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2023-03-31-accounts

2022-23

~~Trustees’ annual report and fnancial statements for the year ending 31 March 2023 Settle Support, a Charitable Incorporated Organisation (registered number 1162399)~~

2022-23 Annual Accounts

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Settle Annual Report

2022-23

Contents

4 Chair and Chief Executive’s introductory statement 7 Who we are 10 What we do 12 Our strategy 14 Our year: 2022-23 16 Our impact 18 Our work 32 Future plans 34 Our goals 36 Financial review 40 Reserves Policy 41 Acknowledgements 42 Reference & Administrative Details 43 Structure, Objects and Public Benefit 43 Governance and Management 44 Independent Examiner’s Report 45 Statement of Financial Activities 46 Balance Sheet 47 Statement of Cash Flows 48 Notes to the Financial Statements

“

Having someone to support me [with] knowing who to call and what to say when I had issues, whether it was with repairs, bills, or other things, has made me feel much more confident doing it myself.

– SETTLE GRADUATE

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Settle Annual Report

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Chair and Chief Executive’s introductory statement

This year, Settle has continued to grow its impact whilst navigating the challenges of the Cost of Living Crisis.

This marked the first year of our three year strategy. Our 2022-25 strategy sets out how we plan to significantly reduce the number of young people who become homeless after leaving care and we have made good progress against our bold objectives.

but we’ve helped young people achieve some remarkable things this year.

A frontline staff member supported one young person to claim a life-changing £20,000 of backdated disability payments. One young person stated that after accessing our mental health service, ‘I’ve learnt that I can live with what’s going on in my head, mentalhealth wise, which is nice because I never thought I’d be able to cope with it.’ These are just two stories from the many young people we supported that help illustrate why what we do is so important.

We increased our reach and impact significantly this year. We supported 167 young people through The Settle Programme which is the most we’ve supported in our history and a 16% increase from the previous year. Whilst increasing our reach we are proud to have maintained the high quality of our work. Indeed, 97% of Programme graduates have sustained their tenancies this year, 92% feel more in control of their lives and those in rent arrears have reduced their arrears by an average of £959.

In order to increase our reach we have expanded our existing partnerships and developed new partnerships with local authorities and housing associations. We are pleased that 15% of London’s local authorities have now adopted our model to prevent their young people leaving care from becoming homeless.

It can be hard to capture the life changing impact of our work in numbers

This year we launched our Alumni Programme and appointed our first Alumni Officer to provide ongoing support to our growing community of Graduates with employment, education and training and social opportunities. We also significantly increased the amount of direct financial and mental health support we provided to young people to support them through the Cost of Living Crisis. We provided £25,949 of emergency grants for young people and mental health support through therapeutic counselling which is a 113% increase on the last year.

To support this growth in impact we’ve developed the organisation across a number of key areas. We appointed an external evaluator, Rocket Science, to evaluate our work over the next 3 years and ensure we are continuously learning and improving our work. We also strengthened our governance by completing our first external governance review. This was carried out by Digiboard and we were pleased their report scored us 5.9 out of 7 and found that Settle is performing ‘Very Well’ across their four focus areas: Purpose, Governance, Reputation and Income Generation. Finally, we recruited an additional two trustees, a Programme Graduate and a Treasurer, to add new skills and experience to our Board.

Building a diverse and inclusive organisation that values lived experience is one of our strategic objectives and we are pleased with the progress we made this year. We’re proud that 33% of our board has lived experience of the care system which ensures this experience is represented at all levels of the organisation.

Of course, none of this would be possible without the individuals, trusts and foundations who give so generously to Settle. We are grateful to our loyal supporters and partners who have continued to stand with us over the last year.

With youth homelessness increasing last year and young people bearing the brunt of the cost of the economic downturn, our work is more vital than ever. We are determined to meet this growing need and ensure young people can build the stable foundations they need to move forwards with their lives.

ROB TRIMBLE, CHAIR OF TRUSTEES RICH GRAHAME, CHIEF EXECUTIVE

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Settle Annual Report

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Who we are

Over the last 8 years, we’ve developed an effective model that prevents young people from becoming homeless.

We do this by providing the right support at the right time to young people who face a cliff edge when moving into their first home. By focusing on this key transition, we prevent problems snowballing and enable young people to thrive.

Our Programmes provide support around developing financial resilience, sustaining a tenancy and managing emotional wellbeing. Our approach is holistic, flexible and tailored to an individual’s changing needs – ultimately providing a consistent, transformative relationship a young person can rely on.

Settle is a charity tackling the lack of support for young people as they leave the care system.

Our Programmes are designed around lived experience with the help of care experienced individuals on our Board and in our team. By empowering care-experienced young people to make long lasting changes and build stable lives, we are breaking the cycle of youth homelessness in the UK.

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OUR VISION

No young person leaving care experiences homelessness

OUR MISSION

By 2025, we will have significantly reduced the number of young adults who leave care and become homeless in the UK

OUR VALUES Grow the good

We focus on building young people’s strengths, not dwelling on their weaknesses. Strength-based approaches underlie all our work.

Good intentions aren’t enough

We’re a data driven organisation always striving to do better. We’re transparent and take a robust approach to impact measurement.

Young people first

Young people are at the heart of Settle. We make sure their interests are prioritised above all else – their voices are represented across our organisation.

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What we do

For many years, young people have told us they face a “cliff edge” when leaving the care system. Just as they transition to adulthood, their support structures change and diminish.

By providing the support young people need at this crucial time, we create a dependable relationship that empowers young people to build the lives they want and avoid the devastating impacts of disadvantage, eviction and homelessness.

----- Start of picture text -----
Young person is referred to Settle
----- End of picture text -----

Our Programmes focus on providing intensive 1:1 support, built around the young person’s needs and priorities. We use a young person led, approach, delivered by a frontline team who are all accredited coaches.

FOCUS AREAS: money management, tenancy sustainment, wellbeing

~~THE SETTLE PROGRAMME~~

DELIVERY: 1-1 weekly support, 1 hour sessions in young people’s homes, average of 6 months

~~ALUMNI~~ FOCUS AREAS: peer support, reducing loneliness ~~PROGRAMME~~ and isolation, support into work and education

DELIVERY: mixed delivery, 1-1 support, group workshops and social events

----- Start of picture text -----
The Settle Programme
Alumni Programme
Mental Health and Financial
Support Services
----- End of picture text -----

----- Start of picture text -----
OUR
PROGRAMMES
OUR SUPPORT
SERVICES
----- End of picture text -----

Our support services complement our Programmes to provide an additional safety net for all the young people we work with.

Support for young people who are struggling financially via food vouchers and small grants

~~FINANCIAL HARDSHIP FUND~~

Free private therapy for young people who are struggling with their mental health

~~MENTAL HEALTH SUPPORT~~

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Our strategy

We have a clear strategy in place to ensure we deliver our mission. This year has been the first year of our three year strategy period (2022 —2025) and we remain focused on delivering across our four strategic aims:

Preventing more young people from 1 becoming homeless

Deepen our impact through Programme 2 development, safeguarding and evaluation

Build a progressive and diverse 3 organisation that values lived experience

“

[Settle] are really good; they get things done and follow through. They are understanding and flexible... It’s helped me even more than I thought it would.

– SETTLE GRADUATE

Improve our financial, operational and 4 environmental sustainability

We have increased our capacity to support young people whilst maintaining the high quality of our work. Alongside this we have been building our operational and fundraising capacity to enable us to grow as an effective and sustainable organisation. We are focused on ensuring we have the most impact in young people’s lives.

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2022-23

----- Start of picture text -----
Settle Annual Report
14
----- End of picture text -----

Our year: 2022-23

This report highlights our progress against the first year of our three-year strategy and reviews our successes and challenges over the last financial year.

We hope it will inspire many more people to join us in ending youth homelessness in the UK.

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Our impact

Our Programmes focus on providing intensive 1:1 support, built around the young person’s needs and priorities.

We use a young person led, approach, delivered by a frontline team of accredited coaches.

----- Start of picture text -----
167
Total of young people
supported across our
Programmes
----- End of picture text -----

5.6 Average months spent on the Programme per young person

97% £959 Of young people Average amount of arrears sustained their tenancies cleared or reduced by after 12 months those in rent arrears

1403 Total hours of support from Settle across the year

92%

Of young people feel more in control of their life after our Programme

Darren’s story

When we began working with Darren, he had just moved into his first home independently after being homeless for a number of years. Before this, he was moving around frequently without a permanent address, sofa surfing with family or friends.

Over the course of the Programme, Darren began to build trust in the service after initially struggling with engagement. He worked with his Programme Officer to identify and tackle his biggest challenges.

When the Programme started, Darren had £2,258.28 of debt (including £850 in rent arrears). He struggled to prioritise his repayments alongside ongoing bills and everyday expenses.

“With Settle you can do it all. In 6 months I did things I never thought I would do but with their help I did.”

Working with his Programme Officer, Darren learnt about priority debt and bills. As he was in and out of employment during the Programme, he used his new learning to maintain these repayments during the points when he was unemployed.

Through his time on The Settle Programme, Darren outlined his key goals for the year around his finances and finding sustainable, long term employment. When we checked in with Darren 6 months after finishing the Programme, he’d cleared his rent arrears and he was maintaining his repayment plans.

When he was working with us, he had a part-time job but after finishing the Programme, he found full-time work.

“Settle has changed my life into a whole new person.”

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Settle Annual Report

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Our work

Who we supported

----- Start of picture text -----
We work with a
diverse group of
young people, aged
18-25, who are
moving into their first
home and facing
difficult transitions to
adulthood.
----- End of picture text -----

----- Start of picture text -----
GENDER
53% are men, and
47% are women
47% 53% 5% of our young
people identify as
a member of the
trans community
----- End of picture text -----

REFUGEE/ASYLUM EXPERIENCE CRIMINAL JUSTICE EXPERIENCE

----- Start of picture text -----
16%
31% have 16% have
31%
experience of experience of the
seeking asylum in criminal justice
69%
the UK 84% system
----- End of picture text -----

----- Start of picture text -----
PARENTS ETHNICITY
59% identified as
15% from Black, Asian,
34% and Minority Ethnic
66% 34% are parents 59% backgrounds,
26%
26% as White and
15% as from other
backgrounds
----- End of picture text -----

Where we worked

----- Start of picture text -----
Cambridgeshire County Council
Kent County Council
Surrey County Council
Hampshire County Council
Number of young people
West Sussex County Council
Brighton and Hove Council
1-9
10-19
20-35
Enfield
Barnet
Harrow
Haringey Waltham
Forest Redbridge
Brent Havering
Camden Islington Hackney
Barking and
Hillingdon
Newham Dagenham
Tower
Ealing Hamlets
Westminster
Southwark Greenwich
Hounslow
Lambeth
Richmond
upon Wandsworth Bexley
Thames
Lewisham
Kingston Merton
upon
Thames
Bromley
Sutton Croydon
Kensington
and FulhamHammersmithand Chelsea
----- End of picture text -----

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What we did

Preventing more young people from 1 becoming homeless

~~PROGRAMME~~

~~DELIVERY~~

~~PARTNERSHIPS~~

“

Settle are a great organisation to work with, all their staff are proactive, engaging and, most importantly, passionate about getting the best outcomes for our young people.

Settle are a newly commissioned service [to our local authority] which complements our leaving care pathway really well and already we can see the value in having their support to our young people as they move on to independence.

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“

–SETTLE GRADUATE

Deepen our impact through Programme development, safeguarding and evaluation

2

----- Start of picture text -----
ALUMNI SUMMER
SOCIAL 2022
----- End of picture text -----

What we said we’d do

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What we did

– SETTLE GRADUATE

� We were unsuccessful in re-tendering for our Settle Plus Programme in Lambeth. This meant the service was transferred to a new provider and we stopped delivering this Programme. Although we were disappointed we couldn’t continue to support this group of young people, we were pleased with the more intensive service we provided over the previous 18 months and how we transitioned the work to the new provider to minimise the disruption caused to young people. We have continued to deliver The Settle Programme with Lambeth, who remain a key partner for Settle.

What challenged us?

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Settle Annual Report

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What we did

Build a progressive and diverse organisation that values lived experience

3

~~OUR PEOPLE~~

        - Increased lived experience of care representation with 33% of the board now having care experience.

        - Increased representation of Black, Asian and Minority Ethnic and disability and maintained above target representation of women and LGBTQ+ members of our team.

        - Updated our pay and benefits package after an external benchmarking review to ensure we remain competitive in recruitment and retention of people.

        - Commissioned a consultancy project to develop our young person involvement and participation approach.

  - “ Everyone at the charity is on the same page. Everyone is treated with respect and their voices are listened to. No matter what your role is, your contributions are valued.

     - SETTLE EMPLOYEE

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What we did

Improve our financial, operational and environmental sustainability

4

----- Start of picture text -----
LONDON MARATHON,
OCTOBER 2022
----- End of picture text -----

~~FINANCE~~

----- Start of picture text -----
OUR TRUSTEES &
SENIOR LEADERSHIP
----- End of picture text -----

~~GOVERNANCE~~

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“

My house now feels like a home for me and my daughter. Settle gave me the motivation to make my house a home.

– SETTLE GRADUATE

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Settle Annual Report 177***9 _ Future plans 4, eriLI 32

Settle Annual Report

2022-23

Our goals

We’re proud of what we have achieved in 2022/23 and are looking to build on these foundations in our second year of our three year strategy.

OUR OBJECTIVES FOR 2023/24:

Further develop our support offer, 2 safeguarding and approach to measuring and sharing best practice

Build a progressive and diverse 3 organisation that values lived experience

Increase our financial, operational and environmental sustainability

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Financial Review

Settle performed well during the year, increasing delivery partnerships from six to eight, growing income, securing new multi-year grants from four funders, consolidating delivery capacity, expanding support services, establishing an Alumni Programme and increasing investment in people, programmes and brand.

A summary of Settle’s financial performance over the last six years is as follows:

Summary financial performance

y/e 31 March
Income
Grants
Contracts
Donations
Total
Expenditure
Staff costs
Delivery costs
YP Support Services
Alumni & YP
Support costs
Total
Surplus
Unrestricted
Restricted
Total		 2022/23
2021/22
2020/21
2019/20
2018/19
2017/18
£
£
£
£
£
£
622,071
390,829
511,239
325,256
174,497
28,327
112,326
118,176
45,732
24,728
42,600
66,701
25,203
68,899
18,034
4,666
12,594
13,823
759,600
577,904
575,005
354,650
229,691
108,851
524,114
415,837
301,598
165,257
95,688
68,412
8,669
5,306
2,751
5,069
7,259
6,107
25,949
12,219
15,799
1,184
–
–
7,720
–
–
–
–
–
111,338
82,877
66,449
38,365
15,604
12,951
677,790
516,239
386,597
209,875
118,551
87,470
108,848
113,565
70,240
23,260
7,644
21,381
(27,038)
(51,900)
118,167
121,515
103,496
-
81,810
61,665
188,407
144,775
111,140
21,381
Reserves
Unrestricted
Restricted
Total		 361,919
253,071
139,507
69,267
46,007
38,363
264,241
291,279
343,178
225,011
103,496
-
626,160
544,350
482,685
294,278
149,503
38,363

Income & expenditure - summary

In 2022/23 total income increased:

In 2022/23 total costs increased by £161,051, of which £108,277 relate to staffing costs, with an additional £13,730 spent on scaling Settle’s Support Services (emergency grants for young people & mental health support) and £7,720 invested in new alumni and young person participation work.

Income & expenditure - further detail

Income:

~~GRANTS:~~

Settle consolidated and deepened support from existing funders and built relationships with a number of new funders.

Settle received £622,071 of grant income from 17 funders (2021/22: £390,829 from 16 funders), comprising:

Included within restricted grants are new multi-year grants from JPMorgan Chase Foundation (3 years) and The National Lottery Community Fund (5 years), The Henry Smith Charity (3 years) and John Lyon’s Charity, all of which have supported Settle previously.

These multi-year grants have been critical in enabling Settle implement its new 3 year strategy launched in summer 2022.

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Expenditure:

Funders supporting Settle’s work during the year include:

~~STAFF COSTS:~~

CHARLES HAYWARD MAUREEN & DEREK MORTON THE HYDE FOUNDATION FOUNDATION TRUST THE JONGEN TRUST CRISEREN FOUNDATION NATIONWIDE BUILDING SOCIETY THE LIGHTBULB TRUST DAVID & RUTH LEWIS FAMILY CHARITABLE TRUST PEOPLE’S POSTCODE LOTTERY THE LONDON COMMUNITY FOUNDATION, DAVID BIRD & ENTERPRISE DEVELOPMENT RL GLASSPOOL CHARITY JOANNA LAWTHER FUND TRUST THE NATIONAL LOTTERY GARFIELD WESTON THE ALBERT HUNT TRUST COMMUNITY FUND FOUNDATION THE BATCHWORTH TRUST THE TOLKIEN TRUST JOHN LYON’S CHARITY THE BEACON LODGE AN ANONYMOUS FOUNDATION JPMORGAN CHASE CHARITABLE TRUST FOUNDATION THE BERKELEY FOUNDATION LANDAID CHARITABLE TRUST THE HENRY SMITH CHARITY LLOYDS BANK FOUNDATION

Further detail about the grants we received during the year is provided in Note 10 on Page 53.

~~CONTRACTS:~~

Settle commenced two new partnerships with Hackney Council and Catalyst Housing and continued to work with six established partners (2020/21: six) – local authorities: Barnet, Hammersmith & Fulham, Hounslow and Lambeth; and housing associations: The Hyde Group and Origin Housing. In addition, Settle successfully concluded the 18-month contract with London Borough of Lambeth to pilot the Settle Plus Programme.

Increased to reflect growth in the size of the team, from 11.6 to 12.9 FTE, in both the delivery and support teams. Two new roles were established i) Head of Business Development - focusing on expanding and deepening delivery partner relationships and leading on impact & evaluation and ii) Alumni Officer – leading on our work with Settle’s Graduates and young person engagement).

~~DELIVERY COSTS (INCLUDING SUPPORT SERVICES & ALUMNI):~~

Increased during the year as Settle scaled its Support Services offering, providing £13,578 of emergency grants for young people (2021/22: £5,160) & £12,371 of mental health support (therapeutic counselling through independent qualified therapists) (2021/22: £7,019) and started the Alumni Programme at a cost of £7,720.

~~SUPPORT COSTS:~~

Higher support costs reflect underlying growth in the organisation, with continued investment in staff recruitment, training, development and welfare and additional HR support to enhance our employee offer.

In addition, Settle reviewed and updated its entire programme content & materials, brand and website (£20,710) and invested in its first governance review and board development (£6,757).

~~RESERVES:~~

Restricted reserves dipped during the period; this is primarily due to the timing of new grant income being received. Unrestricted reserves increased during the year, and were the equivalent to approximately 4.8 months of ongoing expenditure at the end of the year (2021/22: 4.2 months).

~~DONATIONS:~~

During the year, participated in the annual Big Give campaign, which raised £16,785 from individual supporters, trusts and companies.

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Reserves

~~RESERVES POLICY~~

The trustees have completed a thorough exercise to review the reserves policy and set an approach for reviewing the policy in future years.

The trustees have set a new reserves policy whereby the free reserves (unrestricted funds) held by Settle should be within a range of four to six months of regular expenditure, and each year the trustees refine the broader range to a more specific reserves target depending on key risk factors including the annual budget and levels of confirmed income, restricted reserves, profile of income from multi-year grants and potential opportunities.

For the year ending 31 March 2023, the range of four to six months of expenditure was the equivalent to £300,000 – £450,000, with a reserves target of 5 months of expenditure, equivalent to £375,000. At 31 March 2023 free reserves were £362,000 (2021/22: £252,000 ), equivalent to 4.8 months of expenditure (2021/22: 4.2 months). Whilst this is slightly below the reserves target, the trustees consider this reasonable as it is it is well within the range of 4 to 6 months.

Acknowledgements

BARNET COUNCIL

CATALYST HOUSING

CHARLES HAYWARD FOUNDATION CRISEREN FOUNDATION

DAVID & RUTH LEWIS FAMILY CHARITABLE TRUST

ENTERPRISE DEVELOPMENT FUND

GARFIELD WESTON FOUNDATION

NATIONWIDE BUILDING SOCIETY

ORIGIN HOUSING

PEOPLE’S POSTCODE LOTTERY

RL GLASSPOOL CHARITY TRUST

THE ALBERT HUNT TRUST

THE BATCHWORTH TRUST

THE BEACON LODGE CHARITABLE TRUST

THE BERKELEY FOUNDATION

~~GOING CONCERN~~

HACKNEY COUNCIL

THE HENRY SMITH CHARITY

The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern.

HAMMERSMITH & FULHAM COUNCIL

HOUNSLOW COUNCIL

JOHN LYON’S CHARITY

JPMORGAN CHASE FOUNDATION LAMBETH COUNCIL

LANDAID CHARITABLE TRUST

LLOYDS BANK FOUNDATION

MAUREEN & DEREK MORTON TRUST

THE HYDE FOUNDATION

THE HYDE GROUP

THE JONGEN TRUST

THE LIGHTBULB TRUST

THE LONDON COMMUNITY FOUNDATION, DAVID BIRD & JOANNA LAWTHER

THE NATIONAL LOTTERY COMMUNITY FUND

THE TOLKIEN TRUST

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Reference & Administrative Details

Registered name Settle Support

Structure, Objects and Public benefit

Settle Support (Settle) is a Charitable Incorporated Organisation registered with the Charity Commission (registered number 1162399).

Charity registered number 1162399

Trustees

Chief Executive Officer

Principal office address and registered address

Independent Examiner

Bankers

Sarah Byrt

Steve Chaplin (resigned 22 September 2023) Mary-anne Hodd Jermaine King-Kabal (appointed 30 January 2023) Kathleen Mohan Rachel Smith Robert John Trimble Marion Wadibia Elizabeth Winder (appointed 30 January 2023)

Richard Grahame

The Dock, Tobacco Dock, Wapping Lane, London, E1W 1SF

Olayinka Tomori Longmeade Consult Ltd, Regus House, Victory Way, Admiral’s Park, Crosswaysm Dartford, DA2 6QD

National Westminster Bank, 9 The Broadway, Stanmore, Middlesex, HA7 4DA

Triodos Bank UK, Deanery Road, Bristol, BS1 5AS

The governing document is a Constitution dated 5 May 2015. Settle registered with the Charity Commission on 24 June 2015.

The objects of Settle, as stated in the Constitution, are, for the public benefit:

  1. To relieve those in need by reason of homelessness or adverse housing conditions; and

  2. To prevent and relieve poverty amongst homeless and formerly homeless people.

In setting objectives and planning activities, the trustees confirm that they have complied with their duty under Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit.

Governance and Management

The governing body of the charity is the board of trustees, which, as of 31 March 2023, comprised of nine members (2020/212: seven). Trustees as of the date of this report or who served during the year were:

Sarah Byrt

Steve Chaplin (resigned 22 September 2023) Mary-anne Hodd Jermaine King-Kabal (appointed 30 January 2023) Kathleen Mohan Rachel Smith Robert John Trimble Marion Wadibia Elizabeth Winder (appointed 30 January 2023)

Trustees are appointed by a resolution passed at a meeting of the charity trustees. In selecting new trustees, the trustees consider the skills, knowledge and experience needed for the effective running of the charity. Prior to appointment new trustees will be provided with a copy of the Constitution, a copy of the Trustees’ annual report and financial statements, together with other relevant information.

The board of trustees is responsible for overseeing all aspects of governance and risk. Strategy is led by the board of trustees, working closely with the staff team. The staff team, led by Rich Grahame, is responsible for the implementation and delivery of strategy and dayto-day operations of the charity.

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Independent Examiner’s report to the trustees of Settle Support

I report to the charity trustees on my examination of the accounts of the charity for the year ended 31 March 2023 which comprise the Statement of Financial Activities, the Balance Sheet and related notes.

RESPECTIVE RESPONSIBILITIES OF TRUSTEES AND EXAMINER

The charity’s trustees are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144 of the Charities Act 2011 (“the Charities Act”) and that an independent examination is needed. The charity’s gross income exceeded £250,000 and I am qualified to undertake the examination by being a qualified member of the Institute of Chartered Accountants in England and Wales.

It is my responsibility to:

BASIS OF INDEPENDENT EXAMINER’S STATEMENT

My examination was carried out in accordance with general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below.

INDEPENDENT EXAMINER’S STATEMENT

In connection with my examination, no material matters have come to my attention which gives me cause to believe that in, any material respect:

Statement of Financial Activities

Year ending 31 March 2023
Notes
Income from:
Grants
Contract income (charitable activities)
Donations
Bank interest
Total Income
10
Expenditure:
2-6
Charitable activity - preventing homelessness
Costs of raising funds:
Total Expenditure
Net Income/(expenditure)
Transfers between funds
Net movement in funds
Reconciliation of funds
10,11
Total funds brought forward
Total funds carried forward		 2022/23
Unrestricted
Funds
2022/23
Restricted
Funds
2022/23
Total
2021/22
Total
£
£
£
£
55,350
566,721
622,071
390,829
112,326
-
112,326
118,176
6,379
18,449
24,828
68,899
375
-
375
-
174,430
585,170
759,600
577,904
54,009
568,907
622,916
468,797
11,573
43,301
54,874
47,442
65,582
612,208
677,790
516,239
108,848
(27,038)
81,810
61,665
-
-
-
-
108,848
(27,038)
81,810
61,665
253,071
291,279
544,350
482,685
361,919
264,241
626,160
544,350

See Note 12 for the comparative Statement of Financial Activities.

The accompanying notes form part of these financial statements.

I have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Olayinka Tomori ACA DChA

27 October 2023

Longmeade Consult Ltd Regus House Victory Way, Admiral’s Park Kent, DA2 6QD

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Settle Annual Report

2022-23

Balance Sheet for Settle Support at 31 March 2023

Notes
Fixed assets:
Tangible fxed assets
6
Total fxed assets
Current assets:
Debtors
7
Cash
Total current assets
Liabilities:
Creditors: amounts falling due within 1 year
8
Net current assets
Total net assets
The funds of the charity:
Restricted income funds
9,10
Unrestricted funds
Total charity funds
2022/23
Total
Funds
£
2021/22
Total
Funds
£
200
583
200
583
11,787
65,867
659,752
524,835
671,539
590,702
(45,579)
(46,935)
625,960
543,767
626,160
544,350
264,241
291,279
361,919
253,071
626,160
544,350

The accounts were approved by the board of trustees and approved for issue on 23 October 2023.

Statement of Cash Flows at 31 March 2023

Note
Cash fows from operating activities:
Net cash provided by (used in) operating activities
A
Cash fows from investing activities:
Purchase of fxed assets
Net cash provided by (used in) investing activities
Change in cash & cash equivalents in the reporting period
Cash & cash equivalents at the beginning of the reporting period
Cash & cash equivalents at the end of the reporting period
B
2022/23
£
2021/22
£
134,917
45,050
-
(600)
-
(600)
134,917
44,450
524,835
480,385
659,752
524,835

A. Reconciliation of Net Income to Net Cash Flow from Operating Activities

Net income for the reporting period
Add back: Depreciation charges
Decrease/(increase) in debtors
(Decrease)/increase in creditors
Net cash provided by (used in) operating activities
B.Analysis of Cash and Cash Equivalents
Cash in hand an in bank
Other cash equivalents
Total cash and cash equivalents		 2022/23
£
2021/22
£
81,810
61,665
383
384
54,080
(29,533)
(1,356)
12.534
134,917
45,050
2022/23
£
2021/22
£
659,752
524,835
-
-
659,752
524,835

Robert Trimble Trustee on behalf of the board of trustees

The accompanying notes form part of these financial statements.

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2022-23

Notes to the fnancial statements

1. Basis of preparation and accounting policies

f) Expenditure and liabilities

Expenditure is recognised on the accruals basis. The charity is not registered for VAT, thus all costs are shown inclusive of VAT charged.

Basis of preparation

to comply with the revised layout of the financial statements required by the Charities SORP (FRS102).

Liabilities are recognised as soon as there is a legal or constructive obligation to pay.

Governance costs include the costs of preparation and examination of the statutory accounts, the cost of trustee meetings and the cost of any legal advice to trustees on governance or constitutional matters.

g) Tangible fixed assets

Tangible assets are capitalised if they can be used for more than one year, and cost at least £1,500. They are valued at cost or, if gifted, at their value on receipt.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Accounting policies

Unrestricted funds are those that can be expended at the discretion of the trustees in the furtherance of the objects of the charity.

Restricted funds are those that may only be used for specific purposes. Restrictions arise when specified by the donor, or when funds are raised for specific purposes.

The purposes of the funds are shown in Note 9.

e) Income

Income is recognised and included in the Statement of Financial Activities (SoFA) when the charity becomes entitled to the income, receipt is probable and the monetary value can be measured with sufficient reliability. Income that Settle has received, but is not entitled to recognise, is treated as deferred income.

Bank interest and Gift Aid is recognised on receipt.

i) Taxation

The charity is not liable to income tax or capital gains tax on its charitable activities.

j) Pensions

Settled enrolled in the Defined Contribution NEST Pension scheme with effect from 1 November 2017.

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2. Expenditure

2022/23 2022/23 2022/23 2021/22
Unrestricted Restricted Total Total
Funds Funds
£ £ £ £
Charitable activity - Preventing homelessness
Staff costs 27,517 444,279 471,796 371,092
Young Person grants 5,433 8,145 13,578 5,200
Mental Health support 530 11,841 12,371 7,019
Other delivery costs 3,132 5,537 8,669 5,306
Alumni support & development 218 7,502 7,720 -
Staff recruitment, training & expenses 788 17,075 17,863 19,337
Offce costs 783 22,358 23,141 19,209
CRM, IT & telecoms 380 13,818 14,198 15,638
Communications 760 13,636 14,396 -
Development projects 7,500 3,585 11,085 2,597
HR, accounting & legal 3,936 7,231 11,167 8,346
Evaluation - 7,247 7,247 13,406
Governance 2,822 4,425 7,247 -
Insurance 210 2,228 2,438 1,647
Total charitable activity 54,009 568,907 622,916 468,797
Costs of raising funds:
Staff costs 11,573 40,745 52,318 44,745
Other Fundraising costs - 2,556 2,556 2,697
Total cost of raising funds 11,573 43,301 54,874 47,442
Total Expenditure 65,582 612,208 677,790 516,239

Expenditure - 2021/22 Comparative

Charitable activity – Preventing homelessness:
Staff costs
Young Person grants
Mental Health support
Delivery costs
Staff recruitment, training & expenses
Offce costs
CRM, IT & telecoms
HR, accounting & legal
Development projects
Evaluation
Insurance
Total cost of raising funds
Costs of raising funds:
Staff costs
Marketing & fundraising
Total cost of raising funds
Total Expenditure		 2021/22
Unrestricted
Funds
2021/22
Restricted
Funds
2021/22
Total
£
£
£
51,912
319,180
371,092
1,727
3,473
5,200
-
7,019
7,019
1,202
4,104
5,306
111
19,226
19,337
(48)
19,257
19,209
584
15,054
15,638
-
8,346
8,346
33
2,564
2,597
-
13,406
13,406
-
1,647
1,647
55,521
413,276
468,797
1,657
43,088
44,745
-
2,697
2,697
1,657
45,785
47,442
57,178
459,061
516,239

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3. Employees & staff costs

Total staff costs were £524,114 (2021/22: £415,837), comprising:

2022/23
£
2021/22
£
Salaries 470,259
375,871
Pension costs 10,084
7,697
Social security costs 43,771
32,269
Employee costs 524,114
415,837

Settle employed 12.9 full-time equivalent staff during the year (2021/22: 11.6). The average employee headcount during the year was 14.4 (2021/22: 12.3). One employee earned between £60,000-70,000 (2021/22: no employees earned over £60,000 (2021/22: 0).

Key management personnel: Total employee benefits (including employers’ NI and pension contribution) of the CEO was £74,884 (2021/22: £63,942).

4. Trustees’ remuneration, benefits and expenses

During the year none of the trustees received any remuneration from the charity (2021/22: 0 trustees, £0).

During the year one trustee, a Settle Programme graduate, received a £30 voucher as part Settle’s Support Service grants programme (2022/22: 0 trustees, £0). This programme which was available to all participants and graduates.

During the year one trustee incurred expenses of £114 (2021/22: 0 trustees, £0).

5. Related party transactions

In 22/23, other than the amount outlined above (3), there were no related party transactions (2021/22: none).

6. Independent examination fees

The fees payable to the independent examiner in relation to conducting the independent examination were £1,250 (excluding VAT) (2021/22: £950 excluding VAT).

7. Tangible fixed assets

7. Tangible fxed assets
Cost Computer
equipment
£
Total
£
Opening balance 2,150
2,150
Additions during the year -
-
Closing balance 2,150
2,150
Accumulated depreciation
Opening balance 1,567
1,567
Charge for the year 383
383
Closing balance 1,950
1,950
Net book value at 31 March 2023 200
200
Net book value at 31 March 2022 583
583

8. Debtors
Debtors
Prepayments and accrued income
Total		 31 March
2023
£
31 March
2022
£
3,775
58,226
8,012
7,641
11,787
65,867
9. Creditors: amounts falling due within one year
Accruals
Creditors
Deferred income
Total		 31 March
2023
£
31 March
2022
£
15,473
2,845
4,963
9,486
25,143
34,604
45,579
46,935

Income was deferred based on the level of activity still to be performed under contracts at the year-end. All deferred income (£25,143) as at 31 March 2022 was released in the year ended 31 March 2023.

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10. Restricted funds

During the year Settle received 17 restricted grants (including one specific fundraising campaign) from 15 funders (2021/22: 17 grants from 16 funders), amounting to £585,170 (2021/22: £407,162) for the following:

Restricted Grant Purpose 2022/23 2021/22
£ £
JP Morgan Chase Foundation Programme & support costs 140,000 -
The National Lottery Community Staff and core costs 95,404 -
Fund
Nationwide Building Society Programme Offcer costs 50,000 -
The Henry Smith Charity CEO costs 30,000 49,000
The Henry Smith Charity Programme Manager costs 19,000 19,000
TheTolkienTrust Core costs 40,000 40,000
Programme Manager grant Programme Manager costs 38,000 -
Lloyds Bank Foundation Core costs 33,333 30,000
John Lyon’s Charity Programme delivery costs 31,000 31,480
LandAid Charitable Trust Programme Offcer costs 30,564 -
David & Ruth Lewis Family Core costs 24,500 -
Charitable Trust
Christmas Campaign 2022* Support Services 16,785 -
The London Community Foundation, Support staff costs 10,000 -
David Bird & Joanna Lawther
The Hyde Foundation Support for Hyde Housing ten- 10,000 20,000
ants
The Albert Hunt Trust Core costs 7,000 5,000
Young Person grant fund Grants for young people 6,710 -
Christmas Campaign 2021/* Programme delivery costs 1,664 16,333
RL Glasspool Charity Trust Support for young people 1,210 -
Garfeld Weston Foundation Core costs 50,000
The Lightbulb Trust Core costs 35,000
M&D Morton Trust Alumni programme costs 30,000
Charles Hayward Foundation Programme Offcer costs 25,000
Crisis Programme Offcer costs 25,000
People’s Postcode Trust Programme Manager costs 20,000
The CriSeren Foundation Alumni programme costs 6,000
Enterprise Development Fund Capacity building 5,000
Clapham Relief Fund Young people grants 349
Total 585,170 407,162

The open and closing restricted fund balances and movement in restricted funds during the year are outlined below:

Balance at
1 April
2022
£
Income
£
Expenditure
£
Balance at
31 March
2023
£
JP Morgan Chase Foundation
-
140,000
(108,628)
31,372
National Lottery Community Fund
-
95,404
(92,660)
2,744
The Henry Smith Charity
19,000
19,000
(38,000)
-
The Henry Smith Charity
17,504
30,000
(17,504)
30,000
TheTolkienTrust
13,819
40,000
(42,285)
11,534
Garfeld Weston Foundation
35,675
-
(35,675)
-
John Lyon’s Charity
24,783
31,000
(29,630)
26,153
The Hyde Foundation
20,000
10,000
(29,210)
790
Lloyds Bank Foundation
17,542
33,333
(28,699)
22,176
Programme Manager grant
-
38,000
(26,946)
11,054
Charles Hayward Foundation
24,949
-
(24,949)
-
Crisis
25,000
-
(25,000)
-
Christmas Campaign 2021
14,679
1,664
(16,343)
-
Christmas Campaign 2022
-
16,785
-
16,785
Maureen & Derek Morton Trust
30,000
-
(15,545)
14,455
TheLightbulb Trust
15,008
-
(15,008)
-
David & Ruth Lewis Family Charitable
Trust
-
24,500
(14,079)
10,421
The Berkeley Foundation
12,981
-
(12,981)
-
People’s Postcode TrustCharity
10,534
-
(10,534)
-
TheAlbert Hunt Trust
1,400
7,000
(8,400)
-
Young Person grant fund
-
6,710
(6,710)
-
The CriSeren Foundation
6,000
-
(6,000)
-
The London Community Foundation,
David Bird & Joanna Lawther
-
10,000
(3,807)
6,193
Enterprise Development Fund
2,211
-
(2,211)
-
RL Glasspool Charity Trust
-
1,210
(1,210)
-
The Beacon Lodge Charitable Trust
194
-
(194)
-
LandAid Charitable Trust
-
30,564
-
30,564
Nationwide Building Society
-
50,000
-
50,000
Total restricted funds
291,279
585,170
(612,208)
264,241		 Balance at
1 April
2022
£
Income
£
Expenditure
£
Balance at
31 March
2023
£
JP Morgan Chase Foundation
-
140,000
(108,628)
31,372
National Lottery Community Fund
-
95,404
(92,660)
2,744
The Henry Smith Charity
19,000
19,000
(38,000)
-
The Henry Smith Charity
17,504
30,000
(17,504)
30,000
TheTolkienTrust
13,819
40,000
(42,285)
11,534
Garfeld Weston Foundation
35,675
-
(35,675)
-
John Lyon’s Charity
24,783
31,000
(29,630)
26,153
The Hyde Foundation
20,000
10,000
(29,210)
790
Lloyds Bank Foundation
17,542
33,333
(28,699)
22,176
Programme Manager grant
-
38,000
(26,946)
11,054
Charles Hayward Foundation
24,949
-
(24,949)
-
Crisis
25,000
-
(25,000)
-
Christmas Campaign 2021
14,679
1,664
(16,343)
-
Christmas Campaign 2022
-
16,785
-
16,785
Maureen & Derek Morton Trust
30,000
-
(15,545)
14,455
TheLightbulb Trust
15,008
-
(15,008)
-
David & Ruth Lewis Family Charitable
Trust
-
24,500
(14,079)
10,421
The Berkeley Foundation
12,981
-
(12,981)
-
People’s Postcode TrustCharity
10,534
-
(10,534)
-
TheAlbert Hunt Trust
1,400
7,000
(8,400)
-
Young Person grant fund
-
6,710
(6,710)
-
The CriSeren Foundation
6,000
-
(6,000)
-
The London Community Foundation,
David Bird & Joanna Lawther
-
10,000
(3,807)
6,193
Enterprise Development Fund
2,211
-
(2,211)
-
RL Glasspool Charity Trust
-
1,210
(1,210)
-
The Beacon Lodge Charitable Trust
194
-
(194)
-
LandAid Charitable Trust
-
30,564
-
30,564
Nationwide Building Society
-
50,000
-
50,000
Total restricted funds
291,279
585,170
(612,208)
264,241		 Balance at
1 April
2022
£
Income
£
Expenditure
£
Balance at
31 March
2023
£
JP Morgan Chase Foundation
-
140,000
(108,628)
31,372
National Lottery Community Fund
-
95,404
(92,660)
2,744
The Henry Smith Charity
19,000
19,000
(38,000)
-
The Henry Smith Charity
17,504
30,000
(17,504)
30,000
TheTolkienTrust
13,819
40,000
(42,285)
11,534
Garfeld Weston Foundation
35,675
-
(35,675)
-
John Lyon’s Charity
24,783
31,000
(29,630)
26,153
The Hyde Foundation
20,000
10,000
(29,210)
790
Lloyds Bank Foundation
17,542
33,333
(28,699)
22,176
Programme Manager grant
-
38,000
(26,946)
11,054
Charles Hayward Foundation
24,949
-
(24,949)
-
Crisis
25,000
-
(25,000)
-
Christmas Campaign 2021
14,679
1,664
(16,343)
-
Christmas Campaign 2022
-
16,785
-
16,785
Maureen & Derek Morton Trust
30,000
-
(15,545)
14,455
TheLightbulb Trust
15,008
-
(15,008)
-
David & Ruth Lewis Family Charitable
Trust
-
24,500
(14,079)
10,421
The Berkeley Foundation
12,981
-
(12,981)
-
People’s Postcode TrustCharity
10,534
-
(10,534)
-
TheAlbert Hunt Trust
1,400
7,000
(8,400)
-
Young Person grant fund
-
6,710
(6,710)
-
The CriSeren Foundation
6,000
-
(6,000)
-
The London Community Foundation,
David Bird & Joanna Lawther
-
10,000
(3,807)
6,193
Enterprise Development Fund
2,211
-
(2,211)
-
RL Glasspool Charity Trust
-
1,210
(1,210)
-
The Beacon Lodge Charitable Trust
194
-
(194)
-
LandAid Charitable Trust
-
30,564
-
30,564
Nationwide Building Society
-
50,000
-
50,000
Total restricted funds
291,279
585,170
(612,208)
264,241
JP Morgan Chase Foundation
National Lottery Community Fund
The Henry Smith Charity
The Henry Smith Charity
TheTolkienTrust
Garfeld Weston Foundation
John Lyon’s Charity
The Hyde Foundation
Lloyds Bank Foundation
Programme Manager grant
Charles Hayward Foundation
Crisis
Christmas Campaign 2021
Christmas Campaign 2022
Maureen & Derek Morton Trust
TheLightbulb Trust
David & Ruth Lewis Family Charitable
Trust
The Berkeley Foundation
People’s Postcode TrustCharity
TheAlbert Hunt Trust
Young Person grant fund
The CriSeren Foundation
The London Community Foundation,
David Bird & Joanna Lawther
Enterprise Development Fund
RL Glasspool Charity Trust
The Beacon Lodge Charitable Trust
LandAid Charitable Trust
Nationwide Building Society
Total restricted funds		 Balance at
1 April
2022
£
Income
£
Expenditure
£
Balance at
31 March
2023
£
-
140,000
(108,628)
31,372
-
95,404
(92,660)
2,744
19,000
19,000
(38,000)
-
17,504
30,000
(17,504)
30,000
13,819
40,000
(42,285)
11,534
35,675
-
(35,675)
-
24,783
31,000
(29,630)
26,153
20,000
10,000
(29,210)
790
17,542
33,333
(28,699)
22,176
-
38,000
(26,946)
11,054
24,949
-
(24,949)
-
25,000
-
(25,000)
-
14,679
1,664
(16,343)
-
-
16,785
-
16,785
30,000
-
(15,545)
14,455
15,008
-
(15,008)
-
-
24,500
(14,079)
10,421
12,981
-
(12,981)
-
10,534
-
(10,534)
-
1,400
7,000
(8,400)
-
-
6,710
(6,710)
-
6,000
-
(6,000)
-
-
10,000
(3,807)
6,193
2,211
-
(2,211)
-
-
1,210
(1,210)
-
194
-
(194)
-
-
30,564
-
30,564
-
50,000
-
50,000
291,279
585,170
(612,208)
264,241

* Recorded in donations, ** additional Gift Aid from previous year

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Restricted Funds – 2021/22 Comparative

Restricted Funds – 2021/22 Comparative Restricted Funds – 2021/22 Comparative Restricted Funds – 2021/22 Comparative
Balance at
1 April
2021
£
Income
£
Expenditure
£
Balance at
31 March
2022
£
JP Morgan Chase Foundation
104,660
-
(104,660)
-
The Henry Smith Charity
16,521
49,000
(48,017)
17,504
The Henry Smith Charity
-
19,000
-
19,000
The Hyde Foundation
28,225
-
(28,225)
-
The Hyde Foundation
16,027
20,000
(16,027)
20,000
TheTolkienTrust
16,999
40,000
(43,180)
13,819
Lloyds Bank Foundation
26,610
30,000
(39,068)
17,542
Lloyds Bank Foundation
607
-
(607)
-
John Lyon’s Charity
17,374
31,480
(24,071)
24,783
People’s Postcode TrustCharity
11,707
20,000
(21,173)
10,534
Nationwide Building Society
21,146
-
(21,146)
-
Charles Hayward Foundation
20,371
25,000
(20,422)
24,949
TheLightbulb Trust
-
35,000
(19,992)
15,008
The Beacon Lodge Charitable Trust
20,066
-
(19,872)
194
Garfeld Weston Foundation
-
50,000
(14,325)
35,675
The Berkeley Foundation
20,000
-
(7,019)
12,981
London Community Response Fund
6,480
-
(6,480)
-
The CriSeren Foundation
5,760
6,000
(5,760)
6,000
Christmas Campaign
4,000
16,333
(5,654)
14,679
The Pret Foundation
2,997
-
(2,997)
-
TheAlbert Hunt Trust
2,311
5,000
(5,911)
1,400
Enterprise Development Fund
1,317
5,000
(4,106)
2,211
Maureen & Derek Morton Trust
-
30,000
-
30,000
Crisis
-
25,000
-
25,000
Clapham Relief Fund
-
349
(349)
-
Total restricted funds
343,178
407,162
(459,061)
291,279
JP Morgan Chase Foundation
The Henry Smith Charity
The Henry Smith Charity
The Hyde Foundation
The Hyde Foundation
TheTolkienTrust
Lloyds Bank Foundation
Lloyds Bank Foundation
John Lyon’s Charity
People’s Postcode TrustCharity
Nationwide Building Society
Charles Hayward Foundation
TheLightbulb Trust
The Beacon Lodge Charitable Trust
Garfeld Weston Foundation
The Berkeley Foundation
London Community Response Fund
The CriSeren Foundation
Christmas Campaign
The Pret Foundation
TheAlbert Hunt Trust
Enterprise Development Fund
Maureen & Derek Morton Trust
Crisis
Clapham Relief Fund
Total restricted funds		 Balance at
1 April
2021
£
Income
£
Expenditure
£
Balance at
31 March
2022
£
104,660
-
(104,660)
-
16,521
49,000
(48,017)
17,504
-
19,000
-
19,000
28,225
-
(28,225)
-
16,027
20,000
(16,027)
20,000
16,999
40,000
(43,180)
13,819
26,610
30,000
(39,068)
17,542
607
-
(607)
-
17,374
31,480
(24,071)
24,783
11,707
20,000
(21,173)
10,534
21,146
-
(21,146)
-
20,371
25,000
(20,422)
24,949
-
35,000
(19,992)
15,008
20,066
-
(19,872)
194
-
50,000
(14,325)
35,675
20,000
-
(7,019)
12,981
6,480
-
(6,480)
-
5,760
6,000
(5,760)
6,000
4,000
16,333
(5,654)
14,679
2,997
-
(2,997)
-
2,311
5,000
(5,911)
1,400
1,317
5,000
(4,106)
2,211
-
30,000
-
30,000
-
25,000
-
25,000
-
349
(349)
-
343,178
407,162
(459,061)
291,279

11. Analysis of net assets between funds

Restricted Unrestricted Total Total
Funds Funds
31 March 31 March 31 March 31 March
2023 2023 2023 2022
£ £ £ £
Tangible fxed assets 200 - 200 583
Current assets 283,978 387,561 671,339 590,702
Creditors: amounts falling (19,937) (25,642) (45,579) (46,935)
due within 1 year
Total 264,241 361,919 626,160 544,350

Analysis of net assets between funds – 2021/22 Comparative

Restricted Unrestricted Total
Funds Funds
31 March 31 March 31 March
2022 2022 2022
£ £ £
Tangible fxed assets 583 - 583
Current assets 303,465 287,237 590,702
Creditors: amounts falling (12,769) (34,166) (46,935)
due within 1 year
Total 291,279 253,071 544,350

56

57

Settle Annual Report

12. Comparative Financial Statements (2021/22)

Statement of Financial Activities

Year ended 31 March 2022
Income from:
Grants
Contract income (charitable activities)
Donations
Total Income
Expenditure:
Charitable activity – preventing homelessness:
Costs of raising funds:
Total Expenditure
Net Income/(expenditure)
Transfers between funds
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward		 2021/22
Unrestricted
Funds
2021/22
Restricted
Funds
2021/22
Total
£
£
£
-
390,829
390,829
118,176
-
118,176
52,566
16,333
68,899
170,742
407,162
577,904
55,521
413,276
468,797
1,657
45,785
47,442
57,178
459,061
516,239
113,564
(51,899)
61,665
-
-
-
113,564
(51,899)
61,665
139,507
343,178
482,685
253,071
291,279
544,350

58