**Registered Charity Number 1157856**
## **Pimlico Family Workshop Toy Library**
**Financial Statements For the year ended 31 March 2021**
## **Contents**
|**Charity Information**|**1**|
|---|---|
|**Trustees Annual Report**|**2**|
|**Independent Examination**|**17**|
|**Statement of Financial Activities**|**18**|
|**Balance Sheet**|**19**|
|**Notes**|**20**|
## **Charity Information**
## **Pimlico Toy Library**
**Charity name** : Pimlico Family Workshop Toy Library, known as Pimlico Toy Library
## **Registered Charity Number** : 1157856
**Address** : 133A Lupus Street Pimlico London SW1V 3EN
**Trustees** : Kate Shrivastava Chair Jason Williams S�san O�S�lli� an Dominic Barnard Treasurer Divya Hiremath John Nguyen
**Co-ordinator** Maggie Harper
**Bankers**
Barclays Bank Plc Westminster Branch 2 Victoria Street London SW1H 0ND
## **Independent Examiner**
Heather Cheesman FCA Chichester Accounting 104 Stockbridge Road Chichester West Sussex PO19 8QP
1
## **Pimlico Toy Library Annual Report April 2020 to March 2021**
The trustees of Pimlico Toy Library (PTL) have the pleasure of presenting their report for the year ended March 31[st] , 2021.
PTL is a registered charity and is aware of the need to provide a service that is of public benefit. This report is prepared in accordance with the Trust Deed dated March 18[th] , 1983, and the recommendations of the statement of recommended practice accounting and reporting practise by charities. It also complies with applicable law. In addition, PTL has prepared its accounts under the accruals system.
## **About Pimlico Toy Library**
PTL provides needs-led play sessions in a safe, guided environment for any family with a child aged 0-11. Qualified and experienced staff plan, deliver, monitor, encourage and evaluate the development of children who attend regularly and provide tailored support for these children, their families and ultimately the community.
The principle aim of PTL is to improve families’ quality of life and chi ldren’s life chances. The membership represents the diverse community of Westminster whatever their background, gender, ethnicity, faith, socio-economic or personal circumstances. Fees are kept to a minimum and our policy allows discretion to ensure that finance is not a barrier to membership.
The service we provide includes a timetable of play sessions for parents, carers, and their children under the age of five years. During the school holidays PTL provides a programme of events for adults, carers, and their children under the age of eleven years. PTL has a toy-loan service including over 1700 educational toys.
## **Our governance and management**
The management of PTL is the responsibility of the trustees who are elected and co-opted under the terms of the Trust Deed at the Annual General Meeting. Written nominations for the officers and other vacancies are required at least seven days prior to the meeting. Provided no such nominations are received for a particular vacancy, nominations may be made at the meeting. The consent of all members nominated is required. Any member of PTL is entitled to submit a nomination.
The running of the PTL is currently undertaken by its two permanent staff members, Maggie Harper, who serves as PTL’s Coordinator & Toy Libra rian and Sheila Martin, who is the PTL’s Toy Librarian and runs the
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play sessions, interacts with the children, and parents and plans the special activities and events.
PTL uses the Quality Assurance programme, practical quality assurance for small organisations, PQASSO. All PTL policies which include Child Protection, Health & Safety, Business Continuity, Complaints Procedure, Confidentiality & Data Protection, Counter Fraud & Security Management, Environmental, Equality & Diversity, Digital, Member Care, Whistle blowing, Fundraising and the Role of Volunteers can be found on our website. Disclosure and Barring checks are acquired as appropriate for trustees, staff, and volunteers.
Since July 2014 PTL has been a Charitable Incorporated Organisation – (CIO). For this financial year (1 April 2020 31[st] March 2021) the CIO accounts, taking into account the transfer of assets on 4[th] September 2015, will be filed by 31[st] January 2022.
## **The Impact of COVID-19**
This year brought one of the biggest challenges the Pimlico Toy Library (PTL) has faced in its 3-year history but also one of the biggest opportunities we have had to support our members, their families and our community as they faced COVID-19 and everything that this has entailed. On the 17[th of] March 2020 we made the decision, following government guidance, to pause the toy loan and play sessions at PTL and we have remained closed in this way for the entire financial year.
On 7[th] April an extraordinary trustee meeting was held, remotely, to go through the key concerns relating to the management of PTL during this period. Trustees held very regular COVID update meetings throughout the year thereafter to ensure PTL was managing the key concerns. For example:
- Do we have a plan, what are the risks and how can we manage the risks?
The risks to PTL were identified as loss of income, staffing issues & staff health, an unoccupied building and the risk of losing our reputation and/or connection with our members.
In terms of staffing, plans were put in place for an appropriate way of working for the two members of staff to ensure safety and a protocol set up for decision making during any absence of the PTL coordinator due to illness.
- A weekly ‘check in’ was set up, allowing the PTL coordinator to ch eck on the trustees and staff and ensure essential tasks were being carried out. The staff set up a plan to ensure the building was checked on regularly and the insurance company was updated.
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In terms of loss of income, the PTL coordinator contacted all of our funders to discuss the situation and the vast majority were happy to continue to support PTL through this time and in this different way of working.
The risk of losing our connection with our members and community was dealt with by keeping the line of communication open through social media as well as email and phone calls.
## � Can we refocus?
It was decided very quickly that although the physical PTL building was closed we could still provide a very valuable service to our members and local community in a number of ways.
Firstly, we could provide guidance and information (from official sources) regarding COVID to our members via our social media channels, namely Instagram. This included information on handwashing, testing sites and where to go for financial help. Our Instagram account now has **362 followers** and proved to be a valuable way to communicate with our families at this time.
We could also provide ideas for activities and games at home and direct our members to other resources and social media accounts such as that belonging to Tachbrook Nursery School (@tachbrooknursery) which had recordings of stories being read by teachers and staff on their Instagram account and The Long Nose Puppet Theatre group who put videos of their shows online on their website (www.longnosepuppets.com) for free. We prepared play packs for our members containing age-appropriate materials, books and activities for children.
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For those families needing more individual help we could engage with them over the phone or by email and this led to distributing free nappies to several families for many months.
The main aim of PTL is to provide guided play in a safe environment and the trustees decided it would be possible to use online platforms, such as Zoom, to connect with small groups of members for singalong sessions. The technology was quickly set up to be able to provide elements of the familiar play session over Zoom for our members. This was solely dependant on the ability of our Toy Librarian, Sheila Martin, to adapt very quickly to new technology and a new way of working, something that she did incredibly well. We had a good take up of the sessions and good feedback from our families.
## � Are essential operations continuing?
The PTL coordinator ensured that essential operations such as payments and funding continued during this time.
- Are there ways we can partner with other organisations?
PTL immediately looked at ways to work with other local organisations in order to best help our families. PTL worked with **Give a Book** to give age-appropriate books to our members. We also worked with a local Food **Surplus group,** (Mike Smith) to ensure families had access to groceries if they needed them.
Other key concerns included:
- Finances
- Technology issues
- support
## **Impact of COVID on families**
We were able to maintain strong communication links with our members and their families during COVID and therefore we know how much and in how many ways COVID impacted on them.
The first reaction many of our families had at the beginning of the pandemic was fear. It was an unknown and many of our members that we contacted through email or phone calls were worried about the situation. We were able to provide them with information and guidance from official sources to help. We contacted **183** of our families during March 2020 either by email or phone.
As time went on there was frustration, not being able to find activities to keep their small children entertained and stimulated all day inside. A lot of our families suffered stress regarding financial issues or caring problems, finding themselves isolated without the usual sources of help.
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Parents were worried ab out their children’s mental health and development. Because we had regular contact with many of our most vulnerable families through the monthly give away scheme, we set up providing free nappies etc we were able to see and talk to those families and provide that connection and outlet for worries and stress.
With the introduction of online learning many of our families faced digital exclusion because they didn’t have the access to technology to provide their children with. PTL was able to help many families get access to computers and even help them get set up and show them, with one-toone sessions how to use different platforms.
Our response to the impact of COVID on our families was very much needs-led; it was in response to knowing that libraries were shut and families didn’t therefore have access to books for their children that we partnered with Give a book to provide tailored books to the majority of our members, It was because we asked members to let us know if there was anything they were struggling to get, that we realised providing free nappies was a way to help and also to guide families to other help available with the Food Surplus organisation (Mike Smith) and it was when we set up our online sessions and saw that some families struggled with the technology or only had a single, often unsuitable device at home to use, that we discussed with St Giles & St George Trust, the need to get those families free laptops for school work and any online interaction. Schools received funding from St Giles and St George, PTL were able to refer our families and give help to families in how to use them. PTL also sourced equipment to donate to those not eligible through school.
An example of one of our families’ situations during the first lockdown period:
“ it became stressful when the home schooling began. We have limited space at home and my husband was working from home too. My children are 4 years apart in age and had to share the same table to work. It was very distracting for them, and it was difficult for me to keep them focused on their work, the younger one would be watching a you-tube video for a phonics lesson while the older one was trying to read for a comprehension task. I didn’t get a moment to myself to do all the things I would normally be d oing. I also began to worry about my older child’s mental health, normally very enthusiastic and interested she became less interested in activities as time went on and had no interest in speaking to her friends over the phone or online.”
The feedback we have received from our members has shown that we were able to help them during this time.
An Instagram poll that asked, “Have we been able to help you or your family with anything during COVID?” gave a result of 73% saying yes with one of our members comm enting “thank you for all you do”.
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We also received some letters from our families;
“thank you for the activity kit. ****** has been enjoying reading books included in the pack …. Thank you for all the work you are doing during this pandemic”
“I just wanted to say a massive thank you for **** and *******’s activity pack. They love their things. *******’s truck book was a perfect choice”
We have also received feedback from our families with English as a second language:
“I’d like to thank you, Give a Book, we really appreciate your support with home schooling books for our sons!”
“During these strange lock down times it means a lot of have new books to entertain the children with fun ways to try and get ***** to learn new skills
Thanks again for kee ping us creative and busy!”
## **Environment & Sustainability**
Our impact on our community also includes our positive environmental role. The need to be sustainable and act in an environmentally friendly way is one of the fundamental purposes of PTL.
The toy-loan idea, developed in the 1960s, encourages families to borrow not buy, introducing the idea of reusing, recycling and sharing resources at an early age. It promotes the idea of sharing and looking after toys instead of owning and a throw away attitude to toys. All our toys, once we no longer lend them out, are donated or sold in toy sales so have the longest life possible and during our art sessions we make use of household items and used packaging. As a charity we don’t want to waste our funds and for example always strive to minimise energy use and buy second-hand as well as re-use but we need to take it further. The issue of climate change has become very serious and every organisation needs to be playing its part in reducing the impact on the environment of their work but in particular because we are a children’s charity the issue of climate change is relevant to our aims. Children will be affected more in their lives by the impact of climate change and research shows that 60% of children are worried about climate issues.
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Here are some of the things PTL is doing to reduce our impact on the environment, be more sustainable and promote environmental awareness in our work.
- The community is invited to donate specific items, for example for an art or gardening project, with the result that old and young are encouraged and motivated to share, recycle and cut down on waste.
- Where possible recycled or pre-used materials are used for art projects and to furnish our site.
- Our waste is recycled as appropriate. Currently we recycle; paper, cardboard, plastic and any other items that will be taken by Westminster City Council.
- We continue support the Fai rtrade Foundation’s vision of a world in which justice and sustainable development are at the heart of trade structures and practice.
- Toys that have reached the end of their life as part of the toy loan stock are sold through in-house toy sales and not thrown away.
- We manage our energy usage carefully in order to reduce it where possible. For example, we use low energy light bulbs where possible. We regularly review and compare our energy provider and look to use a green energy supplier if possible.
- We have looked at the Charity Commissions report, ‘Going Green. Charities and Environmental Responsibility’, 2008, that provides ideas for small charities to consider adopting.
- We run sessions and organise trips for our members that allow children and families to connect with nature and realise its benefits and importance.
- We re-use envelopes and paper
-
-
- We organise sessions that are within walking distance.
## **Chairs Report**
I am looking back over the year between 1[st] April 2020 and 31[st] March 2021 and it was such a difficult and challenging time for everyone but I am proud of how PTL responded to COVID-19 and its impact on our operation and the services we provide.
On the 17[th of] March 2020 we made the decision, following government guidance, to pause the toy loan and play sessions at the Toy Library and we have remained closed in this way for the entire financial year.
Initially we kept in touch with our members via our social media platforms, predominantly Instagram, where we posted resources, guidance and activity ideas for young children. Towards the end of April, we began to ask members to get in touch with us if they needed any
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specific help with anything from nappies to home schooling equipment and we made calls to some of our families to check-in with them. In May we began online sessions with our toy librarian that offered our members the familiarity of a play session with singing. We also began offering activity packs to members. The packs which were tailored to different ages and needs, could be collected safely from PTL and contained books, craft activities, paints & colouring sheets to keep children entertained. Alongside all of this we also worked with Food Surplus to provide local families with items they needed including free nappies and toys. In August, when we would normally be providing our summer programme of activities and trips we held online sessions with the Royal Philharmonic Orchestra’s first online project. As the year continued we intro duced more online activities including Baby Massage, regular music sessions with Steve Grocott and, in partnership with Churchill Gardens Academy, Chatter Time (communication skill development) and Bopping about with our feelings( improving mental Health ) Another highlight of the year was the African Experience online Workshop. PTL worked extensively with the group to produce a session that would work online, helping them to realise that it could be done and more than that provide a really valuable experience for our members.
We really look forward to returning to in-person activities and normal play sessions but, I believe, we have successfully found a different way to provide a valuable service to our members and families and we continued to see new members join with **61 new families** becoming members during this year.
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## _**Business Plan**_
A working document, our Business Plan includes PTL's mission statement, objectives, governance and management structure, competitor reviews and SWOT analysis, financial analysis and fundraising strategy, resourcing and partnering goals, marketing position and strategy, and our monitoring and evaluation strategy. We are using this to achieve the goals of sustainable, long-term planning with active task setting so we can really concentrate on having a members’ led organisation that centres on developing children’s potential and helping support parents through our provision of play sessions, trips/events, and toy loans.
We have four main objectives and as you can see below, we are pleased with our progress and will build on our success next year.
|**Business objectives**|**Achievements**|
|---|---|
|**Financial/fundraising**
Maintain funding levels through the
development of a sustainable funding
model through trust and corporate
fundraising;|.Quarter 4 2020 PTL raised the running costs for
2021 quarter one.
. Awareness of the need to continue to raise
funds across sectors and explore digital
opportunities|
|||
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|**Resourcing:**
. Increase current staffing levels to relieve
pressure on existing staff and increase
staff and volunteer skills and capacity
. General resources|. Suspended due to CV-19
. Partnership work enabled us to secure free
donations of a range of items for members|
|---|---|
|Marketing
Continue to build awareness and improve
perceptions of PTL to ensure that the
service continues to feature prominently
in the local community.|. Increased flow of information increasing
Instagram followers to 362 followers
. Simplified our evaluation methods
. Improved email communication to members.|
|Governance, Monitoring and Evaluation
Use IT technology to streamline
administration, governance and
monitoring and evaluation. Introduce a
new database and 2) tablet-based event
and session evaluations, use digital
evaluation tools|. Additional bi-monthly Trustee meetings
enable us to assess CV-19 needs.
. Regular updates to Trustees from the
Coordinator
. Ongoing timetable to review our policies and
creating new ones as appropriate.|
The plan supports our aim to explore new ways of raising income, mindful of the digital possibilities which have since intensified during Covid and the need to enable our members and the wider community to understand our status, aims and objectives and encourage their involvement in our development and sustainability.
## _**I.T. communications and marketing**_
We have updated our website and social media accounts throughout the year with information on upcoming events, news and important information to make PTL's online platform a source for trusted information for our families and stakeholders. Immense thanks go to Jessie Campbell, and Nicholas Lovell for the time they put into this.
## _**Governance**_
We have been working to develop our governance as trustees. Highlights include:
- Assessing PTL and ourselves as a trustee board through the ‘Charity Commission's 15 questions trustees should ask on governance, finance and resilience’ which is reviewed annually as a good governance check;
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- Completing an assessment of similar services in the local area to understand our Unique Selling Point (USP) and how we can provide the best type of service for our families in the community; and
- Reviewing all our policies.
- Looking at ways to incorporate the ideas of the **Black Lives Matter** movement into our way of working and policies.
We realise that the sustainability of staff is crucial for the future of the PTL, and we have carried out future and succession planning, working closely with Maggie and Sheila.
## _**Monitoring and evaluating**_
Demonstrating our impact and understanding the needs of our members is of paramount importance to us. It is crucial to evidence our impact to current and potential funders, but even more important, it shows our families the benefits our service provides to their children and themselves. It is also a valuable way of understanding the needs and feedback from children, parents and carers as well as a way to start conversations about the support they require.
Children and parents are increasingly enthusiastic about sharing their experiences and using our user-friendly evaluation questionnaires, which we have continued to improve to meet the needs of our diverse membership. This has enabled us to integrate our families’ feedback into the running of PTL tell us how they feel about specific events and trips as well as the service we provide to them as a family. It has also enabled us to evidence the incredible impact PTL has on our members which we have been communicating back to families through our notice board, display windows, website and social media accounts.
## _**Thank you**_
On behalf of PTL, the trustees would like to offer our profound thanks to all those who have worked so hard over the previous year to help PTL provide local families with the invaluable opportunity to learn through play. Without the support of all of our funders and volunteers it would be impossible for PTL to continue its programme of play sessions, activities and toy loans. We are also incredibly grateful to all our member families who have continued to show their support.
Finally, and most importantly we as trustees would like to say a massive thank you to Maggie and Shelia for not only their expertise but also their – dedication to PTL this year in particular which was so challenging their devotion is truly inspirational.
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## _**Our volunteers**_
During this financial year the following volunteers have made a real difference with their time enthusiasm and skills. We are particularly thankful to:
- Jessie Campbell
- Nicholas Lovell
- Gary O’Sullivan
## _**Our supporters**_
We would also like to give a special thank you to all our supporters during the year that include:
- Abbey Community Association
- Able Child Trust
- S Bulmer
- Churchill Gardens Academy Primary School
- Edward Harvist Trust
- J. Featherby
- –
- Freemasons St John’s Lodge
- Future Academies
- Gift Aid
- Member Families
- Martin Sale
- Peabody Trust
- Pimlico Million
- Rolls Royce
- The Royal Philharmonic Orchestra
- St Giles and St George
- St Stephen and St John Parishioners
- Strand Parishes Trust
- Tate Britain
- The Lodge, Ebury Bridge Estate: Mike Smith
- Waitrose
- Westminster City Council
- Westminster Foundation
We would like to give a special thank you to Martin Sale, who sadly passed away in November 2020. Martin was a long-time supporter of PTL and he championed our cause with his Freemason Brothers. PTL has benefited from the generosity of Martin and the St. John’s Lodge for many years and last year Martin even took on the role of Trustee at PTL.
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## _**Our trustees**_
This year our trustees were:
- Kate Shrivastava: Chair
- Dominic Barnard: Treasurer
- John Nguyen
- Jason Williams
- Sue O’Sullivan
- Dia Rashid
Many of our trustees also take on extra, voluntary tasks over and above their role as trustee for which PTL is always grateful.
## _**Our partnerships**_
We have continued to forge and develop our partnerships with local businesses and educational institutions.
Since 2015, PTL has been a partner in the ‘Pimlico Million’ project. This is a – resident led funding and development initiative financed by the Big Local. £1million pounds is available to spend, for those living in the Pimlico Million area which includes specific postcodes, over 10 years. The aim is to make a difference now and leave a long-term legacy.
PTL is also a member of the South Westminster Resilient Families Partnership: Abbey Community Association, Cardinal Hume Centre, St Vincent’s Family Proje ct, Westminster Befriend a Family and Westminster Early Help.
The partnership has a number of shared values which include:
- Every child and family matters
- Every child and family can develop resilience
- Diversity is positive
- Partner collaboration delivers improved outcomes
We have made a great link with Churchill Gardens Academy Primary School which has included on-line sessions on language development and mental health with their staff.
## **Accounts**
## **PTL finances and funding**
The financial climate continues to be challenging during the 2020/2021 financial year. We are thankful for the on-going support of many of our – funders. The number of longer term donations available has increased and we have benefited from securing three, two or three year donations,
14
since 2018. We continue to work hard to minimise risk by exploring the methods we use to ensure a diversified income portfolio.
|**YEAR**
**15/ 16**
**16/ 17**
**17/ 18**
**18/ 19**
**19/ 20**
**20/ 21**|**YEAR**
**15/ 16**
**16/ 17**
**17/ 18**
**18/ 19**
**19/ 20**
**20/ 21**|**YEAR**
**15/ 16**
**16/ 17**
**17/ 18**
**18/ 19**
**19/ 20**
**20/ 21**|**YEAR**
**15/ 16**
**16/ 17**
**17/ 18**
**18/ 19**
**19/ 20**
**20/ 21**|**YEAR**
**15/ 16**
**16/ 17**
**17/ 18**
**18/ 19**
**19/ 20**
**20/ 21**|**YEAR**
**15/ 16**
**16/ 17**
**17/ 18**
**18/ 19**
**19/ 20**
**20/ 21**|**YEAR**
**15/ 16**
**16/ 17**
**17/ 18**
**18/ 19**
**19/ 20**
**20/ 21**|
|---|---|---|---|---|---|---|
|**TOTAL**
**FUNDING**
**54,479**
**104,84**
**3**
**108,91**
**3**
**101,74**
**5**
**101,16**
**8**
**103,24**
**9**|||||||
|**Corporate**
**Public**
**Trust**
**Individual**|14%
26%
44%
16%|13%
27%
50%
10%|40%
10%
42%
8%|18%
22%
52%
8%|42%
3%
45%
10%|9%
17%
67%
7%|
|**TOTAL**
**non-**
**individual**
**84%**
**90%**
**92%**
**92%**
**90%**
**93%**|||||||
## **Corporate/Public/Trust/Individual**
Corporate funding now accounts for 9% of our overall income, down from 42% in the financial year ended 2019 / 2020. This has led to an increased reliance on funding from Public funding and Trusts. Public funding has increased from 3% to 17%, and funding from Trusts has increased from 45% to 67%.
PTL has a Reserve Policy, reviewed annually, which indicates the areas of risk and the contingency funding needed to minimise that risk. We have a target amount to raise annually, in order to build a fund to cover emergency, and in the worst case scenario, wind-down costs enabling us to close in in a professional manner. We aim to raise funds to cover the first quarter of the following financial year, by the last quarter of the previous year.
## **Pricing and membership**
Our membership fee is £20, suspended since lockdown in March 2020. Fees are kept to a minimum and our policy allows discretion to waive the membership fee to ensure that we are inclusive and that finance is not a barrier to membership.
## **Fundraising and additional income**
Gifts in Kind were an important part of our income story this year. Thank you to United Living and Leylandsdm. Fundraising initiatives take time and resources and we have worked to develop a fundraising strategy, part of which is laid out in our Business Plan 19-21 which includes a UserCentred Fundraising Strategy and a Fundraising pack. We are continuing to look at ways to increase our additional income, including:
1. Tiered membership
2. Gift memberships
3. Incentives (i.e., Refer a friend, Loyalty card)
4. Emphasise ways to donate on the website (e.g., Give as you Live, Payroll
5. Giving etc etc)
6. Hiring out our building
7. Increase fees
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**Signed on behalf of �he Chari���s Trustees: -**
## **Kate Shrivastava**
**Chair of Trustees, Pimlico Toy Library Date:** 03/11/2021
16
## **INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES**
## **ON THE UNAUDITED ACCOUNTS OF**
## **PIMLICO TOY LIBRARY**
For �he p�rposes of �hose chari�� f�nds on pages 18 �o 24 for �he �ear ended 31 March 2021 �hich req�ire an independen� e�aminer's repor�, �e confirm �he follo�ing:-
## **Respective Responsibilities of Trustees and Examiner**
The chari���s �r�s�ees are responsible for �he prepara�ion of �he financial s�a�emen�s. The chari���s �r�s�ees consider �ha� an a�di� is no� req�ired for �his �ear �nder sec�ion 144(2) of �he Chari�ies Ac� 2011 (�he 2011 Ac�) and �ha� an independen� e�amina�ion is needed.
I� is m� responsibili�� �o:
� e�amine �he financial s�a�emen�s (�nder sec�ion 145 of �he 2011 Ac�);
� �o follo� �he proced�res laid do�n in �he general Direc�ions gi�en b� �he Chari�� Commission (�nder sec�ion 145(5)(b) of �he 2011 Ac�);
� s�a�e �he�her par�ic�lar ma��ers ha�e come �o m� a��en�ion.
## **Basis of Independent Examiner's Report**
M�e�amina�ion �as carried o��in accordance �i�h �he general Direc�ions gi�en b��he Chari�� Commission. An e�amina�ion incl�des a re�ie�of acco�n�ing records kep�b��he chari��and a comparison of �he financial s�a�emen�s presen�ed �i�h �hose records. I� also incl�des considera�ions of an��n�s�al i�ems or disclos�res in �he financial s�a�emen�s, and �he seeking of e�plana�ions from �o�as �r�s�ees concerning an�s�ch ma��ers. The proced�res �nder�aken do no�pro�ide all �he e�idence �ha��o�ld be req�ired in an a�di�and, conseq�en�l�no opinion is gi�en as �o �he�her �he financial s�a�emen�s presen�a "�r�e and fair �ie�" and �he repor�is limi�ed �o �hose ma��ers se�o��in �he s�a�emen�s belo�.
## **Independent Examiner's Statement**
In connec�ion �i�h m� e�amina�ion, no ma��er has come �o m� a��en�ion
1) �hich gi�es me reasonable ca�se �o belie�e �ha�, in an� ma�erial respec�, �he �r�s�ees ha�e no� me� �he req�iremen�s:
� �o keep acco�n�ing records in accordance �i�h s130 of �he 2011 Ac�; and
� �o prepare financial s�a�emen�s �hich agree �i�h �he acco�n�ing records and �o compl� �i�h �he acco�n�ing req�iremen�s of �he 2011 Ac�; or
2) �o �hich, in m� opinion, a��en�ion sho�ld be dra�n in order �o enable a proper �nders�anding of �he financial s�a�emen�s �o be reached.
**H Cheesman FCA Chichester Accounting 104 Stockbridge Road Chichester West Sussex PO19 8QP**
## **Date: 1st December 2021**
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**Statement of Financial Activities For the year ended 31 March 2021**
**Pimlico Toy Library**
**----- Start of picture text -----**
notes Unrestricted Designated Restricted 2021 2020
funds funds funds Total Total
£ £
Income from Chari�able ac�i�i�ies 2 56,223 100 66,568 122,891 101,566
Total income 56,223 100 66,568 122,891 101,566
E�pendi��re on Chari�able ac�i�i�ies 3 63,377 13,366 - 76,743 87,976
Go�ernance cos�s 4 2,498 - - 2,498 2,749
-
Total expenditure 65,875 13,366 79,241 90,725
Transfers be��een f�nds 9 - - - - -
Net incoming/(outgoing) resources before
other gains/(losses) (9,652) (13,266) 66,568 43,650 10,841
- - - -
Gains / (losses) on in�es�men� asse�s
Net movement in funds (9,652) (13,266) 66,568 43,650 10,841
To�al f�nds bro�gh� for�ard 42,699 24,813 0 67,512 56,671
Total funds carried forward 9 33,047 11,547 66,568 111,162 67,512
**----- End of picture text -----**
18
**Balance Sheet As at 31 March 2021**
**Pimlico Toy Library**
**----- Start of picture text -----**
notes 2021 2020
£ £ £ �
Current Assets
Deb�ors 7 2,125 2,125
Bank and cash 112,861 67,908
To�al c�rren� asse�s 114,986 70,033
Current Liabilities
Credi�ors d�e �i�hin one �ear 8 3,824 2,521
Net current assets 111,162 67,512
Total Net Assets 111,162 67,512
Funds 9
Unres�ric�ed 33,047 42,699
Designa�ed 11,547 24,813
Res�ric�ed 66,568 -
111,162 67,512
**----- End of picture text -----**
These acco�n�s �ere appro�ed b� �he Tr�s�ees on and signed on �heir behalf b�
K Shri�as�a�a: Chair
The a��ached no�es (1 - 12) form par� of �his s�a�emen�.
19
**Notes to the financial statements**
**Pimlico Toy Library**
## **1 Accounting polices**
## **Basis of preparation**
The acco�n�s are prepared on �he basis of his�oric cos� in accordance �i�h:
- Acco�n�ing and Repor�ing b� Chari�ies - S�a�emen� of Recommended Prac�ice (SORP);
- Acco�n�ing S�andards;
- and �he Chari�ies Ac� 2011;
- Financial Repor�ing S�andard (FRS 102).
## **Incoming resources**
All incoming reso�rces ha�e been incl�ded on a recei�able basis.
## **Depreciation**
Deprecia�ion on o�her fi�ed asse�s is calc�la�ed �o �ri�e off �he cos� on a s�raigh�-line basis o�er �heir e�pec�ed �sef�l life, a� �he follo�ing ra�es on a s�raigh� line basis:
F�rni��re and fi��ings 25% Comp��er and eq�ipmen� 25%
## **Taxation**
The chari�ies ac�i�i�ies fall �i�hin �he e�emp�ions afforded b� �he pro�isions of �he Income and Corpora�ion Ta�es Ac� 1988, and �here is no �a�a�ion charge in �he acco�n�s.
20
**Notes to the financial statements**
**Pimlico Toy Library**
## **2 Charitable activities**
|Pimlico Million
Wes�mins�er Ci�� Co�ncil - Ward
S�. Giles & William Shel�on Ed�ca�ional Chari��
Rolls Ro�ce
Ed�ard Har�is� Tr�s�
The Freemasons
Cos�le� S��ar�
H�de Park Picnic
Chari�ies Tr�s�
To� loans
Session fees
S�rand Tr�s�
John L�on's Chari��
Wes�mins�er Amalgama�ed Chari��
John Le�is Par�nership
Member dona�ions
Membership fee
Wes�mins�er Fo�nda�ion
WSSCH
J Fea�herb�
Peabod� Tr�s�
Wai�rose
Barcla�s Bank
Able Child
Ale�andra Smi�h
S� S�ephen �i�h S� John
Am� Gibson
Ellio�� GGA
Khadija Kaiss�
To� sales
S B�lmer
Anna Ha��
E�er�click L�d
Gi�e as �o� Li�e
Par�� Loan
To�ner C Chikolar
O�her
PTL FR
D Golds�ein
D Harper
Fahmeeda Amir
Gif� aid
M Sale
Non member dona�ion
Pa�pal
Ro�al Philharmonic Orches�ra
Sahar Fahim
S� Giles and S� George
S� Johns Lodge
Vaci Whi�e
Virgin gi�ing
Wes�mins�er Ci�� Co�ncil
To�al|Unres�ric�ed
Designa�ed
Res�ric�ed
2021
�
�
�
�
-
-
5,000
5,000
-
-
30,143
30,143
-
-
-
-
-
-
5,040
5,040
-
-
3,372
3,372
15,520
-
-
15,520
100
-
-
100
-
-
1,375
-
-
1,375
34
-
-
34
124
-
-
124
-
-
5,000
5,000
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
13,570
13,570
-
-
-
-
1,200
-
-
1,200
538
-
4,443
4,981
166
-
-
166
-
-
-
-
3,000
-
-
3,000
140
-
-
140
325
-
-
325
300
-
-
300
-
-
-
-
-
-
-
-
81
-
-
81
1,000
-
-
1,000
100
-
-
100
17
-
-
17
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1,236
-
-
1,236
-
100
-
100
74
-
-
74
200
-
-
200
810
-
-
810
500
-
-
500
20
-
-
20
177
-
-
177
688
-
-
688
30
-
-
30
15,000
-
-
15,000
1,000
-
-
1,000
30
-
-
30
359
-
-
359
12,079
-
-
12,079
56,223
100
66,568
122,891|2020
�
3,100
-
15,000
6,500
3,000
700
-
5,000
-
501
1,196
5,000
26,800
10,000
3,000
1,608
2,660
2,500
3,000
1,200
4,981
951
150
2,000
-
-
500
540
15
18
1,000
-
18
38
186
6
398
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
101,566|
|---|---|---|
21
**Notes to the financial statements**
**Pimlico Toy Library**
|**3**
**Charitable activities**
Cleaning
Comm�ni�� E�en�s
Da�abase
S�aff Cos�s
Vol�n�eer cos�s
Ins�rance
La�ndr�
Licence, s�bscrip�ion &
membership
Office cos�s
Pos�age & deli�er�
Refreshmen�s
Ren�, ra�es & ��ili�ies
School holida� o��ing,
�ranspor� & ���ors
Session Workers
Telephone & IT
Training
To�s
Ven�e hire
Ma�erials & repairs
Deprecia�ion
To�al
**4**
**Governance costs**
Independen� e�amina�ion
Es�ablishmen� cos�s
To�al|Unres�ric�ed
Designa�ed
Res�ric�ed
2021
�
�
�
�
72
-
-
72
-
-
-
-
1,930
-
-
1,930
53,166
11,194
-
64,360
-
-
-
-
-
1,471
-
1,471
692
-
-
692
-
-
-
-
1,868
-
-
1,868
-
-
-
-
-
-
-
-
-
701
-
701
2,135
-
-
2,135
395
-
-
395
296
-
-
296
50
-
-
50
-
-
-
-
-
-
-
-
2,773
-
-
2,773
-
-
-
-
63,377
13,366
-
76,743
Unres�ric�ed
Designa�ed
Res�ric�ed
2021
�
�
�
�
1,100
-
-
1,100
1,398
-
-
1,398
2,498
-
-
2,498|2020
�
1,901
3,362
-
65,143
53
1,224
730
-
485
-
178
1,147
5,804
5,119
149
254
2,272
155
-
87,976
2020
�
1,100
1,649
2,749|
|---|---|---|
## **5 Staff costs**
|Salaries
Social sec�ri�� cos�s
Pension cos�s
O�her cos�s
To�al
The a�erage n�mber of emplo�ees d�ring �he �ear �as|2021
�
62,201
2,159
64,360
2|2020
�
62,037
3,106
65,143
2|
|---|---|---|
No emplo�ee recei�ed emol�men�s in e�cess of �60,000 d�ring �he �ear (2020: none).
22
**Notes to the financial statements**
**Pimlico Toy Library**
## **6 Tangible fixed assets**
|Pla� room
fi��ings
**_Co��_**
Bro�gh� for�ard
1,260
Carried for�ard
1,260
**_Deprecia�ion_**
Bro�gh� for�ard
1,260
Charge in �he �ear
-
Elimina�ion in �he �ear
-
Carried for�ard
1,260
**_Ne� Book Val�e_**
**At 31 March 2020**
-
A� 31 March 2019
-
All �he fi�ed asse�s are �sed for direc� chari�able p�rposes.
**7**
**Debtors**
Accr�ed income
Prepa�men�s and o�her deb�ors
To�al
**8**
**Creditors due within one year**
Social sec�ri�� and o�her �a�
Accr�als|Comp��ers
and
eq�ipmen�
910
910
910
-
-
910
-
-
2021
�
2,125
2,125
2021
�
1,624
2,200
3,824|**Total**
2,170
2,170
2,170
-
-
2,170
-
-
2020
�
2,125
2,125
2020
�
1,421
1,100
2,521|
|---|---|---|
23
**Notes to the financial statements**
**Pimlico Toy Library**
|**9 Funds**
**Unrestricted**
General f�nd
**Designated**
D Golds�ein
**Restricted**
Pimlico Million
Wes�mins�er Ci�� Co�ncil
Rolls Ro�ce
Ed�ard Har�is�
S�rand Tr�s�
Wes�mins�er Fo�nda�ion
Peabod� Tr�s�|**Balances**
**brought**
**forward**
**Incoming**
**resources**
**Outgoing**
**resources Transfers**
**Balances**
**carried**
**forward**
**42,699**
56,223
(65,875)
**-**
**33,047**
**24,813**
100
(13,366)
**-**
**11,547**
**-**
5,000
-
**-**
**5,000**
**-**
30,143
-
**-**
**30,143**
**-**
5,040
-
**-**
**5,040**
**-**
3,372
-
**-**
**3,372**
**-**
5,000
-
**-**
**5,000**
**-**
13,570
-
**-**
**13,570**
**-**
4,443
-
**-**
**4,443**
**67,512**
122,891
(79,241)
**-**
**111,162**|
|---|---|
## **10 Trustees Expenses**
There �ere no �r�s�ee e�penses in 2021 (2020: nil)
## **11 Annual commitments under operating leases**
A� March 31, 2021 �he Chari�� has ann�al commi�men�s �nder rene�able opera�ing leases for office & �ork space as se� o�� belo�:
|Opera�ing leases �hich e�pire:
Wi�hin 1 - 5 �ears
(rene�able e�er� 5 �ears)
**12 Analysis of net assets**
Res�ric�ed f�nds
Designa�ed f�nds
Unres�ric�ed f�nds|-
-
-
-
Fi�ed
Asse�s|2021
2020
�
�
8550
8550
8550
8550
To�al
66,568
66,568
11,547
11,547
33,047
33,047
111,162
111,162
C�rren�
Asse�s|
|---|---|---|
24