Race Equality North Somerset Annual Report, 2024-2025
Contents
| Introduction from the Chair | 03 |
|---|---|
| Building Stronger, Building Together | 04 |
| Agency | 04 |
| Social Capital | 04 |
| Community Cohesion | 05 |
| Moving Forward | 06 |
| Racial Justice | 07 |
|---|---|
| Active Allies | 07 |
| Race Riots | 07 |
| Islamophobia Awareness Month | 08 |
| Holocaust Memorial Day | 08 |
| Council of Sanctuary | 09 |
| Many Cultures, One Community | 10 |
| Cultural Justice | 11 |
| Weston Mela | 12 |
| Black History Month | 13 |
| Social Justice | 14 |
| Health and Wellbeing | 14 |
| The Other Place | 15 |
| Cooking Challenge | 16 |
| Systems Change | 17 |
| Sharing Learning | 17 |
| Sharing Knowledge | 17 |
| Metrics | 17 |
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RENS Annual Report 2024-2025
Introduction from the Chair
During the period of this report (April 2024 to March 2025) our charity, like many others working on the front lines of racial justice issues, faced many challenges. We needed to look closely at our approach in relation to meeting the needs of the changing context, to ensure that our strategy and operations continued to deliver a considerable range of positive impacts across our community.
Our work is complexity-informed at core, with a systemic approach that operates at the intersection of racial justice, cultural justice, social justice and systems change.
The result is that we are actively engaged at many levels in our community. Our work at a strategic level includes contributing to policy reform in the civic space and facilitating community engagement. We work with service delivery organisations including the Police, the NHS, and those in the VCSE sector to help address inequalities, and we collaborate with Academic Researchers. In the community, we listen and respond to expressed needs, we seek to build capacity, community agency and equity. We provide The Other Place, as a safe, inclusive space for community-led action, projects of all kinds, and a wide variety of regular and occasional events. We host a Public Living Room run on Camerados principles, and a volunteer-run community kitchen.
This Annual Report cannot cover everything, but we are delighted to provide a few highlights that provide an insight to our approach. These have been selected as those most likely to act as strong foundations for long-term outcomes and impact.
Finally, on behalf of our trustees, I would like to express our gratitude for the generous support of our patron, Dennis Burn OBE, Deputy Lieutenant; Mohammed Saddiq, the Lord-Lieutenant of Somerset; Rob Beckley, the High Sheriff of Somerset; John CrockfordHawley, the Mayor of Weston; our Councils, both Councillors and Officers; our funders; the many organisations with whom we collaborate and, above all, our very hard-working team – especially our volunteers and supporters. Thank you, all.
We look forward to continuing to work together to help build a more equitable and inclusive community for all in North Somerset.
Ian Noah Chair, Board of Trustees
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Building Stronger, Building Together
During the year, as challenges internationally, nationally and locally continued to grow, the need for complexity-informed, strategic approaches became increasingly obvious.
Our work continued to be anchored by the four key workstreams identified in our Theory of Change: Racial, Cultural and Social Justice and Systems Change. However, as the year unfolded, three key, cross-cutting themes emerged. These are now being foregrounded as core considerations across all workstreams.
Agency
The impact of a lack of agency is profound, undermining all initiatives that seek to address the challenges people face.
Building capacity in the community through increasing opportunities for community members to take action based on their own lived experience, interests, and ideas is fundamental to our work.
The importance of agency is embodied in the philosophy and practices of The Other Place, an innovative, inclusive and collaborative space for community-led activities and experimentation. Although started and maintained by RENS, The Other Place is run by and for members of the community, and the fact that it is often seen as separate to RENS is a measure of its success.
The impact of lack of agency on marginalised communities is profound, undermining all initiatives that seek to address the challenges people face and there are no quick fixes. However, the importance of embedding questions of agency as a core consideration are highlighted by health inequalities research, and its absence carries high human, community and financial costs.
Social Capital
Similarly, whilst building trusted relationships has underpinned RENS approach for many years, the critical importance of this work has come into increasingly sharp focus over the last year. Bonding networks matter, particularly for individuals who would otherwise be isolated, and RENS continues to support the development of communities of interest and identity. However, for marginalised communities, social capital also requires strong bridging networks - the ability to access the breadth and variety of knowledge,
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Building Stronger, Building Together
experience and opportunity that exists within wider ecosystems. Our hybrid approach, with simultaneous engagement at civic, service delivery and community levels creates strong bridging networks between sectors and, increasingly an ecosystem that supports fast action, wide reach and targeted action.
The value of strong networks was demonstrated in the summer of 2024. Following the race riots, we called two urgent meetings to provide space for discussion and coordinated response and we were deeply grateful to all those who responded, including MPs, Police, Councillors, and community members.
For marginalised communities, social capital requires strong bridging networks - the ability to access the breadth and variety of knowledge, experience and opportunity that exists within wider ecosystems.
Community Cohesion
With anger and hate becoming more normalised, we need counter narratives that are equally visible.
Over the year, events globally and nationally highlighted how rapidly things can change. North Somerset is not immune and we began to experience a surge in deliberately divisive narratives. With anger and hate becoming more normalised, we need counter narratives that are equally visible – bringing people together, to know one another as neighbours and friends rather than strangers.
With support from RENS, the first ever Weston Mela brought together over a thousand people over the course of the afternoon, sharing culture, entertainment and food – with everyone dancing together. Many participants were unaware that Weston has such a rich and vibrant South Asian community and feedback on the event was overwhelmingly positive.
We also launched our Many Cultures, One Community campaign to promote diversity and unity, and to celebrate the benefits that come from being an inclusive community where all belong.
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Building Stronger, Building Together
Moving Forward
The three strands – Agency, Social Capital and Community Cohesion – are deeply interconnected and all are fundamental to the relational approaches that are now increasingly being adopted across public and VCSE sectors.
Failure to address any one of these considerations undermines the likely efficacy of work carried out to address the others, and all provide a touchstone for our work.
Additionally, the growth of overt and active racism
and racist narratives is undeniably a very clear call to action. Values and principles that have been historically accepted and that underpin much of our legislation and many of our society’s policies and practices, are now being contested, and there is an increasing need for us all to be clear about where we stand.
The growth of overt and active racism and racist narratives is undeniably a very clear call to action.
We are also very aware that the struggles facing all members of our community need to be addressed, not ignored. If we believe in equality, then we must all listen to and really hear one other. When resources are scarce it is easy to get drawn into arguing about who needs them most, but divide and rule has always served those in power and those who aspire to power better than those in need.
Creating a hostile environment for some affects us all; it disrupts, divides and destroys the cohesion within communities and makes many feel less safe.
Tackling these difficult and complex issues is a long term challenge that none of us can afford to lose, especially through ill-prepared thought or action.
More than ever, we needed to focus not only on what we were doing, but why.
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Racial Justice
With a rapidly changing and increasingly hostile context, with rises in overt racism and with direct challenge to accepted principles of equity, diversity, inclusion and belonging, our work on racial justice needed to adapt to meet new challenges.
While we continued to promote and support national, regional and local initiatives and educational activities that built awareness, our approach was iterative and we also began to focus more directly a range of activities that sought to build understanding.
Active Allies
Race Riots
In addition to and in support of our Making Anti-Racism Visible campaign, we launched our Active Allies network.
Through discussions with network members, we increasingly sought to take more complex – human rather than simply professional – factors into consideration.
Participants in the first workshop identified the need for support with difficult conversations, a need that was emphasised by the summer riots. Working with Ella Baker School of Organising, we subsequently ran Transformative Conversation workshops. These stimulated important discussions and were very well received.
The impact of our network meetings was not confined to the sessions, building deeper understandings between network members that had much wider benefits.
We all bore witness to the results of the hostile environment that demonises asylum seekers and Muslims and that has been years in the making. While there was relief that there were no overt disturbances in North Somerset, the underlying impact was still significant and very damaging to many members of our community. Many felt far more vulnerable in their work environment and on the streets due to the normalising of aggression and xenophobia. Others felt so unsafe that they were afraid to leave their homes.
As the only racial justice charity based in North Somerset, we responded to community concerns and held two meetings. These provided a shared safe space to listen to and acknowledge the fears, experiences and opinions of community representatives and stakeholders, including local MPs, Councillors and the police. From community feedback, we launched the ‘SafeTaxi’ service for those feeling vulnerable. We also set up a ‘Standing Together’ WhatsApp Group to facilitate ongoing conversation and positive action.
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Racial JusticeIntroduction
Islamophobia Awareness Month
The Race Riots publicly demonstrated the rapidly rising levels of Islamophobia in the UK and highlighted the importance of taking action to help prevent the weaponisation of hate. In past years, in addition to other activities, we have run very successful discussions. This year, post-riots, given the widespread impact on many members of our community, we believed that people would find a greater need than ever to discuss the issues. In fact, registrations were so low that we took the decision to cancel.
The Active Allies discussions had highlighted the fear of speaking about difficult issues and, with longer lead-in time and more publicity than other successful events, we had to assume that the desire for silence to avoid drawing attention was a factor.
Holocaust Memorial Day
We were very aware that many would find it harder to mark Holocaust Memorial Day at a time when Israel is being accused of genocide, but equally aware that silence allows hatred to flourish. In recognition of the importance of being able to have difficult conversations about the complex situations that arise in our lives, and in collaboration with HMD North Somerset and Refugees Welcome North Somerset, we trialled a new approach with two open discussions around the theme, ‘When silence isn’t golden’.
At both, initial questions were asked. How do we resist the weaponisation of identities and the dehumanisation of whole populations? How do we see beyond global and national narratives to the real consequences for our friends, neighbours and our communities? How do we find the words we need and the courage to speak? We then provided a quiet space – free of political agendas or driven outcomes – for reflective, respectful and thoughtful conversation, and shared feelings.
This approach was perhaps counter-intuitive. When things feel difficult, it is natural to want to be able to control the direction of conversations and this was an experiment with trusted partners. However, it succeeded beyond all expectations, with participants keen to have similar opportunities to share thoughts, feelings and experiences without a predefined direction of travel.
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Racial Justice
Council of Sanctuary
While there had been no visible evidence of growing division in Weston during the riots, this all changed with the motion calling on Weston Town Council to become a Council of Sanctuary. The demonstration against the motion was something that had not been seen in Weston before. Many who had intended to come to stand in support of the motion felt too intimidated to do so, and passed on by. Crowd control was needed to ensure the Chamber was not over capacity. Despite the heckling, objections and visible anger, the motion passed by a narrow margin.
This moment in time represented a clear turning point. The objections cited by some of those protesting against the motion went far beyond Asylum Seekers and included the ‘Great Replacement’ theory, a white supremacist narrative that targets all immigrants and all people of colour. Levels of racist beliefs, previously invisible to many, were finally and unavoidably starting to become visible.
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Many Cultures, One Community
This simple statement, first shared during the Weston Mela, was used to shape and launch a public campaign to celebrate diversity and promote inclusivity and belonging in our community.
It highlights the rich diversity of cultures that make up our world, our country and our local communities, and the strength that we have when we all come together.
As part of the campaign, we have distributed window stickers and badges widely.
In line with our principles, which favour agency over ownership, we also published an unbranded website containing open source resources, to be used freely by anyone who wished, manyculturesonecommunity. org.uk
Informal feedback has been that members of the Refugee community feel safer when the person they are speaking to is wearing a badge.
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Cultural Justice
Arts and culture is increasingly acknowledged as playing a vital part in individual and community health & wellbeing, and a way to unlock civic voice.
At present, local cultural community groups carry out significant amounts of work to support community wellbeing, largely unseen and on a voluntary basis. Bridging networks are extremely weak but tackling barriers to inclusion without addressing existing inequities is problematic, reinforcing existing power dynamics at best and becoming extractive and abusive at worst.
There is a clear need for cultural community organisations to be able to lead on creative activities and to develop and share these with the wider community on their own terms, to support the growth of an inclusive community and to help counteract growing narratives of hate. Cultural activities supported by RENS are run by members of the relevant community, with all invited to share.
In addition to the many cultural events and celebrations held at The Other Place through the year, our two major projects were the Weston Mela and Black History Month.
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Cultural Justice
Weston Mela
The first ever Weston Mela was a grass roots event organised by members of the diverse South Asian communities in North Somerset, supported by RENS.
Planning started with eight weeks to go and no funding in place, but with a strong belief that the community would come together to make it happen. The response was more than could have been hoped for!
Over 130 businesses, organisations and individuals contributed the funds needed. The project management and comms team worked at high speed to bring everything together, including setting up an independent, website, westonmela.org.uk and social media.
Many businesses and local organisations brought stalls, with food, beautiful craft items for sale, information, henna, art, craft and games, and over 30 volunteers ensured the event run smoothly.
Then there were the performers! A Dhol player, a guitarist, stunning dance and fashion performances from Weston Association of Malayalees and FYI Community, Afghan cultural dance and an outstanding performance from Chahat Mahmood Ali Qawwal on their international tour. These were enjoyed by more than a thousand people from all sectors of the community over the course of the afternoon.
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Cultural Justice
Black History Month
This was the fourth year that RENS has celebrated Black History Month.
As previously, we managed an independent website to advertise local and regional BHM events and our own activities, bhmns.org.uk .
Our exhibition on the theme of ‘Reclaiming Narratives’ was officially opened by the Mayor and we were delighted to partner with members of the Nigerian Community to celebrate Nigerian Independence Day as part of our launch event.
We were also delighted to partner with Louise Hill-Davies and the Weston College Global Majority Group to produce the BHM Annual Forum. This fully-booked event, with it’s diverse line-up of speakers, thought-provoking discussions and performances was a resounding success, and attracted high praise from the many who attended.
Throughout October, it was a pleasure to see increasing activity celebrating Black History Month in many different locations, and to join Nailsea Tithe Barn for what has become a fully-booked annual event.
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Social Justice
Social justice sits at the interface between social systems, the public sector and frequently marginalised communities. As funding reduces, tackling inequalities has become increasingly important. Collaborative ways of working, community engagement and community-led action have moved to the fore.
Inequalities manifest in many different systems including housing, employment, health and wellbeing. This year, our focus has primarily been on the latter two.
Health and Wellbeing
The growing focus on health inequalities resulted in significantly increased demand for RENS to work with organisations delivering statutory services – both as a consultee, and to facilitate connection with the global majority community.
In addition to attended regular meetings led by North Somerset Council and the ICB, RENS supported consultation on the new Joint Health and Wellbeing Strategy and other community engagement initiatives. We provided hot desking opportunities and also facilitated a wide variety of formal and informal meetings between service providers, and between service providers and community members.
Additional demand came from the Academic sector, as research priorities informed and mirrored the wider direction of travel.
Research requests primarily focussed on reaching global majority and frequently marginalised communities. Connections between the public sector and these communities are typically very weak, and are themselves a factor in the inequalities that exist. Trusted partners are essential and RENS actively collaborated on research initiatives led by Caafi Health, UWE and University of Bristol. Projects included looking at the priorities of the communities themselves, work on rare auto-immune conditions, and health inequalities in coastal communities (the latter as part of a major three year, UKRI funded research project across Blackpool, Hastings and Weston-super-Mare).
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Social Justice
The Other Place
The Other Place sits at the heart of RENS Social Justice strategy. The provision of space and comms support enables individuals and communities to take action on their own behalf.
There are regular bookings, from ESOL classes to Comic Book Club. There are the projects that we host, from Photography to Mental Health support. There are Council run meetings and consultations, community group meetings and celebrations. There are dance practice sessions, advice sessions, business launches, memorial gatherings. and a monthly programme of public events. These are promoted on The Other Place website, theotherplace.org.uk, on our facebook page and in our newsletter.
The variety of activities involving all sectors supports the natural development of bridging networks, with people who would have been unlikely to ever meet, coming together through shared events and common interests in a rich relational space.
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Social Justice
Cooking Challenge
The community kitchen is at the centre of The Other Place, with our international team of Chefs and Cooks regularly preparing food to share. Thanks to Weston Town Council and their Shaping Places for Healthier Lives Grant Funding, we were able to build on this and create our Cooking Challenge.
We began with Chefs and Cooks learning skills and recipes from one another, All members of the local community were invited to join us for lunch to taste the results! We set up a Cooking Circle Facebook group, facebook.com/groups/cookingcircle and a Cooking Challenge WhatsApp Group to increase reach and facilitate communications.
We had guest chefs and nutritional advisors, we took requests, and we celebrated festivals such as Holi and Nowruz with traditional food. As enthusiasm built, lunch socials took place almost daily - with over 600 meals served over the two months - and, as the list of people who wanted to learn to cook grew, so did our kitchen team.
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Systems Change
Our approach is complexity-informed at core, with a focus on community-led, safeto-fail experimentation, Participatory Action Research and creating the conditions for emergence. This approach underpins our work across all workstreams.
Throughout the year we have continued to actively explore the new ways of working that are emerging across the UK and that are proving effective in bringing about positive change.
Sharing Learning
To bring about desired change in a complex system, shared understandings matter.
We facilitated local discussion through a series of ‘watch together’ webinars, including webinars with Human Learning Systems, Betterway, and the Health Creation Alliance.
Bringing public and VCSE sector colleagues together for these discussions provided opportunities to better understand the system from different perspectives and consider how we might collaborate most effectively to tackle the challenges we are all facing in North Somerset.
Metrics
However, with new approaches come new challenges and, with a complexity-informed approach, one of the most important is measurement.
If our focus goes beyond pre-defined targets, what data should we gather? What matters?
We were delighted to work with Bristol University’s 180 Degrees Consulting, to explore new ways of understanding, measuring and communicating the impact of our work at a systemic level.
Sharing Knowledge
We are continuing to reflect on the importance of knowledge equity within a relational system. This is an often overlooked area of injustice and discrimination that maintains and reinforces unhelpful power dynamics. We’ve been working on our own online knowledge ecosystem, and have already started to use it to support active and well-informed collaboration.
We identified relationships as a key metric and asked some important questions:
-
What is the quality of the relationship?
-
Is there a shared why?
-
How about power dynamics?
-
Is there real trust?
-
Are there shared values?
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Systems Change
Metrics (continued)
Over the year we had engaged with over 100 organisations, and we considered each against a variety of factors. The example below shows type of relationship (on a transactional to relational scale) against our four work streams, each divided into two parts to distinguish levels of activity. For example, a focus on Equalities relates to but is not the same as a focus on Racial Justice.
This heatmap shows the areas of most intense activity, with the work on health inequalities creating a notable hot spot. It formed a basis for discussions with organisations about how we might move to more relational ways of working. These discussions alone began to show positive changes, and the direction of travel is being mapped over time to show impact.
Transactional to Relational
-
No personal contact
-
Some Interaction
-
Partnership Potential
-
Moving towards Partnership
-
Active Partnership
RENS Priorities
EQ = Equalities RJ = Racial Justice CU = Culture CJ = Cultural Justice SO = Social SJ = Social Justice CE = Community Engagement SC = Systems Change
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The Other Place, 81-83 Meadow Street, Weston-super-Mare BS23 1QL office@rens.org.uk www.rens.org.uk
Copyright ©️ 2025 Race Equality North Somerset
Race Equality North Somerset
Annual Report and Financial Statements
For the Year Ended 31 March 2025
Charity Registered in England and Wales Number: 1162483
Race Equality North Somerset Reference and Administrative Details For the Year Ended 31 March 2025
| Trustees | I Noah (Chair) |
|---|---|
| D Johnson | |
| M Marega | |
| M Robertson | |
| F Salim | |
| A Winder | |
| Registered Office | The Other Place |
| 81-83 Meadow Street | |
| Weston-super-Mare | |
| BS23 1QL | |
| Independent Examiner | Michelle Ferris BSc (Hons) FCA DChA |
| Albert Goodman LLP | |
| Goodwood House | |
| Blackbrook Park Avenue | |
| Taunton | |
| Somerset | |
| TA1 2PX |
Race Equality North Somerset Trustees’ Report For the Year Ended 31 March 2025
Race Equality North Somerset (“RENS”) (previously North Somerset Black and Minority Ethnic Network) is a registered charity. The Trustees present their Report, together with the Financial Statements of the charity for the year ended 31 March 2025, which have been prepared in accordance with the current statutory requirements, and its governing documents.
Constitution
Race Equality North Somerset is a Charitable Incorporated Organisation, number 1162483, controlled and managed by the trustees, under a governing document dated 1 July 2015 and amended 6 June 2024. The name of the charity was North Somerset Black and Minority Ethnic Network until 6 June 2024, when the charity changed it’s name to Race Equality North Somerset.
Trustees
The following were Trustees during the year and since the year end:
I Noah (Chair) S Ahmed (resigned 29 May 2025) Y Clark (resigned 5 September 2025) S Salim (appointed 15 August 2025, resigned 5 September 2025) D Johnson (appointed 5 September 2025) M Marega (appointed 5 September 2025) M Robertson (appointed 5 September 2025) F Salim (appointed 5 September 2025) A Winder (appointed 5 September 2025)
Trustees are appointed by the current board, based on their expertise and experience of the charity. New trustees receive a copy of the charity’s constitution, accounts and major policies on appointment. It is anticipated that any new trustees are likely to already be aware of the charity’s operations but full briefing will be given by existing trustees if required.
The charity is run on a day to day basis by its trustees. All trustees are volunteers and practically the operations are carried out by volunteers, both trustees and others. The charity does not have any paid staff.
The trustees consider the major risks to the charity at every meeting and what is being done to manage them.
Race Equality North Somerset Trustees’ Report For the Year Ended 31 March 2025
Principal Activities and Objectives
The objects of the CIO as set out in the governing document are: “ To promote the social inclusion for the public benefit by working with people in North Somerset who are socially excluded on the grounds of their ethnic origin and to relieve the needs of such people and assist them to integrate into society and to promote racial harmony, in particular but not exclusively by all or any of the following means:
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The advancement of education, social and economic inclusion and good race relations by eliminating discrimination on the grounds of race and encouraging equality of opportunity between the racial groups in the area of benefit;
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Assisting in the development of voluntary sector organisations representing those persons referred to above;
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Promoting the efficient application of resources for charitable purposes by charities and voluntary organisations working for the benefit of or for the furtherance of the minority ethnic voluntary sector in the area of benefit.
Achievements and Performance
The activities, achievements and performance of the charity are set out in the attached Annual Report.
Financial Review
The income of the charity increased by £21,146 in the year to 31 March 2025, to £119,284 (2024 - £98,138). Expenditure also increased from £38,785 to £107,182, meaning that the charity generated a surplus for the year of £12,102 (2024 – surplus of £59,353). Of the income received, £55,000 was restricted funds (2024 - £nil). Of the expenditure in the year, £15,020 was from restricted funds (2024 - £nil).
Overall, the funds of the charity carried forward totalled £101,103 (2024 - £89,001), of which £61,123 was unrestricted (2024 - £89,001) and £39,980 was restricted (2024 - £nil).
(Note: Related party transactions - Ian Noah (Trustee) is the partner of Alison Bancroft (Projects Director). It is acknowledged that Ian Noah has received reimbursements for payments and expenses made on behalf of the charity and that Alison Bancroft has received payments for her professional work for the charity – totalling £18,360.)
Race Equality North Somersgt Trustees, Report For the Year Ended 31 March 2025 Ststsment of Truste&8' Rospon8lbllltSes The trustees are spOnSible for preparing the Trustees, Report and the financial statements in accordance wrth applicable law and United Kingdom Accounting Standards relevant to smaller Ghartties preparing their accounts on the receipts and payments basis. The law applic8ble to charities in England & Wales requires the Iruslees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of Ihe income and expenditure of the charity for that period. In preparing these financial slalemenls, the trustees are required to.. select suitable accounting policies and then apply them consislenily., make judgments and accounting eslimales that are reasonable and prudent., State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements, and prepare the financial statements on the going concern basis unless il 1$ inappropriate to presume that the charity will continue in business. The trustees are responsible for maintaining proper accounting records which disck)se wrth reasonable accuracy al any lime the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deedl¢onslilLrtion. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Approved by the board on . and signed on their behalf by: l Noah Chair. Bo of Trustees
Race Equality North Somerset Independent Examiners’ Report For the Year Ended 31 March 2025
Independent examiner’s report to the Trustees of Race Equality North Somerset
I report to the trustees on my examination of the accounts of Race Equality North Somerset (“the charity”) for the year ended 31 March 2025.
Responsibilities and basis of report
As the charity’s trustees of the charity you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the 2011 Act”).
I report in respect of my examination of the charity’s accounts as carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Independent examiner’s statement
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
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accounting records were not kept in respect of the charity as required by section 130 of the 2011 Act; or
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the accounts do not comply with these records.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
………………………… Michelle Ferris BSc (Hons) FCA DChA Albert Goodman LLP Goodwood House Blackbrook Park Avenue Taunton Somerset TA1 2PX
Date: 30 January 2026
| Race Equality North Somerset Charity Name |
Race Equality North Somerset Charity Name |
Race Equality North Somerset Charity Name |
1162483 No (if any) |
1162483 No (if any) |
CC16a | |
|---|---|---|---|---|---|---|
| For the period from |
01/04/2024 Period start date |
To | 31/03/2025 Period end date |
|||
| Section A Receipts and payments | ||||||
| A1 Receipts | Unrestricted funds to the nearest £ 55,000 9,242 42 64,284 - - 64,284 11,975 - 43,180 3,168 4,188 1,902 2,840 5,155 1,240 1,119 1,226 1,584 5,199 1,242 40 1,714 495 106 3,979 35 376 1,399 - - - - - - - 92,162 - - 92,162 (27,878) 89,001 61,123 |
Restricted funds to the nearest £ 55,000 55,000 - - 55,000 - - 12,126 - 695 - - 18 - - - - - 228 - - - - 1,953 - - - - - - - - - - 15,020 - - 15,020 39,980 39,980 |
Endowment funds to the nearest £ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - |
Total funds to the nearest £ 110,000 9,242 42 119,284 |
Last year to the nearest £ |
|
| Grants received | 55,000 | 96,000 | ||||
| Donations | 9,242 | 1,450 | ||||
| Other Income | 42 | 688 | ||||
| Sub total(Gross income for AR) |
64,284 |
98,138 | ||||
| A2 Asset and investment sales, (see table). |
||||||
| - | - | - | ||||
| Sub total | - | - | - | |||
| Total receipts A3 Payments |
||||||
| 98,138 | ||||||
Rent |
11,975 | 11,100 | ||||
| Grantspaid | - | 9,000 | ||||
| Consulting | 43,180 | 5,421 | ||||
| Utilities | 3,168 | 3,352 | ||||
| General Consumables | 4,188 | 2,928 | ||||
| Accountancy | 1,902 | 2,001 | ||||
| IT software and Consumables | 2,840 | 1,359 | ||||
| Volunteer expenses | 5,155 | 1,274 | ||||
| Insurance | 1,240 | 1,235 | ||||
| Donations | 1,119 | 1,038 | ||||
| Telephone Charges | 1,226 | 815 | ||||
| Repairs and maintenance | 1,584 | 693 | ||||
| Events | 5,199 | 686 | ||||
| General expenses TOP | 1,242 | 608 | ||||
| TrainingCourses and classes | 40 | 464 | ||||
| Printing,Postage and Stationery | 1,714 | 460 | ||||
| Advertisingand marketing | 495 | 298 | ||||
| Bank Charges | 106 | 120 | ||||
| General expenses RENS | 3,979 | 56 | ||||
| Subscriptions | 35 | 35 | ||||
| Resources | 376 | 18 | ||||
| Rates | 1,399 | (4,176) | ||||
| - | ||||||
| - | ||||||
| - | ||||||
| - | ||||||
| - | ||||||
| - | ||||||
| - | ||||||
| Sub total | 92,162 | 38,785 | ||||
| A4 Asset and investment purchases (see table) |
||||||
| , | - | - | ||||
| Sub total | - | - | - | |||
| Total payments Net of receipts/(payments) A5 Transfers between funds A6 Cash funds last year end Cash funds this year end |
||||||
| 38,785 | ||||||
| (27,878) | 39,980 | 12,102 | 59,353 | |||
| - | - | |||||
| 89,001 | 89,001 | 29,648 | ||||
| 61,123 | 39,980 | 101,103 | 89,001 |
CCXX R1 accounts (SS)
28/01/2026
1
Section B Statement of assets and liabilities at the end of the period UnrnBtrlctsd Regtrl¢t•d funds fund# io twir•stE to n••yg•t Endowment fund$ to n9•t E 81 Cash funds Cash ai bank 8nd In hand 81.123 39,980 rotsl cash funds 61,123 39.980 urtrIct•d fund8 R¥¥trlctod fund¥ to n•arntst£ Eridowment fundB to ngarost E Debts¥ Fund to whlch 108ei b•lo Cuttont valuo tlonal Fund to whl¢h Co1 lopuoooll Cyrrgnt ¥DIu• onal B4 A880ts retalned for tho charlty's own u80 Fund to whl¢h Amount du• Wh•n du• 8S Llabllltl• Unfe51ncted 1,440 cre0itOF5 19,650 Other crediler8 UnE51rbcted 2,$00 S&ned by one or trust4 on b•haN of 011 th• trustee9 Dale of roval Slgnalure Prfnt Name f.X). Aè CCXX R2 accounts ISSI 28101r2026