Trustees’ Report and Financial Statements Year Ended 31 May 2024
Goldstar Creative Marketing Limited by Guarantee Company Number 08532455 Charity Number 1155107
Table of Contents
Chair’s 3 Letter Our Mission & 4 Our Values
14 15
New Frontiers
Thanks to Our Funders
5 StatisticsSnapshot
Our Track 6 Record
16
19
Trustees’ Report
Independent Examiner’s Report
8 Projects &Programmes
10 2023—24Journey Highlights
Feedback 12
20
21
22
Statement of Financial Activities
Balance Sheet
Notes to the Financial Statements
Letter Chair’s Letter
I am delighted to present our 2023-2024 Annual Report. This past year, Goldstar has experienced remarkable growth, and through our support and interventions, hundreds of young women are now on track to building a brighter future with strong financial prospects.
At Goldstar, we identified a critical gap where young Charedi women transition from classroom learning to the broader world, often requiring practical guidance to stay on course. To address this, we have invested time, effort, and expertise into developing a robust network of training and workplace support. This journey has been one of exciting opportunities and progress.
Over the past year, we have been extremely active, setting new foundations. We launched a post-education programme designed to assist young people as they move from education to the workplace, and we have significantly expanded our mentoring base. Hundreds of young women have benefitted from one-on-one tailored support, helping them to develop customised pathways to success. Additionally, we introduced a Healthy Relationships programme, equipping young people with the essential soft skills to stay safe in both educational and professional settings. We also initiated a major research project to assess the unique needs of our target group, which will guide future planning and support strategies.
The ongoing Cost of Living Crisis remains a significant challenge for young people, heightening demand for our services. More than ever, young people seek stability and employment opportunities, yet barriers to accessing further education and training persist. To address this, we now offer multiple training tracks to meet diverse needs, and I am proud to report that over 800 young people participated in our flagship Employment & Soft Skills training programmes over the past year.
I would like to extend my sincere thanks to our dedicated staff, trainers, and volunteers, whose passion and skills drive our mission forward. Special thanks also to our invaluable funders, who make our achievements possible, as well as to our partners and fellow Trustees for their unwavering support. Each of your contributions and belief in our mission has propelled Goldstar forward, allowing us to reach milestones we once thought unattainable.
Creating pathways for success is not only about paving the way; it’s about fostering a new mindset and direction, bridging current service gaps, and opening new possibilities. We look forward to a future where young people can thrive, knowing we are here to support them on their journey, helping them realise their goals and reach their full potential.
With gratitude, A. eins S. Weiss Goldstar Trustee
Our Mission
Goldstar is committed to building the capacity and skills of young women from economically and socially disadvantaged backgrounds within the Charedi Jewish community, empowering them to recognise and meet their own needs. Our goal is to enhance their life opportunities by providing access to essential training and employment pathways. We strive to bridge the gap between education, employment, and the broader world, positioning them for success as individuals, spouses, mothers, and professionals.
We accomplish this by teaching transferable skills and offering practical and emotional guidance for navigating the workplace. Our programmes foster confidence, initiative, and self-awareness, equipping young women with a strong understanding of workplace ethics and the tools for professional success, all while upholding their values and traditions. With a proven track record, we help them transform latent talents into tangible achievements.
Our approach is powered by a network of mentors, trainers, trainees, and professionals, encouraging growth through collaboration and learning from others. Rather than creating new frameworks, we focus on filling existing gaps, empowering young people to reach their fullest potential within established, supportive pathways.
Goldstar operates primarily across London, with plans to extend our impact even further in the future.
Our Values
Empowerment Resilience Community Integrity Sustainability
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Statistics Snapshot
organisations participated in our apprenticeship programme, leading to the training of 15 new workers.
young women took part in our mentoring partnership with Ingeus.
young women enrolled in our posteducation programme.
community volunteers joined our community mentoring initiative.
young women participated in our training programmes in 2023-24.
new trainers earned accreditation through our “Train the Trainers” programme.
Goldstar’s training was delivered in 6 London seminaries, 2 Manchester seminaries, and 4 community venues.
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of graduates gained employment within three months of completing their training.
of graduates maintained employment nine months after completing training.
Our Track Record
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Girls Training Under Goldstar
600
500 550
400
300 344
296
200
100
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Year 1 Year 2 Year 3
Girls Training Under Goldstar
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600
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Confidence and Abilities
100
90
80
70 76
60 67 65 67 68
50
40
30
20
10
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Significantly Greatly Increased Increased Increased
raised improved understanding understanding confidence to
aspirations resilience to of career of workplace gain and sustain
life challenges opportunities skills employment
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—
7% 6 -
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68% 31% 6%
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23%
76% Oo Greatly improved
O Improved
OC Slightly improved
o Not Improved
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Projects & Programmes
Employability & Soft Skills Training
Goldstar provides accredited training to support young women from low-income backgrounds as they prepare to enter the workforce. Our flagship initiative, the Goldstar Skills Programme, offers an ATHE Level 3 qualification. Tailored to young women aged 16-25 in post-secondary educational and community settings across London and beyond, this programme has gained endorsement from community leaders and impacted over 800 participants in the last year. Training modules cover vital areas such as self-awareness, job exploration and preparation, communication, workplace ethics and values, teamwork, stress management, and customer service.
This training programme remains central to our mission, and we now offer it either as individual modules or a comprehensive year-long course, allowing participants the flexibility to choose a track that best suits their needs. Continuous improvements to the content are made in response to feedback from participants and accredited facilitators.
Post-Education Support
Ahead of the 2023 academic year, we launched an awareness campaign to broaden our reach, extending our services beyond seminaries and educational providers. This led to the creation of our Post-Education Programme, which saw an impressive 56 young women join its inaugural intake. Many participants began or intended to start part-time employment, allowing them to balance work with ongoing training modules. The programme is also open to young women who are NEET, offering networking opportunities with peers and supporting pathways to employment by applying newly acquired skills to enhance employability.
Train the Trainers
In recognition of the unique needs of the Charedi community, we ensure our training is delivered by facilitators with lived experience of these cultural dynamics. Our “Train the Trainers” programme equips local women to become accredited Goldstar facilitators, creating a mutually beneficial opportunity by bringing skilled employment to the community while providing relatable role models for our learners. Recently, we streamlined this training, making it more efficient and accessible. This past year, we trained four additional facilitators, bringing our total to 24 accredited trainers.
Facilitator Development
Goldstar offers ongoing guidance, support, and continued professional development (CPD) to our facilitators. We hold regular meetings to share updates, progress, and feedback and continuously optimise trainer deployment to enhance learner outcomes.
Pre- and In-Employment Mentoring
In partnership with Ingeus (London), a provider under the Department for Work & Pensions (DWP), we support young women in job-seeking and employment transitions. This initiative began as a pilot for 20 young women and has since expanded to reach 60 participants this year.
Community Volunteer Mentoring Scheme
Responding to demand for mentorship, our Community Volunteer Mentoring Scheme connects young women with experienced community mentors, including employers, business owners, and seasoned professionals. To date, 78 women have joined as mentors, offering guidance and expertise across various fields.
Apprenticeship & Hotdesking
Our informal apprenticeship programme partners with five organizations to provide training to new employees, with an emphasis on empowering young women. Additionally, we offer hot-desking opportunities at our offices, supporting young women who are starting their careers. Over the past year, 15 participants have benefited from these opportunities.
Healthy Relationships Curriculum
Over the last 18 months, we developed a curriculum aimed at teenagers, building on our soft skills modules to promote positive relationships, communication, empathy, and assertiveness. Launched in April 2024, the curriculum includes lesson plans, activities, and presentations and is currently being piloted in three schools.
Research
With funding from the GLA’s Propel - New Deal for Young People, we launched a research project to address gender poverty affecting young Charedi women. Our Research Worker, appointed in June 2023, has gathered insights underscoring the need to expand our mentorship programmes to address these challenges effectively.
Community & Networking
Goldstar collaborates with various community organsations, seminaries, and local authorities, particularly Hackney Council. We are building partnerships with other councils, including Haringey, Barnet, and Salford. Our involvement in the London Youth Forum, the GLA’s Adult Education Budget initiatives, and the Building Stronger Communities Programme enhances our reach and influence. Our partnership with Ingeus, a nd our plans to connect with organsations like Maximus, Reed in Partnership, and Serco, align with our commitment to support young people’s employment pathways.
In setting up a comprehensive mentoring programm e, we have joined the London Youth network, gaining support in de — veloping a aig| - oo AG Mentoring Framework and securing training resourc es. With Propel’s assistance, we are collaborating with IV AR (The Institute for Voluntary Action Research) and ILM (I nstitute of Leadership & Management) to strengthen mentor training and certification. Regular engagement with represe ntatives from the education, employment, business, and welfare sectors helps us ensure that our programmes are g rounded in the community and aligned with stakeholder nee ds.
2023—24 Journey Highlights
In June 2023, we convened with 45 employers to explore strategies for supporting young, first-time employees in adapting to workplace culture and routines.
In November 2023, we brought together 55 head teachers from Jewish schools across Hackney and Haringey, representing approximately 6,000 students. This collaborative event provided critical insights into the needs of our target community.
Group md In December 2023, our ‘Kindle Connections’ event brought together 60 young women in their first year of employment. This unique experience combined soft skills training with the performing arts (song and dance) in celebration of Chanukah, fostering both personal and professional growth.
In July 2023, we hosted a seminar for young women preparing to transition from education to the workforce. This included discussions on job-hunting and networking, and an introduction to our mentoring support. A panel of four local employers led a symposium, : followed by an engaging Q&A session.
Leavers ed
February 2024 saw our ‘Bake-Off’ event, where 60 young women from our programmes participated in a challenge that tested and showcased the social skills they’ve acquired through the Goldstar Programme.
In April 2024, we launched our new curriculum for teens, focused on communication, empathy, and assertiveness in building healthy relationships. This curriculum, designed with full lesson plans and interactive materials, is now being piloted in three schools and is set to reach an even broader audience.
Feedback
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“I am learning more about myself and the “After completing the
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Goldstar, for giving us this chance.” rethinking my career goals.”
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— Post-Education Programme Participant ai 7 — Student
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“The Bake-Off event was amazing— Sos “Having a mentor has been life-changing. —Os6 - = “
it allowed me to use my strengths in Goldstar has given me confidence and a
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— Bake-Off Event Participant Sa ay | ee — Post-Education Programme Participant ———— tH
Facilitators say...
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“I feel so supported; Goldstar “It’s hard to grasp the amount of thought is always there for me—from and detail invested in this programme. It’s CPD to lesson planning.” meticulous, professional, and impactful.” Other Stakeholders say...
Seminary Head Teachers:
“Our young women often lack essential tools to thrive in the workplace. The Goldstar Soft Skills Programme provides comprehensive preparation for both professional and personal life challenges. Its modules are thoughtfully designed, tackling real-world scenarios young women will face in the workplace, from managing time responsibly to understanding employer expectations. This foundational course promises to benefit its participants, their future families, and employers, setting them up for long-term success.”
Participants say...
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oof “Leaving education felt daunting. Goldstar ~ |
workshops helped me connect with others
” and keep social bonds strong.”
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“The resources are always so well-prepared
and inspiring—they’ve become a source of
ideas for my own teaching.”
— Seminary Student
“I am grateful for the opportunity “The modules are not only professional
to broaden my own career horizons but also highly interactive and
through Goldstar’s training.” accessible for all learners.”
----- End of picture text -----
Business Owners:
“For years, our company struggled with helping first-time employees adapt to the professional setting. Goldstar’s Soft Skills Programme addresses this directly, instilling in participants a professional attitude and practical workplace etiquette that should be a requirement for all new employees. We’ve seen remarkable changes in our young hires who’ve been through the programme—they’re confident, positive, and well-prepared for their roles.”
New Frontiers
Building on our initial presence in Salford, we plan to expand our impact by training local facilitators and establishing a regional office. fj YY :
Employment Charter ite os .
fwPW, Our work with local businesses has highlighted the need for an a,ecae vu . yeeHe. we . Employment Charter. This charter would formalise a commitment among employers to uphold certain standards, ensuring a culturally aware and supportive environment for employees.
Employment Hub & Training Center par mn yi Senn Jes. oF 4 as er ‘ : on Ds - . We envision an expanded facility that serves as a hub for start-ups and “hi independent professionals. This space would offer office infrastructure , ie and networking opportunities, along with on-site training and : apprenticeship facilities. bee Yen. a eeak sgl
Pca Employment Bureau i
To streamline job placement within the community, we aim to establish a bureau that connects individuals with local opportunities and provides targeted career support.
Thanks to our Funders
YOUR SUPPORT KEEPS OUR STORY ON TRACK
THANK YOU FOR BEING THE CONDUCTORS OF CHANGE!
Goldstar Creative Marketing Trustees’ Report For the Year Ended 31 May 2024
The Trustees present their Annual Report together with the financial statements of Goldstar Creative Marketing for the year 1 June 2023 to 31 May 2024. The Annual Report serves the purposes of both a Trustees’ Report and a Directors’ Report under company law. The Trustees confirm that the Annual Report and financial statements of the charitable company comply with the current statutory requirements, the requirements of the charitable company’s governing document and the provisions of the Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2019).
Since the Company qualifies as small under section 382 of the Companies Act 2006, the Strategic report required of medium and large companies under the Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2013 has been omitted.
Objectives and activities
a. Policies and objectives
In setting objectives and planning for activities, the Trustees have given due consideration to general guidance published by the Charity Commission relating to public benefit, including the guidance ‘Public benefit: Running a Charity (PB2)’.
Achievements and performance
a. Main achievements of the Company
The charity was able to obtain funds and to promote its objectives by carrying out its various learning and development programmes.
The fundraising environment has been challenging this year - with various funders in this space closing down or consolidating. The Trustees have put in a lot of effort to identify further suitable funders, and have received firm intentions of interest for future funding.
Financial review
a. Going concern
After making appropriate enquiries, the Trustees have a reasonable expectation that the Company has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements. Further details regarding the adoption of the going concern basis can be found in the accounting policies.
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Goldstar Creative Marketing Trustees’ Report For the Year Ended 31 May 2024 (continued)
b. Reserves policy
The Trustees aim to hold free reserves at a level sufficient to protect services and ensure adequate cashflow for the organisation’s needs. The future plan is for the organisation to hold a minimum of six months of the organisation’s core running costs in unrestricted reserves to ensure continuity of service of the charity’s unrestricted operating costs.
c. Principal risks and uncertainties
The Trustees actively review the major risks which the charity faces on a regular basis and believe that maintaining reserves at current levels combined with an annual review of the controls over key financial systems, will provide sufficient resources in the event of adverse conditions. The Trustees have also examined other operational and business risks faced by the charity and confirm that they are satisfied.
Structure, governance and management
a. Constitution
Goldstar Creative Marketing is registered as a charitable company limited by guarantee and is governed by its memorandum and articles of association.
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Goldstar Creative Marketing Trustees’ Report For the Year Ended 31 May 2024 (continued)
Statement of Trustees’ responsibilities
The Trustees (who are also the directors of the Company for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the Trustees to prepare financial statements for each financial year. Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Company and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:
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select suitable accounting policies and then apply them consistently;
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observe the methods and principles of the Charities SORP (FRS 102);
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make judgments and accounting estimates that are reasonable and prudent;
● state whether applicable UK Accounting Standards (FRS 102) have been followed, subject to any material departures disclosed and explained in the financial statements;
● prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business.
The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Approved by order of the members of the board of Trustees and signed on their behalf by:
Mrs R Erblich
Date: 24/11/2024
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Goldstar Creative Marketing Independent Examiner’s report For the Year Ended 31 May 2024
Independent examiner’s report to the Trustees of Goldstar Creative Marketing (‘the Company’)
I report to the Charity Trustees on my examination of the accounts of the Company for the year ended 31 May 2024.
Responsibilities and basis of report
As the Trustees of the Company (and its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).
Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the Company’s accounts carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Independent examiner’s statement
Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the ACCA, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:
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accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or
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the accounts do not accord with those records; or
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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
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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.
This report is made solely to the Company’s Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. My work has been undertaken so that I might state to the Company’s Trustees those matters I am required to state to them in an Independent Examiner’s report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Company and the Company’s Trustees as a body, for my work or for this report.
Signed: Dated: 22/11/2024 Mrs € Koyde Esther Royde FCCA
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Goldstar Creative Marketing Statement of financial activities (incorporating income and expenditure account) For the Year Ended 31 May 2024
| Note Income from: Donations and legacies 3 Total income Expenditure on: Raising funds 4 Charitable activities 5 Total expenditure Net movement in funds Reconciliation of funds: Total funds brought forward Net movement in funds Total funds carried forward |
Restricted funds 2024 £ 176,800 176,800 - 205,005 205,005 (28,205) 57,111 (28,205) 28,906 |
Unrestricted funds 2024 £ 174,637 174,637 9,155 149,470 158,625 16,012 52,077 16,012 68,089 |
Total funds 2024 £ 351,437 351,437 9,155 354,475 363,630 (12,193) 109,188 (12,193) 96,995 |
Total funds 2023 £ 195,162 |
|---|---|---|---|---|
| 195,162 | ||||
| - 204,606 |
||||
| 204,606 | ||||
| (9,444) | ||||
| 118,632 (9,444) |
||||
| 109,188 |
The Statement of financial activities includes all gains and losses recognised in the year. The notes on pages 22 to 27 form part of these financial statements.
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Goldstar Creative Marketing Balance Sheet As at 31 May 2024
| 2024 | 2023 | ||||
|---|---|---|---|---|---|
| Note | £ | £ | |||
| Fixed assets | |||||
| Tangible assets | 8 | 3,834 | 5,113 | ||
| 3,834 | 5,113 | ||||
| Current assets | 9 | ||||
| Debtors | 52,251 | 59,724 | |||
| Cash at bank and in hand | 56,229 | 57,634 | |||
| 108,480 | 117,358 | ||||
| Creditors: amounts falling due | |||||
| within one year | 10 | (15,319) | (13,283) | ||
| Net current assets | 93,161 | 104,075 | |||
| Total assets less current liabilities | 96,995 | 109,188 | |||
| Total net assets | 96,995 | 109,188 | |||
| Charity funds | |||||
| Restricted funds | 11 | 28,906 | 57,111 | ||
| Unrestricted funds | 11 | 68,089 | 52,077 | ||
| Total funds | 96,995 | 109,188 |
The Company was entitled to exemption from audit under section 477 of the Companies Act 2006. The members have not required the company to obtain an audit for the year in question in accordance with section 476 of Companies Act 2006.
The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements. The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies regime.
The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:
Mrs R Erblich
Date: 24/11/2024
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Goldstar Creative Marketing Notes to the financial statements For the Year Ended 31 May 2024
1. General information
Goldstar Creative Makerting is a charitable trust registered in England and Wales under the Charities Act.
The address of the registered office is given on the on the back cover of this report.
2. Accounting policies
2.1 Basis of preparation of financial statements
The financial statements 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), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Goldstar Creative Marketing meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.
2.2 Income
All income is recognised once the Company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.
Grants are included in the Statement of financial activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.
2.3 Expenditure
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, 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 classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.
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Goldstar Creative Marketing Notes to the financial statements For the Year Ended 31 May 2024 (continued)
Expenditure on charitable activities is incurred on directly undertaking the activities which further the Company’s objectives, as well as any associated support costs.
Grants payable are charged in the year when the offer is made except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled. Grants offered subject to conditions which have not been met at the year end are noted as a commitment, but not accrued as expenditure.
All expenditure is inclusive of irrecoverable VAT.
2.4 Tangible fixed assets and depreciation
Tangible fixed assets costing £NIL or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.
Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.
Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, .
Depreciation is provided on the following basis:
Fixtures and fittings - 25%
Office equipment - 25%
2.5 Liabilities and provisions
Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.
2.6 Financial instruments
The Company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.
2.7 Fund accounting
General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Company and which have not been designated for other purposes.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.
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Goldstar Creative Marketing Notes to the financial statements For the Year Ended 31 May 2024 (continued)
3. Income from donations and legacies
| 4. Expenditure on raising Grants The Tudor Trust The City Bridge Trust Reaching Communities Fund Rosa Fund Henry Smith Charitable Trust Awards for All Subtotal Donations Costs of raising voluntary income Fundraising expenses |
funds Restricted funds 2024 £ 38,950 44,450 38,400 35,000 20,000 176,800 176,800 |
Unrestricted funds 2024 £ 60,000 60,000 114,637 174,637 Unrestricted funds 2024 £ 9,155 |
Total funds 2024 £ 60,000 38,950 44,450 38,400 35,000 20,000 236,800 114,637 351,437 Total funds 2024 £ 9,155 |
Total funds 2023 £ 195,162 195,162 Total funds 2023 £ - |
|---|---|---|---|---|
4. Expenditure on raising funds
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Goldstar Creative Marketing Notes to the financial statements For the Year Ended 31 May 2024 (continued)
5. Analysis of expenditure on charitable activities
Summary by fund type
| Closing the Divide Employment Support Goldstar Skills Programme Healthy Relationships Skills Fusion Grants payable |
Restricted funds 2024 £ 49,900 46,400 108,705 - - - 205,005 |
Unrestricted funds 2024 £ 22,783 2,966 92,507 5,258 8,642 17,314 149,470 |
Total 2024 £ 72,683 49,366 201,212 5,258 8,642 17,314 354,475 |
Total 2023 £ 9,978 8,760 185,868 - - - |
|---|---|---|---|---|
| 204,606 |
6. Independent examiner’s remuneration
| 6. Independent examiner’s remuneration | ||
|---|---|---|
| 2024 | 2023 | |
| £ | £ | |
| Fees payable to the Company’s independent examiner for the | ||
| independent examination of the Company’s annual accounts | 1,000 | 6,000 |
| Fees payable to the Company’s independent examiner in respect of: | ||
| All other services not included above | 3,000 | - |
7. Trustees’ remuneration and expenses
During the year, no Trustees received any remuneration or other benefits (2023 - £NIL). During the year ended 31 May 2024, no Trustee expenses have been incurred (2023 - £NIL).
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Goldstar Creative Marketing Notes to the financial statements For the Year Ended 31 May 2024 (continued)
8. Tangible fixed assets
Costs of raising voluntary income
| 9. Debtors Cost or valuation At 1 June 2023 At 31 May 2024 Depreciation At 1 June 2023 Charge for the year At 31 May 2024 Net book value At 31 May 2024 Due within one year Trade debtors Prepayments and accrued income Grants receivable |
Fixtures and fittings £ 1,042 1,042 899 36 935 107 |
Office equipment £ 9,600 9,600 4,630 1,243 5,873 3,727 2024 £ 12,513 - 39,738 52,251 |
Total £ 10,642 |
|---|---|---|---|
| 10,642 | |||
| 5,529 1,279 |
|||
| 6,808 | |||
| 3,834 | |||
| 2023 £ 1,857 1,311 56,556 59,724 |
9. Debtors
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Goldstar Creative Marketing Notes to the financial statements For the Year Ended 31 May 2024 (continued)
10. Creditors: Amounts falling due within one year
| 11. Statement of funds Trade creditors Other creditors Accruals and deferred income Statement of funds - current year Unrestricted funds General Funds - all funds Restricted funds Restricted Funds - all funds Total of funds |
Balance at 1 June 2023 £ 52,077 57,111 109,188 |
Income £ 174,637 176,800 351,437 |
2024 £ 6,361 2,598 6,360 15,319 Expenditure £ (158,625) (205,005) (363,630) |
2023 £ 4,331 2,598 6,354 |
|---|---|---|---|---|
| 13,283 | ||||
| Balance at 31 May 2024 £ 68,089 |
||||
| 28,906 | ||||
| 96,995 |
11. Statement of funds
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The journey continues, thanks to you.
Trustees:
Mrs E Feldman Mrs S Weiss Mrs R Erblich Mrs P Margolis Mrs R Stern Mrs S Friedman Mrs T Feldman Mrs G Lieberman appointed 03 May 2023
Auditor:
Accshire Accountancy LLP Chartered Certified Accountants Rear Entrance 123 Clapton Common London E5 9AB
Registered Office:
15 Osbaldeston Road London N16 7DJ
Bankers:
Barclays Bank UK PLC 1 Churchill Place London E14 5HP
GOLDSTAR CREATIVE MARKETING
Company Number 08532455 | Charity Number 1155107 www.goldstarcreative.org | 0208 211 1020