## Annual Report and ## Financial Statements 2023-24 Year ended 31[st] March 2024 360 Giving Trading as 360Giving c/o Sayer Vincent, 110 Golden Lane, London EC1Y 0TG Charity Registration Number. 1164883 Company Limited by Guarantee. Registration (England and Wales): 09668396. ## Annual Report 2023-24 ## Contents |Contents|| |---|---| |**Introduction**|**1**| |Welcome from the Chair|1| |Message from the Chief Executive|2| |Highlights of progress over the year|4| |About 360Giving|5| |Strategy goals|8| |**Strategic Report**|**9**| |Achievements and performance|9| |Progress on our goals and plans for the future|12| |Diversity, inclusion and wellbeing|26| |Challenges and learning|30| |Priorities for 2024-25|31| |Risks and uncertainties|32| |Financial review|34| |**Trustees’ Report**|**37**| |Structure and governance|37| |Statement of Trustees’ responsibilities|40| |**Independent Auditor’s Report**|**42**| |**Financial Statements**|**46**| |Statement of Financial Activities|46| |Balance Sheet|47| |Statement of Cash Flows|48| |Notes to the Financial Statements|49| |**Reference Information**|**61**| ## Introduction ## Welcome from the Chair In 2023-24, 360Giving was successful in building on strong foundations which will make it possible for us to achieve our ambitious strategy, to unleash the impact of grants data. We were particularly effective in increasing impact across the sector by showing what is possible with the data now available – and by building partnerships which will amplify this impact even further. In the past year, we reached several important milestones in the 360Giving story; over one million grants – collectively worth more than £265 billion – published using the 360Giving Data Standard, as well as more grantmakers sharing their data and more people using our tools to explore it, than ever before. This work has been critical for a sector, which is facing increasing challenges and the sharing of information and data is a vital part of the solution. All of this progress is made possible by everyone who supports our mission to make grantmaking more informed, effective and strategic. I’d like to thank the Trustees and staff team for their dedicated and tireless work this year, as well as all the funders who have published their data and our partners across the sector who share our vision. I’d also like to thank our own funders for their confidence and support. We have another big year ahead, as we look forward to the launch of a new flagship for the power of data in the UKGrantmaking platform. I’m immensely proud of everything we’ve achieved so far, and couldn’t be more excited for what’s next. The Trustees (who are also Directors of the charitable company for the purposes of the Companies Act) present their annual report together with audited financial statements of 360 Giving (trading as 360Giving) for the period ended 31st March 2024. ## Foz��Ir�a� Fozia Irfan OBE, Chair 360 Giving Annual Report and Financial Statements 2023-24 1 ## Message from the Chief Executive 2023-24 has seen a step-change in the ambition and achievements of the organisation. We consolidated the changes implemented in 2022-23 when we transitioned to the new strategy, and built on these changes to realise its impact. At the end of the year, there were **275 funders** sharing data on over **one million grants** worth **£265 billion** , with over **75,000** people accessing the data in the 360Giving tools alone. This mass of open grants data has enabled 360Giving to show what can be done with the data, to inform decision-making and influence better grantmaking practice in the UK. We have seen an exponential increase in people accessing and using the data over the last year - through the 360Giving tools, and through our research and analysis reports. We regularly contribute to roundtables and policy meetings infomed through this increased understanding of the funding picture. The data and insights are supporting more informed grantmaking and greater collaboration between funders. But we are not complacent. In autumn 2023 we undertook a thorough mid-strategy review of our 2022-25 strategy to ensure that we were still maximising our outcomes. We identified some areas for improvement but overall were progressing in a very positive direction and agreed to extend the current strategy to 2027 to focus on this impact. The 360Giving values of being purposeful, open, curious, collaborative and inclusive are deeply embedded in our organisational culture and inform and drive all our work. The approach to the UKGrantmaking project is a demonstration of that. We are pleased to be working in partnership with the funding sector bodies to deliver insight to funders, charities and policy makers. We’ve achieved a huge amount this year, and I’d like to thank the whole 360Giving team for their hard work and flexibility over a time of transition. The progress we made this year will underpin the success of our strategy in the years ahead, and help realise our goal for grantmaking in the UK to become more informed, effective and strategic. ## Tan��Coh�� Tania Cohen MBE, Chief Executive 360 Giving Annual Report and Financial Statements 2023-24 2 Highlights 2023-24 ftftftft 275 funders sharing data +11% 1,027,438 grants published to date +21/ 265bn Worth of grants +24% 257,476 GrantNav searches +40% 413 Workshop attendees +52% 3193 Read our reports and analysis +16% 360 Giving Annual Report and Financial Statements 2023-24 Highlights of progress over the year Number of funders sharing data 202Ck2021 126 2021-2022 35 190 2022-2023 23 224 202>2024 241 50 2CKI 250 3C(I New funders w Existing funders Number of grants published 202¢>2021 435.852 122.909 2021-2022 515.297 204.722 2022-2023 572.924 274.936 2023-2024 667.886 359.552 2(XJ.C()O 4(K),(K)O Non Govemment grants 6(JJ.(J)o 8(K).(K)O Govemment grants 1,000,0I)J Value of grants Published (£bn) 202Ck2021 30 70 2021-2022 139 2022-2023 38 175 202>2024 45 220 50 1C() Non Govemment grants 150 2CM) Govemmentgrants 250 3CKI GrantNav searches 2020-2021 129,230 2021-2022 133.612 2022-2023 183,584 2023-2024 257.476 50.OCO 1CO.CX)O 1￿1.(￿)0 2￿.(￿10 250.COO 3CQ.000 360 Giving Annual Report and Financial Statements 2023-24 ## About 360Giving ## **Our mission and vision** **Our vision** is for grantmaking in the UK to become more informed, effective and strategic. **Our aim** is for more money to go to where it is needed most to support communities and good causes through a more informed understanding of the grantmaking picture. **Our mission** is to help UK funders publish their grants data in an open, standardised way, and support people to understand and use this data to improve charitable giving. ## **Our approach** Everything that we do, and everything we intend to do, as an organisation is embedded in our five core values. These principles are ingrained into our culture, practices and priorities. **Purposeful** – We have a bold and ambitious aim for grantmaking to be more effective and strategic, by inspiring funders to use data in their decision-making. We’re focused on driving meaningful change in philanthropy for charities and improving outcomes for communities and good causes across the UK. **Open** – We champion open data for the public good. We help funders make grants data open and provide free, open-source, tools to make it more accessible, so others can use it to target resources where they’re needed most. We are open in our approach: we share ideas, challenges and lessons with others, and are open to feedback and committed to improvement. **Curious** – We’re inquisitive and we believe in using evidence. We inspire and enable people to use 360Giving data to better understand the voluntary sector. We support funders to use data to inform their decisions, share insights and learn from each other. **Collaborative** – We exist at the intersection of philanthropy, charities, data and tech. Through facilitating data sharing and insight in philanthropy, we work with funders, charities, policy makers, researchers, analysts and developers to achieve our objectives, and strive to support them to deliver theirs. **Inclusive** – We make data, our tools and support accessible to all. We prioritise people over tech, use clear language in explaining what we do, and strive to respond to people’s needs – whatever their level of knowledge or digital skills. 360 Giving Annual Report and Financial Statements 2023-24 5 ## **What we do** We support funders to publish their data using the 360Giving Data Standard. This enables them to share information on who, where and what they fund in a way that others can access and use for free. We also help people to access and use the data and have created tools to make it easy to explore, download and visualise. Because the data is standardised, it can be looked at and analysed together, helping us to see and understand grantmaking across the UK. We also provide research and insights to support and inform decision-making. ## **Our story** 360Giving was founded in 2015 by philanthropist Fran Perrin OBE because she wanted better information to inform her funding decisions. It is more important now than ever before for funding to be distributed strategically, as the needs of society far outweigh the available grants. Yet historically, there has been limited transparency in the philanthropy sector of how grantmaking organisations spend their money, making it hard to identify shared opportunities and challenges or to assess UK grantmaking and its impact on society as a whole. However, 360Giving has made a significant contribution to changing this. Over the last few years, publishing open grants data has become normalised and is expected practice for UK grantmakers. This means there is now a critical mass of open, comparable information available on UK grants. 275 of the UK’s leading funders – from national lottery funders and major foundations, to central and local government, to local community foundations and small family trusts – have joined the movement, publishing their grants data openly to help make grantmaking in the UK more informed, effective and strategic. Over £265bn of grants data can now be accessed and analysed for free with our tools, and over 70,000 people a year access and use this data. It’s now possible to see the grants given by different funders all together. We have created the foundations for which funders, the charity sector and beyond can identify opportunities and challenges, enabling real and meaningful change to take place. We need to build on this momentum and use our learning and the tools we have developed to get UK funders to shift the norm from merely sharing data to using it. The data has transformed the knowledge base of the sector, and now is the time for a permanent shift in data culture and practice. 360 Giving Annual Report and Financial Statements 2023-24 6 ## **Our Products and Tools** **360Giving Data Standard** – The 360Giving Data Standard is a uniform and consistent way to describe grants data. Publishing data using this Standard format means it’s easier to find, understand and analyse funding across the UK. **GrantNav** – GrantNav is our flagship search-engine for grants data. Explore and download data about where funding goes and how much is given – across billions of pounds of grants – for causes and communities across the UK. **360Insights** – 360Insights is a tool to help you understand funding better. Combine and visualise 360Giving, charity and location data to see an overview of grants by geography, recipient types and funders. **Data Quality Dashboard** – The Data Quality Dashboard shows the data quality of 360Giving data as a whole and for each individual publisher. It provides insights into the key features that make the data useful for analysis to help publishers to identify opportunities for their data to be improved. **Data Quality Tool** – The Data Quality Tool assesses key information about grants data to check whether it is valid against the 360Giving Data Standard format, as well as giving helpful feedback on any data quality issues. **Cost of Living Grants Tracker** – The Cost of Living Grants Tracker is an interactive dashboard to track cost of living crisis response grants. Explore and visualise cost of living response grants as they’re published by funders using the 360Giving Data Standard. - **COVID-19 Grants Tracker** – The COVID 19 Grants Tracker was launched during the pandemic and pulls together and visualises data published by funders in the 360Giving Data Standard about grants they made in response to the pandemic. **Widgets** – 360Giving widgets allow funders to embed their published 360Giving data on their own websites, showcasing their commitment to open grantmaking practices and demonstrating the kinds of projects and organisations they fund. **Data Registry** – The Data Registry is a list of all the funders that currently publish their grants data in the 360Giving Data Standard, with direct links to their data sources. **Resource Library** – The Resource Library is a collaboratively-built list of resources that can help funders, or people interested in grantmaking, to find, use and benefit from data. **Complete Guide to Publishing** – A comprehensive guide to help funders through the process of openly sharing their grants data in the 360Giving Data Standard. It covers the three main stages of this process: planning, preparing and publishing. 360 Giving Annual Report and Financial Statements 2023-24 7 ## Strategy goals - 360Giving’s 2022 27 Strategy has four core goals that describe the outcomes we want to achieve towards our vision of grantmaking in the UK to become more informed, effective and strategic. ## **Goal 1: Increase relevant data available for informed decision-making (more data)** Our focus is on retaining and proactively recruiting funders in priority groups to fill gaps in key funders sharing data and support more meaningful insights into UK grantmaking. We have also prioritised streamlining the publishing process to make it more efficient for funders to publish their data, and enhancing the guidance and support tools available to support funders to do so. ## **Goal 2: Improve the quality and depth of data for increased usefulness (better data)** We have made significant progress over recent years in increasing the volume of grants data available, but more focus is now needed on improving data quality and timeliness. We have been working towards this through automated communications and reporting to support the timeliness of publication, enhancing the scope of data available, and by providing a mechanism for grantees to request amendments to data published about them. We are also working to improve the depth of data available through developments to the 360Giving Data Standard. ## **Goal 3: Enhance data use for greater effectiveness (improved data use)** With more data available, we’re focused on increasing the number of people accessing the data to realise its impact through the development of existing tools and the creation of new ones. We’re also aiming to improve skills, knowledge and confidence to use the data through our training and workshops programme, and we’re developing partnerships and services to increase analysis and shared data use. ## **Goal 4: Lead and influence practice for impact (more impact)** A key focus is on increasing the amount and variety of analysis we do proactively to inform decision-making and inspire practice. We’re sharing learning, challenges and lessons, as well as successes, with other civil society organisations, and we’re growing our partnerships and advocacy work to ensure a supportive environment for 360Giving’s aims and mission. This year we undertook a mid-strategy review, and our Trustee Board agreed a two-year extension to our 2022 strategy, committing to our current priorities until 2027 as a longer-term commitment to the goals it set out. Further information about this is available on our website. 360 Giving Annual Report and Financial Statements 2023-24 8 ## Strategic Report ## Achievements and performance ## **Overview** In 2022 we launched our ambitious strategy ‘Unleashing the Impact of Grants Data’, which called for a fundamental change in how we think about and approach data in the grantmaking sectors. The new strategy required a step-change in how we work at 360Giving and 2022-23 was a period of great change as we transitioned to the new strategy, with changes to almost all elements of the way that we worked. In 2023-24, we consolidated and embedded these changes, building a strong foundation for future developments. We have already begun to see the results of the new strategy, and substantially grown our impact, capitalising on opportunities while adapting to new challenges. We have seen significant increases in people accessing and using the 360Giving tools, with the number of searches on GrantNav increasing by over 40% to over 250,000 searches during the year. Readership of our reports and analysis over the year far surpassed our original goal, attracting over 3,000 people during the year. We followed up the success of last year’s Voluntary Sector Infrastructure and Specialist Legal Advice Funding reports with our Snapshot: - 2021 22 analysis of grantmaking in the UK, which cut across different funding sectors and presented the data with interactive visualisations. The scale of engagement in these reports has increased awareness of what’s possible with the data, and helped start conversations and bring us into closer contact with major stakeholders in funders and policy makers. The Snapshot analysis also allowed us to prepare for a larger project that will serve as a flagship for both 360Giving and the power of grants data. Building on the relationships we have established across the sector, we began work on a platform to showcase the data and provide a deeper understanding of it: UKGrantmaking. This collective project launching in June 2024 will create a new hub for data and insights that will place the data in context, and which will serve as a tangible resource that demonstrates how sharing high quality data can help inform understanding and strategy. Our training and workshops have also grown exponentially, with 413 attendees – more than double our target for 2023-24. These sessions have provided guidance for organisations sharing their data, how to make the best use of our tools to explore the data, and training to develop the skills needed to improve data use. We also provided in-house training sessions for 360 Giving Annual Report and Financial Statements 2023-24 9 partner organisations, placing these alongside our wider offer of paid-for consultancy and analysis which also expanded during the year. Considering the pace of change in implementing the 2022-25 strategy, and in line with our values of being curious, open and purposeful, we also took the time in November 2023 to take a step back and carry out a mid-strategy review of our progress so far. This allowed us to assess how the landscape has changed since we created the strategy in 2021, where we have seen greater or less impact than expected, and what changes are needed to respond to these considerations. We found that the goals of the strategy are still right, and extended it to March 2027 as a long-term commitment to achieving the transformational change needed to improve grantmaking in the UK. This process has given us a plan for the future that allows us to maximise our impact, while being flexible to changes in our wider environment; giving us more time and capability to achieve the ambitious aims of the strategy. Overall in 2023-24, we have consolidated and embedded our changes and learning, but also seen the results of the new strategy with substantial increases in our outcomes, impact and profile which we will continue to build on and extend. ## **Headline targets and milestones** Below is a summary of how we have performed against the headline targets and milestones set out in our previous annual report. Green status indicates that the target has been achieved and amber that an element of the target was not met or was achieved after year-end. |**Target**|**Goal**|**Result**|**Status**| |---|---|---|---| |325 funders
publishing grants
data by end of March
2024|Goal 1|We ended this year with 275 funders
sharing grants data (March 2023: 247).
During the year we agreed to extend the
strategy to 2027 and targets for recruitment
were rephased to prioritise quality and data
use over pure volume. While we are behind
the original plans, we are on track for the
new targets|**Amber**| |60% funders
reporting that it is
easy to publish data|Goal 1|72% of responders to our outcomes survey
reported that it was easy to publish their
data using the 360Giving Data Standard with
the support provided by 360Giving (March
2023: 50%). This large increase is a
refection that the investment made in
support and our Helpdesk has made a big
difference.|**Green**| 360 Giving Annual Report and Financial Statements 2023-24 10 |45% of funders
publish and update
independently|Goal 1|This has been exceeded with 60% of overall
funders publishing/updating without manual
intervention, and 92% of those who have
updated their data in the last 12 months
doing so independently. This has allowed us
to support more funders within our existing
capacity.|**Green**| |---|---|---|---| |75% of funders
achieving a “good”
quality score|Goal 2|This target was missed within the time
period, with 72% achieving a “good” quality
score (March 2023: 72%). However, there
have been improvements in some areas and
we are planning more proactive campaigns
in 2024-25|**Amber**| |25 funders adopting
new Data Standard
features or
extensions|Goal 2|24 unique funders have used 28 features in
the published data, with many more
adopting the Data Standard features during
the year but not yet publishing their data for
2023-24. (March 2023: 5)|**Green**| |At least 85,000 visits
to 360Giving’s data
tools|Goal 3|There were 111,815 visits to 360Giving’s
data tools during the year – a 41% increase
from the previous year (March 2023:
79,512). This has been largely driven by
signifcant increases in GrantNav users,
particularly between January and March
2024.|**Green**| |At least 200 people
attend 360Giving’s
learning events|Goal 3|413 people attended learning events,
signifcantly exceeding the target. This was
largely driven by the popularity of our series
of ‘Introduction to…’ workshops including
Introduction to Publishing, GrantNav, and the
DEI Data Standard (March 2023: 271)|**Green**| |Over 600 people read
360Giving’s reports
and analysis|Goal 4|There were 3,193 readers of the 360Giving
reports and analysis (March 2023: 2,734 -
included exceptional response to
infrastructure report). This included 859
readers of the Sector Infrastructure report
published in March 2023 (on top of the
1,522 readers in March 2023) and 2,020
readers of the Snapshot analysis. These
fgures represent a signifcant increase in
the engagement with our work - and also
contributed to the increases in uses of the
data with increases in GrantNav user|**Green**| 360 Giving Annual Report and Financial Statements 2023-24 11 |||coinciding with report and analysis
launches, but being sustained after.|| |---|---|---|---| |60% of funders
publishing their open
grants data
self-report using
360Giving data or
analysis to inform
decision-making|Goal 4|39% of respondents reported using
360Giving data or analysis to inform
decision-making, short of our target and last
year (March 2023: 50%).
This is at odds with the other related
indicators such as the high number of
people reading and engaging in the tools
and the reports, with 88% of funders
publishing their data reporting fnding the
360Giving tools useful, and 66% of
responders reporting sharing reports and
analysis with colleagues.
This may be an anomaly in the survey
responses, but we will explore how our
reports and analysis might include more
directly actionable insights.|**Amber**| ## **Progress on our goals and plans for the future** During 2023-24 we made significant progress towards achieving the goals set out in the 2022-27 strategy. Here we have outlined our results, the actions that we have taken, how we have worked with others, what we have learned, and our plans for 2024-25. ## **Goal 1: Increase relevant data available for informed decision-making** ## **Goal 1a: Retain and proactively recruit funders in priority groups** ## **Achievements and progress** We ended the year with 275 funders (2022-23: 247) openly sharing 1,028,817 grants (2022-23: 846,350) using the 360Giving Data Standard, which is an 11% increase in the number of funders and 22% increase in the number of grants since last year. The total value of grants shared reached £265 billion this year (2022-23: £213bn). We saw 34 (2022-23: 23) sharing their data for the first time but did not achieve our target of 325 funders sharing data by March 2024 due to the need to prioritise quality over quantity, and we were 12 months behind where we hoped to be. With the extension of our strategy to March 2027 we have rephased our targets over this longer period which we believe is achievable in this timeframe. Proactive recruitment activities require a high level of engagement and due to limited capacity we prioritised raising awareness of 360Giving publishing with funders of grants to individuals, 360 Giving Annual Report and Financial Statements 2023-24 12 following the update to the Standard in 2022-23 which enables this data to be shared responsibly. We rolled out dedicated guidance and support, and ended the year with nine funders of grants to individuals already publishing their data, and more funders in the pipeline working towards sharing their data over the coming months. ## **Reflections and learning** Despite limited proactive recruitment activities, we saw a 48% increase in the number of new funders compared to last year and we are pleased to have achieved a significant milestone with over one million grants published and searchable in GrantNav. Retention of existing funders was a particular challenge, with a significant number of funders’ data going offline due to their website changes or technical issues, and taking several months to get the grants back into our tools. We responded by adapting our policies to extend the period where backup data appears in our tools from one to three months, to reduce the pressure on our and funders resources. However at the end of the year data from six funders who had been publishing was offline, resulting in the net increase in funders being reduced to 28. As our base of funders publishing their data grows and matures, we expect to see challenges of data going offline and other retention issues continuing, so we will be developing a new retention strategy in the coming year. ## **Plans for the future** We will use the launch of the UKGrantmaking project to support our proactive publisher recruitment strategy, working with sector partners to engage with key target funders. The analysis will provide a tangible demonstration of the benefits of publishing for funders and the wider sector, and there will be a clear call to action for funders who want to be included in the next report or subsequent benchmarking analysis. We will be particularly working in partnership with London Funders to provide support to get more of their members publishing, in particular piloting tailored support approaches for increasing the number of London Local Authorities publishing data. ## **Goal 1b: Improve ease and efficiency of data publishing** ## **Achievements and progress** This year we established an improved Helpdesk function with a new Helpdesk Officer role starting in June 2023, and focused on making our support more accessible and rolling out approaches developed in the previous year that enable funders to be more self-servicing. In late March 2023 we launched a new way for funders to publish and update their data in our tools, called Data File Submission, and this enabled us to increase the number of funders publishing independently (without manual intervention to record their files on the registry) to 360 Giving Annual Report and Financial Statements 2023-24 13 68% (2022-23: 21%) greatly exceeding our target, which represented 92% of the funders that published or updated their data in the period. Having introduced free 1-1 publishing support calls in December 2022, in 2023-24, the first full year of offering this service, we held 95 (2022-23: 30) sessions and added the option for publishing support via telephone in September 2023. We delivered three ‘Introduction to Publishing’ workshops and two new ‘How to publish 360Giving data’ workshops focused on practical tips and guidance aimed at both new and existing 360Giving publishing organisations. Including three workshops on publishing grants to individuals, our eight free publishing workshops held during the year had 162 (2022-23: 68) attendees, with 93% (2022-23: 89%) reporting increased knowledge and confidence as a result. In our annual customer survey, 72% (2022-23: 50%) of people responsible for publishing data reported that it was easy or very easy to publish their data. This is a big shift in one year and is a testament to the changes and new support put in place. Of those that found it difficult, the main barriers reported were their own internal systems and databases, and their own time and capacity to prepare the data. ## **Reflections and learning** Having put in place the infrastructure to support more efficient Helpdesk processes in 2022-23, we saw these investments pay off with the majority of funders shifting to self-servicing in publishing and updating, freeing us up to spend more time providing a wider range of support options for funders who need it most. This year we have seen new funders moving quickly through the publishing process, with half taking three months or less between entering the pipeline and publishing for the first time, and over 70% taking less than six months. With our new self-service processes and full programme of workshops in place, for the first time we’ve seen examples of new funders successfully publishing with no direct support from Helpdesk staff in preparing their data. Where we have needed to provide more direct support, this has often been due to staff turnover and systems changes in existing funders publishing their data, which results in a loss of organisational knowledge about the publishing process and their own data, and a need to start from scratch. This has prompted us to start actively encouraging funders to keep better documentation about their processes as they go along, and we will be exploring ways to support funders to embed publishing knowledge in organisations so that personnel and system changes have less of an impact. 360 Giving Annual Report and Financial Statements 2023-24 14 ## **Plans for the future** In the coming year we will make further improvements to our internal systems, in particular to ensure our CRM (Customer Relationship Management database) supports the efficient delivery of the Helpdesk function. This will allow us to support a growing funder base and get better data about the common issues organisations face and where people get stuck, so we can see where improvements can make the most impact in increasing the ease of publishing. We will also be focusing on improving our guidance, including developing more checklists and quick-start guidance, and exploring different formats, including video. Postponed due to reduced capacity in 2023-24, we will start to explore ways to work with grantmaking database providers and consultants to make publishing technically easier and improve data quality, which has the potential to benefit existing funders publishing their data as well reducing the barriers for new funders to start publishing. ## **Goal 2: Improve the quality and depth of data for increased usefulness** ## **Goal 2a: Increase the quality of data** ## **Achievements and progress** As part of our strategy, we have shifted emphasis to increasing the quantity of the data to improving its usefulness. Due to limited capacity, we carried out one data quality campaign in December to encourage funders to update their data to include grants awarded in 2022-23 to ensure their inclusion in the forthcoming UKGrantmaking analysis. Overall, 74% of active grantmakers (defined as those making grants in the period) published data and at the end of the year, 42% (2022-23: 40%) of funders had shared grants which were distributed in the last six months. The proportion of funders achieving a good data quality score, based on the usefulness of their data, remained static at 72% (2022-23: 72%), and there was a small drop in funders using five or more recommended Data Standard fields in their grants data to 61% (2022-23: 62%). The number of funders with a majority of recipients (grantees) with external organisation identifiers (such as charity or company number) also saw a slight drop but remains high at 89% (2022-23: 90%). We commissioned research to investigate potential solutions to the issue of duplicate recipient records in 360Giving data, which is caused by charities and organisations with no official organisation identifier because they are exempt or excepted from Charity Commission registration, or are not registered with any formal body for other reasons. The project highlighted policy options for increasing the availability of usable identifiers and technical approaches to tackling the problem in our tools, which we will be exploring in the coming year. 360 Giving Annual Report and Financial Statements 2023-24 15 As part of our values of openness and inclusivity, in March we launched a new mechanism to make it easier for grant recipients to query data published about them which may be inaccurate. This ensures the feedback provided to publishing organisations is specific and actionable. Creating the process for amendments will help to improve data quality, as well as present good practice in giving grantees more power over the data about their organisations. ## **Reflections and learning** Our focus in the year was on rolling out approaches that make it easier for grantmakers to publish their data, which means we had limited capacity for proactive data quality campaigns. However, the campaign to drive updates to data for inclusion in UKGrantmaking received a good response and saw publishing updates in January to March increase by 30% compared to the same period in the previous year. This shows funders will respond positively to campaigns with a clear call to action and deadline. We also explored approaches to making the impact of data quality more tangible. For example, - we collaborated with IVAR to explore the available ‘evidence for multi year funding’ and the importance of including duration in data to understand the overall picture. ## **Plans for the future** We will update and further develop our guidance on key data quality features and build on the interest created by UKGrantmaking to advocate for funders to start sharing data that increases its usefulness for analysis. In addition, as UKGrantmaking will be updated each summer, we will be able to start advocating for data updates each autumn and establish an annual timetable for funders to work towards updating their data. To support our ability to run data quality campaigns, we will integrate 360Giving data into our internal CRM (Customer Relationship Management) database via the new API (Application Programming Interface) feature that provides access to the data. We will develop the Data Quality Tool to make it more user-friendly for non-technical users, so it better supports data quality improvement. We will also complete work on merging the Data Quality Dashboard with the Data Registry, to provide a single place for funders to get information about their 360Giving data and its qualities. ## **Goal 2b: Enhance the scope of data available** ## **Achievements and progress** In 2023-24, we continued to consolidate and embed the changes made in 2022-23 by rolling out new features to the 360Giving Data Standard to funders, supporting them to share data on grants to individuals, grants intended for onward distribution (regranting), and the location 360 Giving Annual Report and Financial Statements 2023-24 16 coverage/scope of grants. Overall, 24 (2022-23: 5) funders have adopted 28 (2022-23: 5) new Data Standard features. There are 9 funders sharing data on grants to individuals, 11 funders using the new regranting field and 8 using the new location scope field. We continued to support the use and publication of DEI Data Standard data alongside 360Giving data by launching comprehensive guidance and templates for the DEI Extension. The DEI extension is now included in the Data Quality Tool so funders can validate and check DEI data. So far, no DEI data has been published using the DEI Extension, but a number of organisations have been actively using the DEI Data Standard for several years and we expect to see data published in the coming year. ## **Reflections and learning** Having spent the previous year developing the Standard to add new features, our focus shifted to rolling out guidance and support to encourage funders to adopt the fields. Our approach to encouraging uptake involved both targeted engagement with relevant funders and introducing the features as a new option to consider as part of routine publishing support. We are pleased with the steady uptake over the year, and are continuing to learn from the experiences of these earlier adopters, especially funders of grants to individuals. We recognise that funders adopting new fields can involve new data collection processes which take time to implement. ## **Plans for the future** We intend to continue to highlight the new Standard features through regular publishing support activities, and engagement and through data quality campaigns. We plan to develop proposals to add more new features to the Data Standard, focusing on thematic extensions or categorisations developed in collaboration with stakeholders. We will also develop a long-term roadmap for the 360Giving Data Standard to support our planning for developments in future years. ## **Goal 3: Enhance data use for greater effectiveness** ## **Goal 3a: Increase people accessing the data** ## **Achievements and progress** In 2023-24, there were 76,590 (2022-23: 54,575) visitors to our tools, including a total of 73,124 GrantNav visitors (2022-23: 49,687). It continues to be challenging to accurately identify repeat visitors due to users rejecting cookies or using browsers with cookie blockers. As a result, the number of unique users may be over-inflated, as returning visitors are counted as new each visit unless cookies are accepted. We are still confident that we have achieved significant 360 Giving Annual Report and Financial Statements 2023-24 17 increases in users, with a 46% increase in total visits to GrantNav to 103,463 (2022-23: 70,917) and a 40% increase in searches on GrantNav to 257,476 (2022-23: 183,584). This year, we completed a major redevelopment of the back-end infrastructure for 360Insights, significantly improving the tool’s performance. We also added new filters for the age of grant recipient organisations and organisation type, and removed the 10,000 grant limit on searches that could be opened from GrantNav in 360Insights. This improvement to 360Insights also allowed us to launch the improved Cost of Living Tracker built on the tool. Continuing the trend of consolidating and embedding work from the previous year, we promoted 360Giving widgets (an option to embed 360Giving tool searches in to third-party website) to all funders sharing their data, with 14 (2022-23: 1) widgets live on funder websites at the year end – with more to come, increasing the visibility of the data and providing greater value to funders who share their data. At the end of this year, we also completed work on an API (Application Programming Interface) that allows people to build applications that consume 360Giving data automatically. This API will support research and analysis of the data by enabling users to connect to 360Giving data directly, and enable database providers to integrate the data into their grantmaking databases. The process of rolling out the API has now begun, with promotion to follow in the coming year. ## **Reflection and learnings** The growth of visitors and searches in our tools this year has been the result of wider engagement, driven in particular by the interest in our research and analysis reports. By showing the insights that are possible with the data and drawing readership to our website, these reports have increased traffic to our tools significantly and in a sustained way even when there are no new reports available. We have also been able to reach new users through our workshops programme, including our highly popular ‘Introduction to GrantNav’ workshop. These workshops have helped to increase awareness of the tools and their utility to new audiences, particularly charities who want to learn more about potential funding opportunities for their work or to identify organisations they might collaborate with or learn from. ## **Plans for the future** We plan to continue to develop more advanced searching and filtering capabilities in GrantNav to support people to use the data more effectively, including more user-friendly data downloads and more guidance to help people understand and get the most out of the data. 360 Giving Annual Report and Financial Statements 2023-24 18 ## **Goal 3b: Increase skills, confidence and knowledge to use the data** ## **Achievements and progress** Our approach to workshops and training programme, which we piloted in 2022-23, continued to develop and adapt in response to changes in demand over the course of the year. Overall our workshop programme expanded considerably this year as we continued to respond to high demand overall for our training and a growing audience across sectors. We held 23 workshops in 2023-24 compared to 15 in 2022-23, with a total of 413 (2022-23: 271) attendees – significantly surpassing our goal of 200. We hosted a mixture of free online workshops including Introduction to GrantNav, publishing workshops on understanding the 360Giving publishing process and online and in person paid-for Skills workshops. Feedback and outcomes from workshops were very strong, with high proportions of attendees reporting increased knowledge and confidence as follows: |**Attendees reporting increased knowledge and confdence as a result of the workshop**|**Attendees reporting increased knowledge and confdence as a result of the workshop**|**Attendees reporting increased knowledge and confdence as a result of the workshop**| |---|---|---| |**Workshop type**|**2023-24**|**2022-23**| |Skills workshops/training|89%|92%| |GrantNav workshops|99%|91%| |Publishing workshops|93%|89%| We further developed our paid training offer by delivering two bespoke in-house training sessions on behalf of organisations, and we hope to expand this service. This year we also restructured our peer networks, combining the Data Champions Alumni (hosted in partnership with DataKind UK) and our Data Specialists group of people working with grants data in funding organisations. This merged network, the 360Giving Peer Network, has consolidated those seeking to build connections with their peers interested in data in grantmaking and increased engagement across both groups. We held 33 1-1 data support sessions in 2023-24 – compared to 25 in 2022-23. There are clear benefits to providing a space for others to come to us for exploratory conversations, to share our expertise to prevent common errors and data misinterpretation, and to encourage and support the use of the data. ## **Reflection and learning** The composition of our training and workshop programme changed significantly over the course of this year, as we navigated a changing market and identified where we could have the 360 Giving Annual Report and Financial Statements 2023-24 19 greatest impact. After a successful pilot period over 2022-23, we needed to amend our public workshop schedule to better align to demand. More significantly, we were not able to go ahead with our planned Data Champions Data Culture programme for 2023-24. We worked with a delivery partner to redevelop the content to create a high quality programme and benchmark the fee structure, and launched the programme but disappointingly did not receive sufficient sign-ups to go ahead with delivery. Feedback was that our audience was not in a position to commit to a long-term paid programme of this type, which we have learned reflects a wider shift in the sector, as other organisations offering comparable programmes have reported similar challenges with getting sign-ups for longer-form content. ## **Plans for the future** We will shift our charging model for online Skills workshops to offer places free as a benefit to funders publishing their data, which will allow us to meet our outcomes in terms of supporting people to be more confident using data while generating income from non-publisher sign-ups. We will continue to pilot new online Skills workshops focusing on topics that support effective data use, as well as repeating our successful in-person Data in a Day training. We will also explore how the content developed for the Data Champions programme can be repurposed and delivered as one-day or half-day sessions, to better suit our audience. We will also refine and market our in-house training offer, with the aim of creating a more holistic approach that builds on partnerships in consultancy, research and analysis, and publishing support. By continuing to pilot a mixture of in-house sessions alongside our other offerings, we aim to strengthen the value of our core offer and provide more options for future sustainability in the form of deepened partnerships and support. ## **Goal 3c: Increase analysis and shared use** ## **Achievements and progress** We have made huge strides this year promoting shared use of the data through analysis and research, building on our partnerships approach. Our report on Voluntary Sector Infrastructure Funding published in March 2023 continued to draw significant readership and attention, with 859 readers during 2023-24 on top of the 1,522 readers in 2022-23. Given the niche subject, over 2,000 readers of the report is really significant, but more than this output, the work has delivered our strategic outcomes, with insights from it being used to spark debate, inform decision making and raise awareness of a significant issue impacting the sector. Over a year after the publication of the report, we are 360 Giving Annual Report and Financial Statements 2023-24 20 still regularly asked to present the findings and discuss the implications. It has also inspired others to use the data published with the report, as well as explore other 360Giving data. We have also grown our consultancy and reports for individual funders and collaborations, supporting the data to be used in a different way. We have also seen the benefits of looking at how the quantitative analysis that 360Giving provides can be combined with qualitative - research to maximise the impact. For example, the exploration of multi year funding with IVAR. We would like to work with more partners on our reports and analysis. ## **Reflection and learning** We have continued to see considerable demand for analysis of the data, which has grown as we have demonstrated how it can help to identify, evidence and understand the grantmaking picture. We are having a greater impact through producing our own analysis and research and deep-dives than just supporting others to access the data and produce their own research. It has also allowed us to carry learning from one project to others, and our own use of the data is feeding insights to our tool and standard developments. Capacity pressures have continued to limit how responsive we can be to interest, and there is a real challenge in the availability of skilled and experienced data analysts in the sector that can be brought in to provide flexible capacity. We are developing this area of our work, but will need to take a targeted approach to opportunities alongside our work on the flagship UKGrantmaking project. ## **Plans for the future** We are further developing our own capacity, as well as potential consultants and partners that can support us to have more flexible capacity to be able to respond to opportunities. We are also developing tools, resources and models for analysis to be able to share learning across different analysis projects to maximise efficiency and impact. We will use this to develop a more coherent package of services for our public consultancy offer. ## **Goal 4: Lead and influence practice for impact** ## **Goal 4a: Inform decision-making and inspire practice** ## **Achievements and progress** User research and feedback are an integral to our strategy development and plans. We were hearing from stakeholders a need to have a consolidated picture of grantmaking across all sectors, as well as to better understand the coverage of the data available in the 360Giving tools. 360 Giving Annual Report and Financial Statements 2023-24 21 - In June 2023 we published our Snapshot: UK Grantmaking 2021 22 analysis which drew from a range of sources as well as 360Giving data. This provided a consolidated picture of UK grantmaking across all sectors for the first time and piloted an approach for further expansion. There were 2,020 users of the analysis in 2023-24, with valuable learning about the approach to producing the data and feedback for improvements. A major focus in the latter half of this year has been to follow up these discussions and the success of the Snapshot analysis through the UKGrantmaking project which will launch in April 2024, developing partnerships with other organisations to provide further insight. The collaboration now includes Association of Charitable Foundations, Association of Charitable Organisations, UK Community Foundations, London Funders, as well as other organisations from the charitable and fundraising sectors. The project has already drawn interest with 1,229 readers of the announcement blog alone, and been featured in a number of sector media outlets. 39% of respondents to our customer survey who were from organisations who published their data reported using 360Giving data or analysis to inform decision-making. This was short of our target (60%) and last year (March 2023: 50%). This lower than anticipated response is at odds with the other related indicators such as the high number of people reading and engaging in the tools and the reports, with 88% of funders publishing their data reporting finding the 360Giving tools useful, and 66% of responders reporting sharing reports and analysis with colleagues. This may be an anomaly in the survey responses, but we will explore how our reports and analysis might include more directly actionable insights. ## **Reflections and learning** We underestimated the capacity required to engage stakeholders and respond to demands to talk about it after reports or analysis have been published. Challenges in capacity have continued to limit our ability to work proactively to influence decision-making and practice, particularly as we were unable to recruit a Policy and Engagement Manager. As such, we focused on partnerships and collaboration with other organisations on specific areas of work which can also act as a space in which to share learning and experiences to improve practice in the sector. We have also restructured our team by recruiting a Deputy CEO who can prioritise data analysis and project delivery work, while freeing up other colleagues’ capacity to focus on the externally facing elements to maximise the impact of the work. ## **Plans for the future** The coming year will see the launch of the UKGrantmaking platform alongside the partners involved in the project. As well as deep-dives and analysis of the data from 360Giving, the platform will also feature insights and commentary from partner organisations. The platform 360 Giving Annual Report and Financial Statements 2023-24 22 will build on the model established in the Snapshot report by consolidating grantmaking data across sectors, and we hope it will catalyse engagement with the data and generate further discussions. The platform will be updated annually and continue to be improved through an iterative process working with our partners and hearing from other stakeholders, data specialists and user feedback. UKGrantmaking will establish a foundation to further advance analysis and shared data use through a new resource that brings together data and insights in one place. It also represents an opportunity for 360Giving to build on our already established reputation amongst grantmakers, and to strengthen the case for sharing high-quality open data on grantmaking. Alongside this, we will maximise the opportunities to make the most of the data by using it for benchmarking, tailored reports, thematic deep-dives and analysis that can stimulate the market and support our work. ## **Goal 4b: Develop, lead and share good data practice** ## **Achievements and progress** In 2023-24, 360Giving staff spoke at 15 external events, reaching over 398 people from speaking engagements – surpassing our goal of 150 attendees for 2023-24 and showing the continued interest in our experiences and learning on data practice. Many of these events led to follow-up discussions with attendees and organisers, providing opportunities for further collaboration and discussion of good data practice. As part of leading on good data practice, this year we launched our Grantee Amendments service. This allows grantees of funders who share their data to send a request to the grantmaker addressing inaccuracies in the data regarding their own organisation. This process has been developed and trialled in collaboration with grantmakers, and will provide grantees with more power over data which is about them. We are also continuing to support the roll-out of the DEI Data Standard, which has seen increased interest across the sector. Working with the DEI Data Group, we are promoting the shared framework to categorise organisations either led by, or targeting and supporting, groups experiencing structural inequity. The DEI Data Standard has continued to draw significant engagement this year, with 6,689 page views on the Funders Collaborative Hub in the 2023 calendar year (2022: 2,289 views), making it the most viewed page on the hub once again. We’ve continued to support this interest by delivering four ‘Introduction to the DEI Data Standard’ workshops, which provide the background on why and how it was developed and outline the options for implementation. During the year we also delivered our ‘intersectional data analysis’ workshop which explores good practice in collecting and using this data. 360 Giving Annual Report and Financial Statements 2023-24 23 ## **Reflections and learnings** In 2023-24 we were more selective in external events following our experience in 2022-23, which highlighted the need to balance them with our other work. Although we had less external speaking engagements this year than in 2022-23, we focused on where we could have the most impact. Although our capacity was limited in this area, we have adopted a structured approach to developing, sharing and leading good practice through our partnerships which aligns to our capacity and objectives. ## **Plans for the future** Aiming to create a permanent transformation in culture around data use, we will continue to focus on supporting the sharing of good data practice between funders and create space for discussion within the sector. UKGrantmaking is intended to help stimulate these discussions by relating data use to tangible analysis and insights, and we will help funders to take part in the conversation through creating resources and guidance on data collection, power and responsibly sharing data with each other. We have also committed to sharing the methodology and raw data that will be used within UKGrantmaking so that the analysis is transparent and available for others to study. We will also continue to lead on good data practise ourselves. We will be further promoting the Grantee Amendments system in the coming year and will share our learning and feedback from users of this system, as part of our commitment to responsibly sharing open data. The DEI Data Standard extension will be further promoted in the coming year, and we will build on it to embed equity and inclusion within all our services, tools and the 360Giving Data Standard. Separately, we have found in the past that geographic data representation can fail to properly reflect the implications of the data and the wider context behind it. With this in mind, we plan to develop a consistent approach to this for all our tools and analysis, identifying where the limitations are and how they can be mitigated. We will share our learning from past experiences as well as our approach and the process to reach it in the sector, so that others sharing or using data in this way are better informed. ## **Goal 4c: Championing a supportive environment** ## **Achievements and progress** There is a growing awareness of how funders sharing data can improve grantmaking, and we have seen an increase in contact from policy-makers and influencers in the sector seeking our input. 360 Giving Annual Report and Financial Statements 2023-24 24 We have engaged with the Cabinet Office to support increasing the quality of government data, and have met with the Charity Commission and DCMS on wider standards and data initiatives for the sector. Our partnerships approach has helped create new opportunities to advocate for data availability and use, and we have devoted increased time this year to developing these relationships and connecting our advocacy to the power of the analysis we are leading on. In 2023-24, we also focused on increasing the availability and extent of data registers held by other organisations, as this allows the creation of complementary structures by others that can help us to correctly identify organisations and enrich the data as a whole. ## **Reflections and learning** As our work and organisational profile have grown, more capacity is needed to support this area of our work - both in responding to and supporting the initiatives of others, and proactively influencing on our own agenda. There has been a need to shift the Chief Executive role to be more externally focused to meet this growing need. ## **Plans for the future** In the coming year, we intend to continue our engagement with the UK central government on how we can further improve the quality of their data, and will contribute to Charity Commission consultations on areas relevant to grantmaking and complementary data. We are working to support other data initiatives in the sector which provide more contextual data for decision-making and understanding the grantmaking picture, and encourage greater data use. Following good progress with the Church of England register this year, we will prioritise working with registry holders to make more available. Our goal is to create infrastructure that will make it possible for those who share their data to identify their organisations in the data, allowing users to see relationships between organisations and providing a clearer picture of grantmaking. We will continue to build relationships with membership bodies and partners to achieve this. ## **Wider organisational progress** ## **Organisational development** In 2023-24, we delivered significant improvements in our ways of working that are reflected in our outcomes. We are now closer to our users and audience, with more accessible points of contact and the internal processes needed to respond to their needs effectively. At the end of March 2023, 360Giving became a fully remote organisation, a change that we were well prepared for through our investment in staff support, digital systems and new processes. We have been intentional about our time together, making the best use of it to 360 Giving Annual Report and Financial Statements 2023-24 25 share our work and remain aligned in our goals and approach. We’ve delivered training to staff to equip them for those goals while creating opportunities for reflection and the work of building a supportive staff culture. We have faced capacity challenges this year which have required us to adjust our work plans and processes. We have experienced a high absence rate and difficulties in recruiting as a specialist organisation which have had a significant impact in such a small team. We restructured our staff team to reduce the dependence on the Chief Executive, have more realistic roles, and better align the capacity to external demands. These changes have required time to implement and recruitment is ongoing, but have strengthened the organisation's sustainability and increased our focus on delivering greater outcomes. ## **Plans for the future** As well as the investment in staffing, there is a need to invest in our internal infrastructure. With vacancies and capacity pressures in recent years we have built up a level of technical debt. To deliver on our strategy with the staff capacity we have available, we will need to increase our investment internally on our core systems to be as efficient and effective as possible, and we expect this to be a major focus of the year ahead. We are preparing for a significant CRM database development project that will facilitate our goals for customer relations, engagement and partnerships, while shifting to a more holistic, account management approach for grantmakers who share their data. We will also begin work on developing a new website that better supports our strategic aims, is integrated within our CRM database, and which provides key functionality to support efficiency such as management of support and training bookings. Improved platforms will support the growth of our content plan into a content strategy with greater diversity of media through videos, case studies, more graphics and starter guides. To support these changes we will invest in staff capacity building, training for new systems and skills, and time for reflection and staff wellbeing. ## Diversity, inclusion and wellbeing The 360Giving strategy includes ambitious targets to increase the scale and impact of 360Giving’s work. In order to deliver this impact, we need to attract and keep the best talent in the organisation and ensure that our offer and delivery are meeting the needs of stakeholders. Diversity, inclusion and wellbeing are key to delivering this and core to effectiveness and decision-making to remain responsive to needs. 360 Giving Annual Report and Financial Statements 2023-24 26 We aim to mainstream inclusion understanding and skills within our staff team in order to improve stakeholder experience and our capacity to meet the needs of our diverse sector. Overall our DEI (diversity, equity and inclusion) aims are: 1. To ensure an inclusive culture that values diversity in how we treat each other, those we work with and users of our services. 2. To ensure that our programmes, tools and resources are accessible, inclusive and meet the needs of a diverse range of stakeholders. 3. To increase awareness of equity considerations in the use of grants data and support the practices of others. 4. To ensure that DEI and wellbeing considerations are actively part of all our internal practices and decision-making to maximise our impact. In such a small staff team, it is impossible to be representative or diverse across every characteristic. We have considered where we can have the most impact in relation to our work and focused on neurodiversity in recent years. Neurodiverse individuals, particularly people who identify as autistic, are more commonly found in data roles so likely to be within our programme participants and publishing contacts. It is an area where adjustments might have more impact. This focus included learning activities for the team, achieving the NICE Award for Neurodiversity Inclusivity Confident Employers, and implementing considerations into our services. We also shared our learning from this with funders to support the inclusion of neurodiverse individuals within their organisations. As well as looking at our internal needs, we have also implemented changes to our services and programmes to reflect our learning. This included making accessibility improvements to our website, tools and publishing guidance and prioritising facilitating the sharing of DEI data in the 360Giving Data Standard including user guidance and workshops and running popular Intersectional Data Analysis workshops. We have continued to support the DEI Data Group and have been keen advocates of this important work. ## **Diversity and inclusion monitoring** We have an internal development programme to support our continuous improvement. This includes an anonymous diversity and inclusion survey each year as a snapshot of our position. 360Giving doesn’t have an HR database and as a result, special category information is not stored in a personally identifiable way in the records. Monitoring takes place in aggregate in 360 Giving Annual Report and Financial Statements 2023-24 27 our recruitment processes and through annual surveys such as the one whose results are reported below, completed in January 2024. Figures here include staff and Trustees together, as our number of staff is too small and publishing this information alone would risk making individual members of the team identifiable. We also monitor the diversity of our Stewardship Committee, however the results are not included here to support like for like comparison between the years for the Board and staff team. ## **Diversity** We are too small an organisation to set specific targets for diversity without it becoming a tokenistic exercise, but feel it is important to monitor diversity and be aware of potential biases in our inclusion and decision-making. We have a reasonable level of diversity overall – although recognise there is room for improvement. Both the Board and staff team are significantly over-represented with higher levels of education and class factors than the overall population. |**Identities/characteristics**|**Jan 2024**|**Mar 2023**|**2021-22**| |---|---|---|---| |Under 45|38%|46%|82%| |Women and non-binary|85%|77%|64%| |LGBTQ+|31%|23%|18%| |Disabled|31%|31%|27%| |Communities experiencing racial inequity|38%|46%|36%| |Attended UK State School – Comprehensive|38%|38%|45%| |Highest level of education below degree level|8%|0%|0%| |First generation to go to university|50%|38%|27%| It should be noted that this is just a snapshot and profiles changed during the year with staff recruitment and Trustees ending their terms of office. During the year we increased the diversity of the staff team across all areas, but decreased the diversity of the Board in some areas. We will continue to review and improve on our practice to embed DEI across all our areas of work. We recognise that there is room to recruit from a broader pool of talent particularly those without formal higher education qualifications. To this end, since early 2021, we have used the Applied platform for all staff recruitment to try to reduce bias through anonymous application processes and structured assessment processes. Strong writing skills are essential criteria for 360 Giving Annual Report and Financial Statements 2023-24 28 all the staff roles and we have found this effective to take a competency-based approach while testing written communication skills at the same time. This has increased our staff diversity overall, but we continue to have a disproportionately high number of graduates – and in fact 62% of overall Board and staff have at least one Masters’ degree or a Doctorate. We will continue to explore recruitment options to improve our practices as vacancies arise, as is viable within our budget and capacity. ## **Inclusion** Trustees and staff members were asked to rate their agreement with the following statements where 1 is Strongly disagree and 5 is Strongly agree: - I feel like I belong at 360Giving - I feel I can be myself and express my identity in my role at 360Giving - I feel 360Giving has an inclusive culture where diversity is valued - I feel respected and valued at 360Giving - I believe that 360Giving is a safe and supportive environment - I would feel comfortable sharing with the CEO or the Chair if I required an adjustment - I would recommend 360Giving as a great place to work/be a trustee - If I have a concern about harassment or discrimination, I know where to lay my complaints There were high levels of agreement on the inclusion statements, but as always, room for improvement. Numbers are too low to be statistically significant, but average scores were slightly lower from Trustees across all factors from last year at an average of 3.9 out of 5 (2022-23: 4.3), and for staff remain at a high average of 4.7 out of 5. ## **Future plans** In 2024-25, we will be focusing on the accessibility of our guidance, tools and websites to make sure they can be used by the widest audience and to meet the expectations of our partners and champions who are sharing our work. This will include sharing information in different formats, reviewing the language used to make it easier to understand, and supporting improved use with assistive technology. 360 Giving Annual Report and Financial Statements 2023-24 29 ## Challenges and learning There are three themes to our reflections over this reporting period. ## **Resourcing and capacity** This year we have been faced with both internal capacity issues and external supply issues which have affected the delivery of our plans. We have been particularly affected by staff turnover in the last three years, and uneven workloads for certain staff have impacted capacity. While a level of staff turnover is inevitable, our challenge is that as a specialist and niche organisation, we have found it difficult to fill some posts and have sometimes had long periods of vacancies, or long induction and probationary periods as people get up to speed and develop into the role. There is a shortage of people with relevant skills and experience in the sector and given the specialist nature of our work, we have not always been able to buy in extra capacity from consultants and agencies when needed. During the year, we restructured the staff team to include a Deputy CEO position to reduce the dependence on the Chief Executive and provide more flexibility for cover of posts during periods of absence and vacancies. ## **Investing in internal infrastructure** Our technical infrastructure is essential for enabling us to deliver our mission and achieve our goals. This year we have invested staff time and budget in updating our external tools to better meet the needs of all users, as identified from our strategy development and user research. This has increased the speed, performance and capabilities of our products and tools, enabling deeper insight to be surfaced from 360Giving data. However, with the pressures on our capacity and the need to respond to the increased demands of our data consultancy and analysis work, we delayed a number of important internal infrastructure developments, including some that had been postponed from the previous year. As a result of always prioritising the external developments for users, we have built up a degree of internal technical debt and are not working as efficiently as we could be. Over the coming 18 months, we will be implementing a programme of work including a number of projects to improve our internal infrastructure. These include: - Replacement of the website and improved functionality to better integrate information and contacts to our internal database - Improved case management functionality within the database to support more effective enquiry and workload management - Increased automation of communications to funders that publish their data 360 Giving Annual Report and Financial Statements 2023-24 30 - Improvements to internal reporting and monitoring mechanisms to increase efficiency - Internal tools to support more efficient data analysis and data enrichment projects A designated fund has been set aside for these developments from the underspend from the last two financial years to ensure that we prioritise our internal infrastructure to be as effective as possible. ## **Reaching new audiences** 360Giving’s ambitious plans are dependent on reaching new audiences. In the past, we have been successful in achieving this through social media. However, there has been a significant reduction in user engagement on Twitter/X which has impacted our ability to market workshops, services and reports, as well as potentially impacting recruitment of new funders. The fall in Twitter/X user engagement is not unique to 360Giving, but is seen across the sector and similar to other organisations, but particularly impacted 360Giving as we have a relatively small audience of data contacts in funders who publish their data, and social media has been an effective way to reach a wider audience within funders, as well as attract a much broader profile of users of our tools and readers of our reports in new organisations. Although we have increased our content and engagement on other social media platforms and in our newsletter, these are unlikely to deliver the scale of reach that our strategy needs. As a result, we are investing even further in partnerships and collaborations to reach, engage and deliver value to new audiences, and these approaches will be expanding further over the coming year. ## Priorities for 2024-25 Our 2022-27 strategy, ‘Unleashing the Impact of Grants Data’ has four key goals towards our vision: 1. Increase relevant data available for informed decision-making 2. Increase the quality and depth of data for increased usefulness 3. Enhance data use for greater effectiveness 4. Lead and influence practice for impact The strategy marks a step-change in our maturity as an organisation, and in our ambition. We want to see a permanent shift in culture and practice for data-informed decision-making to be a central element of grantmaking. We will continue to work towards our strategic aims, while also investing in internal processes to strengthen the organisation and fundraising for 2026 onwards. 360 Giving Annual Report and Financial Statements 2023-24 31 ## **Key measures and milestones for the year ahead** Key areas from the strategy that we will focus on in 2024-25 so that we can build on our successes and achieve our goals include: ## **Goal 1: Increase relevant data available for informed decision-making** - 325 funders publishing grants data by end of March 2025 (March 2024: 275) - 70% funders reporting that it is easy to publish data (March 2024: 72%) - 65% of funders publishing and updating independently (March 2024: 60%) ## **Goal 2: Improve the quality and depth of data for increased usefulness** - 75% of funders achieving a “good” quality score (March 2024: 72%) - 40 funders have adopted the new (since 2022) Data Standard features or extensions in the 360Giving data (March 2024: 24) ## **Goal 3: Enhance data use for greater impact** - At least 75,000 users/visitors to 360Giving’s data tools (March 2024: 75,659) - At least 300 people attend 360Giving’s learning events (March 2024: 413) ## **Goal 4: To lead and influence practice for impact** - Over 2,500 people read 360Giving’s reports and analysis (March 2024: 3,193) - 50% of funders publishing their open grants data self-report using 360Giving data or analysis to inform decision-making (March 2024: 39%) ## Risks and uncertainties 360Giving maintains a risk register to identify and record the principal risks we are exposed to and confirm that systems are in place to manage those risks. The Board, staff team, and Finance Committee review the risk register periodically, monitoring risks and, where possible, taking steps to mitigate them by ensuring management implements controls and obtains insurance where appropriate. The main risks faced by the organisation are: |**Risk**|**Mitigation**| |---|---| |**Internal capacity Issues**
Spread too thinlyoruneven workloadfor
individuals – lots of products and
stakeholders with the diversity of earned
income activities.|●
Further embedding of project
management tools.
●
New structure and increased capacity will
reduce dependence on individuals,
particularly the CEO| 360 Giving Annual Report and Financial Statements 2023-24 32 |Loss of key staff– been signifcantly
affected over the last 4 years by vacancies
and staff turnover.
Skills mix– Increasing earned income will
place high demands on managers – both in
balancing the managing versus doing
(strategic and operational) and new skills to
manage increasingly commercial
requirements|●
Skills and knowledge sharing for
short-term cover (Business Continuity
Plan)
●
Ongoing investment in staff development
and wellbeing. Investment in leadership
development
●
Ruthless prioritisation and more dynamic
decision-making
●
Be quick to drop activities not performing
as well
●
Acknowledging and investing in the
change and culture management to
support the earned income focus| |---|---| |**External dependencies**
Moredependent on consultants and
suppliers– so harder to manage some of
these changes in quality, timeliness and
culture.Difculty getting surge capacity–
some of what we do is quite
niche/specialist. We aren’t always able to
buy in the extra capacity when we need it.|●
Tighter management of suppliers with
dedicated Product Manager role
●
Further embedding project management
tools – and prioritisation between projects.
Understand when we may not be able to
deliver a new activity and manage
expectations
●
Continue to maintain relationships with
suppliers| |**Commercial challenges**
Pressure of building the earned income
while also maximising impact when we
have grant income and may spread
ourselves too thinly.
Challenges in reach with weakening social
media engagement and routes to market|●
Prioritise the strategic outcomes and
delivering on agreements – contracts and
grants
●
Establish project and resource
management processes to not
overcommit to consultancy work
●
Invest time in getting the Data Support
Lead up to speed to increase fexible
capacity
●
Partnership development
●
Investment in comms strategy and
marketing consultancy offer| |**Demonstrating our impact**
A big challenge for us is remaining
completely open while being able to
measure the impact of our work. This
challenge is increasing with the increase of
cookie blockers meaning our tracking and
monitoring information is decreasing in
reliability and we are under-reporting our
impact|●
Develop our user research and survey
mechanisms to increase feedback
●
Use more case studies and narrative
evidence to share the impact of our work
●
Develop alternative measures not based
on number of users| 360 Giving Annual Report and Financial Statements 2023-24 33 ## Financial review ## **Results for the period** Total income for the period was £773,687 (2022-23: £653,655). Total income included grants and donations of £729,518 (2023: £635,975), including unrestricted donations of £421,518 (2022-23: £445,000), monies received for specific projects of £308,000 (2022-23: £132,470), and partnership contributions of £4,000 (2022-23: £30,505). There were no material Gifts in Kind in 2023-24, however 2022-23 includes a donated office space valued at £28,000 which we no longer have. Expenditure totalled £623,895 (2022-23: £587,778) resulting in an overall surplus of £149,792 (2022-23: £65,877), comprising a surplus of £47,518 on restricted funds after transfers to designated funds representing expenditure on intangible fixed assets (2022-2023: deficit £27,220) and a surplus on unrestricted funds of £80,674 (2022-23: £93,097). The underspend on unrestricted funds over the last two years was a result of postponing key projects due to vacancies. These internal infrastructure projects are now well overdue and £100,000 was transferred from the unrestricted surplus from the last two years in to a designated fund for investment in a Development Fund to be spent over the next 18 months. There is a longer-term trend in organisation growth, although expenditure was underspent in 2023-24 due to vacancies during the year, and there are some fluctuations in the receipt of payments in previous years. Outputs and outcomes have grown disproportionately to the expenditure. Expenditure reflects the balance of activities outlined in the performance above for our four goals - although Goal 4 is slightly under-represented as the expenditure for the new UKGrantmaking platform was capitalised as an intangible fixed asset. 360 Giving Annual Report and Financial Statements 2023-24 34 The charity’s balance sheet at 31st March 2024 shows total funds of £392,878 (2022-23: £243,086), comprising of general unrestricted general funds of £223,760 (2023: £243,086), designated funds of £121,600 (2023: nil) and restricted funds of £47,518 (2023: nil). The charity’s free reserves are equal to the balance of unrestricted general funds. The balance is higher than planned due to vacancies in the staff team and capacity issues in suppliers leading to postponing of some activities planned for the last quarter of 2023-24, delaying the expenditure to 2024-25. ## **Reserves policy** The trustees have a policy of ensuring that they hold in free reserves adequate funds to allow for the orderly wind-down of the charity should that ever prove to be necessary. The amount required for this is currently estimated to be £189,865. At 31st March 2024, the level of the general fund or free reserves was £223,760 (2023: £243,086), which exceeds the target reserves balance. This is partly as a result of vacancies and some activities being planned for January/February 2024 being delayed until autumn 2024 due to capacity issues. The excess funds will be used to cover these delayed activities and increased budgeted operating costs for the year ended 31st March 2024 arising from a higher staff complement and costs for the year 2024-25. Reserves of £223,760 represent 2.8 months of the planned expenditure for 2024-25. ## **Going concern** The trustees have assessed the position of the charity as a going concern in preparing this report and financial statements and have made this assessment in respect of a period of one 360 Giving Annual Report and Financial Statements 2023-24 35 year from the date of approval of these financial statements, based on the expected level of activity during 2024-25 and the first half of 2025-26 and income already secured. The charity had net current assets at 31st March 2024 and few recurring and fixed costs. The trustees have concluded that there are no material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern, and the charity will have sufficient resources to meet its liabilities as they fall due. ## **Fundraising** The charity does not have any dedicated fundraising roles and does not undertake public fundraising activities. We adhere to the Code of Fundraising Practice with respect to the grants that we apply for and receive. No complaints were received during the year. ## **Principal funding sources** We thank all our funders, without whom our work would not be possible. Funders in 2023-24 were: - Esmée Fairbairn Foundation - National Lottery Community Fund - Indigo Trust - Pears Foundation - City Bridge Foundation - Paul Hamlyn Foundation - Tudor Trust 360 Giving Annual Report and Financial Statements 2023-24 36 ## Trustees’ Report ## Structure and governance ## **Legal Structure** 360 Giving, operating under the name 360Giving, is constituted as a company limited by guarantee registered in England and Wales (number 09668396) incorporated on 2[nd] July 2015, and registered as a charity with the Charity Commission (number 1164883). It is governed by a Memorandum and Articles of Association. The maximum liability of members in the event of a winding up is £10. At 31st March 2024, there were six members who are all trustees and directors of the charitable company. ## **Charitable Objects** The constitutional objects are restricted to the following: The promotion of the voluntary sector for the benefit of the public by encouraging, supporting and assisting grant makers, grant recipients and funders to adopt an open online common standard for the reporting of grant information thereby assisting donors and funders to more effectively make charitable donations and to more effectively target their grant-making by identifying gaps in provision. These are embedded in our vision and reflected in our strategy and activities. ## **Public benefit** The Trustees confirm that they have complied with the duty in section 4 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit, ‘Charities and Public Benefit’. 360Giving’s Board of Trustees regularly monitors and reviews the success of the organisation in meeting its key objectives. The trustees confirm, in the light of the guidance, that these meet the public benefit test and that all the activities of the charity, described in the Strategic Report, are undertaken in pursuit of these aims. This report demonstrates how our activities during the year, and strategy, have delivered our charitable objects and demonstrates that the requirements to identify public benefit have been met. Our strategy and plans for 2024-25 show our commitment to continuing to deliver public benefit in the years ahead. 360 Giving Annual Report and Financial Statements 2023-24 37 ## **Appointment of Board members** The Board of Trustees comprised six Directors as at 31[st] March 2024. In accordance with the charity’s Articles, new directors are appointed by ordinary resolution of the Directors. All Directors are appointed for an initial tenure of three years, with the possibility of being offered one extension of a maximum of three years. All Directors are required to sign a declaration of interests and confirm that they meet the requirements outlined in HMRC’s guidance of fit and proper persons and Charity Commission Automatic Disqualification rules. They are subject to the same Terms of Reference and Code of Conduct. They are also covered by the organisation’s disclosure policy, whistleblowing policy and privacy policy. ## **Trustee induction and training** New trustees complete an induction programme with the Chief Executive and Chair before attending their first Board meeting to brief them on: their legal obligations under charity and company law, the Charity Commission guidance on public benefit, and inform them of the content of the Memorandum and Articles of Association, the committee and decision-making processes, the strategy and recent financial performance of the charity. A full information and induction folder is available to all Trustees including reference documents, policies and past performance reports, meeting papers and minutes. Trustees receive presentations from the staff team on all areas of their work and Trustees are encouraged to attend relevant training and events that facilitate the undertaking of their role. The members of the Board of Trustees who served as trustees (and directors of the company) during the period and up to the date on which this report was approved were as follows: - Fozia Irfan, OBE (Chair) - Lucinda Palfreyman (Treasurer) - Danil Mikhailov (Vice-Chair) - Jo Kerr - Thrisa Haldar - Adam Lopardo - Linda Humphries (from 16th July 2024) - Jonathan Cracknell (to 19[th] June 2023) - Bonnie Chiu (to 19[th] June 2023) - ● Farah Ahmed (to 23rd November 2023) No trustee received any remuneration for their services during the period (2023: none). 360 Giving Annual Report and Financial Statements 2023-24 38 Trustees’ expenses represents the payment or reimbursement of travel and childcare costs totalling £443 (2022-23: £329) incurred by 1 (2022-23: 3) members relating to attendance at meetings of the trustees. ## **Role of the Board, management and decision-making** The Board is responsible for setting strategy and the general management and supervision of the work of 360Giving. A Chief Executive has been appointed by the trustees to manage the day-to-day operations of the charity. To facilitate effective operations, the Chief Executive has delegated authority, within terms of delegation approved by the trustees, for operational matters including finance and employment. Trustees receive regular updates on the organisation’s activities and delivery. They meet quarterly at formal Board and Finance Committee meetings at which they review management accounts with forecast out-turn, the risk register and progress against planned deliverables. Trustees and staff interact regularly and specifically the Chief Executive meets regularly with the Chair. In 2020 the organisation undertook a review of governance against the Charity Governance Code for large charities and implemented improvements to practice and documentation as a result. All elements of the code relevant to the organisation have now been applied and governance effectiveness is regularly reviewed and enhanced following the annual Board Appraisal process. A more in-depth review of policies and practice against the Governance Code took place in 2023 with further enhancements put in place. The 360Giving Data Standard is governed by a Stewardship Committee which is independent from the Board of Trustees, but makes recommendations to 360Giving and the Board. The Committee is directed and governed in line with its Terms of Reference. Committee members are appointed following an agreed process. It is their role to oversee and account for the appropriate and timely maintenance of the Standard, including what upgrades are required and the process for making them. The Committee meets two to four times a year to discuss the Standard schema, look at how it is being used and consider any proposed changes or upgrades. This is a voluntary committee with representatives from grantmakers, users of 360Giving data and open data and standards experts. 360 Giving Annual Report and Financial Statements 2023-24 39 ## **Key management personnel** The key management personnel of the charity in charge of running and operating the charity on a day-to-day basis comprise the trustees and the Chief Executive. Since January 2024 it has also included the new Deputy Chief Executive role. The trustees receive no remuneration. The remuneration of the Chief Executive and Deputy Chief Executive are set through analysing and benchmarking against the average rate paid in the sector, with annual cost of living increases applied as with other staff, in line with the remuneration policy. ## Statement of Trustees’ responsibilities The trustees (who are also directors of 360 Giving for the purposes of company law) 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). Company law requires the trustees 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 income and expenditure of the charitable company for that period. In preparing these financial statements, the trustees are required to: - select suitable accounting policies and then apply them consistently; - observe the methods and principles in Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102); - make judgements and estimates that are reasonable and prudent; - state whether applicable United Kingdom Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 360 Giving Annual Report and Financial Statements 2023-24 40 Each of the trustees confirms that: - so far as the trustee is aware, there is no relevant audit information of which the charity’s auditor is unaware; and - the trustee has taken all the steps that he/she ought to have taken as a Trustee in order to make himself/herself aware of any relevant audit information and to establish that the charity’s auditor is aware of that information. This confirmation is given and should be interpreted in accordance with the provisions of s418 of the Companies Act 2006. The trustees are responsible for the maintenance and integrity of financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. The above report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. It was approved by the Board and signed on its behalf by: ## Foz��Ir�a� Fozia Irfan, OBE (Chair) Approved by the Board of Trustees on 16th July 2024 360 Giving Annual Report and Financial Statements 2023-24 41 ## Independent Auditor’s Report ## **Independent auditor’s report to the members and trustees of 360 Giving** ## **Opinion** We have audited the financial statements of 360 Giving (the ‘charitable company’) for the year ended 31 March 2024 which comprise the statement of financial activities, balance sheet, statement of cash flows 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 charitable company’s affairs as at 31 March 2024 and of its incoming resources and application of resources, including its income and expenditure for the year then ended - Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice - Have been prepared in accordance with the requirements of the Companies Act 2006 ## **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 charitable company 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 trustees' 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 360 Giving's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. 360 Giving Annual Report and Financial Statements 2023-24 42 ## **Other Information** The other information comprises the information included in the trustees’ annual 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. 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. ## **Opinions on other matters prescribed by the Companies Act 2006** In our opinion, based on the work undertaken in the course of the audit: - The information given in the trustees’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and - The trustees’ annual report has been prepared in accordance with applicable legal requirements. ## **Matters on which we are required to report by exception** In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: - Adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or - The financial statements are not in agreement with the accounting records and returns; or - Certain disclosures of trustees’ remuneration specified by law are not made; or - We have not received all the information and explanations we require for our audit; or - The directors were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ annual report and from the requirement to prepare a strategic report. ## **Responsibilities of trustees** As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees (who are also the directors of the charitable company for the purposes of 360 Giving Annual Report and Financial Statements 2023-24 43 company law) 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 charitable company’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 charitable company or to cease operations, or have no realistic alternative but to do so. ## **Auditor’s responsibilities for the audit of the financial statements** 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. 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 are set out below. ## **Capability of the audit in detecting irregularities** In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following: - We enquired of management, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to: - Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance; - Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud; - The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations. - We inspected the minutes of meetings of those charged with governance. - We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our 360 Giving Annual Report and Financial Statements 2023-24 44 professional and sector experience. - We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit. - We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations. - We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. - In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. ## **Use of our report** This report is made solely to the charitable company's members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members 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 charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed. Judith Miller (Senior statutory auditor) 23rd July 2024 for and on behalf of Sayer Vincent LLP, Statutory Auditor 110 Golden Lane, London, EC1Y 0TG 360 Giving Annual Report and Financial Statements 2023-24 45 ## Financial Statements ## Statement of Financial Activities ## Year to 31 March 2024 |Year to 31 March 2024|Year to 31 March 2024|||| |---|---|---|---|---| |Notes
Unrestricted
Funds
£
Income from:
Donations
2
421,518
Charitable activities
3
Goal 1 – more data
-
Goal 2 – better data
15,000
Goal 3 – improved data use
13,670
Goal 4 – insight/infuence
-
Interest received
15,499
Total income
465,687
Expenditure on:
Charitable activities
4
Goal 1 – more data
91,510
Goal 2 – better data
107,001
Goal 3 – improved data use
136,423
Goal 4 – insight/infuence
50,079
Total expenditure
385,013
Net income / (expenditure)
11
80,674
Transfers between funds
11
100,000
Net income and movement
in funds
11
(19,326)
Reconciliation of funds:
Total funds brought forward
243,086
Total funds carried forward
223,760||Designated
Funds
£
Restricted
Funds
£
-
-
-
60,000
-
60,000
-
76,800
-
111,200
-
-
-
308,000
-
57,917
-
57,917
-
74,133
-
48,915
-
238,882
69,118
121,600
(21,600)
121,600
47,518
-
-
121,600
47,518|2024
Total
Funds
£|_2023_
_Total_
_Funds_
_£_| ||421,518
-
15,000
13,670
-
15,499||421,518
60,000
75,000
90,470
111,200
15,499|_473,000_
_56,488_
_59,246_
_38,184_
_24,829_
_1,908_| ||465,687||773,687|_653,655_| ||91,510
107,001
136,423
50,079||149,427
164,918
210,556
98,994|_140,655_
_167,100_
_201,316_
_78,707_| ||385,013||623,895|_587,778_| ||80,674
100,000
(19,326)
243,086||149,792
-
149,792
243,086|_65,877_
_-_
_65,877_
_177,209_| ||223,760||392,878|_243,086_| For Companies House purposes, total income is £773,687 (2023: £625,655) and total expenditure is £623,895 (2023: £559,778), which is total income and expenditure as shown above, both net of gifts in kind of nil (2023: £28,000). All of the operations undertaken by the charity during the above two financial periods are continuing operations. The notes on pages 49 to 60 form part of these financial statements. 360 Giving Annual Report and Financial Statements 2023-24 46 ## Balance Sheet ## At 31 March 2024 |Notes
Fixed assets
Intangible assets
Current assets
Debtors
9
Short term deposits
Cash at bank and in hand
Creditors
Falling due within one year
10
Net current assets
Total net assets
Represented by:
11
Restricted funds
Unrestricted income funds:
Designated Development Fund
Fixed asset reserve
General funds
Total Unrestricted general funds
**Total Funds**|2024
£
22,625
210,071
176,293
408,989
(37,711)
100,000
21,600
223,760|2024
£
21,600
21,600
371,278
392,878
47,518
345,360
392,878|_2023_
_£_|_2023_
_£_| |---|---|---|---|---| ||||_1,774_
_-_
_252,576_|_-_| |||||_-_
_243,086_| ||||_254,350_
_(11,264)_|| |||||_243,086_| |||||_-_
_243,086_| |||||_243,086_| Approved by the Board of Trustees of 360 Giving, Company Registration Number 09668396 (England and Wales), and signed on their behalf by: ## Foz��Ir�a� Fozia Irfan, OBE (Chair) Approved on 16th July 2024 The notes on pages 49 to 60 form part of these financial statements. 360 Giving Annual Report and Financial Statements 2023-24 47 ## Statement of Cash Flows ## Year to 31 March 2024 |Statement of Cash Flows
Year to 31 March 2024|| |---|---| |Statement of cash fows
Notes
2024
£
Cash fows from operating activities:
Net cash provided by operating activities
A
155,388
Cash fows from investing activities:
Purchase of intangible fxed assets
(21,600)
Change in cash and cash equivalents in the year
133,788
Cash and cash equivalents at the beginning of the year
252,576
Cash and cash equivalents at the end of the year
B
386,364
Notes to the statement of cash fows for the year to 31 March 2024
A Reconciliation of net movement in funds to net cash
provided by operating activities
2024
£
Net movement in funds (as per the statement of fnancial activities)
149,792
Adjustments for:
Decrease/(Increase) in debtors
(20,851)
Increase/ (Decrease) in creditors
26,447
Net cash provided by (used in) operating activities
155,388
B Analysis of cash and cash equivalents
2024
£
Cash at bank and in hand
386,364
Total cash and cash equivalents
386,364|_2023_
_£_
_30,751_
_-_
_30,751_
_221,825_
_252,576_
_2023_
_£_| |Net movement in funds (as per the statement of fnancial activities)
Adjustments for:
Decrease/(Increase) in debtors
Increase/ (Decrease) in creditors
Net cash provided by (used in) operating activities
B Analysis of cash and cash equivalents
Cash at bank and in hand
Total cash and cash equivalents|_65,877_
_(1,605)_
_(33,521)_| ||_30,751_| ||_2023_
_£_
_252,576_
_252,576_| The notes on pages 49 to 60 form part of these financial statements. 360 Giving Annual Report and Financial Statements 2023-24 48 ## Notes to the Financial Statements ## **1. Principal accounting policies** The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are laid out below. ## **a) Basis of accounting** The financial statements have been prepared under the historical cost convention with items initially recognised at cost or transaction value unless otherwise stated in the relevant accounting policy note(s). 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 Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note. In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below. The accounts are presented in sterling and are rounded to the nearest pound. ## **b) Public Benefit Entity** The charity constitutes a public benefit entity as defined by FRS 102. ## **c) Assessment of going concern** The trustees have assessed the position of the charity as a going concern in preparing this report and financial statements and have made this assessment in respect of a period of one year from the date of approval of these financial statements, based on the expected level of activity during 2024-25 and 2025-26 and income already secured. The charity had net current assets at 31 March 2024 and few recurring and fixed costs. The trustees have concluded that there are no material uncertainties 360 Giving Annual Report and Financial Statements 2023-24 49 related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern, and the charity will have sufficient resources to meet its liabilities as they fall due. ## **d) Income recognition** Income is recognised in the period in which the charity is entitled to receipt, the amount can be measured reliably and it is probable that the funds will be received. Donations and grants are recognised in the period in which the charity becomes legally entitled to the income, it is probable the income will be received, and that income can be measured with reasonable certainty. Restricted grants are apportioned to charitable activity goals on the SOFA based on the aims of the grant and activities included in the restricted costs. Income relating to commissioned projects is recognised in line with the performance of that project. Where income is received in advance of work having been performed the income is deferred to the extent that the work is yet to be undertaken. Income relating to events is recognised on the date the event took place – and in the case of a series of events, the date the first event took place. Income relating to commissioned projects and events is allocated to charitable activity goals based on the aims of the activities delivered. ## **e) Expenditure recognition and the basis of apportioning costs** Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis. Expenditure comprises direct costs and support costs. Expenditure on charitable activities includes all direct and indirect costs (including support and governance costs) associated with furthering the charitable purposes of the charity through the provision of its charitable activities. Support and governance costs are apportioned to charitable activity goals based on an estimated proportion of staff time. All expenditure is stated inclusive of irrecoverable VAT. 360 Giving Annual Report and Financial Statements 2023-24 50 ## **f) Intangible and tangible fixed assets** All fixed assets are stated at historical cost less depreciation/amoritisation. Assets with a cost more than £2,000 and which are intended to be of ongoing use to 360Giving in carrying out its activities are capitalised as fixed assets. Depreciation/amortisation is charged on all tangible/intangible fixed assets, so as to write them off over their expected useful lives. At the end of the financial year, work was completed to build a new website for UKGrantmaking. This will be amoritised over 3 years, starting from 1st April 2024. There were no tangible fixed assets held by the charity as at 31st March 2024. ## **g) Pension costs** The charity contributes to pension arrangements on behalf of its employees into a defined contribution scheme. The cost of the contributions is charged to the statement of financial activities over the period in which the cost is incurred. ## **h) Taxation** Provision for corporation tax is not necessary as the company is a registered charity. No deferred tax provision is required. Tax recovered from voluntary income received under Gift Aid is recognised when the related income is receivable and is allocated to the income category to which the income relates. ## **i) Debtors** Debtors are recognised at the settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material. ## **j) Cash at bank and in hand** Cash at bank and in hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the date of acquisition. ## **k) Creditors and provisions** Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material. 360 Giving Annual Report and Financial Statements 2023-24 51 ## **l) Fund accounting** Unrestricted general funds are those funds which can be used freely to meet the charity’s charitable objects. Designated Funds are unrestricted funds that have been earmarked by the trustees for a specific purpose. Restricted funds are monies raised for a specific purpose or restricted to a specific purpose by the donor. Expenditure on activities furthering these purposes is charged to the appropriate fund. ## **2. Donations** |Unrestricted
Funds
£
Grants
Esmée Fairbairn Foundation
239,500
Indigo Trust
100,000
Tudor Trust
30,000
Paul Hamlyn Foundation
22,000
Pears Foundation
30,000
Donations
18
Gift in Kind* (ofce hosting)
-
Total Funds
421,518
*Esmée Fairbairn Foundation kindly hosted 360Giving in
**3. Income from charitable activities**
Unrestricted
Funds
£
Grants
National Lottery Community Fund
-
City Bridge Foundation
-
Pears Foundation
-
Greater London Authority
-
Partnership contributions
4,000
Training and consultancy
24,670
Total Funds
28,670|Unrestricted
Funds
£|||Restricted
Funds
£||2024
Total Funds
£||_2023_
_Total Funds_
_£_| |---|---|---|---|---|---|---|---|---| |||||||||_150,000_
_200,000_
_30,000_
_40,000_
_25,000_
_-_
_28,000_| |||||||||_473,000_| ||||||||_2023_
_Total Funds_
_£_
_122,470_
_-_
_-_
_10,000_
_30,505_
_15,772_
_178,747_|| 360 Giving Annual Report and Financial Statements 2023-24 52 ## **4. Analysis of expenditure** |**4. Analysis of expenditure**||||||||| |---|---|---|---|---|---|---|---|---| |Notes
Staff costs
5
Publishing, standard and tools
Programmes, training, analysis and data use
Comms and running costs
Governance costs
6
Support costs
Governance costs
Total expenditure 2024
Total expenditure 2023||Charitable activities|||Support
costs
£
33,106
-
-
13,575
1,696
48,377
-
-
-
-|Governance
costs
£|2024
Total
£|_2023_
_Total_
_£_| ||Goal 1:
more
data
£
82,765
45,502
878
3,359
-
132,504
12,094
4,829
149,427
140,655|Goal 2:
better
data
£|Goal 3:
improved
use
£
82,765
79,562
18,143
3,495
-
183,965
16,932
9,659
210,556
201,316|Goal 4:
insight/
infuence
£||||| |||66,212
78,914
195
2,674
-||66,212
2,218
15,600
2,878
-||-
-
-
-
24,146|331,061
206,196
34,816
25,981
25,842|_309,524_
_181,216_
_21,673_
_50,560_
_24,805_| |||147,995
12,094
4,829||86,908
7,257
4,829||24,146
-
-|623,895
-
-|_587,778_
_-_
_-_| |||164,918||98,994||-|623,895|| |||167,100||78,707||-|-|_587,778_| Comms and running costs are the support costs of the charity and are made up of central administrative costs such as computers and software, banking costs, team expenses and communications costs that are not related to specific projects. 360 Giving Annual Report and Financial Statements 2023-24 53 ## **5. Staff costs** |**5. Staff costs**||| |---|---|---| |Wages and salaries
Social security costs
Pension costs
Other staff costs
Total staff costs
The average number of employees analysed by function was:
Charitable activities
Goal 1: more data
Goal 2: better data
Goal 3: improved use
Goal 4: insight/infuence
Governance
Average headcount/FTE|2024
Total
£
271,053
29,305
12,729
17,974
331,061
2024
Total
£|_2023_
_Total_
_£_| |||_253,041_
_29,715_
_12,785_
_13,982_| |||_309,524_| |||_2023_
_Total_
_£_| ||1.4
1.2
2.0
0.9
0.5|_1.6_
_1.2_
_1.8_
_0.7_
_0.4_| ||6.0|_5.7_| One employee earned £60,000 - £70,000 during the period (2023 - one). Key management personnel of the charity in charge of directing, controlling, running and operating the charity on a day-to-day basis comprise the trustees and the Chief Executive and since January 2024, the Deputy Chief Executive. The total employment cost of the key management personnel for the period was £96,798 (2023 - £81,219). The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2023: £nil). No charity trustee received payment for professional or other services supplied to the charity (2022: £nil). Trustees' expenses represent the payment of travel and childcare costs totalling £443 (2023: £329) incurred by one trustee (2023: three) relating to attendance at meetings of the trustees. 360 Giving Annual Report and Financial Statements 2023-24 54 ## **6. Governance costs** |Audit fee
Accountancy
Trustee expenses
Board development and meeting costs
Insurance
Registered address and accreditations
Total governance costs|2024
Total
£|_2023_
_Total_
_£_
_7,260_
_12,515_
_329_
_3,108_
_1,593_
_-_
_24,805_| |---|---|---| ||7,740
12,090
443
1,572
1,332
969|| ||24,146|| ## **7. Taxation** 360Giving is a registered charity and is therefore not liable to corporation tax on income derived from is charitable activities, as it falls within the various exemptions available to registered charities. ## **8. Fixed Assets** |**Cost or valuation**
At the start of the year
Additions in the year
Disposals in the year
At the end of the year
**Amoritisation**
At the start of the year
Charge for the year
Eliminated on disposal
At the end of the year
**Net book value**
At the end of the year
At the start of the year|UKGrantmaking
Platform
£
-
21,600
-
21,600
-
-
-
-
21,600
-|**_Total_**
**_£_**| |---|---|---| |||**_-_**
**21,600**
**_-_**| |||**21,600**| |||**_-_**
**_-_**
**_-_**| |||**_-_**| |||| |||**21,600**| |||| |||-| 360 Giving Annual Report and Financial Statements 2023-24 55 ## **9. Debtors** |**9. Debtors**||| |---|---|---| |Prepayments
Accrued income
Trade debtors
Other debtors
Total debtors|2024
Total
£|_2023_
_Total_
_£_| ||7,576
-
15,000
149|_896_
_722_
_-_
_156_| ||22,725|_1,774_| ## **10. Creditors** |Trade creditors
Accruals
Other creditors
Deferred income
Total creditors|2024
Total
£|_2023_
_Total_
_£_
_2,009_
_9,060_
_195_
_-_
_11,264_| |---|---|---| ||1,924
17,787
-
18,000|| ||37,711|| ## **11. Funds** |**11.**
**Funds**|||||| |---|---|---|---|---|---| ||At 1 April
2023
£|Income
£|Expenditure
£|Transfers
£
At 31
March 2024
£
-
-
-
8,333
(21,600)
39,185
(21,600)
47,518
100,000
100,000
21,600
21,600
(100,000)
223,760
21,600
345,360
-
392,878|| |Restricted funds
National Lottery Community Fund
City Bridge Foundation
Pears Foundation
Total restricted funds
Unrestricted funds
Designated Development Fund
Fixed Asset Reserve
General funds
Total unrestricted funds
Total all funds|-
-
-|190,000
50,000
68,000|(190,000)
(41,667)
(7,215)
(238,882)
-
-
(385,013)
(385,013)
(623,895)|-
-
(21,600)|| ||-|308,000||(21,600)|| ||-
-
243.086
243,086
243,086|-
-
465,687
465,687
773,687||100,000
21,600
(100,000)
21,600
-|| ||||||345,360| ||||||| ||||||392,878| 360 Giving Annual Report and Financial Statements 2023-24 56 ## **National Lottery Community Fund** The fund comprises money received for the delivery of the 2022-2025 strategy in England. ## **City Bridge Foundation** The fund comprises money received for the delivery of the 2022-2025 strategy in London. ## **Pears Foundation** The fund comprises money received for the delivery of the UKGrantmaking project. The transfer out of the restricted fund represented the transfer to the fixed asset reserve for the expenditure on the UKGrantmaking platform development. ## **Fixed Asset Reserve** The fixed asset reserve is a designated fund representing the value of the fixed assets after depreciation/amortisation. This currently comprises the new UKGrantmaking platform. ## **Designated Development Fund** Due to vacancies over the last few years, we delayed a number of important internal infrastructure developments, including some that had been postponed from the previous year. As a result of always prioritising the external developments for users, we have built up a degree of internal technical debt and are not working as efficiently as we could be. Over the coming 18 months, we will be implementing a programme of work including a number of projects to improve our internal infrastructure. These include: - Replacement of the website and improved functionality to better integrate information and contacts to our internal database - Improved case management functionality within the database to support more effective enquiry and workload management - Increased automation of communications to funders that publish their data - Improvements to internal reporting and monitoring mechanisms to increase efficiency - Internal tools to support more efficient data analysis and data enrichment projects A designated fund has been set aside for these developments from the underspend of the last two financial years to ensure that we prioritise our internal infrastructure to be as effective as possible. 360 Giving Annual Report and Financial Statements 2023-24 57 ## **12. Analysis of net assets between funds** |Current assets
Intangible fxed assets
Creditors
Total|General
Funds
£
261,471
-
(37,711)
223,760|Designated
Funds
£|Restricted
Funds
£
47,518
-
-
47,518|2024
Total Funds
£|_2023_
_Total Funds_
_£_| |---|---|---|---|---|---| |||100,000
21,600
-||408,989
21,600
(37,711)|_254,350_
_(11,264)_| |||121,600||392,878|_243,086_| ## **13. Liability of members** The charity is constituted as a company limited by guarantee. In the event of the company being wound up, the members are required to contribute an amount not exceeding £10. ## **14. Related party transactions** Francesca Perrin, 360Giving Founder, is the Chair of the Indigo Trust and Thrisa Haldar (Trustee) is the lead Executive. During the year £100,000 (2022-23: £200,000) was received as a donation from the Indigo Trust. Lucinda Palfreyman (Trustee) is an employee of Paul Hamlyn Foundation. During the year, Paul Hamlyn Foundation made a grant of £22,000 (2022-23: £40,000). SayerVincent LLP (360Giving auditors) provided registered address services to 360Giving. 360 Giving Annual Report and Financial Statements 2023-24 58 ## **15. Prior year figures** SOFA year to 31 March 2023 |SOFA year to 31 March 2023|||||| |---|---|---|---|---|---| |Notes|Designated
Funds
£|General
Funds
£
473,000
7,500
12,505
13,690
12,585
1,908
521,185
80,779
112,193
171,378
62,738
428,088
93,097
-
93,097
149,989
243,086|Restricted
Funds
£|2023
Total Funds
£|_2022_
_Total Funds_
_£_| |Income from:
Donations
2
Charitable activities
3
Goal 1 - more data
Goal 2 - better data
Goal 3 - improved data use
Goal 4 - insight/infuence
Interest received
Total income
Expenditure on:
Charitable activities
4
Goal 1 - more data
Goal 2 - better data
Goal 3 - improved data use
Goal 4 - insight/infuence
Total expenditure
Net income and
movement in funds
10
Transfers between funds
10
Net income and
movement in funds
10
Reconciliation of funds:
Total funds brought forward
Total funds carried forward|-
-
-
-
-
-||-
48,988
47,741
24,494
12,247
-|473,000
56,488
59,246
38,184
24,829
1,908|_350,000_
_65,138_
_32,569_
_54,854_
_16,331_
_8_| ||-||132,470|653,655|_518,900_| ||-
-
-
-||59,876
54,907
29,938
14,969|140,655
167,100
201,316
78,707|_133,418_
_151,613_
_242,580_
_78,839_| ||-||159,690|587,778|_606,450_| ||-
-
-
-||(27,220)
-
(27,220)
27,220|65,877
-
65,877
177,209|_(87,550)_
_-_
_(87,550)_
_264,759_| ||-||-|243,086|_177,209_| 360 Giving Annual Report and Financial Statements 2023-24 59 ## Fund movement year to 31 March 2023 |||At 1 April|||||At|31 March| |---|---|---|---|---|---|---|---|---| |||2022|Income||Expenditure|Transfers||2023| |||£||£|£||£|£| |Restricted funds||||||||| |National Lottery Community Fund||27,220||122,470|(149,690)||-|-| |Greater London Authority||-||10,000|(10,000)||-|-| |Total restricted funds||27,220||132,470|(159,690)||-|-| |Unrestricted funds||||||||| |General funds||149,989|521,185||(428,088)||-|243,086| |Total unrestricted funds||149,989|521,185||(428,008)||-|243,086| |||||||||| |Total all funds||177,209||653,655|(587,778)||-|243,086| |Analysis of net assets between funds year to||||31 March|2023|||| ||General|Designated||Restricted
2023|||_2022_|| ||Funds|Funds||Funds
Total Funds|||_Total Funds_|| ||£|£||£|£||_£_|| |Current assets|254,350||-||-
254,250||_221,994_|| |Creditors|(11,264)||-||-
(11,264)||_(44,785)_|| |Total|243,086||-||-
243,086||_177,209_|| 360 Giving Annual Report and Financial Statements 2023-24 60 ## Reference Information |Founder||Fran Perrin, OBE|| |---|---|---|---| |Board of Trustees||Fozia Irfan, OBE
Lucinda Palfreyman
Danil Mikhailov
Jonathan Cracknell
Bonnie Chiu
Farah Ahmed
Jo Ker
Thrisa Haldar
Adam Lopardo
Linda Humphries|(Chair)
(Treasurer)
(Vice-Chair)
(to 19th June 2023)
(to 19th June 2023)
(to 23rd November 2023)
(from 16th July 2024)| |Chief Executive||Tania Cohen, MBE|| |Company Secretary||Tania Cohen, MBE|| |Charity name||360 Giving (Trading as 360Giving)|| |Registered and principal ofce||c/o Sayer Vincent
110 Golden Lane
London EC1Y 0TG|| |Company registration||09668396 (England and Wales)|| |Charity registration number||1164883|| |Auditor||Sayer Vincent LLP
110 Golden Lane
London EC1Y 0TG|| |Solicitors||Bolt Burdon
Providence House
Providence Place
London N1 0NT|| |Principal bankers||C Hoare & Co
32 Lowndes Street
London SW1X 9HZ|| 360 Giving Annual Report and Financial Statements 2023-24 61 ## **About 360Giving** 360Giving helps funders publish open data about their grants, and supports people to use this data to improve charitable giving. Our vision is for grantmaking in the UK to become more informed, effective and strategic. You can find out more about 360Giving and our plans for development at threesixtygiving.org/unleashing You can access grants awarded in our search engine, GrantNav: grantnav.threesixtygiving.org For help publishing your grants data, please visit https://www.threesixtygiving.org/publishing/ Website: threesixtygiving.org Telephone: 020 8145 8043 Get in touch: https://www.threesixtygiving.org/contact/ Registered Address: c/o Sayer Vincent, 110 Golden Lane, London, EC1Y 0TG Registered in England and Wales. Company Limited by Guarantee: 09668396. Charity: 1164883