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2022-12-31-accounts

TRUSTEES ANNUAL REPORT For the financial year January - December 2022

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

www.thekidsnetwork.org.uk

@THE_KIDSNETWORK

EXECUTIVE SUMMARY

The Kids Network, founded in 2016 with a clear purpose: to help children live the lives they deserve. We exist because children’s mental health is at crisis point due to inequality, minoritisation and isolation.

We are committed to providing tailored, early intervention for London’s children aged 8-11-years who face the most pervasive barriers to accessing the support they urgently need in school, at home and from other services. We reach them before they reach crisis through partnerships with primary schools with high-need in areas of high-disadvantage.

We achieve this innovatively by tapping into the time, needs and skills of adults from the child’s local community and mobilising, training and extensively supporting them to be committed high-quality volunteer mentors for one year.

three-year COVID-19 response strategy, we are proud to report that we have supported over 450 children across seven London boroughs while consolidating our learnings and creating a three-year strategy for sustainable expansion which has been led by our children, volunteer mentors, school partners, community partners, whole staff team and board of trustees.

impact London’s children who experience poverty the most, our mission to protect their wellbeing and futures has never been more vital, and together we can protect thousands of little Londoners when they have never needed us more.

Our proven transformational impact, uniquely child-led, community-based model and the intensified needs and vulnerability of children has led to a 245% increase in demand for our service since 2019, which we have continued to meet.

Simon Lucey Interim Chair of Trustees

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STRUCTURE, GOVERNANCE AND MANAGEMENT

The Kids Network CIO, registered charity number 1167178.

Principle 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 2023 are as follows:

Nigel Phan , Chair

Over this period, we said goodbye to Nigel Phan and Natasha Friend who made an incredible contribution to The Kids Network.

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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:

We believe that every child should get to live the life that they deserve.

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

Our programme provides children who have adverse childhood experiences (ACE) with a volunteer mentor, who collaborate in delivering weekly child-led, trauma informed sessions.

Through our programme, children build confidence and resilience and develop the tools to manage feelings for a positive future.

Our unique mentoring model is built around:

Children and families in London who have been affected by systems of oppression, living in cyclical poverty and inequality. They may distrust the other formal sources of support due to bad experiences in the past.

Schools and communities who often are over burdened with the overwhelming needs of their communities, and under resourced to provided one to one holistic support vital to children’s development.

Adults in a disconnected London who may be lacking purpose and meaningful connection in their lives but with the time and motivation to give back and become a volunteer mentor.

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 aim is to support children early, before crisis point, working with those who could most benefit from a trusted adult in their lives. We do this in partnership with over 50 partner primary schools, local councils, social workers, Family Early Help Teams and local charities.

The Kids Network programme has now been established across the following seven London boroughs experiencing high need: Hammersmith and Fulham, Brent, Camden, Islington, Hackney, Southwark and Lambeth where we deliver our activities and services.

Our programme objectives:

1. Increase Wellbeing

Through harnessing existing strengths within communities, we provide support for children before they reach crisis point. For many reasons, the children we support are often struggling socially, emotionally and academically. Our child-led, trauma informed mentoring model provides the protective factors and fun required for a happy childhood and bright future.

2. Develop tools for the future

We provide individualised support to empower children to develop tools to tackle present and future challenges. Our volunteer mentors are equipped with best in class training, a bank of resources, a peer community and ongoing support from our team so that they are able to support their mentee exactly where they are at.

3. Create connections

Through new mentoring relationships between people whose paths would not normally cross, we are building more inclusive, equal and just communities for children to flourish. Having a strong community connections allows us to understand the context for children better and create sustainable support in the long term.

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ACHIEVEMENTS AND PERFORMANCE

2022 Highlights:

2022 saw both an increase in demand for our services and a higher level of need for children. Coming out of the pandemic and into a deepening cost of living crisis has exacerbated the concerns for our children and communities.

London which we are proud to share.

Key achievements of 2022:

Reaching 456 children from 53 partner schools living in extremely challenging circumstances

Providing almost 9,000 hours of delivery including mentoring sessions, mentor training, workshops, mentor meet ups, and mentor reviews

Our mentors and mentees holding 5,203 sessions, over the course of the year, with cohorts starting at various points

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

Joni Warner, our Southwark Programme Manager winning ‘Volunteer Coordinator of the Year Award’ from Community Southwark

Bucking trends, we generated almost 800 applications from prospective volunteer mentors who wanted to join our network

strategy

Working in consortium to deliver a capacity building to grassroots organisations in Hammersmith & Fulham in ‘mentoring best practice’

Developed an organisational ‘Shared Language’ in our approach to anti-oppression

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Securing multi-year funding from reputable and diverse grant makers

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

Gaining media traction, featuring on prime time BBC One on a ‘cost of living’ segment, as well as ‘Reasons to be Cheerful’ podcast with Ed Miliband, BBC London radio and many other profile raising panel

Learnings:

Team capacity is critical to what we can achieve - we need more of it to be sustainable

Children’s voices are crucial to how and why we grow

We need to revisit our impact strategy to ensure our outcomes align with our strategic goals as we look forward

Our programme model numbers needed to reduce, given the external pressures and growing safeguarding demands

What we must continue:

Our top rate 1:1 support of mentors

Building on networks and communities to support our work

Our strong culture of safeguarding and anti-oppression

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Achievement against objectives

compounded by the cost of living crisis, the need for our work has never been more urgent. Safeguarding cases on the rise saw our team working tirelessly to navigate their complexity as we continued to prioritise children’s wellbeing and safety above all else.

Our commitment to our mission has been 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.

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

Key 2022 aims

Grow our reach and support 600 children across London Invest in our staff team to maintain our high quality of service Double our income to meet the growing needs of our children

High Level KPIs 2021 Actual 2022 Actual 2023 Target
Children Supported 393 456 650
Staf 10 12 26
London Boroughs 5 7 9

Our performance against our aims was a brilliant success in the face of multiple challenges. Firstly, 2022 proved to be a year of challenging staff recruitment, with the ‘Great Resignation’ to contend with, the market for recruiting qualified staff members has never been more tough. This meant that we were operating at 60% capacity throughout the year.

Despite this gap in resource, we managed to achieve almost 75% of our targets, which is testament to the hard work, passion and planning of the brilliant team who make #MentorMagic happen.

@THE_KIDSNETWORK

2022 Impact

The Kids Network is proud to have produced our 2022 impact report which sits alongside our 2022 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.

wellbeing, 54% of the children we worked with had no other services involved in their lives.

concerns amongst the children we worked with; managing 62 serious concerns in 2022. Additionally in 2022, we managed and where necessary, acted upon over 269 concerns.

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:

“My mentee was excited that we both wore glasses and got excited about it, and I asked her why did that make you excited? She said seeing someone who looks like me being successful makes me happier.”

Read the full report on our website.

@THE_KIDSNETWORK

Looking to the future

Looking to 2023 and beyond, we are so proud of what we have achieved, but know that there is more to do. We spent much of 2022 co-creating a new three year strategy which would set out our vision and growth plans for the next chapter of our work.

Our hope is this will be published and be made publicly available on our website. For 2023, our key aims are as below.

This new vision will see us make changes to our delivery model, set out a new Theory of Change for our programme, but also for our mentors as volunteers, and introduce a new Volunteering Team into the organisation to lay the foundations for our growth plans.

Some of our key strategic objectives are to:

Develop a three year Impact Strategy to sit alongside our organisational strategy

Pilot a ‘behaviour change’ campaign to change the face of volunteering in London

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Contribution from volunteers

Without our volunteers, The Kids Network simply could not exist. We want to recognise just a few of local heroes who make our work and the incredible impact possible.

Jahira

In 2022, Jahira was an accountant by day and a champion of children’s voices for an hour a week, each week. Jahira’s love for numbers, cooking and cycling meant she was a perfect match for an 11-year-old with similar interests. Over the year, Jahira supported him with moving from Year 6 to Year 7 as well as changes in his family dynamic at home.

She always ensured and her mentee bonded over a shared love for cycling and they would spend many sessions riding about, exploring familiar spaces alongside discovering new routes around London. Jahira often encouraged her mentee to lead the adventures in his local park – a great example of being child-led! She ensured sessions were geared towards her mentee’s interests and researched amazing activity ideas;

Jahira introduced her mentee to VR, ice-skating and squash! She encouraged her mentee to persevere; though he really enjoyed squash, at first he was frustrated that he wasn’t as skilled as he would have liked to be immediately. They visited the squash court often, and her mentee only got better and better, even hoping to join the squash team at secondary school.

After volunteering 60 hours over a year, she supported her mentee’s skills of patience, perseverance and instilled the confidence to give something new a go, setting him up in the best way to start the next chapter of his schooling.

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Koby

Koby grew up in Southeast London and has a background in marketing and advertising. He is very creative and has a great passion for music, as well as various sports. Koby decided to be a mentor, after he reflected on his own personal experience growing up and understood the challenges children face at this age. He wanted to be that positive role model for a young person, supporting them to feel confident and provide a listening ear through times of change in their life.

Koby was matched with Isaiah, and they completed an incredible 88 hours of mentoring time together! During this time, Koby was an integral part of Isaiah’s life, as he navigated the difficult transition from primary school to secondary school. He was a really fun, creative and patient mentor, who introduced Isaiah to new and exciting activities in his local community. As the year went by, Koby built a strong and trusting relationship with Isaiah and he started to open up more about his feelings and challenges he was facing. He gave Isaiah an outlet, someone to talk to every week and not only validate his emotions, but also learn to channel these into something positive. Isaiah expressed that Koby made him feel happier every time he went out with him!

The impact Koby made on Isaiah was also noticed by his caregiver. They said “Isaiah has really enjoyed his time with Koby. They have built such a great bond during their sessions. Thank you for giving my son this opportunity and Koby has been fantastic with supporting Isaiah in his transition into secondary this year and giving him advice and support”.

Koby has also been a great advocate for The Kids Network, going above and beyond by talking about his experience as a mentor to help us spread our name across London. He even mentioned us on some of his TV appearances. Thank you Koby for being such an incredible advocate for our work and ambassador.

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Jess

At the time of being a mentor, Jess was part of the civil service fast stream. She came to TKN with a lot of experience of working with children from different backgrounds and is passionate about helping young people in her local community.

Jess and her mentee had 38 sessions, totalling 67 hours of 1:1 mentoring support. Not only did Jess give time to her mentee, she encouraged a friend to become a mentor and created an opportunity for TKN to present at her workplace about volunteering and social mobility. Jess facilitated numerous new opportunities for her mentee, including cinema trips, sight-seeing in Central London, gaming at a virtual reality centre and visiting a fun fair.

By having regular sessions and providing a safe space to chat, usually over a game of table tennis, Jess had an incredible impact on J. Her mentee was referred due to high levels of anxiety about attending school. By talking through his concerns and fears about school and celebrating the times that he did attend, over the year J’s attendance rose from approximately 1 day per week, to attending nearly every day. His school described him as a “different child”, with the most notable change being his increase in confidence.

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FINANCIAL REVIEW

Charity position

success in securing much needed income for our important work.

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

obligations. It excludes restricted income funds, tangible fixed assets and any investment funds. Reserves should be held to service an unexpected need for funds, covering unforeseen day-to-day operational costs, a shortfall in income or to fulfil other obligations.

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 TKN. 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.

associated with running the charity. This has been calculated based on staff notice periods which range in duration from 4 to 12 weeks. This is currently estimated to be a minimum of £174,000 based on the 2023 budget.

In the instance that the reserves position falls below our stated policy, we will consider taking appropriate action to improve TKN’s position. We will also take into consideration that TKN may on occasion fall below target due to fluctuating income cycles throughout the year, timing differences to expected grant bids, as well as other temporary factors that may not need further action.

Reserves are held openly and presented in a transparent way. Reserve levels will be evaluated at least quarterly by the Funding and Finance Committee and reported on to the Trustees at least bi-annually each year. The committee is obligated to raise any issues in relation to excessive or depleted reserves directly with the Trustees. The policy will be reviewed at least once each year when budgets and activity for the year is planned.

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FINANCIAL REVIEW

Risk Management

on a monthly basis. Ending 2022, we had identified eight key areas of focus for us to be monitoring and taking actions towards as outlined below.

Risk Area Risk Score Category Mitigations
Inefective governance
or organisational
structure		 Low Clear confict of interest policy in
place. Board completes an annual
risk register deep dive. A new risk
review policy in place. Annual skills
matrix, trustee cycle process doc
and annual training in place.
Financial Risk Low Annual budget setting with trustee
sign of. Quarterly trustee review
of diversity and stability of
fundraising. Ensure we have
mechanisms to reduce
expenditures if needed (e.g.
reshaping the organisation). Close
fnancial controls and reserves
policy in place.
Low / no impact for
mentees or mentors		 Moderate
Impact strategy in development.
Hiring of Impact Manager in 2023.
Restructure in the team and focus
on a new quality framework to
ensure consistent delivery and
tracking. Some capacity gaps in
2022.

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Risk Area Risk Score Category Mitigations
Employment Issues
(HR/Legal/Compliance)		 Moderate 18 policies developed in 2022 and
working towards London Youth
Bronze Quality Mark. Annual
training in place for GDPR, Health
and Safety and Safeguarding. New
induction process launched.
Poor Leadership and
Communication with
and from Key Staf		 Low Clear reporting structure in place
through papers and robust
questions. Clear mission in TKN
constitution, clear 3-year strategy
(2023-25), ensuring Board
understanding at Trustee away day
and approval of TKN strategy
Safeguarding handled
poorly / inadequately		 Moderate Robust safeguarding policies and
processes are in place and reviewed
annually, including safe recruitment
practises and guidelines on
reporting mechanisms. Partnership
with NSPCC for a direct line and 24
hour advice.
Staf Wellbeing Moderate Wellbeing champions group
established across the
organisation. Have reviewed team
days together with lots of time for
socialising/ getting to know each
other in an inclusive way. Longer
notice periods in place so not a
gap in capacity if any leavers. 2k
uplift given to all ofcer or
manager roles to help with cost of
living and staf retention.
Sustainable Growth Low New 3 year strategy launched to
full team for mission/ vision
alignment. Developing new ways to
reduce admin time spent when
recruiting (Salesforce
developments and integrations
with apps)

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THE KIDS NETWORK

CIO

(Incorporating an income and expenditure account)

For the year ended 31 December 2022

2021
2022 Total
Unrestricted Restricted Total Unrestricted Restricted restated
Note £ £ £ £ £ £
Income from:
Donations and grants
2		 80,905 - 80,905 7,185 - 7,185
Charitable Activities
3		 284,192 275,378 559,570 188,417 250,422 438,839
Investment income
4		 1,115 - 1,115 916 - 916
Total income
Expenditure on:		 336,212 275,378 641,590 196,518 250,422 446,960
Raising funds
5		 21,031 - 21,031 31,025 - 31,025
Charitable activities
5		 291,252 347,430 638,682 131,533 246,690 378,225
Total expenditure 312,283 347,430 659,713 162,558 246,690 409,248
Net income 53,929 (72,052) (18,123) 33,960 3,732 37,692
Net movement in funds 53929 72052 18123 33960 3732 37692
, (,) (,) , , ,
Reconciliation of funds:
112,673 137,504 250,177 78,713 133,772 212,485
Total funds brought forward at

1January
Total funds carried forward 166,602 65,452 232,054 112,673 137,504 250,177

at 31 December

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

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Balance sheet

As at 31 December 2022

Note
8
9
10
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		 2022
£
1,712
8,812
241,631
250,443
(20,101)
230,342
232,054
65,452
166,602
232,054		 2021
£
762
11,656
250,047
261,703
(12,288)
249,415
250,177
137,504
112,673
250,177

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

Simon Lucey, Chair

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Statement of Cash Flow

January - December 2022

Operating activities:
Adjustments to reconcile Net Income to Net Cash provided by operations:
Net Income
Investing activities:
Additions - Computer & Equipment
Depreciation - Computer & Equipment
Cash at beginning of period
Debtors
Prepayments
Creditors
Accrued Expenses
HMRC PAYE Accrual
Total Adjustments to reconcile Net Income to Net Cash provided by operations:
Net cash provided by operating activities
Net cash provided by investing activities
Net cash increase for period
Net cash increase for period		 Total
£
(18,123)
5,500
(2,655)
5,091
101
2,620
10,657
(2,430)
1,480
(7,466)
(950)
250,047
(8,416)
241,631

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For the year ended 31 December 2022

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.

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.

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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

2. Income from donations and grants
Unrestricted
£
Donations
80,905
Total
80,905
3. Income from charitable activities
Unrestricted
£
01 General Core
248,192
01 General Core:Foux Foundation
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
01 General Core:Criserion
120 Camden:Betsy
120 Camden:London Borough of Camden
120 Camden:M&S Fund
120 Camden:Shaftesbury
Founder salary
130 Hackney:National Lottery
130 Hackney
140 Southwark:Awards for All
140 Southwark:London & Quadrant
150 H&F:Adison Youth
150 H&F:John Lyons Charity
150 H&F:The Daisy Trust
150 Hammersmith & Fulham
160 Brent:John Lyons Charity
160 Brent:NCIL
160 Brent
190 Lambeth:Walcott Foundation
190 Lambeth:Guinness
200 Islington:Betsy
284,192		 Restricted
£
-
-
Restricted
£
-
39,000
8,000
15,000
10,000
1,000
10,000
-
50,292
-
10,000
12,500
8,586
15,000
3,000
-
15,000
25,000
-
23,000
15,000
15,000
275,378		 2022
Total
£
80,905
80,905
2022
Total
£
284,192
39,000
8,000
15,000
10,000
1,000
10,000
-
50,292
-
10,000
12,500
8,586
15,000
3,000
-
15,000
25,000
-
23,000
15,000
15,000
559,570		 Unrestricted
£
7,185
7,185
Unrestricted
£
188,417
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
188,417		 Restricted
£
-
-
Restricted
£
-
-
-
-
-
-
-
52,206
-
60,716
70,000
-
-
-
-
47,500
-
-
20,000
-
-
-
250,422		 2021
Total
£
7,185
7,185
2021
Total
£
188,417
-
-
-
-
-
-
52,206
-
60,716
70,000
-
-
-
-
47,500
-
-
20,000
-
-
-
438,839

@THE_KIDSNETWORK

4. Income from investments

4. Income from investments
Bank interest
5. Charitable activities
Staff costs (note 7)
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 2022		 Unrestricted
£
1,115
1,115		 Restricted
£
-		 2022
Total
Unrestricted
£
£
916
916
1,115
1,115
Charitable activities
Unrestricted
Restricted
£
£
202,210
300,277
39,433
10,189
11.037
36,964
-
-
-
-
-
-
-
-
-
-
-
-
-
-
252,680
347,430
38,572
-
291,252
347,430		 Restricted
£
-
-
Support
costs
£
-
-
-
-
-
4,849
10,418
1,000
7,206
1,886
38,572
(38,572)
-		 2021
Total
£
916
-
Cost of raising
funds
£
3,677
-
-
17,354
-
-
-
-
-
-
21,031
-
21,031		 916
2022
Total
£
506,164
49,622
48,001
17,354
-
8,845
15,208
1,101
11,938
1,480
659,713
-
659,713
Unrestricted
£
202,210
39,433
11.037
-
-
-
-
-
-
-
252,680
38,572
291,252

Analysis of comparative year expenditure

Staff costs (note 7)
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
£
29,430
-
-
1,595
-
-
-
-
-
-
31,025
-
31,025		 Charitable activities
Unrestricted
Restricted
£
£
85,655
198,540
13,025
-
25,911
29,685
-
39
-
-
-
-
-
-
-
-
-
-
-
-
124,601
228,264
25,358
-
149,959
228,264		 Support
costs
£
-
-
-
-
-
4,849
10,418
1,000
7,206
1,886
25,358
(25,358)
-		 2021
Total
£
227,970
13,025
55,596
1,634
-
4,849
10,418
1,000
7,206
1,886
409,248
-
409,248
Unrestricted
£
85,655
13,025
25,911
-
-
-
-
-
-
-
124,601
25,358
149,959

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.

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6. Net income for the year

2022 2021
This is stated after charging: £ £
Depreciation 1,480 1,886
Independent examiner's fee (excluding VAT): 800 800

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

2022 2021
Staff costs: £ £
Salaries and wages 456,156 285,305
Social security costs 41,722 22,799
Pension costs 8,286 5,531
506,164 313,635

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 £44,423 (2021: £39,582).

The Trustees did not receive any remuneration or expenses from the charity during the year (2021: £nil).

Staff numbers

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

Raising funds
Charitable activities
Support		 2022
No.
0,7
12,8
1,3
14,8		 2021
No.
0,9
6,8
1,4
9,1

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8. Tangible fixed assets

8. Tangible fixed assets
Computers
and IT
Equipment Total
£ £
Cost
At the start of the year 5,658 5,658
Additions - -
At the end of the year 5,658 5,658
Depreciation
At the start of the year 4,896 4,896
Charge for the year 1,480 1,480
At the end of the year 6,376 6,376
Net book value
At the end of the year 1,712 1,712
At the start of the year 762 762

All tangible fixed assets are used for charitable purposes.

9. Debtors
Trade debtors
Prepayments		 2022
£
5,000
3,812
8,812		 2021
£
10,500
1,156
11,656

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10. Creditors
Trade creditors
Taxation and social security
Accruals		 2022
£
8,352
10,648
1,101
20,101		 2021
£
3,260
8,028
1,000
12,288

11. 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
12. Movements in funds (current year)
At 1 January
2022
£
Restricted funds:
Founder Salary
11,856
Criserion
-
-
-
-
9,668
62,934
40,000
13,037
Camden
Hackney
Southwark
Hammersmith & Fulham
Brent
Lambeth
Islington
Total restricted funds
**137,504 **		 General
unrestricted
£
1,712
114,890
116,602
General
unrestricted
£
762
61,911
62,673
Income & gains
£
39,000
8,000
36,000
50,292
22,500
26,586
40,000
38,000
15,000
275,378		 Designated
£
-
50,000
50,000
Designated
£
-
50,000
50,000
Expenditure &
losses
£
(50,711)
(8,000)
(36,000)
(32,832)
(85,434)
(50,167)
(43,957)
(38,000)
(2,329)
(347,430)		 Restricted
£
-
65,452
65,452
Restricted
£
-
137,504
137,504
Transfers
£
-
-
-
-
-
-
-
-
-
-		 Total
funds
£
1,712
230,342
232,054
Total
funds
£
762
249,415
250,177
At 31
December
2022
£
154
-
-
27,128
-
16,419
9,080
-
12,671
65,452

12. Movements in funds (current year)

Page 24

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Unrestricted funds:
Designated funds:
Development Fund
Total designated funds
01 General Core
Total unrestricted funds
Total funds
Unrestricted funds:
Designated funds:
Hackney Project
Development Fund
Total designated funds
General funds
Total unrestricted funds
Total funds
Movements in funds (prior year)
Restricted funds:
Camden Project
Founder Salary
Southwark Project
Brent Project
Hackney Project
Impact Project
Hammersmith & Fulham Project
Total restricted funds		 £
50,000
50,000
62,637
112,673
250,177
7,678
50,000
57,678
21,035
78,713
212,485
At 1 January
2021
£
26,143
17,523
62,204
-
17,816
5,087
4,999
133,772
At 1 January
2022		 £
-
-
366,212
366,212
641,590
-
-
-
196,518
196,518
446,940
Income & gains
£
-
52,206
70,000
20,000
60,716
-
47,500

250,422
Income & gains		 £
-
-
(312,283)
(312,283)
(659,713)
(7,678)
-
(7,678)
(154,880)
(162,558)
(409,248)
Expenditure &
losses
£
(26,143)
(57,864)
(69,270)
(24,779)
(51,048)
(4,999)
(12,587)
(246,690)
Expenditure &
losses		 £
-
-
-
-
-
-
-
-
-
-
-
Transfers
£
-
-
-
-
-
-
-
-
Transfers		 £
50,000
At 31
December
2022
50,000
116,602
166,602
232,054
At 31
December
2021
£
-
11,865
62,934
13,037
9,668
-
40,000
50,000
-
137,504
50,000
62,673
112,673
250,177

13. Related Party Transactions

There are no related party transactions.

Page 25

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