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2021-12-31-accounts

TRUSTEES ANNUAL REPORT

January - December 2021

Charity Registration Number: 1167178

@THE_KIDSNETWORK

TABLE OF CONTENTS

EXECUTIVE SUMMARY 01
STRUCTURE, GOVERNANCE AND MANAGEMENT 02
OBJECTIVES AND ACTIVITIES 03
ACHIEVEMENTS AND PERFORMANCE 05
FINANCIAL REVIEW 13
THE KIDS NETWORK CIO 16

www.thekidsnetwork.org.uk

@THE_KIDSNETWORK

EXECUTIVE SUMMARY

I am delighted to report on another successful year for The Kids Network. In 2021 we supported 393 children in need and provided 13,945 hours of programme delivery (vs 4,049 hours in 2020). We partnered with 35 schools who help us reach and support children living in extremely difficult circumstances and of the children we support, 60% are on free school means and 73% have had Adverse Childhood experiences.

Our long-term impact report makes a clear case for early intervention and highlights the significant outcomes we have had for our beneficiaries. Children who have had a year of the TKN mentoring programme are happier, more confident, more excited, have better relationships, and manage their emotions better than they could before.

TKN’s model is built around the communities, children, and families in London. We grew strategic partnerships – for example with The Black Curriculum to amplify voices and embed anti-racism in the programme, with The Brandon Centre to review our programme endings process, and with the NSPCC to continue ensuring rigorous safeguarding practices for the children.

secured multi-year funds from reputable grant makers and diversified funding sources. From our partnerships with schools, we successfully implemented a model where schools contribute for the support we provide to their pupils, and this now provides over 10% of TKN’s income.

All of this progress is made possible thanks to the hard work of our staff team. We also thank our funders, partner schools, local councils, social workers, and other local charities for their support in helping us reach and support children that are most in need.

As London emerges and recovers from the impact of the COVID-19 pandemic, our work with children continues to be needed more than ever.

For 2022, we aim to expand our impact and support 600 children across London. In order to achieve this goal, we will be investing in our staff team to maintain the highest standards of quality throughout our programme delivery.

Thank you for engaging in the important work that we do.

We raised almost £450k in the year to fund our charitable activities. In meeting our goals to sustain and grow funding, we

Nigel Phan, Chair of Trustees

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STRUCTURE, GOVERNANCE AND MANAGEMENT

The Kids Network CIO, registered charity number 1167178

Principal operating address: Hoxton Mix Ltd, 86-90 Paul Street, London, EC2A 4NE

The Kids Network has been governed by a small group of Trustees to support the growth of our organisation.

As a CIO, the organisation is governed by our constitution. The process of electing new trustee members is through a vote as outlined in our constitution.

Trustees who governed and were appointed in 2021 are as follows:

Nigel Phan , Chair Luke Hollander , Treasurer Douglas Hughes , Treasurer Charlotte Foster , Deputy Chair Amy Henderson , Safeguarding Trustee Naa Acquah , Trustee Natasha Friend , Trustee Andin Fonyonga , Trustee Simon Lucey , Trustee

Over this period we said goodbye to Douglas Hughes who made an incredible contribution to The Kids Network as our Treasurer up until March 2021. Thank you to Doug as an integral founding member of the organisation.

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OBJECTIVES AND ACTIVITIES

Charity purposes as set out in our governing document:

‘To help children and young people to advance through life providing mentoring support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.

The secondary objective, running parallel to the first will create a volunteer hub, encouraging peer to peer support, maximum engagement and community activity.’

Our trustees are aware of the commission’s public benefit guidance and take it into account when making a decision, to which the guidance is relevant.

Our activities, projects and services:

Our project provides children with high needs consistent, tailored support that is proven to prevent those with complex needs reaching crisis.

We match children with a volunteer mentor, a local hero from the community to spend one year together, meeting once a week one on one, having up to 100 hours of child-led sessions.

Our model focuses on the individual needs of the child, building confidence and resilience and developing the tools to manage feelings for a positive future.

Our unique mentoring model is built around:

• Communities, children and families in London who are struggling with generations of cyclical poverty and inequality. They may distrust the other formal sources of support due to bad experiences in the past.

We believe that every child deserves a happy childhood and a positive future.

Our mission is to create meaningful connections in our communities, supporting children through mentoring to feel happy and confident about themselves and their futures.

• Adults in London who have the time and motivation to mentor a child. They are from a diverse range of backgrounds and ages, creating connections between parts of society who would not usually cross paths. Mentors are usually from the same borough as their mentees and want to use their own experiences to support children.

The Kids Network supports children aged 8-11 at a crucial time in their lives - in the lead up to and often during the transition from primary into secondary school.

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Our objectives:

1. Support wellbeing

and connect with their community through positive experiences and building social and emotional capabilities.

2. Develop tools for the future

Mentors inspire their mentees to set goals and develop tools to tackle challenges of their present and build independence, confidence and resilience for a brighter future.

3. Create connections

tapping into the skills, time and needs of local professionals to be our mentors. We create new connections between people who would not usually cross paths, helping them to understand the world from different perspectives and model positive relationships and strengthen London’s communities.

We reach children most in need of support by working closely with over 30 partner schools, local councils, social workers, Family Early Help Teams and local charities.

We have established our programme across the following London boroughs experiencing high need: Hammersmith and Fulham, Hackney, Camden, Southwark, Lambeth and Brent where we deliver our activities and services.

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ACHIEVEMENTS AND PERFORMANCE

2021 Highlights

2021 saw both an increase in demand for our services and a higher level of need for children, likely to be triggered by the negative impact the pandemic had on children’s mental health and wellbeing.

Despite brutal lockdowns and national restrictions to contend with for a second year, The Kids Network managed to achieve some magnificent things for children.

Key achievements of 2021

percentage increase of 29% since 2020

• Providing 13,945 hours of delivery including mentoring sessions, mentor training, workshops, mentor meet ups, and mentor reviews

• Our mentors and mentees holding 3054 sessions, despite challenges of lockdowns and the continuation of the pandemic

• Partnering with The Black Curriculum to further our work on anti-racism

• Working in partnership with the NSPCC to continue to strengthen and prioritise safeguarding for children

• Successfully piloting our school's contribution model resulting in 10% of our income generated from our services

• Gaining media traction, featuring on BBC London, BBC London radio and many other local networks

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2021 Impact

The Kids Network is proud to have produced our 2021 impact report which sits alongside our 2021 Annual Report. You can view this here to see the full extent of our work.

Supporting children who needed us most was a priority for The Kids Network.

• 60% were on free school meals, meaning they are growing up in London in households where the total income is less than £7,400. (Nationwide, 21% of children are eligible for FSM).

wellbeing, 75% of the children we worked with had no other services involved in their lives.

concerns amongst the children we worked with; managing 60 serious concerns in 2021 as opposed to 35 in 2020. Additionally in 2021, we monitored and, where relevant, escalated a further 353 concerns.

In 2021, 73% of the children we supported had experienced at least once ACE. This is above the national average of 51%.

Despite the backgrounds and circumstances of our mentees, they were able to move through coping, to adapting, to thriving in their young lives, prepared to transition into secondary school.

Some of our key impact statistics as told by children:

One of our mentees said it best, ‘It's helped me gain more courage in talking to people, as I can be a bit awkward, and it can be hard to make friends by talking. Having a mentor has given me more confidence to go and talk to people which I think I'll need in secondary school.’

Read the full report on our website.

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Achievement against objectives

2021 saw marginalised communities and children face disproportionate harm from Covid-19. These groups are often unheard, forgotten and excluded. At the same time, people rallied to support local causes and The Kids Network tapped into this to strengthen the support we provided to children through these times.

We were not deterred by the challenges posed by the pandemic and multiple lockdowns, and instead, were driven by the intensified challenges faced by London’s children.

Knowing we must do more has been the foundation and driving force of the three pillars of our 2020-2022 strategy:

1. Child-centred mentoring

2. Amplifying unheard voices

3. Sustainability as an organisation

Below outlines some of our achievements against the objectives we set ourselves, and some of the learnings too, taking us into our final year of our three year strategy.

The Kids Network could not do this without strong foundations, and that begins by putting children at the heart of our decision making, as decision makers.

That is why we not only provided vital one-to-one mentoring for these children in a community setting, but also created a platform for their voices to be heard, built an extensive network of strategic partnerships, diversified our income and for the first time captured the long-term impact of our work.

Key 2021 aims

• Children will have an experience that is shaped by them, for them, by recognising their unique identity, goals and experiences and tailoring their mentoring to these.

• We will leverage community assets and strategic grassroots partnerships to ensure the longevity and depth of support for children is maintained

live the lives that they deserve. TKN will platform these to make these voices heard.

• We will take an intersectional approach to anti-racism in 2021, with view to work towards culture of anti-oppression across the organisation. We will celebrate difference and inclusivity.

long-lasting positive impact to help children live the lives that they deserve.

• We will develop an evolved foundation of systems and processes which enhances our capacity and efficiency to deliver our work for children.

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2021 Achievements

----- Start of picture text -----
KPI Progress
95% of mentees describe their mentoring as 99% of mentees described journey as led by
led by them them.
90% of mentors feel satisfied with the 100% of mentors that completed the latest
support they receive survey say they are satisfied with the support
received.
Pilot a new school’s contribution with 10% Target of £50,000 exceeded and 28 paid
stemming from this stream school partnerships established.
All projects achieve 80% in the new Achieved 85% of KPIs. Endings and
community success KPIs community partners identified as key focus
for 2022.
Produce our annual impact report with long For the first time in 2021, we collected
term evidence of our work and share with long-term impact of our work, wrote a long
key stakeholders term impact report, held a launch event with
over 60 key stakeholders attending and
shared our findings with relevant APPGs,
local councils and funders. Our findings
proved that more than six months on from
their year of mentoring, children were
happier, more confident, more excited for
school, had better relationships and could
manage their emotions better than they
could before. They had been reached before
crises occurred and were left in a position
where they had the tools to thrive.
TKN has the appropriate strategic 1. Child centred mentoring: The Brandon
partnerships to enhance all three pillars of Centre was engaged to review the endings
our strategy process of our programme and make
recommendations for improvements as well
as upskilling the team to build capacity
2. Amplifying Voices: Partnership formed
with The Black Curriculum to ensure that
anti-racism is embedded in the programme,
training across org, including trustees, staff,
mentors and other stakeholders.
3. 100% of staff now use Salesforce, which
has been developed to integrate our
monitoring processes, mentor management
and partnership engagement
----- End of picture text -----

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Looking to 2022, we are so proud of what we have achieved, but know that there is more to do.

Our key aims are to:

Contribution from volunteers

Simply put, The Kids Network would not exist without the commitment, support and passion of our incredible local heroes.

Our volunteer mentors are the lifeblood of The Kids Network and we would not be able to deliver an hour of our service without them.

Niki

Niki, originally from Greece, came to the UK to complete her Masters in Child and Adolescent Mental Health. She had previously spent 3 years in Greece working with children.

Niki applied to volunteer with TKN because she was looking for an opportunity to get out of her comfort zone, meet new people and gain confidence, whilst helping others to gain confidence and new skills too. Volunteering with TKN seemed like the perfect opportunity.

Her mentee, Jane was referred to The Kids Network because her sister has learning and mental health needs that have impacted the support she is able to receive at home.

however, she was patient and soon those worries disappeared.

Niki and Jane used their sessions to teach each other new skills and share their cultures. Nikki taught Jane to count to 10 in Greek and Jane taught Niki to do her very first cartwheel!

One of the incredible strengths of Niki’s was her commitment to keeping her mentee at the centre of all their sessions. She spent a lot of time actively listening and tuning into Jane’s hopes and dreams.

Jane expressed her ambitions to become a make up artist in the future, so Nikki willing to encourage this, invited her to bring along her kit, and practice on her during their mentoring sessions! Jane said, I couldn’t believe I had a chance to do that with her!’.

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It’s not all been dress up for Niki. When Jane has opened up about issues she is facing at school, Niki turned to The Kids Network’s mentor community platform for resources to help her talk about her emotions. As a consequence, Jane said she made two new friends at school and was much happier, saying she felt less shy and more able to speak to others about any issues going on in her life. A huge turn around.

her mental health since volunteering with us and is so glad that she is part of something that is so vital for so many children.

Not only has Niki been an incredible support for her mentee, but also other mentors too. She shares her learnings and also her support regularly at group meet ups.

Thank you, Niki, for being an incredible role model and going above and beyond to spread some mentor magic!

Cindy

Cindy grew up in Holland and moved to London in 2008. She pursued her childhood passion for performing and she also works as a life-coach with young people. Cindy was writing a book for children on self-love when she happened across The Kids Network and the opportunity to mentor a child. She thought it was an amazing initiative that was in sync with her interest in mental wellbeing and children. Cindy was looking forward to encouraging someone to live their best life and listen to their heart – a mantra that she follows.

When Cindy was matched to Eva, the pair found they shared a mutual love for Beyonce! Since then, Cindy has nurtured a very positive relationship with her mentee and have not stopped singing since!

As a weekly ritual, Cindy and Eva write lots of ideas down in an envelope and each week pick out an activity for them to do together.

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They are even well-known regulars at a local café, where they work on their scrap book every other week. Key to this positive experience is Cindy ensuring her mentee not only has a voice in the space but takes a lead in it too. She has created a safe space for her mentee, where they explore, giggle, sing, create and reflect openly.

Another highlight from their journey was in the build up to Christmas, when the pair spent part of their monthly budget on preparing a Samaritan’s Christmas Shoebox. Eva chose to make a box for a 9-year-old boy and purchased toys and supplies to put in the box with her mentor.

They then decorated the box and, with the help of Cindy, Eva wrote a message to the boy who would receive it. They reflected on the activity and Eva thanked her mentor for the session because it made her feel so happy.

Through spending time with her mentee, Cindy has learnt to make the best of any moment, no matter what external things come into play. She has learnt to go with the flow and be flexible, entertaining the fanciful whims of her mentee and seeing where it takes them.

Cindy has been exceptionally committed to her role as a mentor. They have had 91% of sessions which is a testament to Cindy’s dedication to her mentee and has made way for them to have a trusting relationship.

Cindy is always looking out for activities and events that her mentee will enjoy and she is keen to introduce her to new experiences based on her interests.

It’s a delight to read Cindy’s session reports each week as her fun and bubbly personality make her reports an engaging read.

Rory

Rory is 25 years old and lives in Lambeth. Working in advertising, he loves sports, especially football, but also enjoys music, gaming and reading.

Growing up, Rory was very aware of challenges other children may be going through. He is from a single parent family, and his Mum worked in primary schools as a counsellor, helping build their confidence. Having a little sister with a disability, motivated him to help people, especially children.

He never had a little brother, but always felt he could be a good male role model to a young boy and so jumped at the opportunity to support a child in his community in London.

Based on their shared love of football, we matched him with Jerome. Not being the biggest talker, Rory had to rely on non-verbal cues and bring resilience to their first initial sessions.

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They regularly went to the park to play football together, which helped build his mentees confidence and by creating this safe environment, he had a great impact on Jerome.

After breaking down those initial barriers, Jerome started to open up. He spoke about problems with friends at school and not having confidence in his football skills.

Because of Rory’s support, his mentee joined the football team at school, which really meant a lot to him and showed how far he had come.

During these sessions, Jerome always talked about his love for football and for his local team and always had a dream to go and watch them play live. Rory made that dream come true and during one their final sessions together, they went to watch them play in the stadium.

Rory explained that during this experience his mentee was ‘beyond elated to go and see a football match and for his favourite team for the first time in his life. He said it was the best day of his life!’.

Rory’s mentee expressed how things got easier at school because of this. Jerome said ‘When I didn’t know Rory, I always used to just be inside playing video games, but now I’m out more and I have something else to do, instead of playing games all day. We are always going across London and he’s also really funny, he always gets me laughing. He is amazing. He is probably the best mentor I could have got!’.

mentee said he’s ‘going to keep it forever and ever.’.

Rory was an incredible mentor for his mentee. It’s not about the material things, or big experiences, but about the time spent together can transform their self-belief and confidence.

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FINANCIAL REVIEW

Charity position

£37,692 (2020: £64,959). Our Total Funds balance is now £250,177 (2020: £212,485).

success in delivering new income streams such as contributions from partnering schools, as well as securing major grants from a range of new funders including The National Lottery.

The trustees consider that there are no material uncertainties about the charity's ability to continue as a Going Concern for the foreseeable future.

Reserves Policy

Reserves are set bi-annually, according to our budgeted income and against our obligations for continuous funding of all costs associated with the ongoing operations of The Kids Network. Reserves are intended to retain sufficient funds to support the core activities of the organization if a significant drop in funding were to materialize, as well as ensure an orderly closure of the charity in the event of unplanned insolvency.

The Kids Network’s target reserves is a minimum of three months operating costs. This is currently estimated to be a minimum of £111,000 based on the 2022 budget. As at 31st December 2021 the organization held £115,725 in free reserves. Trustees are satisfied this figure is compliant with the reserves policy, and continue to exercise regular reviews to monitor the level of reserves.

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Risk Management

Risk Type Description Mitigation
Financial Signifcant reduction in
fundraising or lack of reserves
to deliver our activity.		 Close fnancial controls. Monthly
trustee review of budgets and
Funding & Finance
subcommittee. Quarterly trustee
review of diversity and stability
of fundraising. Clear reserves
policy. Ensure we have
mechanisms to reduce
expenditures if needed (e.g.
reshaping the organisation).
External accountant Beehive
appointed to support our work in
this area.
Safeguarding Mentee, mentor, employee,
volunteer or representative of
TKN are harmed through TKN
activity		 Robust safeguarding policies and
processes are in place, including
safe recruitment practises and
guidelines on reporting
mechanisms.
TKN fosters a proactive
safeguarding culture through
training and practice. Standing
item at trustee board to review
and act on any issues. A People &
Safeguarding sub-committee
formed to manage this at a
governance level and partnership
with NSPCC.
Strategy TKN doesn't have a clear
strategy or doesn't stick to a
strategy which leads to less
impact or lack of funding.		 Clear mission in TKN
constitution, clear 3-year
strategy and annual business
plans developed, ensuring Board
understanding and approval of
TKN strategy.
Impact TKN activity has no or little
positive impact or negative
impact on the children and
young people we work with, or
activities signifcantly drift away
from mission		 Clear systems to collate impact
data of activity. Annual impact
report published to public, with
a clear impact strategy in place
for 2022

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Risk Type Description Mitigation
Data
Protection		 TKN doesn't process personal
data or information correctly
meaning that we put personal
data at risk.		 Clear policies and processes in
place. Data Protection Ofcer
appointed. Systems and
Operations Manager in place to
lead on this risk.
Governance
and
compliance		 TKN's governance processes and
compliance with regulation are
not robust or being adhered to
leading to TKN being at risk of
fnancial collapse, harming
children (un)intentionally or
acting illegally/ unethically.		 Clear role specifcations for
trustees, trustee training ofered,
clear processes for complying with
Charity Commission regulations
HMRC
Loss of key
staf		 Organisation relying on individual
staf members, such as the
Founder or senior staf members,
potentially leading to the demise
of the charity if they left		 Trustees regularly review the staf
culture and staf packages.
Trustees support the Founder to
establish a good working culture.
Suitable notice periods for key
staf to enable adequate
replacement searches.
Successional plan in place in case
of key staf members leaving.
Reputational Individuals or organisations
afliated with TKN experience
signifcant reputational and PR
crisis from non-TKN activities,
with fall-out afecting TKN
indirectly		 All potential partnerships are
discussed with the Chair/ Board
before going ahead.
External Fraud TKN falls victim to external fraud,
especially via cyber-attack (e.g.,
ransomware, false invoicing,
impersonation etc.)		 Ensure all sensitive information
transmitted electronically is
secured. Partnership with
Hexagon IT to support with area
of expertise.
Legal Third party or government
authority pursues legal action
against TKN for any reason		 Ensure sufcient insurance cover
is purchased (including cover for
legal expenses). Ensure sufcient
documentation and retention of
communications to evidence no
wrongdoing

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THE KIDS NETWORK

CIO

(Incorporating an income and expenditure account)

For the year ended 31 December 2021

2020
2021 Total
Unrestricted Restricted Total Unrestricted Restricted restated
Note £ £ £ £ £ £
Income from:
Donations and grants
2		 195,601 250,422 446,023 88,688 239,595 328,283
Investment income
3		 916 - 916 878 - 878
Total income 196,518 250,422 446,940 89,566 239,595 329,161
Expenditure on:
Raising funds
4		 31,025 - 31,025 20,691 - 20,691
Charitable activities
4		 131,533 246,690 378,223 46,304 197,207 243,511
Total expenditure 162,558 246,690 409,248 66,995 197,207 264,202
5
Net income		 33,960 3,732 37,692 22,571 42,388 64,959
Net movement in funds 33960 3732 37692 22571 42388 64959
, , , , , ,
Reconciliation of funds:
78,713 133,772 212,485 56,142 91,384 147,526
Total funds brought forward
Total funds carried forward 112,673 137,504 250,177 78,713 133,772 212,485

The results shown above have been derived wholly from continuing activities. There were no recognised gains or losses other than those stated above.

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Balance sheet

As at 31 December 2021

Note
7
8
9
11
11
Fixed assets:
Tangible assets
Current assets:
Debtors
Cash at bank
Total current assets
Creditors: amounts falling due within one year
Net current assets
Net assets
Funds
Restricted funds
Unrestricted funds
Total funds		 2021
£
762
11,656
250,047
261,703
(12,288)
249,415
250,177
137,504
112,673
250,177		 2020
restated
£
2,648
2,470
209,845
212,315
(2,478)
209,837
212,485
133,772
78,713
212,485

Approved by the trustees on 29th March 2022 and signed on their behalf by:

Nigel Phan, Chair

@THE_KIDSNETWORK

For the year ended 31 December 20 2 1

1. Accounting policies

Statutory information

The Kids Network CIO is a charity registered in England and Wales. The registered office is Hoxton Mix, 86-90 Paul Street, London, EC2A 4NE.

Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

The Charity's financial statements for the year ended 31st December 2021 were prepared using the cash basis of accounting. The comparative figures shown in these financial statements have been restated to conform with the current year's presentation.

The charity is exempted from preparing cash flow statement due to exemption available to charities with income less than £500,000.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

Public benefit entity

The charity meets the definition of a public benefit entity under FRS 102.

Going concern

The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern for the foreseeable future.

Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other income received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes.

Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party. It is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure on charitable activities includes the costs of delivering services undertaken to further the purposes of the charity and their associated support costs The charity is not VAT registered, and as such cannot recover VAT incurred on purchases.

Allocation of support costs

Support costs are allocated to the charitable activities of the organisation.

Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £500. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

Computers and IT equipment

straight line over 3 years

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

@THE_KIDSNETWORK

1. Accounting policies (continued)

Cash at bank and in hand

Cash at bank and cash in hand represents cash held in the charity's bank accounts.

Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Pensions

The charitable company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charitable company in an independently administered fund. The pension cost charge represents contributions payable under the scheme by the charitable company to the fund. The charitable company has no liability under the scheme other than for the payment of those contributions.

2. Income from donations and grants

Donations and grants
Total
3. Income from investments
Bank interest
4. Charitable activities
Staff costs (note 6)
Other staff related costs
Project costs
Fundraising costs
Premises costs
Office costs
IT costs
Independent examination fee
Accountancy and payroll costs
Depreciation
Support costs allocation
Total expenditure 2021		 Unrestricted
£
19,601
19,601
Unrestricted
£
916
345		 Unrestricted
£
19,601
19,601
Unrestricted
£
916
345		 Restricted
£
250,422		 2021
Total
Unrestricted
£
£
446,023
88,688
446,023
88,688
2021
Total
Unrestricted
£
£
916
878
916
878
Charitable activities		 2021
Total
Unrestricted
£
£
446,023
88,688
446,023
88,688
2021
Total
Unrestricted
£
£
916
878
916
878
Charitable activities		 Restricted
£
239,595
239,595
Restricted
£
-
-
Support
costs
£
-
-
-
-
-
4,849
10,418
1,000
7,206
1,886
25,358
(25,358)
-		 2020
Total
restated
£
328,283
250,422
Restricted
£
-		 328,283
2020
Total
restated
£
878
-
Cost of raising
funds
£
29,430
-
-
1,595
-
-
-
-
-
-
31,025
-
31,025		 878
2021
Total
£
313,635
13,025
55,596
1,634
-
4,849
10,418
1,000
7,206
1,886
409,248
-
409,248
Unrestricted
£
67,239
13,025
25,911
-
-
-
-
-
-
-		 Restricted
£
216,966
-
29,685
39
-
-
-
-
-
-
246,690
-
246,690
106,174
25,358
131,533

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Analysis of comparative year expenditure

Staff costs (note 6)
Other staff related costs
Project costs
Fundraising costs
Premises costs
Office costs
IT costs
Independent examination fee
Accountancy and payroll costs
Depreciation
Support costs allocation
Total expenditure 2021		 Cost of raising
funds
£
19,618
-
-
1,073
-
-
-
-
-
-
20,691
-
20,691		 Charitable activities
Unrestricted
Restricted
£
£
38,597
159,697
1,981
567
249
23,842
-
-
-
-
-
-
-
-
-
-
-
-
-
-
40,827
184,106
5,477
13,101
46,304
197,207		 Support
costs
£
-
-
-
-
4,585
3,404
2,251
960
5,492
1,886
18,578
(18,578)
-		 2020
Total
£
217,912
2,548
24,091
1,073
4,585
3,404
2,251
960
5,492
1,886
264,202
-
264,202
Unrestricted
£
38,597
1,981
249
-
-
-
-
-
-
-
40,827
5,477
46,304

All costs that can be directly attributable to charitable activities are allocated on this basis. Support costs are therefore all other costs which cannot be attributed to charitable activities.

5. Net income for the year

2021 2020
This is stated after charging: £ £
Depreciation 1,886 0
Independent examiner's fee (excluding VAT): 1,000 0

7. Analysis of staff costs and trustee remuneration and expenses,

Staff costs:
Salaries and wages
Social security costs
Pension costs		 2021
£
285,305
22,799
5,531
313,635		 2020
£
199,939
14,529
3,444
217,912

No employee earned over £60,000 during the year or the prior year.

The total employee benefits including pension contributions for key management personnel were £39,582 (2020: £47,666).

The Trustees did not receive any remuneration or expenses from the charity during the year (2020: £nil).

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Staff numbers

The average number of employees during the year was as follows:

Raising funds
Charitable activities
Support
7. Tangible fixed assets
Cost
At the start of the year
At the start of the year
At the end of the year
Additions
Depreciation
Charge for the year
At the end of the year
Net book value
At the end of the year
At the start of the year
All tangible fixed assets are used for charitable purposes.
8. Debtors
Trade debtors
Prepayments		 2021
No.
0,9
6,8
1,4
9,1
Computers
and IT
Equipment
£
5,658
5,658
3,010
-
1,886
4,896
762
2,648
2021
£
10,500
1,156
11,656		 2020
Reinstated
No.
1,0
4,9
1,5
7,4
Total
£
5,658
5,658
3,010
-
1,886
4,896
762
2,648
2020
£
-
2,470
2,470

@THE_KIDSNETWORK

9. Creditors
Trade creditors
Taxation and social security
Accruals		 2021
£
3,260
8,028
1,000
12,288		 2020
£
-
-
2,478
2,478

10. Analysis of net assets between funds

Tangible fixed assets
Net current assets
Net assets at the end of the year
Analysis of net assets between funds (prior year)
Tangible fixed assets
Net current assets
Net assets at the end of the year
11. Movements in funds (current year)
At 1 January
2021
£
Restricted funds:
Camden Project
26,143
Founder Salary
17,523
62,204
17,816
-
4,999
5,087
Southwark Project
Brent Project
Hackney Project
Impact Project
Hammersmith & Fulham Project
Total restricted funds
**133,772 **		 General
unrestricted
£
762
61,911
62,673
General
unrestricted
£
2,648
18,387
21,035
Income & gains
£
-
52,206
70,000
20,000
60,716
-
47,500
250,422		 Designated
£
-
50,000
50,000
Designated
£
-
57,678
57,678
Expenditure &
losses
£
(26,143)
(57,864)
(69,270)
(24,779)
(51,048)
(4,999)
(12,587)
(246,690		 Restricted
£
-
137,504
137,504
Restricted
£
-
133,772
133772
Transfers
£
-
-
-
-
-
-
-
-		 Total
funds
£
762
249,415
250,177
Total
funds
£
2,648
209,837
212,485
At 31
December
2021
£
-
11,865
62,934
13,037
9,668
-
40,000
137,504

11. Movements in funds (current year)

@THE_KIDSNETWORK

Unrestricted funds:
Designated funds:
Hackney Project
Development Fund
Total designated funds
General funds
Total unrestricted funds
Total funds
Unrestricted funds:
Designated funds:
Hackney Project
Development Fund
Total designated funds
General funds
Total unrestricted funds
Total funds
11. Movements in funds (prior year)
Restricted funds:
Camden Project
Founder Salary
South London Project
Project Manager Salary
Brent Project
West London Project
Impact Project
The Digital Project
Total restricted funds		 £
7,678
50.000
57,678
21,035
78,713
212,485
18,048
-
18,048
38,094
56,142
147,526
At 1 January
2020
£
13,819
14,565
63,000
-
-
-
-
-
91,384
At 1 January
2021		 £
-
-
-
196,518
196,518
446,940
17,345
17,345
-
72,221
89,566
329,161
Income & gains
£
52,488
52,206
60,000
14,750
17,816
19,899
15,922
6,514
239,595
Income & gains		 £
(7,678)
-
(7,678)
(154,880)
(162,558)
(409,248)
(27,715)
-
(27,715)
(39,280)
(66,995)
(264,202)
Expenditure &
losses
£
(40,164)
(49,248)
(60,796)
(14,750)
-
(14,812)
(10,923)
(6,514)
(197,207)
Expenditure &
losses		 £
-
-
-
-
-
-
-
50,000
50,000
50,000
-
-
Transfers
£
-
-
-
-
-
-
-
-
-
Transfers		 £
50,000
-
At 31
December
2021
50,000
62,673
112,673
250,177
At 31
December
2020
£
26,143
17,523
62,204
-
17,816
5,087
4,999
-
50,000
7,678
133,772
57,678
21,035
78,713
212,485

11. Movements in funds (prior year)

12. Related Party Transactions

There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties

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