## **Financial Year End 31[st] December 2023**
## **Report and Financial Accounts**
Charity registration 1164713
Registered Office: 85 Brookhill Rd, East Barnet, EN4 8TE
Trustees
Jonathan Beverly
Matt Lent
Lanre Jonathan Ige (resigned June 2023)
Oribi Davies
Matthew Aihie
Seema Mann
Hannah Guirao
Auditors: Critchley Audit LLP
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## **Chair’s Reflections 2023**
I am pleased to report on Young Barnet Foundation’s performance for 2023, a year that presented both challenges and opportunities for growth. As Chair of Trustees, I am proud to highlight the resilience and dedication of our team, who continued to provide invaluable support to our members and the wider community despite the ongoing cost-of-living crisis and increasing demand for mental health support.
YBF’s impact has been widely felt across the Borough through its close partnerships, particularly Barnet Together and the Alliance. These collaborations allowed us to connect, advocate for, and represent our members on key strategic platforms, ensuring their voices were heard and their contributions recognised in building a safer, fairer, and more connected Barnet. The support YBF has provided to its members continues to be hugely impactful for the sector: In 2023, YBF completed over 440 one-on-one member support sessions, secured more than £510,000 in grant funding through Space2Grow, and brokered 337 constructive connections that helped foster vital partnerships across the voluntary sector. The Space2Grow grants have helped local organisations deliver essential services, from educational support to mental health services, in alignment with our vision that every child and young person in Barnet has the opportunity to thrive.
YBF’s commitment to collaboration and empowerment has been key to its success. The 2023 Barnet Together Conference was a standout event, bringing together key stakeholders from the voluntary, community, public sectors, and funders. It provided a crucial platform for dialogue, collaboration, and sharing best practices to address the challenges faced by the Borough. The conference not only strengthened partnerships but also amplified the voice of the voluntary sector, ensuring it continues to be heard and is supported in playing an active role to shape a safer and more inclusive community. The success of this event highlighted the power of collective action and reinforced our commitment to working together for a brighter future for Barnet.
YBF also saw changes in its internal structure, with the departure of some key staff members in 2023. Yet, thanks to the resilience of the team and the leadership of Janet, the charity successfully adapted and continued to deliver exceptional results. This resilience and the ability to adapt to continue supporting our members and strategic partnerships is a sure sign of YBF’s strength.
I would like to take this opportunity to thank Janet and the YBF team for their tireless work throughout the year. Their dedication has been instrumental in the continued success of the charity. I wish to formally express my gratitude to my fellow Trustees, including those who stepped down during the year – Sangita Velani and Sarah Pavitt – for their service and contributions. I am also delighted to welcome our new trustees, Matthew Aihie, Hannah Guirao, Oribi Davies, and Seema Mann, who have already begun using their diverse skill sets to make valuable contributions to our governance. Although we are already in the 2024 reporting year, I also want to acknowledge the contribution and generosity of Lanre Ige, who recently stepped down from the Board, having joined at the same time as me in 2019.
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As we look ahead, I am confident that YBF will continue to rise to the challenges of 2024 and beyond, leading for the sector, empowering our members, supporting our community and partners, and working toward every child in Barnet having the opportunity to thrive.
## **Jonathan Beverly, Chair of the Board of Trustees**
## **Date: 16[th] October 2024**
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## **CEO’s Reflections 2023**
As I look back on the past year (2023), Young Barnet has achieved significant progress in increasing support for our members and the wider sector through our partnerships—Barnet Together and the Alliance.
We are privileged to work with a diverse membership and humbled that they return to us year on year, providing us with reassurance that our offer continues to meet their needs and in turn enables our members to meet the needs of our children/young people and families.
As a membership organisation, Young Barnet takes a holistic view of the Borough, continuously seeking to understand the changing needs of our children and young people, as well as the development needs of our members. This perspective shapes our delivery and informs the funding required to meet community needs. All of this positions us well to achieve not only for us as an organisation and our members but also the children/young people and families we all strive to support.
This also complements Barnet Together, the Borough’s infrastructure partnership
Our achievements in 2023 include:
## 1. **Member Support**
- Completed in excess of 441 Member 1-1s for capacity building and fundraising support
- Delivered training and networking opportunities.
- Representation and advocacy (over 1,637 hours of strategic meetings).
- Work with supplementary schools and mainstream schools.
- Brokered over 337 Constructive connections in 2023 alone helping to promote/grow partnership working.
## 2. **Barnet Together**
- Delivered jointly through BT the work on equalities and sector voice.
- Held another successful BT Sector Conference.
## **3. Young Barnet Foundation Operating Model**
- 2023 brought Management changes for the organisation with the departure of our longstanding Chief Operating Officer. We recognise the operational knowledge lost through departures of long serving staff can be destabilising; equally it can call on the organisation’s resilience, to regroup, broaden our knowledge and continue. We are pleased to say the latter prevailed.”.
- Continued review and uplift of the YBF policy and governance framework with a focus on embedding risk management in day-to-day processes.
Reporting on 2023 we cannot ignore the challenges faced by the charity sector, especially the escalating demands for mental health support for children and young people. Persistent issues of structural inequalities, the impact of COVID and the cost-of-living crisis further compound these challenges. Additionally, sector leaders and staff are experiencing increased wellbeing challenges due to sustained pressure, as they strive to deliver against the backdrop of extreme challenges and a very negative funding landscape. With our dedicated team at Young Barnet, we will continue to do what we are doing, be there to support our members, to be an arm around our membership when they need support most. We
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recognise that we cannot solve all the burdens experienced by our members, but we can continue to advocate on their behalf and look to implement partnership solutions where we can.
## **Mental Health and Leadership**
In 2023 Cllr. Sara Conway and other leaders from across London have been re-imagining ways of developing civic society in a post pandemic world, as part of the London Futures Project. Each participant was given a small allocation of funding to explore solutions in their Boroughs and together we sought to develop a pilot to support our Sector Leaders. After many discussions Mind were commissioned to develop the programme further and then run a pilot project. At this time, burn out was a very real threat. Through Cllr Sara Conway we had an opportunity to work in partnership (Barnet Together and Mind E&B) to run this pilot with a view to sourcing funding and wider rollout.
The main objectives were to explore the following: -
- _1)_ _**Your real job description** – looking at the life of a CEO through a psychological lens_
- _2)_ _**What’s going on?** – Covid, Complexity, Leadership, and recovery._
- _3)_ _**Wellbeing for leaders pt1** (How are you?) – a deep dive into wellbeing focusing on healing_
- _4)_ _**Wellbeing for leaders pt2 (** Self Defence for CEOs) – a toolkit for leaders_
- _5)_ _**The Crystal Ball** – what tools do we need for the future and what needs to be in place for the sector?_
Despite a successful project and funders interest, the burden on funding streams remains a challenge and we have not been able to attract funding for this as a broader project. That said, the threat of burn out and mental health issues remains a real problem for the sector, our leaders, and our workforces. We are grateful to Cllr Conway for allowing us to explore this important area of support for the VCFSE and we will continue to explore funding opportunities.
In the words of Alex Tambourides, _Mind Enfield and Barnet_ - “aside from the human cost of stress, trauma and poor mental health on people in leadership roles we need to acknowledge that the emotional wellbeing of a leader will influence their ability to support and steer the entire organisation, including its staff, and (via modelling) will set a tone for the rest of the workforce. A mentally healthy leader is in a better position to promote a mentally healthy and productive workforce. We need to shift our thinking to realise that supporting the mental health of leadership is crucial rather than the ‘nice to have.’ “
Looking ahead, Young Barnet remains committed to partnership working, data collection, member support, representation, and advocacy. We champion the voice of all the communities we serve, fostering safer, fairer, stronger, and more connected communities. Recognising that addressing sector challenges requires collective effort and innovative solutions, Young Barnet is dedicated to helping to shape a brighter future for our voluntary sector, our Borough, and its children.
A big thank you to our team at Young Barnet, their passion and drive is invaluable.
It takes a village to raise a child—or, in our case, a Borough!
**Janet Matthewson - CEO**
**Date: 16[th] October 2024**
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## **1.0 Board Structure, Governance and Management**
The Board assumes the responsibility for overseeing the governance of the Charity and holds a minimum of six meetings annually to fulfil its obligations. The Board of Trustees appoint the CEO, who is entrusted with managing the day-to-day operations of the organisation. The CEO provides regular reports to the Board and offers valuable insights, advice, and guidance on both strategic and operational matters. In order to facilitate efficient operations, the Board has granted the CEO delegated authority within the framework of approved delegation terms, as outlined in our policy and procedural documents ratified by the Board.
Our mission is to ensure that every child and young person in the Borough of Barnet has access to suitable activities, opportunities, and support services that cater to their needs.
Our vision is for all children and young people to thrive, and we work towards achieving this by empowering our members to reach their full potential.
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Main Trustee Board
Sub-Committees Working Groups
Finance & Risk People & Culture
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In support of the Board’s oversight of finances and risks, it has established a Finance, Audit and Risk Committee. This Committee is a sub-committee of the Board of Trustees and has delegated authority to monitor, report to the Trustees and make recommendations as required on all matters of their responsibilities including finance; external audit; whistleblowing, anti-fraud and corruption; and governance, controls and financial reporting.
The Board also carries out induction and training of new Trustees and encourages continuing learning and development of existing Trustees.
## **Remuneration**
The Board regularly reviews the remuneration of key management personnel including the CEO and COO. In determining the appropriate remuneration levels, it considers individual performance, market benchmarking, the rate of inflation, and the YBF budget.
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## **1.0 Financial Review**
Young Barnet Foundation continue to build the financial and accounting framework following the inaugural audited accounts and annual report in 2022. The operating model has been further developed with a robust process working with third parties outsourced service providers and industry recognised accounting systems.
## **Financial End of Year position**
These accounts represent the results of the charity for the period from the start of the fiscal year on 1st January 2023 to 31st December 2023. During the period the charity had total incoming resources of £1,349,734 and total outgoing resources of £1,197,927 resulting in net outgoing resources for the year of £151,807. Noting that the total income funds are 15% lower than the previous year due to an unprecedented commitment to funding during Covid-19, the consequent Vaccine Grants and of course the funds made available to the Ukrainian community following the Russian conflict.
As seen in the table below (an extract of the Annual Accounts), the income is presented as restricted funds and unrestricted funds in line with SORP accounting standards. John Lyons Charity continue to be a key funder through our Young People Foundations partnership and constitutes the majority of unrestricted income along with fundraising efforts throughout the year e.g. the Golf Day, Netball Fundraiser, and Christmas Campaign.
Grant income is the primary source of restricted funds through our Space2Grow programme, which reflects successful applications to our members which has enabled us to meet our strategic objectives to support our communities to thrive. Fundraising activities have been driven by a strong and well-managed bid process supported by experts within the team, and good relationships with funders. YBF have expanded their footprint in corporate and community fundraising, and we have seen an increase in donations and donor engagement. As well as income derived from Trust & Foundations, Government-backed Holiday Activity Funds (HAF) and Local Authority grants available to the voluntary sector have also been utilised. Core infrastructure funding from the London Borough of Barnet is provided to support operating costs, core staffing and fundraising resources.
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The charity's diversified income strategy not only strengthens its financial stability but also enhances its capacity to fulfil its mission and serve the community effectively.
Operating expenses continue to be manageable and in line with lower income in 2023, the expenditure was 23% less than total costs in 2022. Overall, YBF remains well-positioned for sustainable growth, supported by strong reserves and solid cash flow and prudent fiscal management.
## **Reserves policy**
The Young Barnet Foundation general reserves represent funds of the charity that are freely available, excluding designated funds and restricted funds.
The YBF holds a Reserve Policy and the Board of Trustees have set a desired general reserve level of six months operating costs to enable the ongoing operating expenditure in the event of reduced funding. The current level of reserves is considered aligned with the Reserve Policy and sufficient for the current operations and strategy of YBF.
The general reserves of the Young Barnet Foundation as at 31[st] December 2023 was £299,289.
The restricted reserves of the Young Barnet Foundation as at 31[st] December 2023 was £390,801.
The unrestricted reserves balance is in line with the YBF Reserves Policy and the Board of Trustees will continue to closely monitor and ensure in line with the future activities of the charity.
## **Financial Significant Event**
The turnover figure for Young Barnet Foundation is lower than the previous year end (24% reduction). The significant increase in funding and grants was unprecedented in 2022 with COVID funds, Vaccine Grants and Ukraine funding. 2023 income levels have returned to normal to be in line with annual turnover of the organisation.
The charity continues to operate at minimal risk, having no investments, loans or large debts.
All risks are overseen by the Finance and Risk Committee, who review the Risk Register at a minimum of twice per year and when necessary due to a significant event.
Relationships with all key funders are strong. The Board continue to seek alternative income diversification supported by the recruitment of 2 additional fundraising staff with a broad remit and expanded corporate and community fundraising. There is no significant concern to operating income moving into 2024, although we anticipate a greater demand for grants with external economic factors and cost of living impact.
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## **2.0 Our approach to risk, compliance and internal controls**
Risk Management is a priority for YBF and evident in our day-to-day operations: these include a robust finance operating model leveraging third party experts for bookkeeping, an enhanced operating model for HR processes, and governance adhering to data management regulation for employees, volunteers and members. Operational enhancements will continue to be an area of focus for continuous improvement”
YBF management in 2023 has focused on strengthening the policy and procedural framework, a key requirement as the team expands as well as, adapting and updating YBF processes and documentation to ensure compliance with relevant legislation
There are a number of scheduled activities throughout the year requiring the Board of Trustees to review and approve key deliverables such as the Risk Register, which is subject to an annual requirement to identify and assess external and internal risks to YBF and highlights potential high risks which need further attention and action to mitigate and manage.
There are a number of scheduled activities that need to be completed throughout the year requiring the Board of Trustees to review and approve e.g. YBF Risk register, an annual requirement to identify and assess the risks to the organisation and highlight any high risks with little to no action plans in place to mitigate and manage the risk. The Risk Register is organised according to Governance, External, Regulatory & Compliance, Financial and Operational Risk. Board of Trustees are engaged and contribute to the risk analysis, challenging conclusions to ensure the full extent of any potential risk has been measured. A full board discussion is programmed in annually with summarised findings presented.
The Risk Register is treated as a working document, and new or emerging risks are analysed for inclusion following significant events or as a result of Trustee Board discussions. The Board maintains a vigilant approach towards YBF’s policies and procedures, which include controls to ensure compliance with safeguarding, data protection and other relevant charity regulation. A periodic assessment of the Risk Register, including risk ratings and verifying the existence of adequate controls and systems is a recurring topic on the Trustee Board’s agenda. This is to ensure the YBF risk profile is fully understood at all levels of the organisation and to date, no high residual risks have been identified that are likely to result in a significant financial and/or operational impact to the organisation.
Designated members of the Trustee Board, based on their skill set and experience, meet regularly as a Finance and Risk Committee with a set agenda to provide efficient oversight of recognised risks and identification of new and emerging risks. Key matters are escalated to YBF management and the Trustee Board as relevant with discussion and conclusions minuted.
The review and update of the YBF policy framework has been a focus in 2023 to ensure the content is in line with regulation, as well as ensuring YBF are adapting and adopting good practice. As a mandatory requirement and in line with regulation set by the Charity Commission Young Barnet has implemented a standard process to demonstrate clear controls and process relating to safeguarding; integrated safeguarding considerations are now a standing item for Board reporting as well as our Risk register.
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Regular policy reviews are conducted to ensure that YBF adheres to relevant HR legislation, HMRC and pension regulation. YBF has also strengthened internal data handling processes.
As a charity, we are not delivering directly to the children/young people or vulnerable adults/public, essentially, our focus is on the groups that deliver services to that cohort. The same approach has been adopted for Health and Safety standards and addressed through a standing agenda of the Health and Safety Circle, engaging all team members across the organisation.
HR governance and processes are a critical foundation of people management and ensuring that YBF are adhering to HR legislation, HMRC and pension regulations. YBF have strengthened data processes with a more centralised database using Bright HR and updated policies and procedures for recruitment and ongoing data maintenance for all employees. Further to the safeguarding process mentioned above, YBF requires staff, volunteers, and Board of Trustees to undergo a Disclosure and Barring Service (DBS) check, subject to legislative safeguards.
GDPR is an extensive piece of legislation requiring specific knowledge and expertise to uplift all areas relating to data. Given the nature of YBF’s business, there are limited situations where personal data is handled, and consequent controls are required. However, YBF are committed to demonstrating compliance in terms of data classification and policy refresh and conducted a thorough GDPR-related self-assessment in mid-2023, and has successfully completed a checklist provided by the Information Commissioner's Office (ICO).
To oversee data protection matters and facilitate communication with the ICO in the event of any data breaches, the Board of Board of Trustees has designated a Data Protection Officer within the Senior Leadership Team who reports to the Trustee Board. As a result of these activities, the Trustee Board is confident YBF has fulfilled its obligations by establishing effective policy and processes to safeguard personal data.
We also have the following policies in place which support our work to manage risk and ensure compliance:
- Trustee Board Handbook
- Transparency & Accountability Policy
- Whistleblower Policy
- Staff Handbook
- Code of Ethics
- Complaints Policy
- Financial Controls Policy
## **Young Barnet Foundation Offices**
Young Barnet Foundation are based in the Old East Barnet Library, occupying the first floor, incorporation office space for all staff, a meeting/training room and co-working/networking space for our Barnet Together partners and YBF members. Young Barnet Foundation do not use more than 40,000kwh of energy consumption per year.
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## **3.0 Board Structure, Governance and Management**
The Board assumes the responsibility for overseeing the governance of the Charity and holds a minimum of six meetings annually to fulfil its obligations.
The Board of Trustees appoint the CEO, who is entrusted with managing the day-to-day operations of the organisation. The CEO provides regular reports to the Board and offers valuable insights, advice, and guidance on both strategic and operational matters. In order to facilitate efficient operations, the Board has granted the CEO delegated authority within the framework of approved delegation terms, as outlined in our policy and procedural documents ratified by the Board.
## **Current governance and oversight committees**
- ➢ Main Board (every 2 months)
- ➢ Operational Working Group (every 2 months/as needed)
- ➢ Finance & Risk Committee (quarterly)
- ➢ People & Culture Sub-Committees (annually)
- ➢ Working Groups Risk (semi-annual)
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## **4.0 Overarching YBF Objectives**
As an organisation, we put our members needs at the heart of what we do, this enables us to support groups to be the best that they can be for our children/young people and their families. We achieve this in the following ways -
1. Space 2 Grow - growing and operating a grants pot for CYP VCFSE in the Borough, through local giving, corporate fundraising and local events
2. Membership Development – providing advice and support, connecting members across the Borough, quarterly membership meetings.
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3. Developing consortium / partnership bids to support smaller players within the sector to receive grants and awards to support their delivery and provide resources directly to children and young people
4. Impact Monitoring – YBF team help organisations with their story telling, backed up by reliable data.
5. Barnet Together partnership – an active member in this partnership including the grant management of the Barnet Community Fund further driving funding into Barnet CYP Sector.
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**INVEST - Investing money, knowledge, time, in Barnet’s future**
**CONNECT - People, organisations, and communities**
**GROW - Capacity, funding, opportunities, activities, and services (sector development)**
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## **5.0 YBF and its Strategic Representation**
In the upcoming year, Young Barnet Foundation will continue its crucial role as the representative and advocate for the sector /our members, on various key strategic boards. Through active participation in these boards, we will ensure that we act as strong advocates for the sector, representing their interests, amplifying their views, and ensuring that their voice is heard.
We will strive to enhance the visibility of the sector and acknowledge its valuable contributions to creating a safer, stronger, fairer, and more connected Borough. The importance of this strategic representation of the sector is further illustrated through our membership survey (Jan 2024) with _91% of members feels that YBF represents and support the sector fairly._
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By serving as a bridge between our membership and the statutory services, we will act as brokers, promoting improved relationships and fostering better understanding.
This collaborative approach allows all partners to have a comprehensive view of the Borough's development, considering the contributions of the voluntary, community, faith, and social enterprise (VCFSE) sector, their development needs, and striking a balance with the needs of our children and young people. Through this collective effort, we can ensure that every child has the opportunity to thrive, ultimately creating a positive ripple effect throughout the community.
**Overview of Young Barnet Foundation’s strategic representation**
Our commitment to representing children and young people's interests extends to our work within Barnet Together, where we jointly hold strategic leadership roles for the voluntary, community, faith, and social enterprise (VCFSE) sector in Barnet. This collaboration further strengthens our ability to advocate for the sector and ensure its active involvement in decision-making processes that impact the lives of children and young people in our community.
## **6.0 Uniting Communities: A Journey of Inclusion and Empowerment**
At the heart of our charity’s mission lies a steadfast commitment to fostering inclusivity and empowering our diverse membership, which represents our community. We recognise that genuine change emerges from understanding and collaboration, and we remain dedicated to engaging and uplifting people from all walks of life.
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Our narrative unfolds with passion, empathy, and an unwavering dedication to creating a more harmonious and equal society. We understand the importance of safe and welcoming spaces where individuals from diverse backgrounds can come together, learn, and build relationships. Our networks serve as these vital spaces, fostering understanding, empathy, and mutual respect. They become catalysts for dialogue, education, and collaboration, breaking down barriers and fostering meaningful connections.
Through our Equalities Network, we engage in discussions and raise awareness of the challenges faced by our diverse communities. It is a space where collective responsibility thrives, and our members’ voices serve as the golden thread in our representation and advocacy. We firmly believe that we cannot affect change alone; it requires the active participation of our entire community.
Beyond direct engagement with our diverse membership, we champion advocacy; striving to eliminate systemic barriers and uphold the rights of all. Our collaborative efforts continue to shape a more equitable society.
By nurturing a culture of inclusivity within our organisation, we create opportunities for voices to resonate in decision-making processes, shaping our representation and strategic initiatives.
Within our leadership team—comprising trustees, staff, and volunteers—we celebrate diversity, valuing a range of perspectives and lived experiences. This commitment enriches our work as a membership organisation, reinforcing our dedication to unity, empowerment, and positive change.
## **2023: Empowering Our Community**
Our commitments remain resolute. We continue to work tirelessly to empower our community and enhance the lives of children and young people. We have achieved this through our: -
1. **Member-Centric Support:**
Collaborating closely with our members to identify their needs. Offering information, advice, guidance, and capacity-building support through funding assistance.
2. **Advocacy and Representation:** Representing and advocating for our members’ interests. We actively engage with public, private sector, local, and regional stakeholders to drive positive change.
3. **Strong Partnerships:** Fostering a robust partnership with our Local Authority and wider stakeholders. By leveraging their support, we enhanced sector development and improved outcomes for children and young people.
4. **Continuous Assessment and Solutions:**
- We continuously assess the sector’s development, identify gaps and needs. We have worked tirelessly to find viable solutions.
5. **Facilitating Connections:**
- Facilitated connections and networking among our youth groups, these well-supported pathways ensure positive outcomes for children and young people.
6. **Holistic Approach:** Taken a comprehensive view of needs—children, young people, families, and membership. Collaborated with stakeholders and funders to secure necessary support.
7. **Additional Funding Opportunities:** Proactively seeking out additional funding opportunities, supporting local organisations to meet community-specific needs.
8. **Space2Grow CYP Fund:**
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Provided funding support to youth projects in Barnet through our Space2Grow Children and Young People’s Fund.
## 9. **Fundraising Efforts:**
Engaged in fundraising activities for both the Space2Grow CYP Fund and the Barnet Community Fund, attracted additional funding from partners and funders.
## 10. **Thrive Together:**
Promoted and enhanced collaborative efforts so that every child has the opportunity to thrive.
## 11. **Effective Communication:**
Kept the sector informed through regular newsletters, networks, social media, and other channels.
## 12. **Annual Member Renewal:**
Conducted an annual member renewal process to capture the state of the sector, that informed member needs, to help us address the needs of children, young people, and families.
## **Together, we forge ahead, committed to positive impact and a brighter future for Barnet.**
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## **Member support - overview of activities**
A priority for the YBF team is Member Development supporting our members through regular engagement, providing training and connecting members across the Borough.
This is achieved through a number of different activities; the illustration below demonstrates the impact and outcome of the YBF efforts in 2023.
We are proud to highlight and provide examples of how we engage and support our members -
1) Networking meeting – regular Children and Young People’s network for members.
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2) Training 2023 - we have either led for our members or, worked with providers to put on for the sector has included:
- Volunteering Support – Volunteering Barnet
- Good Governance Workshop
- Youth Champion Mental Health First Aid
- Awareness Session: Supporting children of parents with a mental illness
- Deaf Awareness and Sign Language Workshop
- Upshot Workshop
- Charity Excellence Framework (CEF) Onboarding Session
- Engaging your audience with social media
YBF will continue to build out our training support as it is a critical component of our support to our members. This is support by the illustration below summarising feedback from our members on the delivery and benefits of our Fundraising Training Support Programme
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## **Constructive Connections in 2023: Fostering Collaboration and Partnership**
As part of our day-to-day activities, we consistently build partnerships, promote collaboration, and enhance capacity within the sector and beyond. These efforts contribute to better pathways of support for children and young people (CYP).
In 2023, we facilitated 337 constructive connections within our network. Many of these connections resulted in partnership projects and strengthened relationships between peers and sectors. Together, we forge a path toward positive impact and meaningful change for our community. Data is an important aspect of fostering collaboration and partnership and will continue to be a strategic goal of YBF. Young Barnet Foundation uses Salesforce CRM system along with supporting software to collate the data to evidence the added value impact that it brings to the local voluntary community faith and social enterprise sector.
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## **Strategic engagement**
## **The Holiday Activity with Food (HAF) project**
YBF co-ordinate and manage the HAF delivery, working with Barnet Council and our members that deliver holiday activities in the community. This is a restricted income project with 3 funding rounds in line with school holidays, Easter, Summer and Winter with £332,312 in total awarded and YBF are proud that 2,350 participants benefitted from this important government backed initiative
## **Space2Grow Children and Young People Fund**
Funding for our members is critical; YBF facilitated 8 funding rounds in 2023 totalling £510,088. This is a core component of our operating model. The data below provides an overview of total impact and outcome with full details of the funds awarded to members in 2023:
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## **Space2Grow CYP Fund - Grants to members – 2023**
|**2Grow CYP Fund - Grants to members – 2023**|||
|---|---|---|
|**Organisation Name**|**No. of**
**Awards**|**Total Award**|
|Northernland Trust|3|£109,280|
|Somali Bravanese Welfare Association in Barnet|4|£22,850|
|ETC YOUTH|3|£22,780|
|The Hope of Childs Hill(THOCH)|3|£21,400|
|Chaverim Youth Organisation|1|£19,200|
|Cricklewood BoxingClub|2|£18,200|
|Barnet CommunityProjects|4|£14,450|
|Holistic Education and Sport Support Services CIC|3|£14,240|
|ADDISS|2|£13,000|
|Barnet Lone Parent Centre|2|£13,000|
|Unitas Youth Zone|3|£12,560|
|The Axis Educational Trust|2|£12,350|
|Our Yard(Clitterhouse Project)|2|£10,983|
|Stonegrove CommunityTrust|2|£10,944|
|LiFT CIC|3|£10,665|
|GIVE YOUTH A BREAK|2|£9,984|
|Art Against Knives|1|£9,000|
|The Arts Depot Trust Ltd|1|£8,960|
|African Cultural Association|2|£8,800|
|Face Front Inclusive Theatre|1|£7,964|
|Tzvivos Hashem - Chabad GG|1|£7,680|
|LivingWayMinistries|3|£6,850|
|CommunityNetwork GroupCIC|2|£6,750|
|Exposure Organisation Limited|2|£6,500|
|Rephael House CounsellingCentre|1|£6,450|
|North London Communities Consortium|1|£6,400|
|SOTO Inspires CIC|1|£5,760|
|Strength and LearningThrough Horses|2|£5,652|
|Ball Out Community|3|£4,600|
|SweetTree Farmingfor All|2|£4,060|
|Persian Advice Bureau|1|£4,000|
|African Refugee Community|1|£4,000|
|Project ImpACT|1|£4,000|
|Mentor Wise|1|£4,000|
|Skills Exchange Project|1|£4,000|
|The BYT Project|1|£3,930|
|GrowingAgainst Violence|1|£3,925|
|Grow(We are Grow)|2|£3,892|
|The Bull Theatre|1|£3,840|
|Centre Of Excellence|1|£3,735|
|Barnet Churches Action(Hope Corner CC)|1|£3,700|
|Maze Organisation C.I.C|1|£3,490|
|BigBeat Playground|1|£3,353|
|RCCT CIC|1|£3,300|
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|The London HorseplayCentre|2|£3,250|
|---|---|---|
|Stonegrove Estates Youth Project(SEYP)|1|£3,200|
|Saracens Foundation|1|£2,880|
|Nene Tereza|1|£2,750|
|OYA Organisation of YoungAfricans|1|£2,750|
|Horn of Africa Women's and Children's Association|1|£2,750|
|Barnet Education Arts Trust|1|£1,600|
|7th Barnet Brownies and Rainbows|1|£1,000|
|Canons CC|2|£500|
|New Barnet CommunityAssociation|2|£500|
|Give. Help. Share.|2|£460|
|9th Muswell Hill Scout Group|2|£449|
|Phoenix Canoe Club Ltd|1|£250|
|Wild About Our Woods CIO|1|£250|
|Mother to Mother|1|£250|
|EbonyAmbassadors CIC|1|£250|
|Express Tuition|1|£250|
|Bread n Butter CIC|1|£250|
|Fun Unique Social Enterprise C.I.C.|1|£250|
|Dementia Prevention UK|1|£250|
|20th FinchleyScout Group|1|£250|
|Our Kids First|1|£247|
|Impact Barnet|1|£245|
|Mind BodyBalance Coaching|1|£240|
|Angie's KeepCalm and Sing group|1|£230|
|Action Youth Boxingintervention(AYBI)|1|£180|
|8th Hendon Scouts|1|£130|
|**Grand Total**|**111**|**£510,088**|
**Join us in this journey of empowerment and inclusion, where every child’s potential is nurtured, and barriers are dismantled.**
It has been well documented that smaller local groups are dependent on local grant pots to enable them to every for local people. The excerpt of our annual member survey below illustrates the different sources of funding for our members, however there is increasing demand for these funds. The shrinking of this strand of funding locally is having a detrimental effect on our local groups. For that reason, Space2Grow has become a crucial strand of funding within Barnet for those working with CYP. YBF is proud of the increasing funds raised since 2017 and will continue to be a core fundraising strategic goal for the team.
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## **Barnet Community Fund – reported under Barnet Together Alliance**
## **Supplementary Schools: Empowering Education and Inclusion**
Our unwavering commitment to supplementary schools continues. These community-based initiatives provide vital educational support for children who also attend mainstream schools. Many of these schools focus on specialised language, cultural, and often religious teaching for children from ethnic minorities. Through our Space2Grow initiative, we allocate £25,000 annually to enhance educational support by providing additional English, Maths or Science instruction to our Barnet-based schools. Collaborating closely with the National Resource Centre for Supplementary Education (NRCSE), we ensure that supplementary schools receive comprehensive support for their success.
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## **Christmas Gift Campaign**
Combining corporate fundraising and volunteer efforts, as well as engaging local corporates for Christmas present wrapping, over 2,500 gifts were distributed to the most disadvantaged CYP through our members/partners. The Christmas Gift campaign provides an opportunity to work with the local community as part of their Corporate and Social Responsibility objectives.
A group of volunteers wrapping Christmas gifts
## **Barnet Community Hub**
In East Barnet, the Barnet Community Hub has emerged as a vibrant co-working space, driving collaboration and innovation. It aimed to unite groups and organisations, inspiring them to achieve their goals and make a positive impact in the community. Its spacious layout, offering dedicated space for collaboration, strategy, and collective work.
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Beyond being a shared workspace, the Barnet Community Hub prioritised continuous learning and professional development. It served as a central hub for sector training, hosting diverse workshops, seminars, and skill-building sessions. The success of the Barnet Community Hub extended beyond its physical attributes, an old library building but the value is not in bricks and mortar but what we can achieve together. It has fostered a vibrant community, uniting individuals from diverse backgrounds and sectors to share insights, exchange perspectives, and collaborate on initiatives driving positive change.
## **Annual Member Renewal and Satisfaction Survey – State of the Sector**
It is important that YBF gathers key data and feedback to ensure core strategic objectives are being met. An annual Member Satisfaction Survey is completed providing critical data to support future strategic planning and adjust the delivery and collaboration approach if required. The data provides benchmarks of standards and highlights areas of focus and development.
Our member renewal (collected in January 2024) captures data from over 180 VCFSE organisations working with CYP/F in Barnet. It provides invaluable information about the sector, and the individual grassroots organisations. Not only do we better understand the challenges and changing needs within the CYP/F sector, but it also facilitates better collaborative working with our strategic partners across Barnet. We are also able to provide much more tailored support with our organisations where necessary.
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**----- Start of picture text -----**
Taken from the January 2024 member renewal
**----- End of picture text -----**
Taken from the 2024 member renewal survey
Testimonials and positive feedback are always appreciated, further cementing that our strategic objectives and collaboration is making a difference. This data is also beneficial for our bid writing and working with Trusts and Foundations for future funding, reiterating the need for this service and advocacy in the community.
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## **Findings & Analysis**
- VCFSE organisations vital work for the CYP/F sector continues amidst an ever-challenging backdrop. YBF members are reporting a decline in organisational health compared to the previous year’s renewal (carried out in January 2023). 66% are growing (67% in 2023) 32% are surviving (32% in 2023) and 2% are declining (1% in 2023).
- Capacity constraints remain a significant concern. The reduction in funding and staff well-being are of particular significance when considering the far-reaching impact of the ongoing cost of living crisis.
- Given the challenges presented by a reduction in accessible funding, the Space2Grow CYP fund remains an important vehicle for reaching vital grass roots organisations. Outside of Space2Grow, The National Lottery, John Lyon’s Charity and Local Authority are the most significant funders within the CYP/F sector.
- VCFSE organisations have noted that cost of living, mental health issues, limited social activities (social exclusion) and General poverty are the main concerns of their cohorts.
- Collaborations and partnership working continue to play a vital role in addressing the needs of the CYP/F sector.
## **Challenges for the Children and Young People (CYP) Sector ***
Our renewal data highlights that the cost of living is the top concern raised by our member cohorts. As we approach 2024, the landscape remains complex, with multi-faceted challenges demanding our attention. The pandemic and reduced statutory services have further underscored the need for additional capacity required for services, particularly in mental health, poverty, and education.
Organisations are highlighting access to funding support, small grants pots and networking opportunities as being of most importance to them, which is unsurprising when considering the significant pressures presented by the cost-of-living crisis.
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The cost-of-living crisis is presenting ongoing challenges in the form of a reduced funding availability which in turn constrains organisation delivery. It also affects staff wellbeing as capacity is ever increasingly stretched, further worsened by a diminishing pool of volunteers.
## **Growing – surviving - declining**
A core indicator of the state of the sector is to assess the strategic and organisation wellbeing of our members and of course provides a year-on-year comparison; the 2023 results confirm that 66% of members cite their organisational health as growing (124), 32% surviving (60) and 2% declining (4).
How many different young people have you worked with in the last 12 months? (Data from 188 members) 261,883 different young people worked with in the last 12 months [197,406 in 2023] *we do not capture data on CYP/F attending more than 1 group. 0-25 years plus parents.
## **Empowering Small and Local Charities: A Catalyst for Change**
Our members wield an incredible reach across communities, and evidence consistently shows that small and local charities possess extensive expertise in repairing the damage caused by lack of trust or gaps in local systems. When other entities fall short or lack trusted relationships, these charities step in, assisting individuals in transforming their lives.
This undertaking is of utmost importance. Moreover, our smaller charities gain valuable insights into areas where existing methods prove ineffective, enabling them to pioneer novel approaches to support. Their deep understanding of the issues often leads to viable solutions. Therefore, we firmly believe that our small and local charities should be empowered to leverage this knowledge, bringing about change, fostering innovation, and fortifying their communities. By doing so, we can prevent these problems altogether.
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We remain committed to nurturing and developing this work, ensuring that our Borough continues to benefit from the resilience and impact of our small and local charities.
## **More insight from the Barnet VCFSE CYP/F Sector**
Over the year of 2023 our approach was proactive, meeting challenges and overcoming them. However, our enthusiasm remains unwavering as we harness the potential of cross-sector partnerships.
Our focus for 2023 was consistent:
1. **Active Listening and Advocacy:** We actively listened, learned, and shared best practices. Our advocacy efforts championed small yet vital local groups.
2. **Supporting Our Members and Communities:** We steadfastly supported and championed our members and the communities they served.
3. **Collaborating to Address Inequality:** We collaborated with our members to address inequality.
4. **Personalised Support for Members:** We continued providing invaluable personal 1 to 1 support to our members, including bid writing assistance, facilitating connections with potential partners, and offering diverse funding, training, and capacity-building opportunities. This support empowered our members to diversify their income streams.
5. **Trusted Ally During Crisis:** Importantly, we maintained our role as a trusted ally, providing a safe and non-competitive space where members found reassurance and support during challenging times.
6. **Expanding the Holiday Activity and Food Program:** Building on lessons learned from the previous year, we continued supporting the sector in delivering high-quality offerings for our most disadvantaged children and young people. This initiative addressed the risk of hunger during school holidays.
7. **Collaboration with Like-Minded Partners:**
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We persisted in collaborating with partners who aligned with our mission and vision.
8. **Promoting Generous Leadership:**
- We worked with the community and partners to invest collectively in the local voluntary/community sector for children and young people.
9. **Expanding the Space2Grow CYP Fund:** Through financial contributions from partners, local businesses, and individuals, we strove to expand the Space2Grow CYP Fund.
10. **Advancing the Sector Manifesto:** We worked with partners to garner support and engagement from statutory partners, advancing our shared goals.
11. **Barnet Together: Addressing Sector Needs:** Our efforts through Barnet Together ensured that sector needs and resident concerns were heard and addressed.
12. **Collaboration with Young People’s Foundations:** We maintained collaboration with other Young People’s Foundations, supporting local trusted groups and creating safer, stronger, and more connected communities.
## **Generous Leadership: Empowering Our Communities**
Generous Leadership creates a space that motivates, inspires, and empowers all of us to do more within our communities. It fosters trust and collaboration, ensuring that our residents are the true beneficiaries. As Generous Leaders, let us look up and forward, working together to create safer, stronger, and more connected communities in Barnet. Our collective efforts aim for a safer, fairer, and more resilient community where every resident thrives.
## **Partnership Working**
## **Barnet Together & Barnet Together Alliance**
## **Building Partnerships and Fostering Generous Leadership**
Our unwavering commitment to building partnerships, promoting collaboration, and enhancing capacity continues. We take pride in highlighting the ongoing progress of the ‘Barnet Together’ partnership, which exemplifies our dedication to Generous Leadership.
Through our collaboration with Volunteering Barnet and Inclusion Barnet, we have strengthened our collective resources and amplified our unified voice alongside other strategic partners in the Borough. This collaborative approach has yielded tangible benefits for our members, including improved access to training opportunities and participation in events like our Conference.
Additionally, the Alliance with the council, is further strengthening the engagement with the sector. Together, we work towards a brighter future for Barnet, where generosity, collaboration, and community thrive.
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The expansion of the 'Barnet Together' partnership in recent years and the increasing endorsement of the Sector Manifesto demonstrates our collective efforts to build a more connected and cohesive community.
By forging closer relationships with key stakeholders, we aim to enhance the effectiveness of our initiatives and create a lasting impact on the lives of children, adults, and families throughout the Borough. www.BarnetTogether.org.uk
**A Better Barnet for all those who live and work in the Borough, based on real partnerships and active collaboration.**
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Working with local partners on behalf of the sector to influence, to shape, to represent and to advocate on behalf of the sector.
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## **Joint Working - 2023**
## **Barnet Together Networks (shared across the CYP/F and Adults sectors)**
We continued to represent and advocate for the sector, using our wider networks to keep us informed, ensuring that members’ voices were heard at a strategic level. The infographic below shows our wider themed engagement.
**----- Start of picture text -----**
Barnet Together Partnership
YBF VB IB LBB
Community Leadership
& Libraries Barnet Together Alliance
Strategic Board BT
Barnet Strategic CEO’s, LBB Senior BT Reference Group
Partnership
Representatives BT + Sector (VCFSE)
Health & Wellbeing
Board
LBB Strategy
Team Operational Leads
YBF Team VB Team IB Team
Ukraine Network Volunteering Steering Barnet FoodBank Community &
CEO's Supper Club
Group Group Network Faith
Learning Disability Volunteering Liaison Environmental
Strategic Partnership Group Network Equalities Network
**----- End of picture text -----**
## **Conference - Barnet Together Alliance**
Our second Barnet Together Alliance Conference was held on 2nd October 2023 with over 180 VCFSE representatives/partners/funders in attendance.
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As part of the recent conference, VCFSE attendees had the fantastic opportunity to network with funders, resulting in significant benefits for their respective projects and organisations. The event served as a dynamic platform for generating connections between members and potential financial supporters, amplifying their potential impact.
Through these one-to-one meetings, the members gained invaluable insights into the funding landscape and received firsthand guidance from experienced funders. They were able to articulate their ideas, showcase their projects, and establish personal connections with influential individuals in the funding community.
By interacting with funders, the members received constructive feedback and tailored advice to refine their project proposals. This direct engagement allowed them to better understand the funders' priorities, enabling them to align their projects more effectively with potential funding opportunities. The networking opportunities also fostered collaborations and partnerships among the members, encouraging the exchange of ideas, resources, and best practices.
Furthermore, the conference provided a platform for the members to build their professional networks. They connected with like-minded individuals and organisations working towards similar goals, forming alliances that have the potential to strengthen their projects and create lasting impact.
Overall, the networking opportunities at the conference empowered members to unlock new avenues for financial support, enhance their projects' visibility, and establish meaningful relationships within the funding community. Their participation in this conference will hopefully prove to be a catalyst for success, propelling their endeavours towards greater sustainability and achievement of their goals.
## **Barnet Community Innovation Fund (Administered by LBB, supported by Barnet Together)**
About the fund. The Community Innovation Fund (CIF) is for Barnet-based voluntary and community projects that aim to improve health and wellbeing in the Borough. Launched in spring 2021, the fund builds on the partnership work between Barnet Council, the voluntary sector, and the CCG during the COVID-19 community response. It is formed through Barnet Borough Partnership.
CIF is funded by the Barnet Integrated Care Partnership (Local NHS acute and community trusts, North Central London CCG and Barnet Council). It is co-designed with Barnet Together, which is the Borough’s voluntary sector infrastructure partnership.
The Barnet Community Innovation Fund is built on the principle that when residents, voluntary sector organisations and the public sector all work together, the benefit to our residents is greater and it creates culture of community innovation.
The fund’s key objectives are to support:
- the range of early intervention and prevention projects
- the development of stronger and more resilient sector
- the development of collaborative partnerships
- residents most disproportionately impacted by health inequalities.
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For 2023 we continued to work with LBB partners and NCL to further develop and participate in the Barnet Community Innovation Fund. Having helped develop the framework for the funding, application process (in consultation with our CEO’s network) acting as a critical friend, using the wider staff team of Barnet Together to support applications, then reviewing and assessing bids using our adults and CYP leads to crossassess applications from a VCFSE prospective and finally utilising the expertise of the BT leads as subject matter experts within the funding panel. £240,000 was given out in Autumn 2023 building on the £580,000 given out in 2021.
## **Barnet Community Fund (Barnet Togethers Wider Grant Funding)**
In response to the Coronavirus pandemic that began in March 2020, the Barnet Community Response Fund was established as a collaborative effort to address the emerging needs caused by the crisis. Since its inception, the fund has made a significant impact by providing financial support to community groups operating throughout the Borough, benefiting thousands of Barnet residents. The generosity of Barnet's residents, coupled with the support from the London Borough of Barnet, has been instrumental in sustaining this fund and fostering a sense of community solidarity during the challenging periods of lockdown.
Administered independently by Young Barnet Foundation on behalf of Barnet Together, the fund now known as Barnet Community Fund operates as a dedicated resource to facilitate financial assistance. Grant applications are assessed by a diverse panel representing various sectors, ensuring a fair and inclusive evaluation process. The fund was open to all community and charity groups that actively contributed to addressing needs within the London Borough of Barnet.
As we look ahead to the coming year, we remain committed to addressing the evolving needs of our community and continuing our support for the vital work carried out by local community groups and volunteers. Together, we will navigate the challenges posed by the pandemic and strive to build a resilient and compassionate community that stands strong in the face of adversity.
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The Barnet Community Fund continues to be a vehicle to get much needed funds to the wider sector to support Barnet Residents.
## **2023 Barnet Community Fund Activities**
## **Barnet Food Hub**
Barnet Food Hub continues to occupy the ground floor of our Community Hub. And operates a surplus food distribution hub supporting 18 food banks and other community groups, helping to address the cost-ofliving crisis and the accompanying growth in food poverty. The Food Hub has centralised distribution networks in the Borough which helps provide extra support to our community whilst also diverting food away from the waste cycle. As Barnet Together, our aim is to ensure that our foodbanks have the ability to provide sufficient, safe, and nutritious food to all those who use their services. All of this supports the Borough’s priorities in addressing food poverty and insecurity. It is a strong platform to promote positive messaging in a fight against food insecurity and the creation of a more resilient food system in Barnet, building on the joint work and commitment established during the fight against Covid-19. The operational lead for the Hub is Groundworks, with strategic leadership being offered by our CEO Janet Matthewson and Katrina Baker from Groundworks. A Cross-Sector Partnership on Food Insecurity is crucial to supporting the Borough’s approach to food poverty and insecurity.
This partnership enables us all to come together to support the Food Security Action Plan by: -
- Being a central point of contact for statutory and community partners regarding food support.
- Building relationships with/between foodbanks and community groups and wider stakeholders where appropriate.
- Running network meetings to support foodbanks and offer statutory partners a platform to engage directly with front line services.
- Helping strategic partners within the Borough to build up a picture regarding food insecurity/poverty by recording and collating data to fulfil reporting requirements and ensure service provision is guided by accurate insight.
- Supports the provision of food parcels for the holiday activity with food programme sponsored by the Department for Education.
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## **Statement of Trustees' Responsibilities**
The Board of Trustees are responsible for preparing the Trustees' Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The Board of Trustees are required by law to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources including the income and expenditure of the charitable company for that period.
In preparing these financial statements, the Board of Trustees are required to:
a) select suitable accounting policies and apply them consistently;
b) observe the methods and principles in the Charities SORP;
c) make judgements and estimates that are reasonable and prudent;
d) state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
e) prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The Board of Trustees are responsible for keeping adequate accounting records that disclose; with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Charities Act 2011.
They are also responsible for safeguarding the assets of the charitable company, and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Approved by Board of Trustees
Date ..[1] ..[6] .[t] .[h] ...[O] ..[c] .[t] .[o] ..[b] ..[e] .[r] ..[2] ..[0] .[2] ..[4] .....
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## **Independent auditor’s report to the trustees of The Young Barnet Foundation**
## **Opinion**
We have audited the financial statements of The Young Barnet Foundation (‘the charity’) for the year ended 31 December 2023 which comprise the Statement of Financial Activities, the Balance Sheet, the Cashflow statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 _The Financial Reporting Standard applicable in the UK and Republic of Ireland_ (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
- give a true and fair view of the state of the charity’s affairs as at 31 December 2023 and of its incoming resources and application of resources for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of The Charities Act 2011.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the _Auditor’s responsibilities for the audit of the financial statements_ section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the director’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Young Barnet Foundation’s ability to continue as a going concern for a period of at least 12 months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.
## **Other information**
The other information comprises the information included in the annual report, including the trustees’ report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
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Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report.
We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:
- the information given in the trustees’ report is inconsistent in any material respect with the financial statements; or
- sufficient accounting records have not been kept; or
- the financial statements are not in agreement with the accounting records; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the trustees’ responsibilities statement set out on page 36, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.
## **Auditor’s responsibilities for the audit of the financial statements**
We have been appointed as auditor under section 144 Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
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Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:
- the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;
- we identified the laws and regulations applicable to the company through discussions with directors and other management, and from our knowledge and experience;
- we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company.
- we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence where applicable; and
- identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.
We assessed the susceptibility of the company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:
- making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud;
- considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations; and
To address the risk of fraud through management bias and override of controls, we:
- performed analytical procedures to identify any unusual or unexpected relationships;
- tested journal entries to identify unusual transactions;
- assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias; and
- investigated the rationale behind significant or unusual transactions.
In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:
- agreeing financial statement disclosures to underlying supporting documentation;
- reading the minutes of meetings of those charged with governance;
- enquiring of management as to actual and potential litigation and claims;
- reviewing relevant correspondence.
There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of noncompliance. Auditing standards also limit the audit procedures required to identify non-compliance with
40
laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.
Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities.
This description forms part of our auditor’s report.
Critchleys Audit LLP is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.
## **Use of our report**
This report is made solely to the charity’s trustees, as a body, in accordance with The Charities Act 2011. Our audit work has been undertaken so that we might state to the trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
………………………………………………………………
Dated : 16[th] October 2024
## Robert Kirtland FCA
Critchleys Audit LLP, Statutory Auditor
Beaver House 23-38 Hythe Bridge Street Oxford OX1 2EP
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## **The Young Barnet Foundation**
## **Statement of Financial Activities**
## **Year ended 31 December 2023**
||**Note**|**Unrestricted**|**Restricted**|**Total Funds**|**Total Funds**|
|---|---|---|---|---|---|
|||**Funds**|**Funds**|**2023**|**2022**|
|||**£**|**£**|**£**|**£**|
|**Income & Endowments**||||||
|Donations & Legacies|2|242,069|-|242,069|258,160|
|Activities for generating funds|3|9,317|5,849|15,166|10,486|
|Investments|4|439|-|439|229|
|Charitable activity|5|14,992|1,077,068|1,092,060|1,304,042|
|**Total incoming resources**||**266,817**|**1,082,917**|**1,349,734**|**1,572,917**|
|Expenditure on:||||||
|Costs of raising funds|6|6,779|3,332|10,111|20,174|
|Charitable activity|8 & 9|177,790|1,010,026|1,187,816|1,517,205|
|**Total resources expended**||**184,569**|**1,013,358**|**1,197,927**|**1,537,379**|
|Net Income/(Expenditure) for the year||||||
|before transfers||82,248|69,559|151,807|35,538|
|Transfers between funds||2,907|(2,907)|-|-|
|Net Income/(Expenditure) for the year||85,155|66,652|151,807|35,538|
|**Net movement in funds**||**85,155**|**66,652**|**151,807**|**35,538**|
|Balances brought forward at||||||
|1st January 2023||214,134|324,149|538,283|502,745|
|Balances carried forward at||||||
|31st December 2023||299,289|390,801|690,090|538,283|
All disclosures relate only to continuing activities. All gains and losses in the year are included above.
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**The Young Barnet Foundation**
## **Balance Sheet**
## **As at 31 December 2023**
|**Note**
**Current Assets**
Debtors
12
Cash at bank and in hand
**Creditors**- amounts falling due
within one year
13
**Net current assets**
**Total net assets**
**Funds**
Restricted
14
Unrestricted - General|**2023**
**£**
286,487
559,980
846,467
156,377
690,090
**690,090**
390,801
299,289
**690,090**|**2022**
**£**
326,919
446,970|
|---|---|---|
|||773,889
235,606|
|||538,283|
||||
|||**538,283**|
|||324,149
214,134|
|||**538,283**|
16[th] October 2024
Approved by the Board of Trustees and authorised for issue on ............................................. and signed on its behalf by:
Jonathan Beverly
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|**The Young Barnet Foundation**|||||
|---|---|---|---|---|
|**Cash Flow Statement**|||||
|**Year ended 31 December 2023**|||||
||**Note**|**2023**||**2022**|
||||**£**|**£**|
|**Cash flows from operating activities**|||||
|Cash generated from operations|1|113,449||(131,933)|
|**Net cash provided by operating activities**||113,449||(131,933)|
|**Cash flows from investing activities**|||||
|Purchase of tangible fixed assets||-||-|
|Interest received||(439)||(229)|
|Net cash used in investing activities||(439)||(229)|
|**Change in cash and cash equivalents in**|||||
|**the reporting period**||113,010||(132,162)|
|**Cash and cash equivalents at the**|||||
|**beginning of the reporting period**||446,970||579,132|
||||||
|**Cash and cash equivalents at the end of**|||||
|**the reporting period**||**559,980**||**446,970**|
||||||
|**The Young Barnet Foundation**|||||
|**Notes to the Cash Flow Statement**|||||
|**for the year ended 31 December 2023**|||||
|**1. RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING**||||**ACTIVITIES**|
|||**2023**||**2022**|
||||**£**|**£**|
|**Net income/(expenditure) for the reporting period**|||||
|**(as per the Statement of Financial Activities)**||151,807||35,538|
|**Adjustments for:**|||||
|Depreciation charges||-||-|
|Interest received||439||229|
|(Increase)/decrease in debtors||40,432||(322,538)|
|Increase/(decrease) in creditors||(79,229)||154,838|
|**Net cash provided by operations**||**113,449**||**(131,933)**|
44
## **2. ANALYSIS OF CHANGES IN NET FUNDS**
|**2. ANALYSIS OF CHANGES IN NET FUNDS**||||
|---|---|---|---|
|**Net Cash**
Cash at bank
**Total**|**At 01.01.23**
**£**
446,970
446,970
**446,970**|**Cash flow**
**£**
113,010
113,010
**113,010**|**At 31.12.23**
**£**
559,980|
||||559,980|
|||||
||||**559,980**|
45
## **The Young Barnet Foundation**
## **Note to the Accounts for the year ended 31 December 2023**
## 1 **Accounting policies**
## **Charity Information**
The Young Barnet Foundation is a Charitable Incorporated Organisation. The principal address is Old East Barnet Library, 85 Brookhill Road, East Barnet, EN4 8SG.
## **Basis of preparation**
The financial statements have been prepared in accordance with Accounting and Reporting by charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Report Standard applicable in the UK and Republic of Ireland (FRS 102 effective 1 January 2015) & (Charities SORP FRS 102).
The Young Barnet Foundation meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.
## **Going Concern**
The Trustees consider that there is no material uncertainties about the charity's ability to continue as a going concern.
## **Grants**
Grants are recognised as income when the entitlement to the grant is certain. Grants made towards the costs of specific activities and services are classified as restricted income. Where services are not fully delivered in the period restricted income was received, the balance of the grant is held in restricted funds. Grants towards the cost of acquiring assets are classified as restricted income when received. A transfer is then made from restricted funds to unrestricted funds to reflect the purchase of capital items. Grants that provide core funding or a general contribution to the charity are included in voluntary income.
## **Voluntary income**
Voluntary income includes donations from individuals, trusts and companies, unrestricted grants and legacies.
## **Donations**
Donations are recognised once the charity has been notified of the donation.
## **Investment Income**
Investment Income is included gross or at the amounts receivable plus the attributable tax credit.
## **Fees and sales**
Fees for the supply of services are recognised when earned. Income received in advance for services to be delivered in the following year is treated as deferred income and included in creditors. Deferred Income in these financial statements is shown in Note 13 below.
## **Fund accounting**
Restricted funds are subject to restrictions imposed by the donor or by the specific terms of the charity appeal. These are accounted for seperately from unrestricted funds. Details of restricted funds are shown at Note 14.
46
Unrestricted funds are those which are not subject to restrictions. Any surpluses are available for use at the discretion of the trustees in furtherance of the objectives of the charity.
## **Expenditure**
Costs apportioned to activities include costs of staff time spent on each area of activity, costs directly incurred in order to deliver the activity, and support costs apportioned to the ratio of staff time on the area of activity to total staff time.
## **Pension costs**
The charity operates a group of personal pension scheme. The assets of the scheme are held seperately from those in the charity in independently administered funds. Payments in respect of current service contributions are charged in the accounts as they fall due.
## **Fixed Assets**
Tangible fixed assets costing more than £1000 are capitalised and depreciated over their useful lives and shown on the balance sheete at cost less accumulated depreciation. Depreciation is provided at the following rate: Computers and other equipment - 25% per annum.
## **Cash and cash equivalents**
Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.
## **Financial Instruments**
The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.
## **VAT**
Expenditure includes VAT which cannot be fully recovered from HM Revenue and Customs.
## **Liabilities**
The accruals concept is applied. Liabilities are recognised as soon as a legal or constructive obligation arises.
## **Tax status**
The company is a registered charity and is not liabile to Corporation Tax on its current activities.
## **Critical estimates and judgements**
In the application of the charity's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
## **Key sources of estimation uncertainty**
## **Grant income**
Grant income received in advance is deferred in order to recognise income when the associated project costs have been incurred and the work has been done and in accordance with the terms agreed with the grant provider.
47
## **Measurement of financial assets and financial liabilities**
Basic financial ssets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordniary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
48
## **Note to the Accounts for the year ended 31 December 2023**
|**2 Donations & Legacies**
Core grants
Donations
**3 Activities for raising funds**
Events
**4 Investment income**
Bank deposit and other interest
**5 Charitable activity**
Grants received
Project delivery
**6 Cost of raising funds**
Staff costs
Fundraising cost
Support costs|**Unrestricted**
226,078
15,991
242,069
**Unrestricted**
9,317
9,317
**Unrestricted**
-
14,992
14,992
**Unrestricted**
-
6,779
-
6,779|**Restricted**
-
-
-
**Restricted**
5,849
5,849
**Restricted**
603,459
473,609
1,077,068
**Restricted**
-
3,332
-
3,332|**2023**
**£**
226,078
15,991
242,069
**2023**
**£**
15,166
15,166
**2023**
**£**
439
439
**2023**
**£**
603,459
488,601
1,092,060
**2023**
**£**
-
10,111
-
10,111|**2022**
**£**
168,230
89,930|
|---|---|---|---|---|
|||||258,160|
|||||**2022**
**£**
10,486|
|||||10,486|
|||||**2022**
**£**
229|
|||||229|
|||||**2022**
**£**
1,302,609
1,433|
|||||1,304,042|
|||||**2022**
**£**
5,017
14,773
384|
|||||20,174|
|**7 Audit fees**
Included within governance cost - note
**8 Charitable activity**
Charitable activity
Salaries
Staff expenses
Grants
Support cost
Governance cost|7 is £5,760 (2022: £4,500) in respect of audit fees.
**Unrestricted**
**Restricted**
**2023**
**£**
**2022**
**£**
57,995
137,785
195,780
191,197
90,735
318,215
408,950
403,699
5,454
36
5,490
9,232
-
553,990
553,990
881,042
154,184
1,010,026
1,164,210
1,485,170
17,846
-
17,846
22,718
5,760
-
5,760
4,500
177,790
1,010,026
1,187,816
1,512,388|7 is £5,760 (2022: £4,500) in respect of audit fees.
**Unrestricted**
**Restricted**
**2023**
**£**
**2022**
**£**
57,995
137,785
195,780
191,197
90,735
318,215
408,950
403,699
5,454
36
5,490
9,232
-
553,990
553,990
881,042
154,184
1,010,026
1,164,210
1,485,170
17,846
-
17,846
22,718
5,760
-
5,760
4,500
177,790
1,010,026
1,187,816
1,512,388|
|---|---|---|
|||1,485,170|
|||22,718
4,500|
|||1,512,388|
49
|**9 Analysis of support costs**
Staff expenses
Office expenditure
Membership fee
IT expenditure
Finance & Insurance|**2023**
**£**
-
4,735
3,761
3,257
6,093
17,846|**2022**
**£**
1,220
13,564
2,398
5,992
8,860|
|---|---|---|
|||32,034|
Support costs have been apportioned using the ratio of time spent for each employee.
|**10 Staff costs**
Wages and salaries
Employer's national insurance
Pension costs
Volunteer expenses
Employee expenses and welfare
Staff training
Recruitment
Allocated as follows:
Fundraising
Charitable activity
Administration and support
Average number of employees and average number
of full time equivalent employees was:|**2023**
**£**
391,847
29,974
7,611
32
2,824
725
1,555
434,568
-
434,568
-
434,568
**2023**
15|**2022**
**£**
370,588
-
6,412
-
1,845
1,517
2,895|
|---|---|---|
|||383,257|
|||5,114
376,923
1,220|
|||383,257|
|||**2022**
14|
The emoluments of one staff member are within the range of £60,000 to £69,999 (2022 – none in the range £60,000 to £69,999)
The key management personnel of the charity comprise the trustees, the Chief Executive
Officer, and the Chief Operating Officer. The total remuneration of key management personnel during the year was £114,955 (2022: £105,790).
## **11 Board of Trustee expenses**
No expenses were paid to Trustees. No remuneration was paid to any Trustee.
|**12 Debtors**
Accrued income
Other debtors|**2023**
**£**
286,487
-
286,487|**2022**
**£**
322,115
4,804|
|---|---|---|
|||326,919|
All debtors are recoverable within one year.
50
|**13 Creditors**- amounts falling due within one year
Accrued expenditure
Grants payable
Taxation and social security
Deferred income
**14 Restricted Funds**
**Balance**
**1 January**
**2023**
Youth Voice
137
Young Londoners
126
Hendonian Trust
200
Co-op Fund
1,057
Community Excellence Framework
7,303
YBF Covid Projects
4,049
Foodbank Support
61,282
Upshot Project
105,460
HAF (Holiday Activity Fund)
(31,420)
Tesco
1,000
Barnet Community Fund
112,255
LBB
-
Space2Grow Children and Young People Fund
25,954
Grant MGT
6,000
Hadley Trust / Education Partnership
27,800
Infrastructure Support
(9,469)
Mental Health Project
6,421
Prevent Project
3,994
Ukraine
2,000
Tech For Good
-
NLC Health
-
Enrichment Coordinator
-
Mental Health Charter
-
Christmas Gift Campaign
-
**324,149**|**Incoming**
-
-
-
-
-
-
29,829
-
497,735
-
4,074
299,296
147,336
-
39,429
9,469
-
-
-
7,500
7,250
30,000
5,150
5,849
**1,082,917**|**2023**
**£**
41,075
113,729
1,573
-
156,377
**Outgoing**
1,137
126
-
1,057
7,303
-
52,750
42,183
361,179
-
14,584
184,412
228,158
-
67,229
-
6,421
3,994
-
-
7,250
30,000
2,243
3,332
**1,013,358**|**2022**
**£**
20,280
168,412
1,914
45,000
235,606
**Transfer**
1,000
-
-
-
-
(4,049)
-
-
-
(1,000)
12,049
-
-
(6,000)
-
-
-
-
(2,000)
-
-
-
(2,907)
-
**(2,907)**|**Balance**
**31**
**December**
**2023**
-
-
200
-
-
-
38,361
63,277
105,136
-
113,794
114,884
(54,868)
-
-
-
-
-
-
7,500
-
-
-
2,517|
|---|---|---|---|---|
|||||**390,801**|
51
|**Restricted Funds (Prior Year)**
Youth Voice
Young Londoners
Hendonian Trust
Co-op Fund
Community Excellence Framework
YBF Covid Projects
Enrichment Coordinator
Foodbank Support
National Lottery Reaching Communities
Upshot Project
HAF (Holiday Activity Fund)
Postcode Lottery Award
Tesco
Barnet Community Response Fund / LBB
Space2Grow Children and Young People Fund
Grant MGT
Education Partnership
Infrastructure Support
Mental Health Project
Prevent Project
Ukraine
Christmas Gift Campaign 2022|**Balance**
**1 January**
**2022**
137
126
200
1,057
7,303
4,049
-
28,888
(1)
-
-
14,464
1,000
174,666
97,788
-
-
-
-
-
-
-
**329,677**|**Incoming**
-
1,200
-
-
-
-
62,500
59,282
-
106,740
45,311
-
-
403,500
343,296
7,500
37,552
199,853
8,000
21,652
6,223
-
**1,302,609**|**Outgoing**
-
1,200
-
-
-
-
62,500
26,888
-
1,280
76,731
14,464
-
465,912
415,130
1,500
9,752
209,322
1,579
17,658
4,223
2,538
**1,310,677**|**Transfer**
-
-
-
-
-
-
-
-
(1)
-
-
-
-
-
-
-
-
-
-
-
-
(2,538)
**(2,539)**|**Balance**
**31**
**December**
**2022**
137
126
200
1,057
7,303
4,049
-
61,282
-
105,460
(31,420)
-
1,000
112,254
25,954
6,000
27,800
(9,469)
6,421
3,994
2,000
-|
|---|---|---|---|---|---|
||||||**324,148**|
**Youth Voice** - Survey of young people across Barnet to get their voice on the needs of children and young people in the Borough **Tesco -** Funding towards the cost of the Youth Voice survey as detailed above
**Young Londoners** - Mayor of London Funding tackling youth violence
**Hendonian Trust** - Local funding for small projects
**Co-op Fund** - Creating safe spaces for young people
**Community Excellence Framework** - Software development grant for an online quality mark
**YBF Covid Projects** - Covid response funding
**Foodbank Support** - Supporting the Barnet Foodhub to support foodbanks across the Borough
**Upshot Project** - Software development grant for an online monitoring and evaluation tool
**HAF (Holiday Activity Fund)** - Project Management of the Holiday Activity with Food fund for Barnet VCFSE sector **Barnet Community Response Fund** - Covid response funding for the VCFSE Children and Young People's sector
**LBB** - Grant Funding for Supporting the VCFSE CYP sector across Barnet
**Space2Grow Children and Young People Fund** - YBF's Grant Giving the VCFSE Children and Young People's Sector
**Grant MGT** - Management of the BCF Grant Funding for the VCFSE Sector
**Mental Health** - Grant for research and surveys supporting mental health across Barnet
**Prevent Project** - Grant for Management of the sub-contracting of work around the Government Prevent campaign
**Ukraine** - Support for the Ukraine refugee crisis
**Enrichment Coordinator** - Contract management of an enrichment coordinator across Barnet and other London Boroughs
52
**Hadley Trust / Education Partnership** - Grant funding for a Schools Liaison Officer and Administrator
**Mental Health Charter** - To coproduce and design a mental health charter for the Borough of Barnet, funded by Barnet Council **Tech for Good** - Supporting member groups to develop their tech knowledge and infrastructure **NLC Health** - To represent Barnet and the voice of volunteers on health issues
**Christmas Gift Campaign** - Supporting disadvantaged children across Barnet by distributing toys and gifts **Infrastructure Support -** To cover core costs of the charity
## **15 Analysis of net charity assets between funds**
|Current assets
Current liabilities
Total net assets|**Unrestricted**
**Funds**
**£**
341,937
(42,648)
299,289|**Restricted**
**Funds**
**£**
504,530
(113,729)
390,801|**Total Funds**
**£**
846,467
(156,377)|
|---|---|---|---|
||||690,090|
## **16 Grants Payable**
Grants to institutions:
|Barnet Community Response Fund
Space2Grow 24
Space2Grow 25
Space2Grow 26
Space2Grow 27
Space2Grow 28
Space2Grow Easter HAF 2023
Space2Grow 29
Space2Grow 30
Space2Grow Holiday Grant
Space2Grow 31
Space2Grow 32
**Grants above £10,000 are listed below:**
S2G Bace Holiday Grant
Cricklewood Boxing Club
S2G Bace Holiday Grant
Northern Land Trust
S2G Bace Holiday Grant
Northern Land Trust|**£**
8,780
3,593
12,500
-
63,001
16,768
33,440
71,274
3,408
263,584
74,975
3,057|
|---|---|
||**554,380**|
||14,400
38,400
38,400|
## **17 Related party transactions**
There were no related party transactions.
53