THE JO COX FOUNDATION Trustees. Report and Accounts 2020
Contents
| Contents | |
|---|---|
| Foreword | 3 |
| Our Vision and Mission | 7 |
| Our Values | 8 |
| About Jo Cox | 9 |
| The Year In Numbers | 10 |
| Stronger Communities | 11 |
| The Great Get Together | 13 |
| Yorkshire | 19 |
| A Better Public Life | 23 |
| A Fairer World | 27 |
| Legacy Initiatives | 29 |
| Communications and Fundraising | 31 |
| Priorities for 2021 | 33 |
| Finance & Governance Review | 35 |
The Jo Cox Foundation Trustee Report and Accounts 2020
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FOREWORD
JACQUI SMITH CHAIR
Jo would have been proud of the way her Foundation has risen to the challenge of 2020 and I am proud of our staff team, Board and partners.
During the last year, we have said goodbye to our CEO Catherine Anderson and thanked her for the work that she has done in growing our staff, income and influence. We have welcomed Su Moore as our new CEO and, as you will see from below, she is already building on the great progress made by her predecessor. We are proud that our Ambassador, and Jo’s sister, Kim Leadbeater was elected to parliament in the Batley and Spen By-election. This means that she will no longer be working for the Foundation, but we know she remains a friend and strong supporter.
Sadly, the division sown by some during the By-election identified that our work to build on Jo’s vision that we have more in common than that which divides us remains both topical and urgent. I am, therefore, proud that during such a difficult time when we were forced apart by the pandemic, we still ran such a successful Great Get Together. This year we will redouble our efforts to develop this work into an all year round movement.
As we move out of the pandemic, we will also reinvigorate our work to ensure a better public life standing up to abuse and hate and working with others to develop the next stages of our campaign. A strong and inclusive public life and democracy needs us all to recognise the humanity of others however strongly we may disagree with them. I want people to be encouraged to stand for election and speak up, not to be discouraged or scared off.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Where necessary, we will speak up on the issues Jo would have cared about. For example, we are proud of the work that the Jo Cox Memorial Grants are supporting across the world and we will continue to argue for more international aid despite changes to government machinery and commitments.
We were all affected by the murder of George Floyd last year and we realise that we have more work to do to ensure that the Foundation is a strong anti racist organisation in our campaigning and our representation from the Board downwards. We will recruit new Trustees with a particular focus on improving our Board diversity and will use our campaigning to strengthen equality and representation more widely.
I would like to thank my fellow Board members for their wisdom and hard work this year and our staff for their energy, challenge and impact. Despite everything we have faced, we are going from strength to strength and I am looking forward to the next stages of our development.
The Jo Cox Foundation Trustee Report and Accounts 2020
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FOREWORD
SU MOORE CEO
2020 was a challenging year for everyone, and I’m extremely proud of how the Jo Cox Foundation team came together to deliver incredibly impactful work during the most difficult of times. During times when physical distancing was a legal requirement, we still managed to find ways to bring people together, and to find hope and opportunity during the darkest times.
To deliver a Great Get Together campaign when getting together was prohibited was challenging, to say the least, but we saw our incredible organisers rise to the challenge, with acts of kindness, and imaginative socially distanced events, including gardening and craft - and even Zumba and a wedding!
Our growing More in Common network also came into its own during the pandemic, with members not only supporting their own communities, but also supporting each other to continue to deliver vital support throughout the year. We were delighted to welcome new groups in Halton, Llanwitt Major and Birmingham. The foundations of the network were fully established during 2020, and 2021 will see a time of expansion, with a new brand and website.
The early days of lockdown in March 2020 were a time of fear and confusion for many, but, inspired by Jo Cox’s belief that we should concentrate on what we can do, rather than what we can’t, conversations began with partners that led to the formation of the Connection Coalition. Revisiting the early planning documents for the Coalition shows that we originally planned it to last for three to six months, which at the time we optimistically thought would be the length of the pandemic! Even after that six month original lifespan, though, the Coalition continued to go from strength to strength, and by the end of the year number 800 members, all inspired to prioritise connection and tackle loneliness. A second phase for the Coalition in 2021 will see us support members to build connections with each other, to learn from each other and grow stronger together.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Throughout the year, the urgent need for our Stronger Communities work was clear, so we made the strategic decision to place less of a focus on our Public World and Fairer World work. We still made good progress, though, with the launch of the Joint Statement on Political Standards of Party Members which has now been signed by many of the major political parties. In our Fairer World work, we have continued to champion the stories of the inspiring recipients of the Jo Cox Memorial Grants. We plan to increase our work in these areas, particular our Public Life work, in 2021.
As well as the Covid pandemic, other events rocked the world in 2020. The murder of George Floyd in May caused many to call for change, and at the Jo Cox Foundation we began a journey for us to become a truly anti-racist organisation. We have much more to do, and developing a truly inclusive team with a clear anti-racist vision will be a key focus for 2021.
I’d like to thank the whole Jo Cox Foundation team for their work in 2020. They delivered truly impressive work during such difficult times. Thanks also to our partners, especially Spirit of 2012, for their flexibility and support.
The Jo Cox Foundation Trustee Report and Accounts 2020
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OUR VISION AND MISSION
The Jo Cox Foundation was established in 2016 by the friends and family of the late Jo Cox MP. The Foundation exists to build a positive legacy for Jo and to create something positive from the tragedy that was her murder.
The objects of the Charity are for the public benefit to further such purposes as are exclusively charitable in accordance with the laws of England and Wales.
Our Vision
Our vision is for a kinder, more compassionate society where every individual has a sense of belonging and where we recognise that we have more in common than that which divides us.
Our Mission
The Jo Cox Foundation inspires and galvanises positive change at local, national and international levels. We do this by partnering with visionary individuals and organisations who share our commitment to the fairer, kinder world that Jo dedicated her life to building.
Stronger Communities
Locally we work to create compassionate, well connected communities where everyone has a sense of identity and belonging, by bringing people together through The Great Get Together campaign and the national More in Common Network.
A Better Public Life
Nationally we work to build a better public life through tackling abuse and intimidation, encouraging cross-party work on important issues, and inspiring the next generation of women and young people.
A Fairer World
Internationally we support organisations and initiatives which champion the humanitarian causes Jo cared about.
The Jo Cox Foundation Trustee Report and Accounts 2020
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OUR VALUES OUR VALUES
We are led by the values that guided Jo’s life as a campaigner, activist and humanitarian; a proud Yorkshire lass and internationalist; and a devoted mother, daughter, sister, wife, friend and MP.
More in Common
We act at all times on Jo’s belief that we have more in common than that which divides us. We seek to bring people together and emphasise our collective commonality.
Ambition
We pledge to uphold the level of ambition and relentlessness that Jo brought to the issues she cared about and we will be equally energetic and unrelenting in our mission to foster positive change.
Empathy
We treat everyone with respect and understanding, championing the rights and contributions of all to achieve a fairer world. We call out abuse and hostility where we find it, and actively advocate tolerance and kindness in our discourse. We follow Jo’s example to demonstrate that kindness and compassion are signs of strength, not weakness.
Collaboration
We work in partnership to support and achieve ambitious targets. We contribute to larger networks in order to catalyse and amplify positive change, inspire activism in others, and mobilise action. Our work is true to Jo’s belief that we are stronger than the sum of our parts. We work across political divides, and believe that we can achieve much more when we work together.
The Jo Cox Foundation Trustee Report and Accounts 2020
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JO COX: THE INSPIRATION BEHIND OUR WORK
Jo Cox was murdered on 16 June 2016 in the place she loved, her constituency of Batley and Spen, doing the work she loved, as an MP committed to helping the public. Having devoted her career to helping others both nationally and internationally, Jo entered public life to make a difference in the community where she grew up.
The reaction to her death – in Yorkshire, across Britain, and around the world – showed that the humanitarian values she lived by are widely shared. The way in which so many people continue to respond so positively more than four years after she was killed is testament to the fact that those values are enduring and unshakeable. An act of terror designed to divide us instead brought people closer together. Jo continues to inspire people all over the world.
The Jo Cox Foundation was established in 2016 by Jo’s family and friends to channel the energy and determination generated by her life and tragic death. Inspired by Jo, The Jo Cox Foundation continues to build a positive legacy through the telling of her narrative and by working on issues she cared about.
Our work will remain true to the values that guided Jo’s life as a campaigner, activist and humanitarian; a proud Yorkshire lass and internationalist; and a devoted mum, daughter, sister, wife, friend and MP.
The Jo Cox Foundation Trustee Report and Accounts 2020
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The Year in Numbers
people took part in the Great Get Together
3.5 million
of Great get Together participants said it increased their awareness of loneliness
82%
community organisers attended More in Common community training events
120
Twitter posts used the hashtag #MoreInCommon
25,500
organisations joined 800+ the Connection Coalition
charities in 14 countries supported humanitarian work in Jo’s name
18
women received support from Jo Cox Memorial Grants
35,000+
people took part in the annual Run for Jo
1000+
students completed work experience placements with Speakers for Schools
11
The Jo Cox Foundation Trustee Report and Accounts 2020
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STRONGER COMMUNITIES
In her maiden speech to Parliament, Jo Cox talked of her joy in representing the diverse community of Batley and Spen where she grew up: ”While we celebrate our diversity, what surprises me time and time again as I travel around the constituency is that we are far more united and have far more in common than that which divides us.”
Jo’s commitment to bringing people together and her belief in focusing on our commonalities drives our objective to work towards building strong compassionate communities where everyone has a sense of identity and belonging.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Stronger Communities
‘‘I will not live in a country where thousands of people are living lonely lives forgotten by the rest of us.’’
Moment to Movement
In February 2020, the Foundation embarked on a three-year project funded by Spirit of 2012 to explore the role of the Great Get Together as a springboard for deeper community activism through our More in Common groups. The funding from Spirit of 2012 allowed us to establish a Stronger Communities team, who led on the delivery of two ambitious Great Get Togethers and brought together our existing collection of More in Common groups to form The More in Common Network. Over this first year, emphasis was also placed on monitoring and evaluation, which included establishing a rigorous baseline for the project and developing a working theory of change.
The Jo Cox Foundation Trustee Report and Accounts 2020
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THE GREAT GET TOGETHER
The Great Get Together (GGT) is the flagship initiative of the Foundation’s ‘Stronger Communities’ strategic objective. It is designed to bring communities together in celebration of Jo Cox’s ‘more in common’ message. This bi-annual celebration takes place on the weekend closest to Jo Cox’s birthday in June and in the winter and is at the heart of our vision for a nation of strong, compassionate communities.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Stronger Communities
The Great Get Together 2020
The 2020 Great Get Together had to be radically altered due to the Covid-19 pandemic. Planned events such as street parties, picnics and sports days were replaced with socially distanced alternatives such as plant swaps, food bank collections and virtual Get Togethers. Despite the difficult circumstances people across the UK initiated their own activities to celebrate the power of community. We adapted events that would usually take place in person to make them virtual and accessible. We worked in close partnership with the Marmalade Trust, the Muslim Council of Britain and The Mirror to provide unique activations for people to take part in.
Over 2.5 million people participated in the initiative. Polling showed a very high level of recognition for the Great Get Together. 34% of people had heard of the event, with 13% reporting that they had attended a GGT. Over the month of the campaign (from launch on 19 May - 21 June) we had 40 million social media impressions. There were approximately 65 articles in press and online media, with 98 mentions on TV and radio. Coverage was both national and regional, including BBC News, ITV News, The Sun, and Daily Mirror, ITV News, a number of BBC stations and Talk Radio. The series of films we produced in the run up to the event have been viewed over 250,000 times on social media.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Stronger Communities
The Great Winter Get Together 2020
The 2020 Great Winter Get Together was our most ambitious campaign to date. Spanning from mid December to Blue Monday on 18 January , each week was themed with specific calls on the public to face loneliness together: one connection at a time. People across the UK engaged with the campaign in many ways, yielding the largest reach the Great Winter Get Together has ever seen. We provided downloadable resources to support participants with practical ways to reduce loneliness. The Kindness Calendar and the ‘Understanding Loneliness’ toolkit were our most downloaded resources.
Over 3.5 million people participated in the campaign. Our polling showed a very high level of recognition for the Great Get Together. 29% of people had heard of the event, with 20% reporting that they participated in it (up 7% since June 2020). Over the month of the campaign (from launch on 30 Nov - 18 Jan) we had 28 million social media impressions. There were approximately 175 articles in press and online media. Coverage was both national and regional, including BBC News, The Times, ITV News, Huffington Post, The Sun, The Mirror, BBC Radio 5 Live and Times Radio. The media we produced in the run up and during the campaign has been viewed over 50,000 times.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Stronger Communities
The More in Common Network
The More in Common Network was established in February 2020. It brought together the existing collection of More in Common groups, enabling them to connect with one another and engage in year-round community activism. In 2020, a focus was placed on laying the foundations for the Network to become impactful and to grow. This included: clarifying what it means to be a More in Common group, beginning to develop a new brand identity, piloting learning opportunities for organisers and conducting focus group research into the experience of More in Common groups.
Three new groups, Halton, Llanwit Major and Birmingham joined the Network in 2020. 120 people joined our Common Room webinar series to learn how to bridge divides and address loneliness in their communities. Overall 90% of people involved in The More in Common Network met someone who was different to themselves. Furthermore, with our partners we contributed to research pieces and submissions to the All-Party Parliamentary Group on Social Integration.
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“We were delighted to receive a Facebook Community grant from the Jo Cox Foundation to help develop our Peace Feast project. This enabled us to adapt to online delivery during lockdown and to put on 3 really successful Virtual Peace Feasts in October, December and January 2021. These events brought people together from diverse backgrounds across Bristol and beyond, helping to reduce isolation and enabling people to stay connected in spite of the restrictions.” - Bridges 4 Communities, Bristol
Community Grants Initiative
Inspired by the inventive ways that people found to connect virtually, we partnered with Facebook to launch the Great Get Together Facebook Community Grants Scheme.
Through the scheme we funded 11 community projects across the country that are working to bring people together online and on social media.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Stronger Communities
The Connection Coalition
The Connection Coalition was established by The Jo Cox Foundation in April 2020 as a response to the Covid-19 pandemic. Alongside Mind, The British Red Cross, Facebook, Age UK, Nesta, Nationbuilder, the Small Charities Coalition and The Cares Family we brought together a network of organisations that were supporting individuals and communities through the pandemic as they faced intensified social and emotional crises including loneliness, mental health issues and bereavement.
In doing this we hoped to coordinate and amplify efforts to reinforce meaningful connections and to help mitigate the impact of isolation on social and emotional wellbeing throughout Covid-19 and beyond with a focus on:
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Inspiring people to build and maintain relationships and connections in their communities;
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Encouraging people to carry forward relationships and connectedness with them into the post-crisis period, helping to tackle loneliness and social isolation in their communities, and to reduce the associated stigma;
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Influencing organisations, funders and the Government to invest financially and in policies which prioritise the power of relationships and connectedness.
In 2020 we:
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Recruited over 800 member organisations;
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Sent over 25 newsletters packed with resources, updates and ideas;
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Ran webinars for over 400 people;
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Reached millions through our Community Makes Us campaign.
What members said:
“It was lovely to see so many people from up and down the country with the same mission.” “It has been great to be part of this initiative, it has helped workers to feel less isolated, particularly those working from home during this period.”
“The Coalition has provided me and my team with a community of people who we can share successes and challenges with in real time. We have never been part of a community like this before. It has been invaluable during lockdown during times when me and my staff have ourselves felt like we were ‘on our own’ trying to solve problems and support our communities. We look forward to this community growing in the months ahead”.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Stronger Communities
Community Makes Us campaign
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Community Makes Us was a campaign in the summer of 2020 from the Connection Coalition which sought to celebrate the social connections and reciprocal acts of support seen in communities across the country during Covid.
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The #CommunityMakesUs campaign reached approximately 6,800,000 individuals via social media channels.
Tackling Loneliness Advocacy
The Covid-19 pandemic in 2020 brought a new focus onto loneliness and social isolation given how widespread these experiences became. Over the course of the year, we continued to work closely with numerous stakeholders to capture experiences of loneliness and share this with those in decision making positions. In particular, we gathered recommendations from Connection Coalition members who had direct experience on the frontline of community work.
We shared these learnings with DCMS and made a submission to consultations on the ‘Levelling Up’ agenda, the House of Lords Covid Inquiry and the APPG on Social Integration. We enjoyed widespread cross-party political support for the Great Get Together in June, including an event on loneliness hosted by Labour leader Keir Starmer MP and Dr Rosena Allin-Khan MP. We continued to work closely with DCMS, supporting their ongoing ‘Let’s Talk Loneliness’ campaign. Additionally, we met with the Office for National Statistics regarding the collection of data on loneliness and social isolation.
The Jo Cox Foundation Trustee Report and Accounts 2020
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YORKSHIRE
“I am Batley and Spen born and bred, and I could not be prouder of that. I am proud that I was made in Yorkshire and I am proud of the things we make in Yorkshire. Britain should be proud of that, too. “ - Jo Cox, Maiden Speech 2015
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Yorkshire
Loneliness Conference
“The Jo Cox Foundation continues to inspire so many of us who work to reduce loneliness. It’s great that so many dedicated organisations have come together at this important event raising awareness of loneliness in Kirklees.”
In February 2020 we hosted the first Huddersfield Loneliness Conference in partnership with the Kirklees Befriending Partnership (made up of Yorkshire Children’s Centre; Royal Voluntary Service, Age UK Calderdale and Kirklees; Locala Community Partnership & Kirkwood Hospice) and West Yorkshire and Harrogate Health and Care Partnership.
- Baroness Barran, Minister for Loneliness
Speakers included Rachel Reeves MP, Co-Chair of The Jo Cox Commission on Loneliness, Tracey Crouch, the world’s first Minister for Loneliness and Diana Barran, Lords Minister for Civil Society and Loneliness. The conference included a series of interactive workshops led by the Kirklees BefriendingPartnership and was attended by delegates from 60 local organisations.
Kirklees Community Anchor
As part of the localised Covid-19 response across Batley and Spen, we worked with the local authority and a number of third sector and business partners to provide practical support to over 2,000 vulnerable people struggling with the challenges of the pandemic.
We worked with local partners to distribute wellbeing packs to vulnerable local people during the early stages of Covid-19 lockdown. We were guided by over 20 schools across Batley and Spen to identify over 200 families in need due to the pressures of isolating and/or home schooling and 200 packs for older people who were self-isolating or shielding.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Yorkshire
Community Makes Us
In October 2020 we launched the Community Makes Us project which brought together 46 local people in Batley and Spen to share their experiences of the pandemic, lockdowns and think of ways they can support each other and the wider community. Friendships, insights and support came to the fore through the online conversations.
The Jo Cox Foundation Trustee Report and Accounts 2020
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A BETTER PUBLIC LIFE
Jo Cox was passionate about encouraging women into public life, and making parliament more family-friendly and therefore appealing and accessible to people from all walks of life. When her coat of arms was unveiled by the then Speaker of the House John Bercow, he said: “MPs are parents, children and family members themselves… Jo was a powerful role model for all MPs of the present and future for her desire to balance these personas.”
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The Jo Cox Foundation Trustee Report and Accounts 2020
A Better Public Life
Jo was also renowned for her ability to forge cross-party relationships and work collaboratively with those of opposing political views. This very much guides our objective to contribute meaningfully to a more welcoming and less toxic public life.
We strongly believe that the increasing toxicity in public life and growing public distrust towards those in public life poses a threat to democracy itself. In 2020 we continued to tackle abuse and intimidation as major barriers to achieving a civil public life in which all people, regardless of their background, can participate equally.
“One of the reasons I am entering politics is because only 23% of the House of Commons is female. If women don’t make that 50/50 then the people taking decisions about our communities are never going to be reflective of the needs”
The Jo Cox memorial plaque - designed by Jo’s two children - was installed in the House of Commons chamber in June 2017.
Supporting Women in Public Life
Throughout 2020 the Foundation actively campaigned as a member of the crossparty campaigning coalition the Centenary Action Group , contributing to advocacy campaigns to increase women’s political participation and leadership, end violence against women and girls, and make political life more family-friendly.
The Jo Cox Foundation Trustee Report and Accounts 2020
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A Better Public Life
Tackling Intimidation
Intimidation in public life disproportionately affects women and has a detrimental impact on the pipeline of future female public servants. Jo’s murder is a tragic and unavoidable reminder of the danger to women in high-profile public roles. The fear of abuse and intimidation is increasingly cited as a barrier to young girls - particularly those from diverse and underprivileged backgrounds - considering public-facing careers. It is therefore a threat to democracy itself.
The Joint Standard of Conduct
Following recommendations made in the Committee on Standards in Public Life (CSPL) 2017 Intimidation in Public Life review, the Foundation and the CSPL have worked closely to produce the Joint Statement on Conduct of Political Party Members. In December 2020, on the third anniversary of the 2017 Intimidation in Public Life report, we launched the Joint Statement on Conduct for political party members with support from the Liberal Democrats, The Green Party of England and Wales, Plaid Cymru and the SNP.
The Joint Statement on Conduct sets out the minimum standards of behaviour that are expected from members of the political parties that have signed the statement. The statement is not intended to supersede or replace party codes of conduct or disciplinary processes, but to complement them by acting as a high level statement of principle outlining the minimum standards of behaviour that all party members should aspire to.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Building A Better Public Life
Make Misogyny History Campaign
Throughout 2020 we actively supported Stella Creasy MP’s campaign to have misogyny recorded by all police forces as a hate crime. We co-hosted a bootcamp for activists on the issue and inspired our followers to write to their MPs to support an amendment to the Domestic Abuse bill that would set a precedent for making Misogyny a Hate Crime. In September, we tasked 8 students to develop a social media campaign to promote the campaign as part of their Speakers 4 Schools work experience placement. In December, we submitted evidence to the Law Commission to support our view.
“Misogyny is one of the root causes of Violence Against Women, with hostility towards women leading to many forms of physical, sexual, emotional and financial abuse. From young girls being subject to cat-calling and street harassment, to women fearing for their lives at the hands of a violent partner, the impacts of misogyny on mental health, confidence and a sense of safety in our society cannot be overstated.”
- The Jo Cox Foundation submission to the Law Commission Hate Crime Review, December 2020
#StandUpToHate
In October we joined forces with Twitter and 12 civil society groups to launch #StandUpToHate, a project to encourage Twitter users to report online abuse and support the victims of this abuse. Users who interacted with our 15 second animation - which depicted a victim of online abuse being supported by friends and organisations - received an automatic response encouraging them to #StandUpToHate. The animation received 3 million impressions and 8,759 likes on Twitter. 41% of Twitter users who interacted with the campaign said they were more aware of the tools that can be used to counter hate on the platform.
The Jo Cox Foundation Trustee Report and Accounts 2020
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A FAIRER WORLD
Jo Cox was a true humanitarian and had a 20-year career in international aid and development, working on campaigns around the world from Darfur to Afghanistan. Her work on Syria in particular was the cornerstone of much of her work as an MP; her leadership in calling for the protection of Syrians was unique. She was also a staunch advocate of an ethical foreign policy, and committed to the protection of civilians in conflict and the prevention of genocide and mass atrocities. Throughout her career she was a proponent of the global ‘Responsibility to Protect’ doctrine.
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A Fairer World
Through our work on building a fairer world, we are committed to adding value wherever we can on the international issues that Jo cared so much about. Through this work, we will celebrate Jo’s internationalism, her 20-year career in international campaigning and development aid, and her compassion towards the world’s most vulnerable.
“Every decade or so, the world is tested by a crisis so grave that it breaks the mould: one so horrific and inhumane that the response of politicians to it becomes emblematic of their generation — their moral leadership or cowardice, their resolution or incompetence. It is how history judges us. We have been tested by the Second World War, the genocide in Rwanda and the slaughter in Bosnia, and I believe that Syria is our generation’s test.”
International Development and Human Rights Advocacy Work
In August, in collaboration with the UK Atrocity Prevention Working Group, The Foundation produced a joint submission to the government’s review of the merger of the Foreign & Commonwealth Office (FCO) with the Department for International Development (DFID). The submission outlined how the United Kingdom might build upon its rhetorical commitment to prevent atrocities, to learn the lessons of past genocides, and to uphold the collective responsibility to protect.
In November, the government announced the 0.7% overseas aid target would be cut to 0.5%. We expressed our dismay and joined partners in calling for the government to reinstate this commitment. We continue to campaign on this issue in 2021.
Throughout the year we used our platforms to raise awareness and understandings of past atrocities with organisations such as the Holocaust Educational Trust and Remember Srebrenica. We called for government action to address current atrocities, including signing the Uyghur Human Rights Project’s open letter on the ongoing genocide in China.
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A Fairer World
Jo Cox Memorial Grants
The Jo Cox Memorial Grants (JCMG) were launched in memory of Jo in March 2018 as part of the UK Aid Direct fund. The grants were set up for projects across two themes that Jo Cox was passionate about: supporting and improving women’s social, economic and political empowerment, and strengthening civil society capacity for the early prediction and prevention of identity-based violence, including mass atrocities. On the 3 March 2020 we were delighted to be joined by Baroness Sugg, former Parliamentary Under-Secretary of State at the Department for International Development (DFID) and the Foreign and Commonwealth Office, at a special event to announce the recipients of the grants.
As of June 2021 (outside of the reporting period), 35,720 women across the world have benefitted from the grants, with 1,223 women being helped into politics and 558 women in leadership positions receiving assistance and training. 21 projects in total were funded (17 were active by 2021), across 14 countries that are listed in the lowest 50 countries in the UN Human Development Index (HDI) and countries the UK Government considers to be of high or moderate fragility.
“Jo cared passionately about gender equality and preventing identity based violence. These causes are absolutely fundamental to ending violence against vulnerable groups and giving every girl in the world the chance to go to school and realise her full potential. With funding from UK AID in Jo Cox’s memory, these projects will help to achieve that.”
- Baroness Sugg, Former Parliamentary Under Secretary of State in the Department for International Development
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LEGACY INITIATIVES
The Foundation has actively supported and championed a wide range of initiatives paying tribute to Jo in the UK and around the world. In 2020 we collaborated with the People’s History Museum, Manchester to prepare for the launch of the ‘Jo Cox: More in Common’ exhibition in May 2021.
The Foundation has responded to hundreds of individual items of correspondence which detail different ways in which individuals, communities, businesses and schools are celebrating Jo’s life, taking forward her work and upholding her values. The Foundation has encouraged and engaged a growing community of 100,000 supporters across all of its digital channels. This community is composed of powerful agents for change engaged in amplifying the Foundation’s objectives and being advocates for Jo’s values more broadly, right across the UK and around the world.
#InspiredByJoCox
To celebrate International Women’s Day, we asked a selection of incredible women how they have been #InspiredByJoCox. We received so many thoughtful and emotional responses that we needed to create two videos to be able to post them on social media.
The Jo Cox Foundation Trustee Report and Accounts 2020
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Supporting Young People into the Voluntary Sector
In 2020, we built on our partnership with Speakers for Schools to help level the playing field for state school and college students. Throughout the year, we provided highquality week-long work experience placements to 11 students without family or school links to work experience opportunities, all delivered virtually.
“The placement has been so valuable and I feel so lucky to have experienced it...I have learnt so much in four days, the advice has been completely invaluable and has definitely empowered me to gain more experience and inspired me to consider working for an organisation like JCF”
- Kate Dumelow, 17, Warwickshire
“Thank you for providing me with such a wonderful opportunity this week, it really opened my eyes to problems across the UK and made me more passionate about fixing them. I will be sure to take all the skills I’ve learnt this last week and put them into future work experience and hopefully future employment!”
- Matthew, 16, Shropshire
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COMMUNICATIONS AND MESSAGING
Great Get Together Rebrand and New Website
In October 2020 we overhauled the Great Get Together brand to make it a fully developed brand identity. The aims were to build an identity which was visually more accessible and more inclusive to wider audiences. We relaunched the Great Get Together website to improve the user experience and help increase participation ahead of the Great Winter Get Together. Incorporating the new branding, the new website features an efficient event system with easy user sign-up, downloadable assets, such as toolkits and hosts key information about the campaign in a mobile-friendly and readable manner.
From the date of the website launch to the end of the Great Winter Get Together campaign 46,200 users visited the website, 2,977 campaign assets were downloaded and 1,278 users had subscribed to the Great Get Together newsletter.
Digital Reach
There were approximately 80,000 posts relating to The Jo Cox Foundation and its various campaigns and initiatives in 2020.
18,400 engagements with @JoCoxFoundation
17,700 posts mentioned The Great Get Together.
25,500 posts used the hashtag #MoreInCommon
The Jo Cox Foundation Trustee Report and Accounts 2020
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PRIORITIES FOR 2021
Deepening our CommunityStrengthening Work
We anticipate that our Stronger Communities work will have particular importance and resonance in 2021 as the world continues to face the Covid-19 pandemic. We will place particular emphasis on:
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Continuing to build the foundations of the More in Common network in the first six months of the year, before placing an emphasis on growth, and the recruitment of new groups
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Growing the impact of the Great Get Together in June, especially supporting new organisers to get involved for the first time
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Using our convening strength to build relationships between the members of the Connection Coalition, using informal networking, speed-dating and buddying as well as more formal subgroups and communities of practice.
Upholding Jo’s Local Legacy in Batley and Spen
The Foundation’s presence in Batley and Spen, Jo Cox’s constituency, is a vital part of our work. 2021 will see us undertake strategic development work with two aims. Firstly, we’ll be exploring the specific niche that we have in Batley and Spen, and investigating where we can have the most impact. Secondly, we’ll be working to further integrate our work in Yorkshire with the national work, leading with a ‘one team’ approach that allows us to amplify local learnings nationally.
Promoting a Civil Public Life
Political discourse in the UK is showing no signs of becoming more civil and the Jo Cox Foundation will continue with our work to promote a better public life in 2021. We’ll continue to shine a light on the abuse and intimidation of politicians, encourage civil campaigning during the May elections, and work to build a solid evidence base about the extent of the problem that politicians face.
Advocating for Justice and Protection of Civilians in Conflict
In 2021 the Foundation will advocate for the continuation of the UK Aid funded Jo Cox Memorial Grant Scheme and make the case for a workable aid policy and ring-fenced budget through connecting the FCDO work to British issues and
policy-making; particularly through the lessons from the IBV programmes. We will continue to illustrate the story of Jo’s international and humanitarian work through the active contribution within networks working on the issues she cared most about: R2P, prevention of atrocities in conflict-zones, and the prediction and identification of identity-based violence.
The Jo Cox Foundation Trustee Report and Accounts 2020
Page 32
Priorities for 2020
Priorities For 2021
Building a Culture of Inclusivity
Our staff team grew considerably in 2020. We are very anxious that this welcome expansion of our team builds on the inclusive culture of the Foundation, reflective of Jo’s values. This has let us to a full review of our internal policies and processes – particularly those relating to staff and trustee recruitment, staff wellbeing and flexible working. The JCF staff team will be embarking in a nineweek anti-racism training and coaching training programme from February 2021. Being able to effect change by activating our anti-racist vision collectively - engaging those in different locations, job functions, varying seniority, and of different races and ages - is what will make it powerful and sustainable.
We will continue to prioritise staff wellbeing as Covid-19 continues to create challenges to our staff team’s professional and personal lives. In 2021 we will appoint multiple staff wellbeing leads (including the CEO) and provide mental-health first aid training and implement a new internal wellbeing policy.
2021-23 Strategy
In 2021 we’ll continue to refine and adapt our long-term strategy for 2021-23. We will evaluate the impact of Covid-19 on our programmes, and ensure that we’re focusing on where we, as The Jo Cox Foundation, are best placed to make a difference, both directly and in partnership with others.
The Jo Cox Foundation Trustee Report and Accounts 2020
Page 33
Our People
Trustees
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Jacqui Smith (Chair)
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Rosamund Blomfield-Smith (Treasurer)
-
Jennie Richmond
-
Eloise Todd
-
Jane Brady
-
Samantha Vickers
-
Steve Morris
2020 Staff Team
-
Catherine Anderson
-
Clare Black
-
Dave Hawksworth
-
Eleanor Harrison
-
Ella Turner
-
Emily Danby
-
Hafeezah Soni
-
Hannah Brown
-
Jess Jackson
-
Jessica Leach
-
Jo Atkins-Potts
-
Josh Westerling
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Kim Leadbeater
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Lance Price
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Marianne Quinn
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Nathan Stilwell
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Parveen Butt
-
Phoebe Kluck
-
Su Moore
Everyone at The Jo Cox Foundation would like to thank each individual and organisation who supported our work and Jo’s legacy in 2020:
Strategic Funding and Corporate Partners
-
Spirit of 2012
-
The Esmee Fairbairn Foundation
-
Astra Foundation
-
The National Lottery
-
NESTA
-
DCMS
-
Joseph Rowntree Reform Trust
-
The National Lottery Trust
-
Kirklees Council
-
Third Sector Leaders
-
One Community Foundation
-
County Durham Community Foundation
-
Facebook
-
Popsa
-
BT
-
Specsavers
-
PPG
-
GMB Yorkshire
Communications Partners
-
Empower
-
Portland
-
Nationbuilder
-
• Social Eyes
The Jo Cox Foundation Trustee Report and Accounts 2020
Page 34
FINANCE & GOVERNANCE REVIEW
Risk Management
The Foundation has a rigorous risk management process through which the Trustees and leadership team identify any major risks to which the Foundation may be exposed and ranks these by likelihood and impact culminating in a risk register which is updated on a monthly basis. Where appropriate, systems, policies and procedures have been established to mitigate the risks that the Foundation faces.
A principal risk area identified by the Trustees is reputational risk, especially in the light of the high-profile nature of the Foundation. To mitigate this risk, the Foundation communicates regularly with its supporters and beneficiaries and identifies transparency as one of its key values.
The Trustees have also identified the lack of long-term sustainable income streams as one of the principal risks faced by the Foundation. In order to mitigate this risk, the Foundation has developed plans to generate future income from diverse sources to as to ensure that our current sustainable income streams are maintained. In 2021, the Foundation intends to raise core funding from trusts and foundations and through individual donations. We continue to work with strategic corporate partners who support our work through financial and non-financial support, as well as employee and customer fundraising. Our corporate partnerships are subject to our ethical partnerships policy and due diligence procedures.
The Jo Cox Foundation Trustee Report and Accounts 2020
Page 35
Principal Funding Sources
Restricted Funding:
The Foundation has received restricted grants and designated project funding from corporates, grant-making trusts and individual philanthropists, including:
-
Spirit of 2012 - £256,296 - Moment to Movement Workstream
-
Spirit of 2012 - £40,000 - Connection Coalition
-
Nesta - £30,000 - Connection Coalition
-
Astra Foundation - £51,000 - Connection Coalition
-
Facebook - £10,321 - Great Get Together Workstream
-
Esmee Fairbairn Foundation - £20,000 - More in Common Community Workstream
-
The National Lottery - £30,528 - Community Makes Us Project
-
One Community Foundation - £5,000 - Covid Response Projects, Batley and Spen 9. Kirklees Council/Third Sector Leader - £60,128 - Community Anchor Role, Covid Response Projects, Batley and Spen
-
PPG - £13,000 - Covid Response Projects, Batley and Spen
-
Joseph Rowntree Reform Trust - £13,750 - Civility in Politics Awards
-
County Durham Community Foundation - £4,000 - More in Common Community Workstream
Unrestricted Funding:
-
Facebook - £35,000 - Donation
-
Popsa - £40,739 - Sales Donation
-
JCF online and offline individual, community and corporate donations: £23,801
-
Batley and Spen online and offline individual, community and corporate donations: £93,849
-
GiftAid: £18,790
The Jo Cox Foundation Trustee Report and Accounts 2020
Page 36
Finance & Governance Review
Reserves Policy
The current level of the reserves in the accounts is £101,539 (2019: £12,607) of unrestricted funds and £131,388 (2019: £119,944) of restricted funds. This is in line with the organisation’s reserve’s policy.
Going Concern
After making appropriate enquiries, the Trustees have a reasonable expectation that the Foundation has adequate resources to continue in operational existence for the foreseeable future. The Covid-19 pandemic has clearly had a significant impact on the Foundation’s fundraising activities and on its ability to deliver its key operations. The Trustees will be monitoring the position closely and making any necessary adjustments. However, despite the difficulties to which Covid-19 has given rise, the Trustees believe that there is no reason to call into doubt the Foundation’s ability to continue in operation.
Governance
The Trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the period 1st January 2020 to 31st December 2020. The Trustees have adopted the provisions of 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) (effective 1 January 2019).
Incorporation
The charitable company was incorporated on 23rd September 2016.
Grant Making
When giving out grants, the Foundation puts in place a Grant Agreement with the grantee organisation.
The Foundation has an appointed Grant Manager who oversees the due diligence and grant making process.
The Jo Cox Foundation Trustee Report and Accounts 2020
Page 37
Finance & Governance Review
Structure, Governance & Management
Governing document
The Foundation is structured as a company limited by guarantee registered in England and Wales under company number 10392667.
Recruitment and appointment of new trustees
Any person who is willing to act as a Trustee, and who would not be disqualified from acting under the provisions of the articles, may be appointed to be a Trustee by a decision of the Trustees. The Foundation has appointed 2 new trustees in 2020.
Organisational structure
The Foundation has trustees (between four-twelve at any one time) including one chair; Jacqui Smith.
The Foundation has a chief executive officer, Su Moore, who manages a small team of around 20 members of staff.
Induction and training of new trustees
Upon joining The Jo Cox Foundation as a Trustee, Trustees are required to complete a conflict of interest declaration pursuant to the Foundation’s conflict of interest policy.
New Trustees receive a copy of the Foundation’s Articles of Association as well as a summary of past Board meeting minutes and accounts and an overview of the Foundation’s management and governance.
Public Benefit
Over the past 12 months, demonstrating public benefit has been an essential precondition in choosing how to allocate the Foundation’s funds. The Foundation’s activities have benefited the general public through:
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Raising awareness of Jo Cox’s life and her public service (including her charitable activities) in order to promote community inclusion, including fostering respect and kindness between different communities;
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Supporting other charities and organisations to advance the causes Jo Cox was passionate about during her life;
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Running campaigns to raise awareness of particular issues including loneliness, community cohesion, civility in public life and protecting civilians in conflict.
When deciding on the activities undertaken for public benefit, the Trustees have assessed the guidance issued by the Charity Commission on public benefit.
The Jo Cox Foundation Trustee Report and Accounts 2020
Page 38
Finance & Governance Review
Reference and Administrative Details
Registered Company Number 10392667 (England and Wales)
Registered Charity Number 1170836
Registered Office
Living Space, 1 Coral Street, London, SE1 7BE
Trustees
E Todd - appointed 20/10/16, S Morris - appointed 1/5/18,
J Brady - appointed 1/5/18,
J Smith - appointed 14/01/19,
S Vickers - appointed 14/01/19,
J Richmond - appointed 14/01/20, R Blomfield-Smith - appointed 10/09/20
Resigned Trustees
M Van Oranje - resigned 08/12/20
Independent Examiner
Kirk Rice LLP, The Courtyard, High Street, Ascot, Berkshire, SL5 7HP
The Jo Cox Foundation Trustee Report and Accounts 2020
Page 39
The Jo Cox Foundation Trustee Report and Accounts 2020
Page 40
Charity Registration No. 1170836
Company Registration No. 10392667 (England and Wales)
THE JO COX FOUNDATION
ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020
THE JO COX FOUNDATION
CONTENTS
| Page | |
|---|---|
| Independent examiner's report | 1 |
| Statement of financial activities | 2 |
| Balance sheet | 3 |
| Notes to the financial statements | 4 - 13 |
THE JO COX FOUNDATION
INDEPENDENT EXAMINER'S REPORT
TO THE TRUSTEES OF THE JO COX FOUNDATION
I report to the trustees on my examination of the financial statements of The Jo Cox Foundation (the charity) for the year ended 31 December 2020.
Responsibilities and basis of report
As the trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (the 2006 Act).
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Independent examiner's statement
section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of FCCA CTA, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
1 accounting records were not kept in respect of the charity as required by section 386 of the 2006 Act; or
-
2 the financial statements do not accord with those records; or
-
3 the financial statements do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or
-
4 the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no 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 financial statements to be reached.
Kirk Rice LLP
Graham Jennings FCCA CTA The Courtyard High Street Ascot Berkshire SL5 7HP
23/09/2021 Dated: .........................
- 1 -
THE JO COX FOUNDATION
STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT
FOR THE YEAR ENDED 31 DECEMBER 2020
| Unrestricted Restricted funds funds 2020 2020 Notes £ £ Income and endowments from: Donations and legacies 3 212,179 534,023 Other income 4 3,478 - Total income 215,657 534,023 Expenditure on: Charitable activities 5 194,965 454,339 Net incoming/(outgoing) resources before 20,692 79,684 Gross transfers between funds 68,240 (68,240) Net income/(expenditure) for the year/ Net movement in funds 88,932 11,444 Fund balances at 1 January 2020 12,607 119,944 Fund balances at 31 December 2020 101,539 131,388 |
Total Unrestricted Restricted Total funds funds 2020 2019 2019 2019 £ £ £ £ 746,202 153,263 216,368 369,631 3,478 - - - 749,680 153,263 216,368 369,631 649,304 222,924 302,550 525,474 100,376 (69,661) (86,182) (155,843) - (109,837) 109,837 - 100,376 (179,498) 23,655 (155,843) 132,551 192,105 96,289 288,394 232,927 12,607 119,944 132,551 |
|---|---|
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
- 2 -
THE JO COX FOUNDATION
BALANCE SHEET
AS AT 31 DECEMBER 2020
| Notes Fixed assets Tangible assets 8 Investments 9 Current assets Debtors 10 Cash at bank and in hand Creditors: amounts falling due within one year 11 Net current assets Total assets less current liabilities Income funds Restricted funds 12 Unrestricted funds |
2020 £ 8,443 233,499 241,942 (9,363) |
£ 347 1 348 232,579 232,927 131,388 101,539 232,927 |
2019 £ 10,234 140,511 150,745 (19,151) |
£ 956 1 |
|---|---|---|---|---|
| 957 131,594 |
||||
| 132,551 | ||||
| 119,944 12,607 |
||||
| 132,551 |
The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 December 2020.
The directors acknowledge their responsibilities for ensuring that the charity keeps accounting records which comply with section 386 of the Act and for preparing financial statements which give a true and fair view of the state of affairs of the company as at the end of the financial year and of its incoming resources and application of resources, including its income and expenditure, for the financial year in accordance with the requirements of sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the company.
The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476.
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.
23/09/2021
The financial statements were approved by the Trustees on .........................
.............................. Rt Hon J J Smith Trustee
Company Registration No. 10392667
- 3 -
THE JO COX FOUNDATION
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2020
1 Accounting policies
Charity information
The Jo Cox Foundation is a private company limited by guarantee incorporated in England and Wales. The registered office is Living Space, 1 Coral Street, London, SE1 7BE, England.
1.1 Accounting convention
The financial statements have been prepared in accordance with the charity's written special resolution, circulated on 16[th] January 2018, the Companies Act 2006 and "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) (effective 1 January 2019)". The charity is a Public Benefit Entity as defined by FRS 102.
The charity has taken advantage of the provisions in the SORP for charities applying FRS 102 Update Bulletin 1 not to prepare a Statement of Cash Flows.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The principal accounting policies adopted are set out below.
1.2 Going concern
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
1.3 Charitable funds
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
1.4 Income
All income is recognised in the Statement of FInancial Activities once the charity has entitlement to the funds, it is probable that the income will be recieved and the amount can be measured reliably.
1.5 Expenditure
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the catergory. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.
1.6 Tangible fixed assets
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
Computers
33.33% on cost
- 4 -
THE JO COX FOUNDATION
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2020
1 Accounting policies
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in net income/(expenditure) for the year.
1.7 Fixed asset investments
Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.
1.8 Impairment of fixed assets
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
1.9 Cash and cash equivalents
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
1.10 Employee benefits
The charitable company operates a defined contribution scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.
1.11 Retirement benefits
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
1.12 Leases
Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.
1.13 Debtors
Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid after taking account of any trade discounts due.
1.14 Creditors
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.
2 Critical accounting estimates and judgements
and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
- 5 -
THE JO COX FOUNDATION
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2020
3 Donations and legacies
| Unrestricted Restricted funds funds 2020 2020 £ £ Donations and gifts 212,179 534,023 Other - - 212,179 534,023 For the year ended 31 December 2019 153,263 216,368 |
Total Unrestricted Restricted funds funds 2020 2019 2019 £ £ £ 746,202 153,263 179,368 - - 37,000 746,202 153,263 216,368 |
Total 2019 £ 332,631 37,000 |
|---|---|---|
| 369,631 | ||
| 369,631 |
- 4 Other income
Other income
| Unrestricted | Total |
|---|---|
| funds | |
| 2020 | 2019 |
| £ | £ |
| 3,478 | - |
- 6 -
THE JO COX FOUNDATION
NOTES ON THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2020
5 Charitable activities
| Staff Costs Depreciation and Impairment Other operating leases Insurance Telephone and Internet Postage and Stationery Travelling Subscriptions Consultancy Bank Charges Sundries Legal Fees Accountancy Fees Campaigns Analysis by fund Unrestricted funds Restricted funds |
Operational Overheads 2020 The Great Get Together 2020 Batley & Spen 2020 Spirit of 2012 2020 Esmee Fairbairn 2020 GEO 2020 Astra Connection Coalition 2020 Joseph Rowntree Reform Trust 2020 NESTA Connection Coalition 2020 Connection Coalition Total 2020 Total 2019 114,050 3,779 24,177 183,466 48,522 2,998 - 376,992 257,774 610 - - - - - - - - - 610 1,510 6,270 - - - - - - - - - 6,270 19,283 - - - - - - - - - - - 1,073 6,028 - - - - - - - - - 6,028 15,491 789 - - - - - - - - - 789 1,432 1,040 - - - - - - - - - 1,040 3,341 120 - - - - - - - - - 120 343 39,454 - 18,405 23,420 - - - - 14,744 - 96,023 51,580 602 - - - - - - - - - 602 557 404 - - - - - - - - - 404 1,687 841 - - - - - - - - - 841 567 9,363 - - - - - - - - - 9,363 9,989 15,394 26,005 15,254 64,385 389 2,000 5,102 7,398 14,295 - 150,222 160,847 |
|---|---|
| 194,965 29,784 57,836 271,271 48,911 2,000 8,100 7,398 29,039 - 649,304 525,474 194,965 - - - - - - - - - 194,965 222,924 - 29,784 57,836 271,271 48,911 2,000 8,100 7,398 29,039 - 454,339 302,550 |
|
| 194,965 29,784 57,836 271,271 48,911 2,000 8,100 7,398 29,039 - 649,304 525,474 |
- 7 -
THE JO COX FOUNDATION NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2020 Charftsble actlvltles For the year ended 31 December 2019 Operational The Great Overheads Get Together Batley & Spirit of Spen 20121WIPL John Ellerman Foundation Totsl 2019 Staff costs Depreciation and impairment Other operating leases Insurance Telephone and internet Postage and ststy'onery Travelling Subscripb'ons Consultsncy Bank charges Sundries Legal fees Accountancy fees Campaigns 152,083 66,938 32,212 6,541 257,774 1,510 19,283 1,073 15,491 1,432 3,341 343 15,239 557 1,687 567 9,989 329 1,510 19,283 1,073 15,491 1,432 3,341 343 51,580 557 1,687 567 9,989 160,847 24,656 7,560 4,125 88,439 42,436 19,767 9,876 222,924 180,033 82,208 19,767 20,542 525,474 222,924 180,033 82,208 19,767 20,542 525,474 Analysis by fund Unrestricted funds Restricted funds 222,924 222,924 302,550 180,033 82,208 19,767 20,542 222,924 180,033 82,208 19,767 20,542 525,474 Trustees None of the trustees lor any persons Connected with them) received any remuneration or benefits from the charity during the year. Employees The average monthly number of employees during the year was.. 2020 Numbgr 2019 Numb9r
THE JO COX FOUNDATION NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2020 Employees Employment costs 2020 2019 Wages and salaries Social securty costs Other pension costs 337,091 31,942 7,959 231,308 21,370 5,098 376,992 257,774 The number of employees whose employee benefits lexduding employer pension ¢oslsl exceeded £60,000 was Nil12019.-Nill The lolal employee benefits of the key management personnel of the charity was £62,25012019.' £57,000). The amount of contributions recognised in the Slalement of Financial Activities in respect of defined contribution pension plans was £7,95912019". £5,098). The liability and expense in the accounts are split between reslricled and unrestricted fund5 in line with the salaries of the employees to which the contributions relatè. Tanglble flxed assets C¢)mputÈrs Cost At 1 January 2020 4,529 At 31 December 2020 4,529 D&preciation and impairmant At 1 January 2020 Depreciation charged in the year 3,572 610 At 31 December 2020 4,182 Carrying amount At 31 December2020 347 At 31 December 2019 956
THE JO COX FOUNDATION NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2020 Flxed asset Investments Unlisted investments Cost or valuation At 1 January 2020 & 31 December 2020 Carrying amount At 31 December 2020 At 31 December 2019 10 Debtors 2020 2019 Amounts falling due within one year: Other debtors Prepayments and accrued income 3,822 4,621 5,613 4,621 8,443 10,234 11 Creditors.. amounts falling due within one year 2020 2019 Other laxalion and social security Trade creditors Amounts owed lo fellow group undertakings Other creditors Accruals and deferred income 964 191 8,988 3,405 1,185 5,382 3,017 5,382 9,363 19,151 10-
THE JO COX FOUNDATION NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2020 12 Re$tri¢tgd fund$ The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes.. Movement in funds Incoming Resources resources expended Movement in funds Incoming Rosources resource5 expended Balance at 1 January 2019 Transfers Balance at l January 2020 Transfers Balance at 31 December 2020 Balley and Spen Great Get Together Esmee Fairbairn John Ellerman Foundation Spirit of 2012 GEO Loneliness Astra Connection Coalition Joseph Rowntree Reform Trust NESTA Connection Coalition 69,260 15,001 90,675 65.7D8 40,000 182,2081 {180,0321 77,727 112,656 10,321 20,000 157,8361 129,7841 148,9111 186,5791 19,463 45,968 99,323 40,000 11,089 20,065 120,5421 119,7671 477 19,984 217 2,000 296,296 1271,2711 12,0001 11631 25.079 2.000 110,0371 10.037 51,000 13,750 30,000 {8,1001 {7,3981 129,0391 42,900 6,352 19611 96,289 216,367 1302,5491 109,837 119,944 534,023 1454,3391 168,2401 131,388
THE JO COX FOUNDATION NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2020 13 Analysls of net assets betsveen fijnds Unrestricted Restrlcted funds funds 2020 2020 Total Unreslricled Restricted funds funds 2019 2019 Total 2020 2019 Fund balances at 31 December 2020 are represented by.. Tangible assets Investments Current assetsllliabililiesl 347 347 956 956 232,579 232,579 131,594 131,594 232,927 232,927 132,551 132,551 14 Ultlmate Controlllng Party The charity is controlled by the trustees. 1 S Rglated party transacllons During the year. The Jo Cox Foundation paid $ts lotslling £388 on behalf of The Jo Cox Foundation Trading Limited, a company in which The Jo Cox Foundation is the sole shareholder. At the year end £3.01612019.' £3,405) was owed to The Jo Cox Foundation Trading Limited. 16 Subsidiaries These financial statements are separate charity financial slaternenls for The Jo Cox Foundation Trading Limited Registered Office.. Living Spa, Coral Street, London, SE1 7BE Details of the charity's subsidiaries at 31 December 2020 are as follows.. Name of undertaklng Reglstered office Nature of buslness Class of % Held shares held Direct Indirect The Jo Cox Foundation Trading Limited United Kingdom Book royalties Ordinary 100.00 The aggregate Capital and reserves and the result for the year of subsidiaries excluded from consolidation was as follows.. Name of undertaking ProfiUILossl Capital and Reserves The Jo Cox Foundation Trading Limited 13881 2,332 12-
THE JO COX FOUNDATION NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2020 16 Subsldlarles The loss of £38812019." profil of £2,347) is slated after a distribution of profits of £nil 12019.. £nill to the Jo Cox Foundation and tsx of £nil12019'. £nill. The company has a gross tumover of £nil12019.' £nill- Investments as al 31 December 2020 relate to the Charity's subsidiary company and are recorded al cost. 13-