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 1 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 2 33 Settle Annual Report 2022-23 ## 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 4 5 Settle Annual Report 2022-23 ## 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. 6 7 Settle Annual Report 2022-23 ## 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. 9 8 Settle Annual Report 2022-23 ## 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
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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
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OUR
PROGRAMMES
OUR SUPPORT
SERVICES
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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~~ 10 11 Settle Annual Report 2022-23 ## 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. 12 13 2022-23 **----- Start of picture text -----**
Settle Annual Report
14
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## 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. 15 Settle Annual Report 2022-23 ## 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.” * Names have been changed 16 17 Settle Annual Report 2022-23 ## 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.
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GENDER
53% are men, and
47% are women
47% 53% 5% of our young
people identify as
a member of the
trans community
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## 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
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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
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## 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
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19 18 Settle Annual Report 2022-23 ## What we did Preventing more young people from 1 becoming homeless - What we � Grow our reach by supporting more young people through The Settle Programme - said we’d do - Grow our partnerships with Local Authorities and housing associations - Maintain our focus on our upstream prevention approach - Expand our Programme and partnerships team to build delivery capacity - We supported 167 young people through The Settle Programme including 129 new young people. We delivered 1403 one-to-one support hours to this cohort. ## ~~PROGRAMME~~ ## ~~DELIVERY~~ - This is a 16% increase in young people reached and 18% increase in hours delivered compared with the previous year (144 young people and 1192 hours in 2021/22). - We have grown our partnerships with local authorities and housing associations from 6 to 8. Our new partnerships are with Hackney Council and Catalyst Housing. We now have formal partnerships with 15% of London’s local authorities (5/32). ## ~~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. - ALISON EVANS, COMMISSIONER, HAMMERSMITH & FULHAM COUNCIL **20** 21 Settle Annual Report 2022-23 - ~~COST OF~~ � In response to the Cost of Living Crisis, we trialed ~~LIVING~~ the delivery of a Cost of Living drop in service for Graduates. This service has been well received by Graduates and offers a space in which they are able to discuss any financial or wellbeing concerns with people they feel comfortable with. We saw 18 Graduates receive Cost of Living support from January 2023. - Alongside this, in response to the financial pressures our young people are facing due to the the Cost of Living Crisis, we distributed 80 £30 supermarket vouchers for Graduates in December 2022. “ - I would like to thank Settle for reaching out to me regarding a £30 food voucher. I really appreciate this kind gesture especially with the Cost of Living Crisis at the moment. You guys are the best, thank you! –SETTLE GRADUATE - - What The Cost of Living Crisis has had a significant impact on the young people we support. We have noticed that - challenged more young people we support are experiencing negative - us? budgets and have increasing debts. In 2023/24, we will start formally monitoring and tracking how many of our young people are experiencing negative budgets. - We have also noticed that other services are stretched and are being impacted by the Cost of Living Crisis as they have been experiencing increased demand as well as challenges around fundraising from individual donors. This means that young people are experiencing increasingly more complex issues while support services are harder to access. ## Deepen our impact through Programme development, safeguarding and evaluation 2 **----- Start of picture text -----**
ALUMNI SUMMER
SOCIAL 2022
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What we said we’d do - Continue to test, develop and grow our existing and new Programmes and Support Services - Implement the New Economics Foundation evaluation recommendations and commission an external evaluation partner to develop our evaluation strategy - Enhance our safeguarding approach by championing best practice and investing in safeguarding support and expertise across the organisation - Highlight issues impacting young people, amplify young people’s voices and share best practice - Launch our new brand and website and use it as a platform to share best practice and young people’s voices 22 23 Settle Annual Report 2022-23 ## What we did - ~~ALUMNI~~ � We launched our Alumni Programme and appointed our ~~PROGRAMME~~ first Alumni Officer to support our growing community of Graduates with employment, education and training and social opportunities. We delivered two employment workshops and two socials as well as providing ad hoc support to Graduates who needed it. - ~~SUPPORT~~ � We increased our financial and mental health support - ~~SERVICES~~ services, providing £13,578 of emergency grants for young people (2021/22: £5,160) and £12,371 of mental health support (therapeutic counselling through independent qualified therapists ) (2021/22: £7,019). - “ I found new ways of coping with mental health and intrusive thoughts about my past. I know who to call, who to speak to. Before I would let my thoughts affect me and take over. Now, I think of ways to help myself and I know that things get better. It’s given me hope that things do get better. ## – SETTLE GRADUATE - ~~SAFEGUARDING~~ � We strengthened our safeguarding approach by expanding our clinical supervision offer. We also strengthened our safeguarding expertise on the board by appointing a leaving care team manager as our Trustee Safeguarding Lead. - We ran our first internal safeguarding training to discuss how safeguarding works at Settle across the whole organisation. - We consistently host group supervision where all frontline workers across the organisation come together to discuss challenges or themes they are seeing. This year we have embedded a regular review and discussion of safeguarding best practice within this space. - ~~EVALUATION~~ � We appointed Rocket Science as an independent evaluator of our work for the next three years. - � We have been working on the review and implementation of last year’s New Economics Foundation recommendations. Some of this has been on hold whilst we appointed our external evaluation partner to allow us to benefit from their expertise on development in this area of work. - ~~LEARNING~~ � - We have been working on the review and implementation of last year’s New Economics Foundation recommendations. Some of this has been on hold whilst we appointed our external evaluation partner to allow us to benefit from their expertise on development in this area of work. - We shared our learnings through presentations at the following events: - Tackling Rent Arrears and Supporting Tenants Digital Conference from Westminster Insight. - Local Authority representatives at the Home Finder UK Steering Group. - The Tackling Youth Homelessness in the Capital Community of Practice focused on Prevention and Statutory Responses. - The policy team at the National Housing Federation - A HAYN (Housing Association Youth Network) housing event for young people � 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? 24 25 Settle Annual Report 2022-23 ## What we did Build a progressive and diverse organisation that values lived experience 3 - Increased our team from 14 to 16 which added invaluable capacity and skills to the organisation. ## ~~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 - What we � Develop our people strategy to strengthen our approach towards staff recruitment, development and retention - said we’d do - Review and update our wellbeing and benefits offer and invest in staff training and development at all levels - Maintain momentum and accountability with our Equity, Diversity, and Inclusion work and increase diversity in underrepresented areas against targets - - What Although we saw significant improvement in the diversity of the organisation, we are still below - challenged our target for Black, Asian and Minority Ethnic - us? representation and this remains an organisational priority. - Develop our young person involvement strategy across the organisation 26 27 Settle Annual Report 2022-23 ## What we did Improve our financial, operational and environmental sustainability 4 **----- Start of picture text -----**
LONDON MARATHON,
OCTOBER 2022
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- What we � Grow and diversify our income through securing funding from trusts and foundations, delivery partners and - said we’d do individual supporters - Invest in our governance, infrastructure and operations as we grow to ensure we continue to deliver quality work - Develop and implement our environmental and sustainability strategy in order to reduce our environmental impact - Increased our income by 31% from £577,904 in 2021/22 to £759,600 in 2022/23 by securing several large multi year grants and increasing contract pricing through full cost recovery analysis. ## ~~FINANCE~~ - Improved financial controls and strengthened organisational policies. **----- Start of picture text -----**
OUR TRUSTEES &
SENIOR LEADERSHIP
**----- End of picture text -----**
- Completed our first external governance review. This was carried out by Digi-Board who review charities against the Charity Governance Code and four key areas: Purpose, Governance, Reputation and Income Generation. Their report scored the organisation 5.9 out of 7. This is significantly higher than the Digi-Board All Charities Benchmark (ACB) rating of 5.3 and shows that Settle is performing ‘Very Well’ across all four areas. ## ~~GOVERNANCE~~ - Recruited additional 2 trustees, a Programme Graduate and Treasurer, to strengthen our Board. 29 28 Settle Annual Report 2022-23 - ~~OPERATIONS~~ � We launched our new brand, strategy and website which enhanced our profile and supported our fundraising activities. We consulted with young people on our new brand to ensure it represented them in a strength based way in line with our values. - We developed and delivered our first environmental strategy including making our Programme resources digital and spending more time in nature on team socials. - We developed an e-onboarding process for staff to improve onboarding experience and efficiency. - What � Organisationally, we experienced increasing costs and challenges raising funds from donors as a result of the - challenged crisis. - us? - As well as impacting the young people we support, the Cost of Living Crisis also had a significant impact on our team and organisation. For the team, the crisis put a financial strain on their personal finances and we also saw a difficult recruitment market as competition for talent was high. - To mitigate against this, we applied two Cost of Living increases to staff pay this year: one in April as part of our annual Cost of Living review process and a further one-off payment in October 2022 to support staff to manage the impact of rising costs. The one-off payment was, intentionally, a fixed amount for all staff members so that it would disproportionately benefit lower paid members of staff. “ 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 - We also conducted an external benchmarking exercise to support our pay decision making for 2023/24. - We also moved our cash reserves to high interest bearing accounts to ensure we reduce the impact of inflation on our reserves. 30 31 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: - Preventing more young people from - 1 becoming homeless - Increase our reach to prevent more young people at risk of homelessness - Secure new partners to meet Programme delivery targets ## Further develop our support offer, 2 safeguarding and approach to measuring and sharing best practice - Increase the amount of financial and mental health support services to mitigate the impact of the Cost of Living Crisis - Externally review our safeguarding policy and expand clinical supervision to the frontline team - Develop our first external evaluation with Rocket Science and implement learnings - Develop advocacy and influencing strategy and share evaluation best practice ## Build a progressive and diverse 3 organisation that values lived experience - Develop our participation strategy and how we involve young people at Settle - Improve Black, Asian and Minority Ethnic representation and maintain good levels of diversity across other key protected characteristics - Maintain a healthy culture and high staff retention by maintaining positive staff satisfaction, wellbeing and development ## Increase our financial, operational and environmental sustainability 4 - Increase and diversify our income to support our growth in reach and impact - Invest in new internal IT system to improve navigation - Complete external governance review and implement recommendations 34 35 Settle Annual Report 2022-23 ## 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: - Grants – increased by £231,242, primarily reflecting the receipt of two substantial multi-year grants from JPMorgan Chase Foundation and the National Lottery Community Fund. - Contracts – decreased by £5,850, primarily due to the end of the 18 month Settle Plus pilot; excluding this one-off pilot, contract income increased by 46% (£20,816) to £65,659. - Donations – decreased by £43,696, which is largely due to two significant one-off donations in the previous year. 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: - Restricted grants: £566,721 from 17 grants from 15 funders (2021/22: £390,929, 17 grants from 16 funders totalling). - Unrestricted grants: £55,350 from 4 unrestricted grants from 4 funders (2021/22: nil). 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. 36 37 Settle Annual Report 2022-23 ## 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. 39 38 Settle Annual Report 2022-23 ## 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 40 41 Settle Annual Report 2022-23 ## 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. 42 43 Settle Annual Report 2022-23 ## **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: - y examine the accounts under section 145 of the Charities Act, - y to follow the procedures laid down in the general Directions given by the Charity Commission (under section 145(5)(b) of the Charities Act, and - y to state whether particular matters have come to my attention ## **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: - y the accounting records were not kept in accordance with section 130 of the Charities Act; or - y the accounts did not accord with the accounting records; or ## **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. - y the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination. 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** 44 45 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. 46 47 Settle Annual Report 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** - a) These accounts (financial statements) have been prepared under the historic cost convention, on a going concern basis, with items recognised at cost or transaction value, unless otherwise stated in the relevant note(s), in accordance with: - (i) The Charities Act 2011 - (ii) The Financial Reporting Standard applicable in the UK and the Republic of Ireland, published on 16 July 2014 - (iii) Accounting & Reporting by Charities: Statement of Recommended Practice (Charities SORP FRS102) (second edition effective January 2019) to comply with the revised layout of the financial statements required by the Charities SORP (FRS102). - b) The charity meets the definition of a public benefit entity as defined by FRS 102. - c) The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern. ## 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: - Computer equipment 3 years Office equipment 5 years Fixtures and fittings 5 years Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. ## **Accounting policies** - h) Current assets and liabilities - d) Fund accounting - (i) Debtors are recognised at the settlement amount due. 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. - (ii) Prepayments are valued at the amount prepaid. - (iii) Cash comprises bank balances and any short-term highly liquid deposits - (iv) Creditors are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount, usually the invoice amount. - (v) Accrued charges are normally valued at their settlement amount. ## 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. 49 48 Settle Annual Report 2022-23 ## **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**| 50 51 Settle Annual Report 2022-23 ## **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. 52 53 Settle Annual Report 2022-23 ## **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| |**Tota**l||**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_ 54 55 Settle Annual Report 2022-23 ## _**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