our head of foodbank 3 - 9 / Operational Review 10 / Turn2Us Emergency Grant Programme 11 / Cost of Living Strategy 2023/24 12 / Risks and Uncertainties 13 - 18 / Financial Review 19 / Independent Examiner's Report 20 - 22 / Statement of Financial Activities PREPARED BY BOARD OF TRUSTEES
NPFB ANNUAL REPORT 2022/23
- 2 / Introduction from our head of foodbank
PREPARED BY
BOARD OF TRUSTEES NORTH PADDINGTON FOODBANK
ENDING POVERTY I N W E S T M I N S T E R
2
INTRODUCTION FROM OUR HEAD OF FOODBANK
As we navigate through the challenges presented by the Covid-19 pandemic and the persistent cost-of-living crisis, I wanted to share a glimpse into the transformative journey we've undertaken at North Paddington Foodbank.
This past year has witnessed an unprecedented demand for emergency food aid, marking a peak in our nine-year history. Stepping up to meet this challenge, we provided vital assistance to 6,097 households and 14,633 individuals grappling with hardship.
In response to this surge in need, we launched Westminster's sole Baby Bank, extending support to 172 families with children under 5. Essential items like nappies, baby formula, wipes, and sanitary products were distributed to ensure the well-being of our community's youngest members.
Amidst the escalating cost of living, impacting both our beneficiaries and committed volunteers, we implemented measures to support our staff and volunteers through these challenging times.
Beyond Food Parcels: Recognising that food aid alone isn't the sustainable answer, we initiated a strategic shift. In 2022, we redefined our core offering, embracing a 'cash first' model. This innovative approach, now the largest of its kind from a UK foodbank, provides our local residents with money advice and emergency income through supermarket food vouchers.
Since adopting the 'Cash First' model, over 5,000 households have experienced newfound control and dignity in choosing and purchasing their own food. An overwhelming 98% of our customers now prefer vouchers over traditional food parcels, with 99% reporting a positive impact on their emotional and physical well-being.
Launching the Money & Advice Hub: In April 2023, we're taking this commitment further with the launch of our Money & Advice Hub. This initiative aims not only to manage immediate financial crises but also to address underlying issues related to fuel poverty, health, employment, and gambling risk. Our goal is to pave the way for a future where no one needs to rely on a food bank.
Building a Future Without Foodbanks: While we understand the limitations of temporary cash-based responses, we believe in practical and innovative steps toward a brighter future. Collaborating with the Westminster Food Network, dedicated staff, volunteers, partners, businesses, and the guidance of our Board of Trustees, we remain hopeful. Together, we are laying the foundation for a community where every individual thrives without the shadow of food insecurity.
THOMAS DELAP,
HEAD OF FOODBANK
3
OPERATIONAL REVIEW EMERGECY FOOD AID
From April 2022 - March 2023 we have supported a total of 6,097 household referrals, and 14,633 people with emergency food aid, compared to 5,414 households, and 13,535 people the previous year.
Rate of Referrals
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800
600
400
200
0
April May Jun Jul Aug Sep Oct Nov Dec Jan FebMarch
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Upcoming Challenges
We foresee a further surge in the demand for emergency food aid throughout 2023. Several factors contribute to this anticipation:
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The increase in the energy price cap, placing low-income families in the difficult position of choosing between heating, essentials, and food.
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The ongoing challenge of rising unemployment coupled with the enduring 5-week wait for universal credit.
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Operating within a highly challenging and unpredictable environment.
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The prevailing political and economic uncertainty.
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The removal of critical temporary government support such as the £20 uplift, and changes to UK benefits with managed migration to Universal Credit, exacerbated by the ongoing cost-of-living crisis, is significantly impacting the number of people relying on our food bank.
In collaboration with Westminster Council and the Westminster Food Network, we are proactively preparing for the lasting impact that the escalating cost of living will continue to impose on the most vulnerable households in our community.
ENDING POVERTY
I N W E S T M I N S T E R
4
OPERATIONAL REVIEW EMERGENCY BABY BANK
Launched in April 2022 in collaboration with Westminster Family Hubs and Family Lives.
Our Baby Bank initiative, designed in response to the ongoing cost-of-living crisis, has provided critical support for families with infants and young children.
And from April 2022 to March 2023, we've made a significant impact:
-
172 Households Served
-
1,037 Visits to the Baby Bank Supporting 309 Children Under 5
Tailored Support and Essential Supplies:
Beyond supplying essential items like nappies and formula, our project has been about addressing the unique needs of each family. Thanks to funding from Children in Need, we've provided 85 critical grants amounting to £19,833. This support has covered crucial items like cookers, furniture, kitchen equipment, beds, washing machines, and more.
This underscores the profound impact our initiative is having in meeting the holistic needs of families in our community.
5
OPERATIONAL REVIEW WHO WE SUPPORT
Where? The North Paddington Food Bank Initiative (NPFB) operates at the heart of North Westminster, directly engaging with the community to address urgent issues related to food security and access to essential resources.
Our primary service areas include the wards of Harrow Road, Queens Park, and Westbourne, encompassing most residents of North Westminster. While our focus remains on these areas, we extend our support to a considerable number of households in the West End and neighboring boroughs, such as South Westminster.
Who? NPFB caters to a diverse spectrum of individuals and households within the Westminster borough. We are responsive to the exacerbated challenges posed by the escalating cost of living, witnessing firsthand the difficult choices families and individuals are compelled to make. The heartbreaking reality is that individuals find themselves in the agonising dilemma of choosing between heating their homes and putting food on the table—an injustice that demands our attention. This crisis has a profound impact on various groups within the community.
67%
63%
54%
26%
Of our Customers Are from Ethnic Customer or member of households are Women Minority Communities of their household supported this year have a disability had Children
What We Provide: The project employs a multifaceted strategy to alleviate the impacts of the cost-ofliving crisis:.
1. Emergency Aid:
Addressing immediate needs, NPFB provides vital food aid through supermarket vouchers. Additionally, our Baby Bank offers essential items for children, ensuring vulnerable individuals and households have access to nourishing meals and necessary items.
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Customer Advice & Support:
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NPFB empowers beneficiaries by providing advice and support, assisting them in navigating the complexities of the cost-of-living crisis. This encompasses guidance on financial management, available support systems, and more.
Through emergency food aid, NPFB ensures that vulnerable individuals and households can access nourishing meals, effectively addressing immediate needs and alleviating hunger. Our commitment to equity is underscored by our statistics, with 67% of our customers being women, highlighting the impact on gender disparity. The urgent need to address racial disparities is emphasized by the challenges faced by a quarter of ethnic minority mothers in feeding their children, reinforcing the significance of our outreach. NPFB's initiatives, such as the Baby Bank, extend beyond alleviating immediate food insecurity, laying the foundation for enhanced financial stability and contributing to building stronger community resilience.
REPORT & ACCOUNTS
ENDING POVERTY I N W E S T M I N S T E R
APRIL 2022 - MARCH 2023
6
OPERATIONAL REVIEW HOW IT WORKS
When individuals are referred to our service, we not only address their immediate food needs but also act as a support system to tackle the underlying issues that have led households to seek assistance from NPFB. Simultaneously, we connect them with other professional services capable of providing comprehensive support. This approach ensures that emergency food needs are met promptly, while concerted efforts are made to resolve the complex underlying challenges our customers are facing.
Since its inception, NPFB has collaborated with various charitable and statutory bodies, including Westminster HELP and Citizen’s Advice Westminster, to extend support to the community facing hardships. In January 2022, we formalized this commitment through the adoption of a 'Cash First' model. This model focuses on offering individuals signposting and referrals to expedite their journey toward financial stability and security, aiming to prevent dependency on emergency food aid.
NPFB Customer Advice & Support
Our innovative NPFB Customer Advice & Support (CAAS) program, developed this year, takes a proactive approach, offering advice and support early in the customer journey through a Social Prescribing model.
Utilizing the Social Prescribing approach, we connect individuals with appropriate community resources, aligning seamlessly with the Cash First model.
25%
-
Strengthened relationships with referrers enhance our ability to guide households toward financial security. NPFB remains committed to using research and data to forge new partnerships, addressing gaps in support.
-
Our public-facing activities allow staff and volunteers to identify customers in need of intensive support, while also encouraging customers to selfpresent with queries and seek advice.
Of our Customers are Complex Cases Dependant on Food Aid
While monitoring any reduction in complex cases and household dependency on our food bank, our initial focus this year was the successful launch of this new model.
We will utilise Monitoring and Evaluation data to inform future outcomes.
REPORT & ACCOUNTS
ENDING POVERTY
APRIL 2022 - MARCH 2023
I N W E S T M I N S T E R
7
OPERATIONAL REVIEW WHO WE WORK WITH
NPFB has formed meaningful partnerships with these charitable and statutory bodies, working collectively to address the root causes of hardship. In January 2022, we formalised our commitment through the introduction of our new 'Cash First' model. This model is designed to facilitate individuals in achieving financial stability promptly, steering clear of dependency on emergency food aid by working in partnership.
Citizens Advice Westminster
Providing housing, debt, benefit and immigration advice for Westminster residents.
Family Lives
Support for families with children
Community Living Well
Turn2Us
Information and financial support to help people get back on track
Support for all Westminster residents including Wellbeing services, benefits, debt and employment advice
Westminster Employment Service
Z2K
Providing housing, debt and benefit advice to people in London
Training and support for unemployed Westminster residents
Nucleus
Advice and assistance in areas such as debt, housing, employment law & welfare benefits
The Passage
Supporting the homeless with a route off the streets with advice on education, employment, welfare rights and access to private renting
Cardinal Hume Centre
Support for young people and families with children including housing and benefits advice, employment support, immigration advice and general family support
Shelter
Free housing advice
StepChange
Age UK Westminster
Debt advice and money management
Support and advice for older people (50+), their families and carers
Asylum Aid
Westminster Family Hubs
Provides legal aid advice and representation on behalf of asylum seekers and refugees
Support for all Westminster residents including Wellbeing services, benefits, debt and employment advice
REPORT & ACCOUNTS
ENDING POVERTY
APRIL 2022 - MARCH 2023
I N W E S T M I N S T E R
8
OPERATIONAL REVIEW WHO WE WORK WITH
WORKING WITH THE WESTBOURNE FOOD PANTRY
In April 2022, we initiated a valuable partnership with Westbourne Pantry in response to the escalating referrals across all food aid partners in Westminster due to the Cost of Living Crisis.
This collaboration involved expanding our support to bolster their operations, allowing us the capacity to refer up to 280 households per month to the pantry. This strategic move aims to alleviate the increasing demand on our services in the upcoming months. In adherence to our partnership agreement, we've actively promoted this opportunity within our volunteer network. Currently, a member of staff and a dedicated group of North Paddington Volunteers works at the pantry every week.
Additionally, we've committed to directing the majority of our food surplus to Westbourne Park Food Pantry while maintaining support for other local food banks through continued food collections.
WORKING WITH IN PARTERNSIP WITH
KILBURN STREET KITCHEN & THE HALLFIELD ESTATE
Following the closure of Granville Community Kitchen Foodbank in June 2022, we engaged in discussions with fellow food aid providers to explore collaborative approaches in preparation for challenging times.
Food Aid Partners:
The Pantry (Thursday and Friday) Kilburn Street Kitchen (Friday) Hallfield (Tuesday)
Food Collection Rota:
Granville, assisting around 200 households weekly, with approximately 20% (40 households) from Westminster, was initially established as a temporary response to Covid in 2020. Recognizing the limitations of this model in addressing food poverty, we are now collaborating with Kilburn Street Kitchen & Hallfield Estate Housing Association to facilitate the establishment of a food bank, ensuring a seamless transition and preventing any interruption in provision.
Embracing the Cash First model, we remain committed to supporting local food banks by collecting surplus from supermarkets. Our partnerships with the Felix Project and City Harvest further reinforce sustainable levels of food supply for this collective effort.
Waitrose Fridays Clifton Greens Thursday Panzers Friday
Sainsbury's Edgware Road Once a week
Sainsbury's Queensway Once a week
Sainsbury's Paddington Basin Once a week
Sainsbury's Finchley Road Daily
Marks and Spencers Notting Hill Daily
Sainsbury's Ladbroke Grove Daily
REPORT & ACCOUNTS
ENDING POVERTY
APRIL 2022 - MARCH 2023
I N W E S T M I N S T E R
9
OPERATIONAL REVIEW COMMUNITY PROJECTS
THE 'LUNCH RUN': EMPOWERING WOMEN, BUILDING COMMUNITY
Launched this year, the 'Lunch Run' stands as more than a weekly cookery project. It's a platform that has directly engaged 23 women and 37 children under 16. Beyond the culinary aspect, it's a catalyst for empowerment and community-building. The project fosters a supportive and inclusive environment, offering women a space to connect, share experiences, and forge meaningful relationships with fellow mothers.
75% FEEL MORE KNOWLEGABLE ABOUT HEALTHY FOOD
100% FEEL MOTIVATED TO PREPARE FOOD MORE REGULARLY
WHAT DO YOU ENJOY ABOUT THE CLASS?
“I enjoy the cooking and meeting people in the class, and especially Mads because she teaches us very good and healthy food too.”
60% ARE COOKING MORE HEALTHY MEALS AT HOME
75% THINK THEIR COOKING SKILL HAS IMPROVED
'”I most enjoyed learning from a friendly and encouraging teaching team. I picked up lots of great ideas and tips to use at home with my children and was introduced to some great new flavours too.”
75% FEEL MORE CONFIDENT TO BE ABLE TO CHOSE A RECIPE AND LEAD A CLASS
THE PROJECT AIMS TO –
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improve women’s health and well-being provide more routes to employment for Women
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improve social understanding and community integration
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provided information, signposting to
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other services and support that would benefit Women, children, families who attend activities
REPORT & ACCOUNTS
ENDING POVERTY I N W E S T M I N S T E R
APRIL 2022 - MARCH 2023
10
TURN2US EMERGECY GRANTS PROGRAMME
North Paddington Foodbank worked in partnership with Turn2US to deliver their Emergency Grants programme, a short-term crisis response programme providing an ‘Emergency Grants’ of £2,000 to help people experiencing severe financial hardship because of the rapidly increasing cost of living.
Turn2us is a national charity providing practical support and information to give individuals the opportunity to build financial sustainability and thrive, and as part of our long-term strategy 680 to ‘End Poverty in Westminster’, this project saw: Combined Capacity
working in Parternship with
Westbourne Park Pantry
NPFB & Turn2us work together to provide financial assistance to 31 households experiencing severe financial hardship and at high risk of destitution. Provide additional support including signposting or access to other services and resources as appropriate. Learn about whether and how, by working together, we can deepen the impact we hope to achieve for people in financial difficulty.
The fund was targeted towards –
out-of-work households with children under 18 living at home
lone-parent families on low incomes with children under 18 living at home at least part of the week on a regular basis single people with no recourse to public funds individuals or couples under state pension age who have a disability or significant health issues
full time unpaid carers living in the same household as the person they are caring for
REPORT & ACCOUNTS APRIL 2022 - MARCH 2023
ENDING POVERTY I N W E S T M I N S T E R
11
COST OF LIVING STRATEGY 2023/24
Around a quarter of households across Westminster (approximately 31,000 households) are particularly vulnerable to rises in living costs, with some people facing extreme hardship.
In 2022/23, we supported 6,097 households (14,633 people) with emergency food aid, a significant increase from the previous year's 5,414 households (13,535 people). Notably, 30% of referrals since April were from households new to foodbank usage.
OUR APPROACH FOR 2023/24 IS GROUNDED IN THREE PILLARS TO EFFECTIVELY ADDRESS THE CHALLENGES POSED BY THE RISING COST OF LIVING.
1. EmergencyAid
Targeting an initial £350,000 package of direct emergency support to help households in Westminster that are struggling with the rising cost of living
TO FULFIL THIS, WE WILL CARRY OUT AN SIX-POINT PLAN AND TAKE ACTION ACROSS THESE KEY AREAS TO SUPPORT RESIDENTS WITH THE COST OF LIVING CRISIS:
2. Partnership Working
- Improve levels of Cash First support
Working with our partners to ensure that we coordinate and maximise our impact.
3. Access to Information & Advice
Making sure our residents have the information they need to access all the support that is on offer to them.
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Educate and promote Understanding and Impact of Cash First
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Pilot welfare and debt advice to support vulnerable residents understand their financial situation and cope with increasing financial pressures
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Improve accessibility and promotion of mental health services
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Provide additional provision to support families with children
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Mitigate the impact of No Recourse
REPORT & ACCOUNTS
ENDING POVERTY I N W E S T M I N S T E R
APRIL 2022 - MARCH 2023
12
RISKS AND UNCERTAINTIES
The on-going fallout from the pandemic, cost of living, and energy crisis continues to create a significant amount of uncertainty and disruption.
We our developing our long-term strategic plan, annual fundraising plan and annual budget, all of which to be approved by the Trustees.
The monthly review of both our financial position (including quarterly rolling forecasts) and review of our business plan ensures visibility of our priorities, activities, and risks to identify any emerging issues and allow us to act accordingly.
The nominated Finance, Fundraising, Communications, Audit and Risk board subcommittees reviews risk processes and significant risks as a standing agenda item and the Board of Trustees is updated at each bimonthly board meeting.
At present, three key risks faced by the organisation can be broadly categorised as follows:
2. Operational Demands
Operational demands mean that our ability to engage with strategic activity as a priority can be restricted, leading to slower long-term change. NPFB are committed to providing the most compassionate and immediate response, but we also recognise that we need to implement strategic solutions which address the drivers of increased food bank need. To mitigate this risk, we have expanded our dedicated Customer Support and Advice team through increased resources and skillset through our Money and Advice Hub, and phoneline, we are increasing opportunists and access to specific support roles for volunteers.
3. Decrease in coverage and support for food banks
- Highly Challenging and unpredictable operating environment
The current political and economic uncertainty - removal of key temporary government support such at the £20 uplift to Universal Credit, and Cost of Living crisis - are all adversely affecting the numbers of people requiring the support of a food bank, and the amount of financial donations by the general public.
We are working closely with Westminster Council to improve levels of cash first support and find policy solutions to reduce levels of food bank need, and we will launch an emergency appeal for funding in the public spaces.
With the significant increase in need over the past few years, food banks have been at the forefront of the national conversation. Widespread media coverage has helped contribute to a rise in financial support for the charity and individual food banks. It has provided a spur to our new Cash First approach.
If we emerge from the cost of living crisis there is a risk that the national conversation moves on and the issue of food banks is less relevant, resulting in a potential reduction in financial support. To counteract this risk, we are creating a new communications team with expanded capacity and expertise. This new team will expand our media and campaigning footprint and build on the support received during Covid19, and so far during the Cost of Living Crisis ensuring that the cause remains high on the national and local agenda.
REPORT & ACCOUNTS
ENDING POVERTY I N W E S T M I N S T E R
APRIL 2022 - MARCH 2023
13
FINANCIAL REVIEW OUR SUPPORTERS
We are so very grateful for our partnership with Westminster City Council, and the generosity we have received from numerous charitable trusts and foundations. These grants have played a critical role in allowing us to scale up the support we are able to offer to our community in uncertain times and significantly expand our key programmes to end the need for food banks.
Over 100k
10k or Under
Westminster City Council
Paddington Central
Over 50k
British Land > GIC London
Turn2Us
Vodaphone
Islamic Relief
Cromwell European
Under 50k
The Joron Trust
Goldman Sachs
A2Dominion
Shaftsbury Foundation
MFS International
Virgin Foundation
Westminster Almhouses
Howard De Walden
HOARE & CO
The Boltini Trust > Ian Cadbury Charitable Trust > The Mickheev Charitable Trust Baker Street Quarter Partnership
REPORT & ACCOUNTS
ENDING POVERTY I N W E S T M I N S T E R
APRIL 2022 - MARCH 2023
14
FINANCIAL REVIEW WHERE OUR INCOME COMES FROM
----- Start of picture text -----
Other Trading
Donations & Legacies 1%
30.4%
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TOTAL INCOME ￡492,820
Statutory, Corporate, Trusts and Foundations 68.6%
Public Donations & Legacies: £149,479
Statutory, Corporate, Trusts and Foundations:
£343,020
Other Trading activities: ￡325 (Interest Income)
At the heart of our mission lies the invaluable support from individuals and diverse entities committed to eradicating hunger. Our financial foundation comprises:
-
Individual Donations (Including Gift Aid):
-
Contribution from Individuals form a significant part of our support network, contributing through generous donations and the added impact of Gift Aid.
-
Corporate, Trusts, and Foundations: Partnership with Purpose: We receive essential support from corporates, trusts, and foundations, both through one-time donations and ongoing contractual partnership payments.
-
Statutory Grants:
-
Collaboration with Westminster Council: Our work is amplified through grants from statutory bodies, reflecting collaborative efforts with public institutions.
REPORT & ACCOUNTS
ENDING POVERTY I N W E S T M I N S T E R
APRIL 2022 - MARCH 2023
15
FINANCIAL REVIEW WHERE WE SPEND OUR INCOME
Governance
----- Start of picture text -----
5%
----- End of picture text -----
TOTAL EXPENDITURE ￡541,957
Charitable Operations 91%
Charitable Operations: ￡ 499,784
The majority of our expenditure relates to our provision of delivering an effective emergency food aid service, also included here are the running cost of the food bank.
Governance: ￡ 29,791
Costs included here relate to our research, strategy, and customer support development .In order to achieve our ultimate charitable aim of ending poverty in Westminster, we must identify the structural issues that drive people to food banks, and be in a position to address these issues.
Fundraising: ￡ 23,382
Like every charity, we must invest in our fundraising to enable us to secure the funding we require to continue and expand our charitable work
REPORT & ACCOUNTS
ENDING POVERTY I N W E S T M I N S T E R
APRIL 2022 - MARCH 2023
16
FINANCIAL REVIEW FINANCIAL PERFORMANCE & POSITION
Over the financial year ending on March 31, 2023, North Paddington Foodbank faced a financial deficit of £49,137, marking a significant improvement from the previous year's deficit of £99,740, which was influenced by the challenging circumstances of 2021/22, the lasting impacts of COVID-19, and the persistent strain of the Cost of Living Crisis.
Despite a commendable increase in fundraising, from £268,103 in 2021-22 to £492,820 in 2022-23, the persistent cost-of-living crisis posed operational challenges. Notably, 30% of referrals during this period were from first-time aid seekers.
In response, we strategically expanded our team and intensified emergency aid efforts. The Board of Trustees, propelled by confidence in our fundraising strategy and robust financial forecasts, judiciously utilised free reserves. This proactive measure ensured uninterrupted essential services to households in need.
The Board's commitment to making a lasting impact during this critical period accelerated our ambitious plans. A resolute 'Cash First' approach to poverty, supported by sound financial planning, underscores our dedication to end the need for food banks in Westminster.
Armed with a robust fundraising strategy and substantial secured funding for the upcoming financial year, we stand poised for an even greater impact in the upcoming year. Our mission is clear: extend vital aid, carve pathways out of poverty, and usher in a brighter future for the households we serve.
REPORT & ACCOUNTS
ENDING POVERTY I N W E S T M I N S T E R
APRIL 2022 - MARCH 2023
17
FINANICAL REVIEW TRUSTEE RESPONSABILITES
Key Management Personnel
The remuneration of all staff is reviewed annually. The Trustees review the remuneration of key management personnel, and draw on their knowledge of the sector, the formal appraisal process, and common practice in other charities of similar size, to ensure that the remuneration set is fair and not out of line with that generally paid for similar roles.
Risk management
The Trustees have assessed the major risks to which the charity is exposed, in particular those related to the operations and finances of the charity, and are satisfied that systems and procedures are in place to mitigate our exposure to the major risks.
Going Concern
After making appropriate enquiries, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements.
Reserves Policy
The Trustees aim to hold three months of direct charitable expenditure as reserves (estimated to be approximately £105,000), which will allow the organisation to run efficiently, and meet the needs of its members and staff. The unrestricted funds available to the charity as at 31 March 2023 was £155,567
REPORT & ACCOUNTS APRIL 2022 - MARCH 2023
ENDING POVERTY I N W E S T M I N S T E R
18
FINANICAL REVIEW TRUSTEE RESPONSABILITES
The Trustees are responsible for preparing the Trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Charity law and good practice require trustees to ensure that financial statements are prepared which give a true and fair view of the charity's affairs and of the profit and loss of the organisation for that period. In order to achieve this, trustees must comply with their obligation under the Charities Act 2011 with regards to, the keeping of accounting records for the charity, the auditing or independent examination of the statements of account of the Charity, the transmission of the statements of account of the Charity to the Commission and the preparation of Annual Return and its transmission of the commission.
In preparing these financial statements, the Trustees are required to:
a) select suitable accounting policies and apply them consistently; b) observe the methods and principles in the Charities SORP;
c) make judgments and accounting estimates that are reasonable and prudent; d) state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;
e) prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
The financial statements were approved by the Board of Trustees on: 30th January 2024
And were signed on its behalf by:
Michelle Huggins, Chair
REPORT & ACCOUNTS APRIL 2022 - MARCH 2023
ENDING POVERTY
I N W E S T M I N S T E R
19
INDEPENDENT EXAMINER'S REPORT
RESPONSIBILITIES AND BASIS OF REPORT
As the charity's trustees, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act'). Independent examiner's statement.
INDEPENDENT EXAMINER'S STATEMENT
I report in respect of my examination of the charity's accounts carried out under section 145 of the Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5) (b) of the Act. I am disclosing the accounts are produced in line with the recommended practice.
I have examined the financial statements of North Paddington Food Bank for the Accounts and payroll year ended 31 March 2023, which comprise the Statement of Income, the Statement of Financial Position, and Trustee Report to the financial statements, including a summary of significant accounting policies.
In my opinion, the financial statements:
-
give a true and fair view of the state of the charity activity as of 31 March 2023;
-
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; have been prepared in accordance with the requirements of the charity commission.
BASIS FOR OPINION
Ethical requirements that are relevant to my examination of the financial statements in the UK Ethical Standards, and I have fulfilled ethical responsibilities in accordance with these requirements. I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my opinion.
I have no concerns and have come across any other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Signed by: Ambia Ali - Chartered Management Institute 30th January 2024
REPORT & ACCOUNTS
ENDING POVERTY I N W E S T M I N S T E R
APRIL 2022 - MARCH 2023
20
STATEMENT OF FINANCIAL ACTIVITIES ANNUAL ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2023
| UNRESTRICTED | RESTRICTED | ACTUAL | |
|---|---|---|---|
| FUNDS | FUNDS | TRANSACTIONS | |
| £ | £ | 2023 £ | |
| INCOME FROM | |||
| PUBLIC DONATIONS & | 149,214 | 265 | 149,479 |
| LEGACIES | |||
| STATUTORY, CORPORATE, | 111,371 | 231,649 | 343,020 |
| TRUSTS AND FOUNDATIONS | |||
| OTHER TRADING ACTIVITIES | 320 | 0 | 320 |
| INVESTMENTS | 5 | 0 | 5 |
| TOTAL INCOME | 260,906 | 231,914 | 492,820 |
| EXPENDITURE ON | |||
| FUNDRAISING | 23,382 | 0 | 23,382 |
| CHARITABLE OPERATIONS | 256.870 | 231,914 | 488,784 |
| GOVERNANCE | 29,791 | 0 | 29,791 |
| TOTAL EXPENDITURE | 310,043 | 231,914 | 541,957 |
| SURPLUS/(DEFICIT) FOR | (49,137) | 0 | (49,137) |
| PERIOD | |||
| TRANSFER BETWEEN FUNDS | 0 | 0 | 0 |
| FUNDS BROUGHT FORWARD | 204,704 | (0) | 204,704 |
| FUNDS CARRIED FORWARD | 155,567 | (0) | 155,567 |
All of the above results are derived from continuing activities.
There were no other recognised gains or losses other than those stated above.
REPORT & ACCOUNTS
ENDING POVERTY I N W E S T M I N S T E R
APRIL 2022 - MARCH 2023
21
STATEMENT OF FINANCIAL ACTIVITIES ANNUAL ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2023
| 2023 | 2022 | |
|---|---|---|
| BALANCE SHEET 31 MARCH 22 | £ | £ |
| FIXED ASSETS | 0 | 0 |
| CURRENT ASSETS | ||
| STOCK | 0 | 0 |
| DEBTORS | 0 | 0 |
| PREPAYMENTS AND ACCRUED INCOME | 0 | 0 |
| TOTAL BANK & CASH | 207,508 | 265,492 |
| TOTAL CURRENT ASSETS | 207,508 | 265,492 |
| CURRENT LIABILITIES | ||
| CREDITORS | ||
| NIC & PAYE/STUDENT LOAN | 51,823 | 60,718 |
| PENSION CONTROL DUE | 118 | 69 |
| VAT CONTROL DUE | 0 | 0 |
| ACCRUALS AND DEFERRED INCOME | 0 | 0 |
| TOTAL CURRENT LIABILITIES | 51,941 | 60,788 |
| NET CURRENT ASSETS | 155,567 | 204,704 |
| NET ASSETS | 155,567 | 204,704 |
| FUNDS | ||
| UNRESTRICTED FUNDS | 155,567 | 204,704 |
| RESTRICTED FUNDS | (0) | (0) |
| TOTAL FUNDS | 155,567 | 204,704 |
REPORT & ACCOUNTS APRIL 2022 - MARCH 2023
ENDING POVERTY
I N W E S T M I N S T E R
22
STATEMENT OF FINANCIAL ACTIVITIES ANALYSIS OF EXPENDITURE
| CHARITY | GOVERNANCE | FUNDRAISING | |
|---|---|---|---|
| OPERATIONS | £ | £ | |
| £ | |||
| ADVERTISING & MARKETING | 4,225 | ||
| SUBSCRIPTIONS | 2,491 | ||
| BANK FEES | 615 | ||
| AUDIT & ACCOUNTANCY | 2,158 | ||
| DIRECT EMERGECY FOOD AID | 207,867 | ||
| BABY BANK | 22,818 | ||
| COMMUNITY PROJECTS | 21,953 | ||
| ADVICE & SUPPORT (CAB) | 7,897 | ||
| SALARIES | 153.288 | 16,666 | 16,666 |
| NATIONAL INSURANCE | 12,240 | ||
| COST OF LIVING GRANTS | 9,857 | ||
| GENERAL EXPENSES | 5,808 | ||
| IT SOFTWARE | 1,120 | ||
| OFFICE RENT | 31,467 | ||
| PAYROLL SERVICES | 301 | ||
| PENSIONS COSTS | 4,216 | ||
| PRINTING & STATIONERY | 1,921 | ||
| STAFF TRAINING | 204 | ||
| INSURANCE | 638 | ||
| DIGITAL SERVICES | 8,089 | ||
| TRANSPORT | 7,707 | ||
| VOLUNTEER EXPENSES | 1,568 | ||
| TOTAL | 499,784 | 29,791 | 23,382 |
Of the total expenditure (£541,957), £310,043 was unrestricted and £231,914 was restricted.
Purposes of restricted funds
- Foodbank, staff and service costs grants were received from various donors toward cost of food, staff and increased demand for services of the charity. Emergency Food Aid Response grants was received from Westminster City Council, Turn2Us and Islamic Relief toward provision of food during the cost of living crisis.
REPORT & ACCOUNTS
ENDING POVERTY
APRIL 2022 - MARCH 2023
I N W E S T M I N S T E R
REPORT & ACCOUNTS APRIL 2022 - MARCH 2023
CONTACT US
North Paddington Food Bank 57 Goldney Road London, W9 2AR T: 07932 623443
www.npfoodbank.org.uk info@npfoodbank.org.uk Charity No. 1165272
ENDING POVERTY I N W E S T M I N S T E R