now develop an alternative offer, and we feel there needs to be a level of reflection and ideation similar to what we did with the Level 1 qualification, to ensure that our Ambassadors are receiving the best possible opportunity for development. This is an exciting opportunity, as it means we can work with the Ambassadors to
_**“I’m working on a new prototype for the FJ qualification booklet. I’m really enjoying working and collaborating with friends – some old and some new from FJ. It’s increasing my confidence and expanding my perspectives by hearing from other people and adding to mine.”**_
FJ Ambassador, age 15, Kensington & Chelsea
_**“We learnt about how to pitch – how to do an introduction, use inclusive language, persuasive tools and visual image - I now know how to talk in interviews and to new people. I gained more confidence in myself and interacting with other people - confidence starts with yourself - once you have confidence in yourself other people will start seeing it as well.”**_
FJ Ambassador, age 15, Hammersmith & Fulham
that fits their needs and fully reflects the skills and experiences they want to leave with. This process will take time to do properly, and we will need to work it into our delivery plans for the coming year.
08
Report of the trustees for the year ended 31 March 2023
## 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.
In 2022-23, 138 young people took part in FJ activities, 115 completed the FJ Schools programme, with 21 participants going on to become Ambassadors. Through collecting baseline data and feedback from young people who completed the programme and teachers from our partner schools we found:
## 88%
## 72%
of young people of young people demonstrated improved improved in confidence and self-esteem team working skills
## 83%
of young people demonstrated improved communication skills
## 65%
## 75%
of young people of young people said they demonstrated improved felt more positive about leadership skills their community
## 70%
of young people said they were more open minded to views of people different to them
## 70%
## 71%
of young people said of young people said they they now considered the improved their creative feelings of others more skills (film-making, photography, storytelling)
## 111
of young people achieved Level 1 National Open College Network qualifications in Active Citizens & Leadership (equivalent to half a GCSE)
Report of the trustees for the year ended 31 March 2023
09
## Schools Programme
_**“When I heard we were going to Bermondsey in South London I thought it would be a scary place but it was actually just like where I live. We have similarities despite being from different places. If I didn’t do FJ, I would’ve been more closed off and reluctant to go to different places and meet different people.”**_
Young person at Kensington Aldridge Academy
_**“I socialised with people I’ve never met before and stepped out of my comfort zone.”**_
Young person at Kensington Aldridge Academy
_**“They (FJ coaches) just get us. It’s not awkward like other adults. It was surprising how quickly the coaches become a trusted adult for us and we could speak to them about anything.”**_
Young person at Hammersmith Academy
_**“There is a certain reputation around our area - gang violence and knife crime - but it’s not like that…I liked meeting people from other areas and seeing how different other areas are….FJ has given me a more positive mindset.”**_
Young person at COLA Southwark
Report of the trustees for the year ended 31 March 2023
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## 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.
awarded funds from the Southwark SAFE Taskforce to expand our work in the London Borough of Southwark, specifically to improve emotional self-regulation and communication skills, with the aim of reducing the number of young people being excluded from school and reducing the potential for them to become involved in unsafe situations. This opportunity came out of our growing relationship with City of London Academy Southwark, and the impact our work is having there in supporting young people who are at risk of exclusion. This funding has meant we have been able to introduce a new administrative role to our core staff team, to reduce the time spent on admin by our Programme Manager and senior leadership. This opportunity has seen us explore this new funding avenue for the first time, and is something we hope to grow in future, reducing our reliance on trust funding. We are aware however, that to secure these kinds of tenders, especially at a larger scale, or in areas where our work is less known, our evaluation and impact data needs to be extremely robust, and we must be ahead of the curve with developments in impact measurement. The work required in submitting and negotiating a bid is a challenge for a small charity such as FJ, and can be a risk.
Report of the trustees for the year ended 31 March 2023
11
##
After 10 years of tireless work, our wonderful founder and Director Alex Baine advised the trustees that he had decided to move on from the charity to pursue new challenges. It is characteristic of his values and commitment to FJ that he both gave a lot of notice of his intentions and offered to be flexible about the practicalities to ensure the best possible transition. We were therefore hugely grateful for his willingness to wind down his involvement over the following year, providing invaluable support to the new team and trustees to the end of August 2023. Alex will be much missed, but we are delighted that FJ’s former Director of Strategy and Communications, Carlos Salvador, will be taking over as Director to lead the charity into its next stage.
Carlos has been with us since 2019 and has already contributed a great deal in developing our strategic direction and business model. He brings a wealth of knowledge and experience of FJ’s programme, delivery model, and funding approach, as well as skills and experience in marketing, communication and working with young people from minoritised backgrounds. Additionally, Carlos brings a love of football and, having grown up in London, has a deep appreciation of the experience of the young people we work with and the challenges they face. This will help to ensure that FJ continues to offer meaningful and effective interventions for young people. Carlos officially took on the role of Director from September 2023.
Report of the trustees for the year ended 31 March 2023
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## Strategic objectives over the next 3 years
Having revisited and developed our programme and the model for its delivery we now seek to build on this by:
## 1. Updating and expanding our offer to deepen its impact.
Spurred on by recent corporate collaboration, we want to expand our Ambassadors programme and forge new pathways to industry by building a corporate partnership proposal that unites what our young people need with the needs of industry. For example, Equinix wants to address the digital divide and has an intern programme which aims to diversify their sector. These internships are offered to 19+ year olds, but there is a crucial gap between 14-18 where young people set their aspirations - if industry doesn’t make connections with young people earlier, those accessing internship opportunities will remain limited.
Schools programme structure and content, and are now working with coaches who are closer in age to the young people, which is proving extremely successful. We want to build on the young people’s work to redesign the qualification, creating the accreditation app they imagined and pitched as part of our recent Ambassadors project.
## 2. Diversifying our income and stakeholders, and developing new tradeable products/services.
Our current business model is heavily based on grants from trusts and foundations and we need to develop additional income streams.
Report of the trustees for the year ended 31 March 2023
13
We are in conversation with Equinix’s Head of CSR to understand how we can position ourselves within their CSR strategic objectives, and how to package up the programme so it can be replicated with other companies. This is the first time we’ve been able to talk to senior industry people in this way.
Building on our recent successful tender, and recent grants from Royal Borough of Kensington and Chelsea we have a greater understanding of how to position what we do in terms of reducing youth violence, and want to pursue this in more boroughs.
To date, individual giving has grown organically and we think this area has potential. We have a brilliant collection of content, and with more time to work with our communications adviser, we will utilise it to create new donor communications to involve our current supporters more closely with our work and encourage new donors.
## 3. Developing new and improved organisational structure to build capacity, support wellbeing, and ensure the continuity of our services.
The impact of the past few years cannot be overstated. Everyone in our small team has taken on more than normal, undertaking multiple roles which is simply not sustainable in the long-term. This strategic objective will put in place a structure that will better define roles with reviewed remits. Our staff structure will need to change in order to increase the time available for existing roles, and introduce proper admin and co-ordination support. These changes will guarantee our ability to continue, providing our school partners with reassurance that we’ll be there year on year, and eventually that we will be able to meet their requests to work with more year groups and to be in school all year round.
Report of the trustees for the year ended 31 March 2023
14
## FJ Board of Trustees
Football Journeys' 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.
Football Journeys' 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 and trustees 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 2023
15
## Financial Review
Income is derived predominantly from grants from institutions, £150,184 (2022: £116,135), 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 £61,071 (2022: £35,316) of which £25,550 (2022: £4,863) are restricted. The charity has positive free reserves of £35,521 (2022: £30,453), 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; City Bridge Foundation; Drapers’ Charitable Fund; Royal Borough of Kensington & Chelsea; Garfield Weston Foundation; The Leathersellers’ Foundation; Goldsmiths’ Company Charity; The National Lottery Community Fund; Peabody Community Foundation; The Hilden Charitable Fund; London Community Foundation; and School for Social Entrepreneurs.
## 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.
We are confident that the current level of reserves (£35,521) are 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. During the year we made our first venture into attracting individual donors with the relevant privacy policies in place. This is an income stream we want to develop and improve over the coming years.
Report of the trustees for the year ended 31 March 2023
16
## Structure, Governance and Management
## Governing document
The charity is controlled by its governing document, the Articles of Association, 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 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. Sobia Sultana, a safeguarding specialist, stepped down from FJ’s Board of Trustees in August 2023, and we have appointed Rafael Alleyne as our safeguarding trustee. Raf 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 from October 2021) 29 May 2018 Zoe Parrott 17 May 2022 Emmanuel Akinmolodun 6 October 2020 Christopher Holmes, ACCA 13 October 2021 Sobia Sultana 17 May 2022/13 October 2023 Matthew Collins 26 April 2022 Rafael Alleyne 13 October 2023
Independent examiner Sedulo London Limited 605 Albert House 256-260 Old St London EC1V 9DD
Approved by order of the board of trustees on 13/12/23 and signed on its behalf by:
Nicola Pollock (Chair of Trustees)
17
Section 2
# Independent Examiner's Report to the Trustees of Football Journeys
Independent Examiner's Report to the Trustees of Football Journeys
18
## 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 2023.
## 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').
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
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.
Emma Houghton ACCA _____________________________ Sedulo London Limited 605 Albert House Emma Houghton ACCA 256-260 Old St London EC1V 9DD Date: 13/12/23
Date: 13/12/23
19
Section 3
Financial
Statements
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Statement of Financial Activities
20
## Statement of financial activities for the year ended 31 March 2023
||||||Restated|
|---|---|---|---|---|---|
||Notes|Unrestricted|Restricted|31.3.23|31.3.22|
|||fund £|fund £|Total funds £|Total funds £|
|Income and endowments||||||
|from||||||
|Donations and legacies||66,004|67,930|133,934|110,614|
|Charitable activities||||||
|Programmes||16,250|-|16,250|5,521|
|Total||82,254|67,930|150,184|116,135|
|Expenditure on||||||
|Raising funds||2,625|525|3,150|3,366|
|Charitable activities||||||
|Programmes||74,561|46,718|121,279|107,371|
|Total||77,186|47,243|124,429|110,737|
|NET income/(expenditure)||5,068|20,687|25,755|5,398|
|Reconciliation of funds||||||
|Total funds brought forward||30,453|4,863|35,316|29,918|
|Total funds carried forward||35,521|25,550|61,071|35,316|
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Balance sheet at 31 March 2023
## Balance sheet at 31 March 2023
||||||Restated|
|---|---|---|---|---|---|
||Notes|Unrestricted|Restricted|31.3.23|31.3.22|
|||fund £|fund £|Total funds £|Total funds £|
|Current assets||||||
|Debtors|7|810|-|810|121|
|Cash at bank||36,131|25,550|61,681|36,893|
|||36,941|25,550|62,491|37,014|
|Creditors||||||
|Amounts falling due within|8|(1,420)|-|(1,420)|(1,698)|
|one year||||||
|NET Current Assets||35,521|25,550|61,071|35,316|
|Total assets less current||35,521|25,550|61,071|35,316|
|liabilities||||||
|NET Assets||35,521|25,550|61,071|35,316|
|Funds|9|||||
|Unrestricted funds||||35,521|30,453|
|Restricted funds||||25,550|4,863|
|Total funds||||61,071|35,316|
22
Balance sheet at 31 March 2023
The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2023.
The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2023 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.
authorised for issue on 13/12/23 and were signed on its behalf by:
__________________________________________________________ Nicola Pollock -Trustee
__________________________________________________________ Christopher Holmes ACCA - Trustee
23
## 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 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland', and the Companies Act 2006.
statements are prepared in sterling, which is the functional currency of the company. Monetary
## 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.
##
to the charitable company's pension scheme are charged to the Statement of Financial Activities
24
## 2. Net income/(expenditure)
Net income/(expenditure) is stated after charging/(crediting):
Restated
Depreciation - owned assets
31.3.23 31.3.22 £ £ - 270
##
There were no trustees' remuneration or other benefits for the year ended 31 March 2023 nor for the year ended 31 March 2022.
## Trustees’ expenses
There were no trustees' expenses paid for the year ended 31 March 2023 nor for the year ended 31 March 2022.
## 4. Staff costs
The average monthly number of employees during the year was as follows:
31.3.23 31.3.22 £ £ Operations 1 1
_No employees received emoluments in excess of £60,000._
25
## 5. Comparatives for the statement
||Unrestricted|Restricted|Total funds|
|---|---|---|---|
||fund £|fund £|£|
|Income and endowments from||||
|Donations and legacies|58,465|52,150|110,615|
|Charitable activities||||
|Programmes|5,520|-|5,520|
|Total|63,985|52,150|116,135|
|Expenditure on||||
|Raising funds|2,685|681|3,366|
|Charitable activities||||
|Programmes|44,827|62,544|107,371|
|Total|47,512|63,225|110,737|
|NET Income/(Expenditure)|16,473|(11,075)|5,398|
|Transfers between funds|266|(266)|-|
|Net movement in funds|16,739|(11,341)|5,398|
|Reconciliation of funds||||
|Total funds brought forward|13,714|16,204|29,918|
|Total funds carried forward|30,453|4,863|35,316|
##
|6. Tangible fxed assets||
|---|---|
||Equipment|
||£|
|Cost||
|At 1 April 2022 and 31 March 2023|5,487|
|Depreciation||
|At 1 April 2022 and 31 March 2023|5,487|
|NET Book value||
|At 31 March 2023|-|
|At 31 March 2022|-|
26
## 7. Debtors: amounts falling due within one year
|
due within one year|||
|---|---|---|
|||Restated|
||31.3.23|31.3.22|
||£|£|
|Other debtors|287|-|
|Prepayments and accrued income|523|121|
||810|121|
## 8. Creditors: amounts falling due within one year
|
due within one year||||
|---|---|---|---|
||||Restated|
|||31.3.23|31.3.22|
|||£|£|
|Other creditors||-|533|
|Accruals and deferred income||1,420|1,165|
|||1,420|1,698|
|9. Movement in funds||||
||At 1.4.22|Net movement|At 31.3.23|
||£|in funds £|£|
|Unrestricted funds||||
|General fund|30,453|5,068|35,521|
|Restricted funds||||
|The Hilden Charitable Fund|1,185|(1,185)|-|
|John Lyon’s Charity|889|146|1,035|
|Peabody Community Foundation|2,789|(806)|1,983|
|The National Lottery Community Fund|-|1,667|1,667|
|City Bridge Trust|-|17,225|17,225|
|Royal Borough of Kensington & Chelsea|-|3,640|3,640|
||4,863|20,687|25,550|
|Total Funds|35,316|25,755|61,071|
27
Net movement in funds, included in the above are as follows:
|||Incoming|Resources|Movement in|
|---|---|---|---|---|
|||resources £|expended £|funds £|
|Unrestricted funds|||||
|General fund||82,254|(77,186)|5,068|
|Restricted funds|||||
|The Hilden Charitable Fund||-|(1,185)|(1,185)|
|John Lyon’s Charity||25,000|(24,854)|146|
|Peabody Community Foundation||8,000|(8,806)|(806)|
|The National Lottery Community Fund||9,930|(8,263)|1,667|
|City Bridge Trust||20,000|(2,775)|17,225|
|Royal Borough of Kensington & Chelsea||5,000|(1,360)|3,640|
|||67,930|(47,243)|20,687|
|Total Funds||150,184|(124,929)|25,755|
|Comparatives for movement in funds|||||
||At 1.4.21|Net movement|Transfers
|At 31.3.22|
||£|in funds £|between funds £|£|
|Unrestricted funds|||||
|General fund|13,714|16,473|266|30,453|
|Restricted funds|||||
|City Bridge Trust (LCRF)|4,658|(4,658)|-|-|
|Comic Relief|178|78|(256)|-|
|John Lyon’s Charity|10,924|(10,035)|-|889|
|Peabody Community Foundation|434|2,354|-|2,788|
|Wembley National Stadium Trust|10|-|(10)|-|
|The Hilden Charitable Fund|-|1,186|-|1,186|
||16,204|(11,075)|(266)|4,863|
|Total Funds|29,918|5,398|-|35,316|
|Comparative net movement in funds, included in the above are|||as follows:||
|||Incoming|Resources|Movement in|
|||resources £|expended £|funds £|
|Unrestricted funds|||||
|General fund||63,985|(47,512)|16,473|
|Restricted funds|||||
|City Bridge Trust (LCRF)||-|(4,658)|(4,658)|
|Comic Relief||-|78|78|
|John Lyon’s Charity||34,090|(44,125)|(10,035)|
|Peabody Community Foundation||14,060|(11,706)|2,354|
|The Hilden Charitable Fund||4,000|(2,814)|1,186|
|||52,150|(63,225)|(11,075)|
|Total Funds||116,135|(110,737)|5,398|
28
## 10. Related party disclosures
There were no related party transactions for the year ended 31 March 2023.
## 11. Prior year adjustment
The amounts for the prior year have been adjusted for the reallocation of income and expenditure between restricted and unrestricted funds.
The prior year has also been adjusted to recognise transfers from restricted to unrestricted funds and the release of deferred income totalling £496 that was previously credited against expenditure.
The adjustments constitute a net movement of £2,900 of funds from restricted to unrestricted funds as at
31 March 2022. Total funds carried forward at 31 March 2022 remain unchanged.
||Previous|Restated|Adjustment|
|---|---|---|---|
||31.3.22 £|31.3.22 £|£|
|Income||||
|Unrestricted fund|61,240|63,985|2,745|
|Restricted fund|54,399|52,150|(2,249)|
||115,639|116,135|496|
|Expenditure||||
|Unrestricted fund|47,401|47,512|111|
|Restricted fund|62,840|63,225|385|
||110,241|110,737|496|
|Net income/Expenditure|5,398|5,398|-|