**Registered Charity Number: 1157696 Registered Company Number: 08901760 (England and Wales)**
**Caplor Horizons 2022-23 1 ANNUAL REPORT**
## **Contents Page**
Trustee report 1 – 25 Statement of trustee responsibilities 27 Independent examiner's report 28 Statement of financial activities 29 Balance sheet and cash flow 30-31 Notes to the financial statements 32-42
**2**
## **Reflections from Laura Adams, Chair of Trustees**
I’m thrilled to be writing this as I celebrate three years as Chair of Caplor Horizons. Keeping with the theme of three, I’d like to share three things I’ve learned as Chair over recent years:
Firstly, I used to think that ‘creativity’ was the domain of certain industries, such as marketing or advertising. But Caplor Horizons has taught me that creativity is possible anywhere and necessary everywhere! It is a key tool in effecting positive change. What is crucial is to embed creativity in an organisation's culture. Caplor Horizons does this by deliberately creating safe and encouraging spaces for aspirational conversations, granting permission for ‘throwing out the rule book’ and celebrating diversity and stories from lived experience. The creation and work of the Strategic Change and Development Group is testament to this.
Secondly, I now understand that compassion is a sign of strength and a key foundation for effecting lasting systemic change. Since the emergence of the Black Lives Matters movement in 2020, Caplor Horizons has been undertaking a programme internally to help its people embody and lead an anti-racist organisation. This intensive commitment has required individuals to face confronting truths about their own unconscious bias, commit to unlearning things they thought they knew, and focus on what the author Glennon Doyle describes as ‘transforming’ rather than ‘performing’. By which she means truly becoming an anti-racist rather than learning to say the right things.
Thirdly, I appreciate that courage can show up in different ways in people. It can be easily visible through heroic acts of self-sacrifice, especially at obvious points of crisis or emergency. But it can also show up quietly, through sustained commitment to make a positive impact over time, despite set-backs and challenge. And it is through this ‘quiet courage’ lens, driven by passion and belief, that I want to pay tribute to the extraordinary efforts from everyone who has had a hand in creating and delivering The Commitment. 2023 will be a pivotal year for setting the future trajectory of this operation, first established four years ago, which has served to amplify the voices of over 12,000 people in the UK concerned about climate change and biodiversity loss, through the tenacity of its team.
**Finally, I want to thank our wonderful Trustees, staff members, Advisors, partners and wider Caplor Community for your dedication, resilience and support during my time as Chair. I feel honoured to get to work with you and wish you every success in delivering a sustainable future for all.**
**3**
## **Reflections from Ian Williams, Lorna Pearcey, Rosie Bishop, Co-Directors**
## **This Annual Report covers the period from April 2022 to March 2023.**
While it has been a challenging year in many ways, we remain inspired by the incredible work of our partners and feel honoured to get to walk alongside them on their journey to be more effective and achieve long lasting change in the world.
Through working with our clients and partners we’ve had an impact on a widerange of issues including justice for refugees and people seeking asylum, global humanitarian response to crises, climate change and biodiversity loss, defending and protecting against environmental crime and abuse, the elimination of violence against women and children, support for women that have survived trafficking and sexual exploitation, alleviating poverty and food insecurity, and more.
Our findings show that our input enables greater **connection** , **clarity** , **confidence** , **commitment** , ability to navigate through **change** and strengthened organisational **culture** .
**We will continue to consider how we can improve our ways of working and challenge ourselves to think differently, learn differently and act differently.**
## **About Caplor Horizons**
**Caplor Horizons is dedicated to facilitating transformational change in not-for-profit organisations in the UK and around the world.**
In our experience, not-for-profits are often highly accomplished in many respects regarding what they set out to achieve. They dedicate the majority of their focus and attention on the communities that they exist to serve.
However, whilst this is positive, they often do not have the resources or space to concentrate very effectively or sufficiently on themselves; on strengthening their ability to do their work even better. This is a missed opportunity to step up their level of contribution to whatever causes they are working towards.
We target our efforts to make a distinctive contribution to organisational change and effectiveness. Our approach is participatory and experiential with the aim of creating awareness, skills, and supporting individuals to make effective decisions with the potential to contribute to large-scale change.
**4**
**----- Start of picture text -----**
“ TRANSFORMING
We believe that
1
LEADERSHIP
transforming
We believe that everyone is a leader. We all
have incredible potential; the key is to
leadership,
harness it and use it for the benefit of others.
strengthening
Traditional notions of leadership are
resilience and outdated. Our work champions alternative
models of leadership such as shared
increasing leadership, feminist leadership, and leaderful
approaches. These models recognise and
collaboration are celebrate the diversity of skills we have and
the importance of sharing power in order to
essential to address achieve a collective vision.
the issues we face. We have been piloting our emerging leaders
programme and offering direct coaching to
change makers.
”
**----- End of picture text -----**
**----- Start of picture text -----**
STRENGTHENING
2 RESILIENCE
**----- End of picture text -----**
## **INCREASING COLLABORATION**
**In order to survive and thrive in an everchanging and turbulent world, charities and those that work there need to be resilient. This means being able to adapt to change, withstand shocks, and respond to setbacks.**
**Collaboration, when done well, can help us achieve greater impact. It can be the key to solving complex problems, reaching more people, and achieving systemic change.**
However, collaboration can be challenging. It requires trust, communication and persistence. We work with individuals and organisations to build the skills and environment needed for collaboration. We also create and facilitate spaces for people to collaborate both within our community and across organisations and sectors.
Our work supports individuals to consider their own personal resilience through attention to their health and wellbeing. We also support organisations with strategy renewal, governance reviews, fundraising support and more to ensure greater organisational resilience.
## **Updates from the year**
We are delighted to have advanced our **change makers programme** , which is being piloted with three of our UK partners: a collaboration of 7 different refugee organisations, the team at Riversimple, and a collective of individuals involved in the Glastonbury Town Deal project. So far feedback has been positive and lots of learning for both the participants and us has been gained. The change makers programme involves a series of distinct modules designed to equip individuals and teams with the skills required to navigate uncertainty and to confront the complex issues we are all faced with. It brings together the best of all our learning, tools and approaches to enable people to gain greater awareness around their authentic leadership and teamworking
**5**
style, to improve their confidence and self-belief, provide them with strategies to effectively collaborate, influence and communicate, and improve their resilience and wellbeing.
## _**“**_
We have made transformational strides on **our coaching approach** through a dedicated working group led by Iain (Patton), with thanks, in particular, to input from Ann (Alder). This has led to the development of our Caplor House Coaching Tool which we shared with our wider community during a webinar with over 60 people from 10 countries. Lorna (Pearcey) and Rosie (Bishop) also completed an intensive coaching course, while Kemal (Shaheen) took part in a high sensory coaching course.
**The webinar was really insightful, practical and well presented! I'm sure [the Caplor House coaching tool] will be a very welcome addition to the coaching toolkit – it looks very easy to use and relevant in the workplace (as well as outside it!), which hopefully will give it some traction.** _**”**_
We have finalised the results of an **action learning group** that was led by Séamus (O’Gorman) around **collaboration** . Séamus has creatively devoted his experience, learning and insights to create two outstanding papers on developing the craft of collaboration.
We have created **new learning resources** , for example Kemal led on writing up a conversation with Charles Handy (our third in a series) called ‘We beats I all the time: reflections on meaningful change and the importance of relationships’. We have also renewed existing learning resources, for example Sharon (Turnbull) has updated three frequently referred to papers that she had written around values, culture and the soul in leadership.
We have continued our journey to become an **anti-racist organisation** facilitated by Chandra (Ladwa) and Saf (Ghapson). As well as our staff team, this has involved Laura (Adams), our Chair, Jonathan (Kazembe), a Trustee, and Peter (Moore), our Governance Advisor and Board Secretary. This process has challenged us to sit with discomfort and have difficult conversations; seeking to ‘understand’ our power, privilege and unconscious biases before trying to ‘fix’ them.
We have continued to share learnings about our **CoDirector model** and its links with **feminist leadership** . Ian (Williams) and Lorna recently took part in a webinar hosted by FAIR SHARE about shared leadership. In addition, four different organisations we are working with have been inspired to consider or implement coleadership as a result of our success. This is having knock on impacts to others in the sector who have also been inspired to explore this way of working.
We are delighted to announce that out of 73 organisations monitored this year, Caplor Horizons
**6**
ranked **10th in the FAIR SHARE Monitor 2023** . This means that we have an equitable proportion of women on staff and in leadership roles.
We set up our **People and Planet Committee** in December 2022 which is a subcommittee of the Board. This is set up in a similar way to the Finance Committee to help readdress the balance between the 4 Ps (purpose, prosperity, people and planet) and ensure that issues around “people” and the “planet” are considered just as much as “prosperity” (finances). Topics considered include social and environmental justice issues and how we can make sure as an organisation we are accountable, our commitment to anti-racism, and our support, remuneration and engagement of staff, advisors and volunteers.
We have been especially successful in **Ireland** in recent times, in part resulting from our engagement with the Irish Emergency Alliance and our growing reputation among not-for-profits there, notably: Christian Aid Ireland, World Vision Ireland, the Irish Association for Social Inclusion Opportunities (IASIO), African and Caribbean Support Organisation Northern Ireland (ACSONI), Self Help Africa, ActionAid Ireland and An Cosán.
We are also getting back to more **in-person activities** . In 2021-22, 87% of our sessions were online and just 13% in-person due to the enduring impacts of Covid-19. Whereas this year, 43% of sessions were online and 57% in-person.
We had 113 volunteers contributing 830 days of **pro bono support** , which is the equivalent of £415,000. Our Advisors continue to be committed to providing their services and support to those in need. Their diversity of skills are widely appreciated by the individuals and organisations we work with.
## **‘The Commitment’ – A time of change and transition**
**What’s the background?** In April 2019 Caplor Horizons started incubating The Commitment as part of our strategy to focus on making a significant difference to the environmental crisis. Since its establishment it has grown positively in many ways. This includes having over 12,000 people in the UK pledge that they will put climate change and biodiversity at the heart of their decision making when they vote at local or national levels. Caplor Horizons usually works with organisations that are established rather than incubating them. However, during these past few years, it also helped incubate another environmental initiative called The Great Collaboration, though this was on a much smaller scale.
**What was our commitment to The Commitment?** We envisaged at the outset contributing to the early stages and then becoming a partner to it once The Commitment ‘left home’ to become independent or part of another organisation. The
**7**
Commitment remained at home longer than we initially anticipated because we were still adding value and the implications for our core business were manageable; moreover, it has been win-win in many respects with a great deal of valuable learning.
**Why are we now in a time of transition?** Following discussion at our June Board meeting, a decision was made to transition to minimising activities of The Commitment and moving it outside Caplor Horizons. The rationale for this decision was: (a) a sense that this would enable Caplor Horizons to fully focus on its core business; (b) a need for The Commitment to secure funding to renew its way forward.
**What will happen next?** William (Eccles) and Peter (Moore) will lead on this. And, until the transition is complete, Lorna, Rosie, Ian, and the trustees of Caplor Horizons, will continue with respective management and governance level responsibilities. At the June Board meeting, William stepped down as a Co-Director and he is now concentrating on being Director of The Commitment (an ‘Advisor’ role whilst The Commitment remains within Caplor Horizons). Peter is contributing as part of his role as Board Advisor to Caplor Horizons.
**What are the consequences?** One of the most significant changes is that in order to minimise activities we no longer have any full-time staff members working on The Commitment. We are immensely grateful to the excellent staff team that has been contributing until recently and we are sad to lose them as colleagues. Furthermore, we are highly appreciative of all the outstanding supporters and volunteers that have been – or continue to be – involved.
**What will happen longer term?** The Commitment is expected to leave home by March 2024. By then it is hoped that further resources will be secured and The Commitment can continue building an ever greater impact on the political attention paid to climate change and biodiversity. We remain committed to being a partner to The Commitment long term, post the transition process.
**----- Start of picture text -----**
We are very thankful to everyone who has been supporting The Commitment in
one way or another and we hope that you will continue to do so.
**----- End of picture text -----**
**8**
Our Year in Numbers
800 • 20 •• 84%
that scored our
facilitation an 8
out of 10 or above
The number of individual
changemakers we worked with
The number of individual CEOS
and senior leaders we coached
Number of people
that scored the
usefulness of our
sessions an 8 out
of 10 or above
Iy;, 115 0 10
Number of people
scored the content
of our sessions an 8
out of 10 or above
64%
We continue
tobea
Carbon Zero
organisation
The number of
organisational
strategies we
developed or
renewed
delivered: 43 % online, 57°h in-person
C02
12k
The number of voluntary days
given by ou r Advisors
The number of
commitments
reached. This is
12,000 votes for
politicians who
will prioritise
climate change
and the natural
world.
44411
The numberof
our Ripple
Papers we
updated or
published
We worked
with
to deliver their
23
. 2000
50
The number of people
ou r newsletters reached in
over 30 different cou ntries
organisations
different countries
## **Our Impact – Key Themes**
**Our findings show that we are having an impact in six key ways summarised by 6Cs.**
## **Clarity**
We take a three-phase approach to developing strategy: 1) where are you now and what have you learnt? 2) where are you going? 3) how are you going to get there. All organisations cited that they had gained greater clarity around their strategic direction because of Caplor Horizons’ input. Introducing them to our distinctive “strategy on a page” process enabled team members and their wider stakeholders to be ‘on the same page’ about the organisation’s core essence and direction including the vision, mission, purpose, story, values and strategic objectives. This clarity has helped individuals and organisations to navigate complex challenges, be more focussed in their approach and secure lasting change. This impact can have short-term benefits, for example immediately after a strategy workshop. Longer term benefits come when organisations continue to have strategic conversations, for example every few months, to ensure they are still on the same page and are clear about their priorities. This is something we support and encourage and is evident in most organisations we partner with.
## **Connection**
Our interventions are highly participatory and experiential. They always embed leadership and teamworking exercises. They create opportunities for people to connect and develop deeper relationships across the organisation. During workshops, participants share learning and experiences with each other, leading to a more united organisation and an improved sense of team which is a core component of being a more effective organisation. Online spaces are able to connect people from all over the world, for example the International Presentation Association and Self Help Africa. Face-to-face spaces enable a depth of relationship where people can challenge one another in constructive ways and feel the energy of others in the room, for example the Environmental Investigation Agency and Riversimple.
## **Confidence**
Confidence is about valuing yourself and trusting your judgement, capacity and abilities. This is a core component of being an authentic leader. It is about finding power from within. Our analysis shows that direct coaching and/or mentoring has particularly had an impact on development people’s self-confidence. It has enabled individuals to feel assured in their decision making and leadership skills and supported to take risks or be ambitious. Even the most senior leaders can struggle with self-belief and having a confidential sounding board for their thoughts can be very helpful when navigating complex challenges. Our input can also help improve organisational or business confidence, both in the people who work there and from outside partners and funders. As a result, many of our clients and partners have reported increased fundraising income since working with us (an indirect impact of our work). Finally, our sessions also help improve people’s confidence with speaking in front of a larger group and sharing their ideas and challenges with their colleagues.
**10**
## **Commitment**
Our analysis shows that our input enables people to reconnect to their overall vision, purpose and values, instilling a greater level of commitment to the organisation and team. We place a high importance on gaining wider stakeholder buy in and ownership over organisational effectiveness programmes and often say that the process is as important as a result. Our feedback shows that stakeholders appreciate being involved in this way and the organisations report greater backing and successes from all involved as a result.
Our model also enables our Advisors to express their commitment towards delivering a sustainable future by offering their distinct skills and expertise at a low or no cost. This year we had 113 volunteers contributing 830 days of pro bono support, which is the equivalent of £415,000. In particular, Peter (Moore), Ann (Alder), Elliot (Malik), William (Eccles), Eliza (Lawrence), Blaise (White), Deven (Thakkar), Ralph (Sequeira) and Seamus (O’Gorman) gave between 20 and 50 days of contribution. We could not achieve our impact without their incredible dedication and support. In turn, they themselves report that the work and learning have an impact on them, providing them with fresh perspectives and a more global viewpoint.
## **Change**
Change is all around us. In the last few years alone, we have seen the spread of the coronavirus, rising levels of climate change, increased conflict and polarity, and a rise in the cost of living. As a result, our work focusses on strengthening individual and organisational resilience for navigating through change and transition. People particularly appreciate the opportunities to discuss and share their vulnerabilities, understand how different people respond to change and how best they can support them, and to find clarity amidst the fog. At times when the easier decision might have been to give up, people have appreciated the way Caplor Horizons have “walked beside them” and given them encouragement and compassion to keep going. At the same time, we challenge our partners to have difficult and courageous conversations about the future of their organisation and how it needs to adapt to remain relevant, particularly in light of decolonisation and the climate crisis. This is an area that we can continue to improve and be even more courageous on as we are discovering through our journey towards anti-racism.
## **Culture**
Strengthening organisational culture is a core component of all our workstreams. Whether we are brought in to facilitate a strategy renewal process, a governance review or work on leadership and teamworking, we always place a large emphasis on the importance of culture. Culture can be defined as “the way we do things around here”. It can often be invisible or unconscious and manifests through values and behaviours. An organisation’s culture will not change overnight and so our impact may take a long time to be evident, however once an organisation’s culture is improved, other interventions are much more likely to have a long-term impact, therefore the role it can play is transformational. Some of our partners have explained that our focus on culture has made the organisation a better place to work where people feel cared for and valued. This enabled greater staff productivity, motivation and ultimately improved retention rates.
**11**
**Examples of our work and achievements**
**This provides a brief overview and taster of some of the work we did in 2022-23. To find out more about our impact visit our website to read our more detailed impact report.**
**Environmental Investigation Agency** _**“**_ The Environmental Investigation Agency (EIA) is an international **[Caplor Horizons]** non-profit organisation, established in 1984, that has pioneered undercover investigations to combat environmental crime and **have provided** abuse. They use evidence and analysis to bring about lasting policy **exceptional** and changes to legislation to protect our planet, its biodiversity, **guidance along** climate and all who live here. **with flexibility, reliability and** They have a proud track record of achievements including a ban on **commitment which** the international ivory trade and increased protection for whales and dolphins. They have also contributed to a legislation against imports **has made EIA UK** of illegal timber in major consuming markets and a global **staff feel safe and** agreement to curb the use of climate-damaging chemicals. They **supported** work in partnership with civil society organisations on the ground, **throughout the** through joint investigations and advocacy, all of which makes their **process.** work more sustainable going forward. _**”**_
**Click here to read a testimonial by Mary Rice, Executive Director.**
## **International Presentation** _**“**_ **Association**
**The Caplor Horizons team has brought to us a wealth of relevant knowledge and skills, as well as a commitment to working with integrity and in fidelity to our vision and values.** _**”**_
The IPA is a global network of Presentation Sisters and associated people and groups – ‘Presentation People’ – whose main thrust is education and action for justice with a focus on advocacy and service. Since the year 2000 the IPA has had NGO status at the United Nations, being accredited with the Economic and Social Council (ECOSOC).
**12**
IPA’s core priority areas include women and children, care of the earth and tribal and indigenous people. Their UN advocacy focus is “the elimination of violence against women and children”. Key to the IPA are their Justice Contacts, located throughout the globe in 20 diverse cultures and contexts, supporting IPA to bridge the grassroots activities with the global agenda at the UN and vice versa.
Caplor Horizons has been working with IPA since 2019 to support their commitment to embrace the Sustainable Development Goals in a human rights framework.
**Click here to read a testimonial by Ann Marie Quinn, Executive Director.**
## **Ella’s**
_**“**_ Ella’s is a London-based organisation working with women who have survived trafficking and sexual exploitation. They are passionate about providing the best care for as many survivors as they can. As part of this they offer safe house accommodation for women when they are most vulnerable, care to help them recover and move forward, and longterm community-based support to help survivors build safe, independent lives. The support they provide is essential for the safety and freedom of women.
**Excellent day,** survived trafficking and sexual exploitation. They are passionate about **really helpful to** providing the best care for as many survivors as they can. As part of this they offer safe house accommodation for women when they are most **be part of the** vulnerable, care to help them recover and move forward, and long- **process of** term community-based support to help survivors build safe, **deciding how** independent lives. The support they provide is essential for the safety **Ella's moves** and freedom of women. **forward next, to** Human trafficking is a type of modern slavery. 49.6 million people **spend time with** around the world are trapped in modern slavery, 79% of people **the team and to** trafficked are women and children and 6.3 million people are being **be led by old** exploited in the sex trade. **friends again (the** We have worked with Ella’s since 2019 and have facilitated a strategy **Caplor team).** development process, provided leadership and team development support and helped them to set up as an independent charity. _**”**_
**13**
**Click here to read a testimonial by Emily Chalke and Minke Van Til, Co-Directors.**
## **Irish Emergency Alliance**
_**“**_ The Irish Emergency Alliance is a membership organisation, made up
**I think the greatest benefit we derived from the process was the absolute clarity and affirmation of why we are working together and what we want to achieve for Ireland as an Alliance.**
of seven Irish registered charities working on international humanitarian emergency relief. Its members are ActionAid, Christian Aid, Plan International, Self Help Africa, Tearfund, Trócaire and World Vision. Together, these members have programmes in a total of 85 different disaster-affected countries across the globe giving the Irish Emergency Alliance a very significant presence to respond quickly to an emergency.
The Irish Emergency Alliance is a joint appeals mechanism where Irish humanitarian organisations agree to consolidate their fundraising efforts, demonstrating to the public that they can work together and reduce their administrative and fundraising costs. At the time of major humanitarian emergencies, their members come together to raise money from the Irish public in a coordinated manner.
_**”**_
**Click here to read a testimonial by Brian Casey, Executive Director.**
**14**
## **Riversimple**
## _**“**_
Riversimple, based in Llandrindod Wells in Wales, is pioneering the next generation of zero emission vehicles. They use hydrogen, not batteries, emit nothing but water and, unlike conventional electric vehicles, can be refilled in three minutes. This means it offers all the flexibility of a fossil fuel car without the environmental downsides.
**We can see the positive effects of the change maker programme on the company culture and [the sessions] are undoubtedly strengthening the team’s sense of commitment to Riversimple.** _**”**_
Rather than selling its vehicles, Riversimple plans to offer them as part of a subscription service that covers all the associated running costs, from servicing and maintenance to insurance and fuel. At the end of a contract, the vehicle is returned to Riversimple and supplied to another customer.
> Their cars are currently going through road trials with the public and **commitment to** the team are making preparations for volume production. This is an **Riversimple.**
> exciting and also very uncertain time for this responsible business, _**”**_ with much of their focus going into raising significant investment and ensuring the cars are safe and road worthy.
## **Click here to read a testimonial by Fiona and Hugo Spowers, Directors and Founders.**
## **Self Help Africa**
## _**“**_
**We can help bring the merged organisation to the next level and deliver upon our ambition utilising our skills and experience many of which were unearthed by Caplor Horizons in their work to date.** _**”**_
Self Help Africa is an international not-for-profit that promotes and implements long-term rural development projects in fifteen African countries. The organisation also implements development projects in Bangladesh and Brazil.
For more than 50 years, SHA have been focused on ending poverty and hunger through community-led and market-based approaches. Their experience of working with rural communities and smallholder farmers has honed their expertise in addressing climate change and its impact on food production and the environment.
**15**
Self Help Africa merged with Gorta in July 2014, and in 2021 merged with UK-based INGO, United Purpose, also a partner of ours. The organisation also owns a number of social enterprise subsidiaries – CUMO Microfinance, TruTrade and Partner Africa.
## **Click here to read a testimonial by David Dalton, Former Interim Executive Director.**
## **Refugee Action**
## _**“**_
**It was wonderful, informative and rewarding to learn quite a lot and to apply those skills in our daily today lives and with organisations. Also, the trainers were detailed in their way of training hence more understanding, fun and purposeful.** _**”**_
Refugee Action has been established for more than 40 years. Their vision is that refugees and people seeking asylum will be welcome in the UK. That they will get justice, live free of poverty and be able to successfully rebuild their lives. Refugee Action helps people who’ve survived some of the world’s worst regimes to get the basic support they need to live again with dignity. They then help them build safe, happy and productive lives in the UK.
As part of their commitment to anti-racism, the organisation has consciously been shifting power towards people with lived experience. The Experts by Experience (EBE) steering group was established in 2020. This is who we have been working with.
**16**
In addition, Refugee Action has been awarded a three-year grant from The National Lottery Community Fund to deliver a programme to nurture a growing, collaborative community of organisations.
## **Emerging Leaders Programme**
_**“**_
A community of organisations within the UK refugee sector have been bought together to transform the role of Experts by Experience (EBEs), to centre and embed their knowledge, experience and voice in all aspects of service design, delivery, advocacy and community development.
**Thank you so much for your help and your kindness, that was an amazing time I had with you all and I learned some good things that I didn’t have before which I appreciate.** _**”**_
In 2022-23 Refugee Action carried out a needs assessment with EBEs from across the partnership to develop a rolling, centralised training programme to increase their knowledge, skills and confidence to enable them to take on leadership roles and help bring about meaningful change.
As a result, we are piloting our new “Emerging Leaders” programme. This programme will run over 6 months consisting of a mix of full day in-person sessions and shorter online sessions. We are currently halfway through the programme and so the full impacts are unknown.
**Click here to read a testimonial Dr Ibtissam Al-Farah, EAR/EBE Coordinator of Refugee Action.**
**17**
**Conclusion**
In conclusion, our annual report, covering the period from April 2022 to March 2023, has shown that despite the challenges we have faced, we have continued to have a positive impact on individuals, organisations and wider society.
In particular, our findings demonstrate that our contribution has enabled our partners to foster greater connection, clarity, confidence, commitment, adaptability in navigating through change, and a strengthened organisational culture.
Based on our learnings and reflections, we envisage that Caplor Horizons will make some bold changes over the next year to both “how we do things” – challenging ourselves in line with our anti-racist strategy, and “what we do” – being more focused in our activities and smarter with our business model. We will continue to engage our community on these matters.
We are inspired by the progress made so far and excited for what lies ahead as we continue to work alongsid e our partners towards a better future.
## **People’s one-word feelings about our work**
The Word Cloud above summarises individual participants’ responses to the question “what is your one word feeling about this session”. This is asked at the end of almost every session. These results are taken from a representative sample of our partners/clients. The bigger the word, the more it was mentioned.
**18**
## **Finance Review**
Caplor Horizons’ total income for April 2022 to March 2023 was £635,462 and expenditure was £615,259, leading to an overall surplus of £20,203. Of this, The Commitment received an income of £330,128 and spent £319,901, showing that The Commitment contributed to over half (52%) of the total income of Caplor Horizons.
As a result of this year, our reserves level has increased to £181,709 with £130,280 of this being unrestricted and £44,602 and £7,225 being restricted to The Commitment and Children Watch respectively.
Caplor Horizons’ income, expenditure and reserves levels over the last 9 years have been included in the graphs below. Income in this financial year increased by approx. £120,000 compared to the previous financial year. This was due to an increased amount of grants and donations income and increased income from charitable activities. Caplor Horizons’ expenditure was also higher than last year.
**----- Start of picture text -----**
INCOME AND EXPENDITURE
700000
600000
500000
400000
300000
200000
100000
0
2015 2016 2017 2018 2019 2020 2021 2022 2023
Income Expenditure
**----- End of picture text -----**
## **RESERVES**
**----- Start of picture text -----**
200000
180000
160000
140000
120000
100000
80000
60000
40000
20000
0
2015 2016 2017 2018 2019 2020 2021 2022 2023
**----- End of picture text -----**
**19**
## **Carbon Emissions**
We have self-calculated our carbon emissions for this financial year. They amounted to 6,930.32 kgCO2e.
The calculations include estimated emissions for travel and remote working. The tables and charts below give a helpful summary.
The overall trend over time has been an ongoing reduction, with an exceptionally low year in 2020-21 due to Covid-19 and travel restrictions.
## **Caplor Horizons: CO2 Emissions, 2022-23 (measured in kgCO2e)**
**----- Start of picture text -----**
Type Total kgCO2e
Bus 42.97
Car (petrol) 351.12
Car (electric) – indirect 858.08
emissions
Taxi 215.51
Train 1468.19
Tube 18.70
Flights (short haul) 1624.50
Heating 1476.01
Electrical consumption 875.22
Total CO2 emissions 6930.32
**----- End of picture text -----**
**----- Start of picture text -----**
CAPLOR HORIZONS: CO2 EMISSIONS
OVER TIME
70000
60778
60000
50000
39450
40000
30000
20170
20000
7874 6930
10000
1632
0
2016-17 2017-18 2019-20 2020-21 2021-22 2022-23
Total kgCO2e
**----- End of picture text -----**
**20**
## **Policy on Reserves**
Having taken stock of practice more widely in the sector externally, and considered various factors internally, including analysing income and expenditure trends, it has been agreed by Trustees that the free reserves held by Caplor Horizons should equate to a minimum of 2 months of average expenditure with an optimum target of 4 months. Average expenditure for the past 3 years being approx. £530,000, the minimum to optimum range is currently £88,000-£177,000.
## **Investment Policy**
All funds are currently held in current accounts and instant access deposits. The Trustees do not consider that funds are sufficient to consider long term investments.
## **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. In addition, Caplor Horizons has produced a Governance Guide for Trustees. This is regularly updated.
## **Trustee Table**
|**Name**|**Role**|**Appointment**
**Date**|**End date**|
|---|---|---|---|
|**Laura Adams**|Chair of the Board|1 April 2015||
|**Faaria Hussein**|Trustee|1 September 2017|4 July 2022|
|**Matthew Lake**|Trustee|19 February 2014|30 April 2023|
|**Emma Hillyard**|Trustee and Chair of
the Finance
Committee|3 December 2020||
|**Shivani Singhal**|Trustee|21 January 2022||
|**Jonathan Kazembe**|Trustee|21 January 2022||
|**Elouise Mayall**|Trustee|21 January 2022||
|**Nimisha Sachdev**
**Bhakta**|Trustee|21 January 2022||
|**Peter Moore**|Board Secretary (not
a Trustee)|||
**21**
## **Appointment of Trustees**
As set out in the Articles of Association the Board of Directors shall consist of a minimum of 3 Trustees. Caplor Horizons has 7 Trustees appointed for their skills, experience and commitment they bring. A skills audit of Trustees has been undertaken and this can be found in the Caplor Horizons Governance Guide.
New Trustees are elected at the AGM or by the Board at a regular meeting. The legal constitution requires Trustees to retire by rotation every three years, but there is no legal maximum period. Accordingly:
- Trustees have a term limit of three years and can be reappointed up to twice
- Reappointment is not automatic and depends on a review by the Trustee and the Chair of the Trustee’s contributions to the Board
- Trustees will in most cases serve for a maximum of nine years but may stand for re-election after a one-year gap
- The Chair will not be subject to a maximum term as Trustee of nine years
- There is no age limit for serving as a Trustee
## **Trustee Selection Methods**
The Board operates two processes for selecting Trustees: a demand-driven gap-filling process and a supply-driven process responding to suitable individuals. In both processes the final formal steps involve paperwork prescribed in Articles 34 and 35 of the Articles of Association. In the gap-filling process, the Board as a whole or a special committee identifies gaps in the expertise and imbalances in the diversity of the Board based on a Trustee Matrix. In the recruitment process responding to suitable individuals, the Chair and Co-Directors meet from time to time (normally informally) to discuss the names of potential Trustees, either ones they or other Trustees have come up with, or individuals who might have approached the charity.
## **Trustee Development**
Trustees are encouraged to take part in Caplor Horizons activities for their own learning. The Chair and Board Secretary also lead an annual process of review in which Trustees reflect on the performance of their work on the Board over the last year as part of a review of the Board as a whole. The review is in confidence and includes individual achievements and the scope for enhanced contributions or changes in role in the following year.
## **Trustee Engagement**
Trustee meetings take place regularly and are supported by the following committees: Finance Committee and a People and Planet Committee.
At the Trustee meetings, the Trustees review the performance against the strategy and areas of activity for Caplor Horizons, including reserves, risk and performance. The dayto-day administration and management are delegated to the staff and Advisor team.
**22**
The Co-Directors and Chair of the Trustees communicate on a regular basis; the Chair of the Finance Committee communicates on the financial performance and position to the Board of Trustees when it meets.
## **Remuneration Policy**
The salaries of staff are reviewed annually with the support of the People and Planet Committee; it is considered in line with the changing responsibilities, growth of the organisation alongside benchmarking within the sector.
Our Remuneration Policy takes into consideration three main areas: affordability, fairness and competitiveness. The pay ratio is monitored to underpin the commitment to fairness. It measures the factor by which the highest salary compares to the lowest. The policy is to keep this ratio within a limit of 3:1.
## **Risk Management**
Caplor Horizons takes very seriously the management of risks to which the charity is exposed whilst at the same time, being an entrepreneurial organisation, which strives to make the most of all opportunities in pursuit of our vision and mission. Our approach to Risk Management therefore endeavours to strike a balance between mitigating and managing risks, while ensuring that the organisation retains the flexible, decentralised and responsive character that has enabled it to succeed and flourish in the early stages. We would characterise this as a ‘risk-aware’ rather than a ‘risk-averse’ approach, which emphasises the identification, anticipation, and active management of risks and related opportunities.
Caplor Horizons is committed to being an exemplar learning organisation. This is expressed in many ways, from the renewal of its strategy through to the way it carries out its programmes; also in the way it develops its policies and systems. In particular, Caplor Horizons has undertaken an ongoing policy review process to ensure that appropriate policies are in place and that they are at an appropriate standard – for instance, whistleblowing and safeguarding.
Risk Management Process: Trustees receive an update on organisational risks in the CoDirector’s Report for discussion at Board meetings every quarter.
## **Safeguarding Policy**
Protecting children, young people and vulnerable adults from harm is central to achieving our vision of achieving a world in which social, environmental and economic progress in balanced. Recognising we are following and sharing best practise in the sector and have robust safeguarding policy in place. DBS checks are carried out when required.
Click here to read our safeguarding policy.
## **Privacy Policy**
Given EU regulations we are maintaining an up to date and effective data protection privacy protection policy.
Click here to read our privacy policy.
**23**
**Reference and Administrative Details**
## **Registered Company Number**
08901760 (England and Wales)
## **Registered Charity Number**
1157696/0
## **Registered Office**
35 Scotch Firs Fownhope Hereford HR1 4NP
## **Trustees**
Laura Adams (Chair) Emma Hillyard (Chair of Finance Committee) Matthew Lake – resigned on 30 April 2023 Shivani Singhal Jonathan Kazembe Elouise Mayall Nimisha Sachdev Bhakta
## **Independent Examiner**
Claire Thompson FCCA DChA Azets Audit Services Ty Derw, Lime Tree Court Cardiff Gate Business Park Cardiff CF23 8AB
## **Core Team**
Lorna Pearcey (Co-Director) Ian Williams (Co-Director) Rosie Bishop (Co-Director) Kemal Shaheen (Director of Collaboration) Iain Patton (Director of Coaching)
## **The trustee report was approved by the Board of Trustees.**
**24**
## **Statement Of Trustee Responsibilities**
The trustees, who are also the directors of Caplor Horizons for the purpose of company law, are responsible for preparing the Trustee 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 which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity 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 charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
**25**
**Charity registration number 1157696**
**Company registration number 08901760 (England and Wales)**
## **CAPLOR HORIZONS**
**ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023**
26
## **CAPLOR HORIZONS**
## **STATEMENT OF TRUSTEE RESPONSIBILITIES**
## _**FOR THE YEAR ENDED 31 MARCH 2023**_
The trustees, who are also the directors of Caplor Horizons for the purpose of company law, are responsible for preparing the Trustee 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 which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity 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 charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
27
## **CAPLOR HORIZONS**
## **INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF CAPLOR HORIZONS**
I report to the trustees on my examination of the financial statements of Caplor Horizons (the charity) for the year ended 31 March 2023.
## **Responsibilities and basis of report**
As the trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (the 2006 Act).
Having satisfied myself that the financial statements of the charity 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 charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
## **Independent examiner's statement**
Since the charity’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 Association of Chartered Certified Accountants, 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 that in any material respect:
- 1 accounting records were not kept in respect of the charity as required by section 386 of the 2006 Act; or
- 2 the financial statements do not accord with those records; or
- 3 the financial statements 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 financial statements 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 financial statements to be reached.
Claire Thompson FCCA DChA Azets Audit Services
Ty Derw, Lime Tree Court Cardiff Gate Business Park Cardiff CF23 8AB United Kingdom
Dated: .........................
28
## **CAPLOR HORIZONS**
## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT**
## _**FOR THE YEAR ENDED 31 MARCH 2023**_
|**Unrestricted**
**Restricted**
**funds**
**funds**
**2023**
**2023**
**Notes**
**£**
**£**
**Income from:**
Donations and
legacies
**3**
84,318
16,437
Charitable activities
**4**
213,385
320,941
Investments
**5**
381
-
**Total income**
298,084
337,378
**Expenditure on:**
Raising funds
**6**
-
-
Charitable activities
**7**
286,459
328,800
**Total expenditure**
286,459
328,800
**Net income for the year/**
**Net movement in funds**
11,625
8,578
Fund balances at 1 April
2022
118,257
43,249
**Fund balances at 31**
**March 2023**
129,882
51,827|**Total**
**Unrestricted**
**Restricted**
**funds**
**funds**
**2023**
**2022**
**2022**
**£**
**£**
**£**
100,755
51,804
70,467
534,326
186,539
207,208
381
-
-
635,462
238,343
277,675
-
288
6,000
615,259
234,975
243,894
615,259
235,263
249,894
20,203
3,080
27,781
161,506
115,177
15,468
181,709
118,257
43,249|**Total**
**2022**
**£**
122,271
393,747
-|
|---|---|---|
|||516,018|
|||6,288|
|||478,869|
|||485,157|
|||30,861
130,645|
|||161,506|
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
29
CAPLOR HORIZONS
BALANCE SHEEr
AS AT31 MARCH 2023
2022
Flxod •ts
Tanglblo a$86ts
1$
3.523
Curront a•8•ts
D•btor¥
C08h at bw¢k and in harnl
14
76,728
228.459
284,$76
248,488
Cr•dltor#: •mounl• lalllng du• t*Mhlfft
16
(11M.MI)
191.W41
N•t euTrnt OB8•ts
178.188
158,584
Total ••Mts l•s•
181,709
181.506
Restddwj fl
UnroBtri(*ad funds
17
51,827
129,882
43,249
118,257
181.7Ce
181.508
The c¥)mpany18 onluod to th9 exerrpkn frc*M the ast r•qukwnwrt rontaln•d kn •eclhJn 477 Of1 Companl•sA
)6. forthe year ended 31 MarL* 2023.
The dlroctor acknovAodg8s hi8 re8PS**I16s for (YIng with tha requ*0n of ts CcAnpanle8 *Lt
spect lo accounllng recg)rdB 4nd the preporath)n of flnd81 Statem.
The memb6r8 have not th• MpnY k+ Otlakn an aLMlk of M8 knndal Statts for Ihg y1 In quesllon In
oo>ydance wlth seclon 476.
to thg Small comp8nl88 wime.
Emma Hlltyard.Tv•awrnr
ompany rngl•tr•th)n numb•r 08901700
## **CAPLOR HORIZONS**
## **STATEMENT OF CASH FLOWS** _**FOR THE YEAR ENDED 31 MARCH 2023**_
|**Notes**
**Cash flows from operating activities**
Cash (absorbed by)/generated from
operations
**20**
**Investing activities**
Purchase of tangible fixed assets
Investment income received
**Net cash generated from/(used in)**
**investing activities**
**Net cash used in financing activities**
**Net (decrease)/increase in cash and cash**
**equivalents**
Cash and cash equivalents at beginning of year
**Cash and cash equivalents at end of year**|**2023**
**£**
-
381|**£**
(20,992)
381
-
(20,611)
228,459
207,848|**2022**
**£**
(1,263)
-|**£**
90,165
(1,263)
-
88,902
139,557
228,459|
|---|---|---|---|---|
31
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2023**_
## **1 Accounting policies**
## **Charity information**
Caplor Horizons is a private company limited by guarantee incorporated in England and Wales. The registered office is Caplor Farm, Fownhope, Hereford, HR1 4PT, United Kingdom.
## **1.1 Accounting convention**
The financial statements have been prepared in accordance with the charity's governing document, the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "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 charity is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
## **1.2 Going concern**
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
The trustees report an unrestricted surplus of £11,625 (2022: £3,080) and a restricted surplus of £8,578 (2022: £27,781).
## **1.3 Charitable funds**
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
## **1.4 Income**
Income is included in the Statement of Financial Activities (SoFA) when:
- The charity have entitlement to the funds;
- any performance conditions attached to the item(s) of income have been met or are fully within the control of the charity or its subsidiary;
- there is sufficient certainty that receipt of the income is considered probable; and
- the amount can be measured reliably.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount.
Grants and donations are only included in the SoFA when the general income recognition criteria are met (5.10 to 5.12 FRS 102 SORP).
32
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2023**_
## **1 Accounting policies**
## **(Continued)**
## **1.5 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 are allocated on the portion of the asset’s use.
Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.
Expenditure on charitable activities includes all costs relating to the furtherance of the charity’s objectives as stated in the trustees report and their associated support costs.
The charity has incurred expenditure on support costs.
Support costs have been allocated between governance costs and other support. Governance costs comprise all costs involving public accountability of the charity and its compliance with regulation and good practice.
## **Offsetting**
There has been no offsetting of assets and liabilities, or income and expenses, unless required or permitted by the FRS 102 SORP or FRS 102.
## **1.6 Tangible fixed assets**
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Individual fixed assets costing £1,000 or more are capitalised at cost.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
Fixtures and fittings 10% reducing balance Computers 33% reducing balance
## **1.7 Impairment of fixed assets**
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
## **1.8 Cash and cash equivalents**
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
33
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2023**_
## **1 Accounting policies**
## **(Continued)**
## **1.9 Financial instruments**
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Financial assets, other than those held at fair value through income and expenditure, are assessed for indicators of impairment at each reporting date. Financial assets are impaired where there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows have been affected.
If an asset is impaired, the impairment loss is the difference between the carrying amount and the present value of the estimated cash flows discounted at the asset’s original effective interest rate. The impairment loss is recognised in net income/(expenditure) for the year.
If there is a decrease in the impairment loss arising from an event occurring after the impairment was recognised, the impairment is reversed. The reversal is such that the current carrying amount does not exceed what the carrying amount would have been, had the impairment not previously been recognised. The impairment reversal is recognised in net income/(expenditure) for the year.
## _**Basic financial assets**_
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
## _**Derecognition of financial assets**_
Financial assets are derecognised only when the contractual rights to the cash flows from the asset expire or are settled, or when the charity transfers the financial asset and substantially all the risks and rewards of ownership to another entity, or if some significant risks and rewards of ownership are retained but control of the asset has transferred to another party that is able to sell the asset in its entirety to an unrelated third party.
## _**Basic financial liabilities**_
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
## _**Derecognition of financial liabilities**_
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.
34
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2023**_
## **1 Accounting policies**
## **(Continued)**
## **1.10 Employee benefits**
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
## **1.11 Retirement benefits**
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
## **1.12 Taxation**
As a registered charity, Caplor Horizons is entitled to the exemption from taxation in respect of income and capital gains received with sections 478-489 of the Corporation Tax Act 2010 and section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects purposes only.
## **2 Critical accounting estimates and judgements**
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
## **3 Donations and legacies**
|**Unrestricted**
**Restricted**
**funds**
**funds**
**£**
**£**
Donations
84,318
16,437
**For the year ended 31 March 2022**
51,804
70,467|**Total**
**2023**
**£**
100,755|**Total**
**2022**
**£**
122,271|
|---|---|---|
|||122,271|
35
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2023**_
## **4 Charitable activities**
|Sales within charitable activities
Performance related grants
Analysis by fund
Unrestricted funds
Restricted funds
**Performance related grants**
Miranda Trust
CB & HH Taylor Trust
Gower Street
William Cadbury Trust
Oakdale Trust
Samworth Foundation
The John Ellerman Foundation
Cobalt Trust
Ashden Trust
Wienstock Fund
Souter Trust
Open Gate
The Little Charity
Chapman Trust
Graphite Central
John Eccles
We are8 Media
**5**
**Investments**
Interest Received|**2023**
**£**
190,370
343,956
534,326
213,385
320,941
534,326
235,000
10,000
33,000
10,000
3,000
3,000
-
20,000
20,000
-
-
-
-
2,000
2,500
2,500
2,956
343,956
**Unrestricted**
**funds**
**2023**
**£**
381|2022
£
169,539
224,208|
|---|---|---|
|||393,747|
|||186,539
207,208|
|||393,747|
|||100,708
10,000
52,500
-
3,000
-
30,000
20,000
-
3,000
2,000
2,000
1,000
-
-
-
-|
|||224,208|
|||**Total**
**2022**
**£**
-|
36
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2023**_
## **6 Raising funds**
|Fundraising and publicity
Other fundraising costs|**Total**
**Unrestricted**
**Restricted**
**funds**
**funds**
**2023**
**2022**
**2022**
**£**
**£**
**£**
-
288
6,000
-
288
6,000|**Total**
**2022**
**£**
6,288|
|---|---|---|
|||6,288|
## **7 Charitable activities**
|Staff costs
Advisor Fees
Consulting
General expenses
Insurance
Foreign Currency Losses
Postage, freight & courier
Travel - International
Travel - National
Legal expenses
Share of support costs (see note 8)
Share of governance costs (see note 8)
**Analysis by fund**
Unrestricted funds
Restricted funds
**For the year ended 31 March 2022**
Unrestricted funds
Restricted funds|**2023**
**£**
450,463
13,440
120
9,773
2,278
33
376
2,922
37,526
-
516,931
96,128
2,200
615,259
286,459
328,800
615,259
234,975
243,894
478,869|**2022**
**£**
317,178
37,519
-
1,780
2,403
(56)
294
7,367
13,032
13|
|---|---|---|
|||379,530
97,419
1,920|
|||478,869|
|||234,975
243,894|
|||478,869|
||||
37
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2023**_
## **8 Support costs**
|**Support**
**costs**
**Governance**
**costs**
**£**
**£**
Depreciation
1,399
-
Advertising
34,450
-
Audit & accountancy
10,410
-
Bank fees
1,024
-
Subscriptions
1,143
-
IT maintenance
21,222
-
Printing & stationery
894
-
Rent
-
-
Staff training &
recruitment
24,082
-
Telephone & internet
1,504
-
Independent Examination
Fees
-
2,200
96,128
2,200
Analysed between
Charitable activities
96,128
2,200|**2023**
**£**
1,399
34,450
10,410
1,024
1,143
21,222
894
-
24,082
1,504
2,200
98,328
98,328|**2022 Basis of allocation**
**£**
2,059
Support
37,825
Support
6,238
Support
640
Support
702
Support
35,271
Support
302
Support
1,014
Support
12,756
Support
612
Support
1,920
Governance
99,339
99,339|
|---|---|---|
Governance costs includes payments to the Independent Examiner of £2,200 (2022: £1,920) for Independent Examination fees.
|**9**|**Net movement in funds**|**2023**|**2022**|
|---|---|---|---|
|||**£**|**£**|
||Net movement in funds is stated after charging/(crediting)|||
||Fees payable to the company's Independent Examiner for the Independent|||
||Examination of the company's financial statements|2,200|1,920|
||Depreciation of owned tangible fixed assets|1,399|2,059|
## **10 Trustees**
During the year, two trustees received expenses from the charity totalling £643 (2022: £142).
During the year, two trustees made donations to the charity which totalled £220 (2022: 2 trustees £240).
No trustees received any other payments or remuneration.
38
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2023**_
## **11 Employees**
The average monthly number of employees during the year was:
|**Employment costs**
Wages and salaries
Social security costs
Other pension costs|**2023**
**Number**
10
**2023**
**£**
390,489
37,701
22,273
450,463|**2022**
**Number**
8|
|---|---|---|
|||**2022**
**£**
278,282
24,317
14,579|
|||317,178|
No employee received emoluments in excess of £60,000.
## **Key Management Personnel**
The key management personnel of the charity comprise the Co-Directors as detailed in the Trustees Report. The total employee benefits of the key management personnel of the charity was £183,334 - 3 Co-Directors (2022: £169,927 - 3 Co-Directors)
There were no employees whose annual remuneration was more than £60,000.
## **12 Taxation**
The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxationof Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.
39
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2023**_
|**13**
**Tangible fixed assets**
**Fixtures and**
**fittings**
**Computers**
**£**
**£**
**Cost**
At 1 April 2022
1,945
12,568
At 31 March 2023
1,945
12,568
**Depreciation and impairment**
At 1 April 2022
908
8,683
Depreciation charged in the year
104
1,295
At 31 March 2023
1,012
9,978
**Carrying amount**
At 31 March 2023
933
2,590
At 31 March 2022
1,037
3,885
**14**
**Debtors**
**2023**
**Amounts falling due within one year:**
**£**
Trade debtors
37,124
Other debtors
39,023
Prepayments and accrued income
581
76,728
**15**
**Creditors: amounts falling due within one year**
**2023**
**Notes**
**£**
Other taxation and social security
12,603
Deferred income
**16**
-
Trade creditors
5,324
Other creditors
52,263
Accruals
36,200
106,390|**Total**
**£**
14,513|
|---|---|
||14,513|
||9,591
1,399|
||10,990|
||3,523|
||4,922|
||**2022**
**£**
15,235
4,389
405|
||20,029|
||**2022**
**£**
9,988
44,147
2,112
27,857
7,800|
||91,904|
40
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2023**_
## **16 Deferred income**
|Other deferred income
Included in deferred income above is income in advance of service delivery:
Balance brought forward
Income received
Income released|**2023**
**£**
-
**2023**
**£**
44,147
-
(44,147)
-|**2022**
**£**
44,147|
|---|---|---|
|||**2022**
**£**
-
44,147
-|
|||44,147|
## **17 Restricted funds**
The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:
||||**Movement in funds**|**Movement in funds**||**Movement in funds**|**Movement in funds**|||
|---|---|---|---|---|---|---|---|---|---|
|||**Balance at**|**Incoming**|**Resources**|**Balance at**|**Incoming**|**Resources**||**Balance at**|
||**1**|**April 2021**|**resources**|**expended**|**1 April 2022**|**resources**|**expended**|**31**|**March 2023**|
|||**£**|**£**|**£**|**£**|**£**|**£**||**£**|
|The||||||||||
|Commitment||15,468|267,862|(248,955)|34,375|330,128|(319,901)||44,602|
|Children||||||||||
|Watch||-|9,814|(940)|8,874|7,250|(8,899)||7,225|
|||15,468|277,676|(249,895)|43,249|337,378|(328,800)||51,827|
## **The Commitment**
Donations relate to a recently adopted project, which aims to accelerate political action on climate change and biodiversity loss.
## **Children Watch**
Caplor Horizons launched an emergency appeal to provide relief to the survivors of the heavy and unprecedented floods in Tamil Nadu.
We also provide strategic support to Children Watch and help with their programmes. Currently Children Watch is working towards addressing the livelihood needs of young women, mothers and adolescent girls through skills training and income generation schemes.
41
## **CAPLOR HORIZONS**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 MARCH 2023**_
|**18**
**Analysis of net assets between funds**
**Unrestricted**
**Restricted**
**2023**
**2023**
**£**
**£**
Fund balances at
31 March 2023
are represented
by:
Tangible assets
3,523
-
Current assets/(liabilities)
126,359
51,827
129,882
51,827|**Total**
Unrestricted
Restricted
**2023**
2022
2022
**£**
£
£
3,523
4,922
-
178,186
113,335
43,249
181,709
118,257
43,249|Total
2022
£
4,922
156,584|
|---|---|---|
|||161,506|
## **19 Related party transactions**
## **Transactions with related parties**
There were no other related party transactions in the current or previous year, other than those disclosed in note 10 to the financial statements.
|**20**
**Cash generated from operations**
Surplus for the year
Adjustments for:
Investment income recognised in statement of financial activities
Depreciation and impairment of tangible fixed assets
Movements in working capital:
(Increase)/decrease in debtors
Increase in creditors
(Decrease)/increase in deferred income
**Cash (absorbed by)/generated from operations**|**2023**
**£**
20,203
(381)
1,399
(56,699)
58,633
(44,147)
(20,992)|**2022**
**£**
30,861
-
2,059
11,699
1,399
44,147|
|---|---|---|
|||90,165|
## **21 Analysis of changes in net funds** The charity had no debt during the year.
42