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2021-12-31-accounts

THE JO COX FOUNDATION Trustees. Report and Accounts 2021 JEOIL¢X¢PS ¥S MtX15EIN l¢%*fto. / 2016

Contents

Foreword: Rt Hon Jacqui Smith ............................................................................................................................................... 3 Foreword: Su Moore ......................................................................................................................................................................... 4 About the Jo Cox Foundation ................................................................................................................................................... 5 Stronger Communities .................................................................................................................................................................. 5 Better Public Life ................................................................................................................................................................................. 9 Fairer World ............................................................................................................................................................................................ 11 Priorities for 2022 .............................................................................................................................................................................. 12 People ....................................................................................................................................................................................................... 13 Funders and Partners ................................................................................................................................................................... 13 Financial review ................................................................................................................................................................................ 14 Structure, governance and management .................................................................................................................. 15 Reference and administrative details .............................................................................................................................. 17 Statement of Trustees’ and Directors’ responsibilities ....................................................................................... 18 Report of the Independent Examiner .............................................................................................................................. 20 Statement of financial activities ......................................................................................................................................... 22 Balance sheet ................................................................................................................................................................................... 23 Statement of cash flows ........................................................................................................................................................... 24 Notes to the financial statements ..................................................................................................................................... 25

Rt Hon Jacqui Smith Chair of Trustees

2021 was a year of challenge and change for The Jo Cox Foundation. We continued to feel the impact of the global pandemic, but we also continued to show the resilience and imagination in dealing with that and with continuing our work that Jo would have been proud of.

In January, we said goodbye to Catherine Anderson, our CEO and welcomed Su Moore to the role to carry on her good work. As Su outlines below, we continue to make a difference with our programmes, increasing our range of partners with whom we collaborate, and working hard to improve how we measure the impact we have. I am grateful to Su and the staff team for their hard work, flexibility and innovation in such difficult circumstances.

In May, Jo’s sister Kim Leadbeater decided to stand for election in Jo’s parliamentary seat of Batley & Spen. This meant that she had to step back from her roles as the Director of our Yorkshire work and as the Ambassador for the Foundation. We are grateful for her work in both those roles.

We were keen to strengthen our Board of Trustees and, in particular, to ensure that we lived up to our aim to provide diverse leadership for the Foundation. After a thorough recruitment process, we were delighted to be able to welcome Amanda, Geethika and Nisha to the Board.

Our trustees continue to provide their considerable experience and wisdom to guide the Foundation and I’m very grateful to them.

The fifth anniversary of Jo’s murder was marked by an outpouring of ongoing love and respect. We miss Jo, but continue to feel inspired by her values and her spirit. I was able to reflect on this when I had the honour of delivering the Jo Cox Memorial Lecture in June.

The murder of David Amess MP was a sad time for many – his family, his parliamentary colleagues and many who were moved and shocked by the event even if they didn’t know him personally. The Foundation was vocal in responding to this tragic event and we pointed out how important it is that elected representatives are able to carry out their work safe from attack but also from the pernicious impact of abuse and incivility. This is an issue where we are determined to identify further action and to work to find solutions which protect individuals and our public life and democracy.

Thank you to all those who continue to support our work – financially, practically, vocally and by pushing us to do more in Jo’s name. We are determined to live up to that challenge.

Su Moore

Chief Executive

As Jacqui has reflected, 2021 was a year of change for The Jo Cox Foundation, and one during which I was delighted to be appointed CEO. As I said in my interview with the Trustees during the recruitment process, it is a genuine privilege to be able to work here.

Despite the changes and the on-going backdrop of Covid, it was also a year in which we were still able to bring about change on issues that Jo was passionate about. With work principally focused on our Stronger Communities workstream, we raised awareness of loneliness with our Great Winter Get Together, brought people together with June’s Great Get Together and deepened the offer and reach of the Connection Coalition.

It was also a year of learning and reflection for us. The team undertook anti-racism training, and we began to understand more about the journey we’re on to be a fully inclusive organisation. In November we were delighted to be awarded the TPP Inclusive Recruitment grant. The judges noted our progress, whilst praising our acknowledgment of how far we have to go, and our desire to impact the diversity of the wider charity sector.

During the year we deepened our relationships with new and existing partners. I want to say a personal thanks to our funders, particularly Spirit of 2012, for their support and understanding as we deliver our moment to movement project against the backdrop of Covid. Thanks also to the new funders who supported us this year, including the Astra Foundation and the Innox Foundation, both supporting our work addressing loneliness.

Our collaboration with Whatsapp on a loneliness chatbot allowed us to explore new ways of supporting communities, and our work with Refugee Week for the Great Get Together was the beginning of what we hope will be an impactful and long-running partnership.

Building sustainable sources of funding is key for us as a relatively young Foundation. In the summer we launched our Friends of Jo Cox Foundation scheme, inviting people to become regular donors and support our work as we continue to make change on issues that Jo cared about.

We’re here because people still care so deeply about Jo and feel empathy for the values by which she lived her life and the tributes that we were able to see on the memorial wall at the People’s History Museum still echo today. As one Great Get Together organiser said “holding this event in the spirit of Jo Cox enabled many people to attend to celebrate what unites us rather than to grumble about any divisions.”.

As I close, I’d like to say a huge thank you to the Foundation team. It wasn’t always an easy year, but we’ve delivered genuine change, and we’re stronger for it.

About the Jo Cox Foundation

Jo Cox was a passionate campaigner, activist and humanitarian; a proud Yorkshire lass and internationalist; and a devoted mum, daughter, sister, wife, friend and MP.

The Jo Cox Foundation makes meaningful change on issues that Jo was passionate about. Like Jo, we believe that a kinder, fairer and more connected world is possible. Underpinning this belief is the understanding that we have more in common than that which divides us. As we work to make change, we follow Jo’s example of collaborating with others and bringing people together to achieve more than we can alone.

We work in three areas. We nurture stronger communities, champion civility in politics and advocate for a fairer world.

We focus on making change led by the values by which Jo lived her life and are guided by the following principles:

Ambitious:

This means: We believe, like Jo, that there should be no ‘too difficult to deal with’ pile

Collaborative

This means: We believe that achieving real change requires us all to pool our strengths and exchange our skills and resources

Empathetic

This means: We believe that kindness and compassion are signs of strength, and that only by understanding others can we build relationships and bridge divides

Stronger Communities

In her first speech to Parliament, Jo Cox talked of her joy in representing the diverse community of Batley & 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 work towards building strong compassionate communities where everyone has a sense of identity and belonging. With the on-going impacts of the pandemic, we continued to focus the majority of our work on our Stronger Communities workstream in 2021.

Emphasising the importance of social connection, advocating for on-going activity to alleviate loneliness and finding ways of bringing people together, despite social distancing, were key to our work.

Moment to Movement

A key part of our Stronger Communities work is understanding how the spark of an event (for us the Great Get Together) can inspire people to engage year-round in their communities. Through the on-going development of our More in Common network, we support and empower organisers to form local groups that work to make their communities better places to live.

The Great Get Together

For the second year, our June Great Get Together campaign was impacted by the Covid pandemic, with restrictions in England only allowing six people to meet inside, and 30 outside. Despite those restrictions, millions around the UK found ways to connect.

More in Common Network

Our More in Common Network brings together community-led volunteer groups around the country who work year-round to show that, as Jo said, we have more in common than that which divides us. After establishing the foundations of the Network in 2020, 2021 was a year of building connections between our existing groups, and inspiring new groups to form. During the year we:

Near to the end of 2021 we spoke with our More In Common groups and it was clear the pandemic had impacted their activities. However, the determination to continue their work in the future remained.

The Connection Coalition

Founded at the beginning of the pandemic, anticipating that the nation was at risk of a crisis of disconnection, the Connection Coalition rapidly became a strong network of over 800 organisations, all hoping to work collectively to ensure that communities and the country emerges from Covid-19 ready to build and strengthen social relationships.

Intended initially to be a six-month project, at the beginning of 2021 we conducted research with members to decide if there was a need to continue the Coalition. Based on this member feedback, we decided to continue and evolve the project, recruiting a dedicated Manager who focused on ways of bringing the members together and creating connections within the Coalition.

Over the summer we set up a community of practice with a group of members to explore the question: How can we keep putting relationships at the heart of what we do? Through initiatives such as this, along with the monthly informal get togethers we run for members, our work on the Coalition provides spaces to “support the supporters”, giving members a safe space to share challenges and experiences with others who understand. In turn this has increased collaboration and resilience within the sector of those working to build connections and relationships within our communities.

Our work in Yorkshire

An on-going vital part of our work is that done by our team in Batley and Spen, Jo’s constituency. As a central and well-connected local organisation, we continued to work with Kirklees Council as an anchor organisation for the Covid response, acting as a hub to coordinate support for those in the community who needed it most. We also coordinated projects that focused on mental health awareness, and on digital inclusion.

As well as supporting the local community, we also worked with them to create, develop and expand projects. In December, with a community development workshop, we launched a programme focused on understanding concepts of belonging in the local area, that we will develop into 2022. We also continued the Community Makes Us project that we launched in 2020, which brought together 46 local people in Batley and Spen to share their experiences of the pandemic, lockdowns and to think of ways they can support each other and the wider community. By recruiting participants from across all sections of the community, the project promoted unity, empathy and cohesion.

Better Public Life

Jo’s murder in 2016 was a turning point in the recognition of the need for better politics. She was passionate about achieving a 50:50 Parliament and we know that the issue of abuse and intimidation directly impacts women’s participation. We seek to find solutions to this problem, which discourages so many from entering political life and particularly impacts diverse representation.

The problem of abuse and intimidation of elected politicians is worsening in this country and becoming an increasing threat to democracy. The tragic murder of Sir David Amess

in October threw the on-going problem into stark relief, and has added momentum to our work to find solutions to this complex issue over the coming years.

Given our convening power, and the success of the Jo Cox Commission on Loneliness, it is our intention to form a high-profile commission, bringing together key figures from a range of sectors - including social media companies, the police, local government - to jointly recommend solutions to the issue.

In 2021 our key focus was on beginning the planning for the commission and fundraising to enable us to make a start on the work. We have also worked hard on raising the profile of the issue and championing solutions, with initiatives including:

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. 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 celebrate Jo’s internationalism, her career in international campaigning and development aid, and her compassion towards the world’s most vulnerable.

We continue to advocate for the government to restore the 0.7% aid budget as soon as possible. Our Chair Jacqui Smith highlighted this during the Jo Cox Memorial Lecture in June and we shared content raising awareness of the importance of the aid budget with our online audiences.

The key focus of our international work this year has been the Jo Cox Memorial Grants, a £10m grant pot via the FCDO, administered by Mannion Daniels. During the year, we’ve been delighted that focus has been placed on bringing grantees together to learn and share, embracing the spirit of collaboration that was so important to Jo.

Priorities for 2022

In 2022, we will turn our minds to updating our existing three year strategy, with particular consideration for what we have learnt in the previous years, the impact of the pandemic on communities around the UK, and the increasing urgency of addressing the problem of abuse and intimidation in UK politics. We will continue to push for positive change on issues that were important to Jo, and to spread her ‘more in common’ message.

Key areas of focus will include:

People

The Trustees would like to thank everyone who supported our work in 2021, particularly our dedicated and hard-working staff team. Without them, we couldn’t achieve any of our work on issues that Jo was passionate about.

2021 Staff Team

Funders and Partners

Charitable trusts and foundations

Corporate donors

Government grants

Community events

Our thanks to everyone who participated in our two main community events in 2021: the Jo Cox Way and Run for Jo.

Individual donors

We continue to receive support from many individuals, including those who choose to make regular donations to us as Friends of the Jo Cox Foundation. We would like to thank all of those who donated to us in 2021.

In particular we would like to thank Iain Dale for donating proceeds from ticket sales for For The Many Live , and the Right Hon Penny Mordaunt MP and Chris Lewis for donating proceeds from their book Greater: Britain After the Storm .

Financial review

Funds raised

Total income for the year was £734,379 (2020: £749,680);of which unrestricted income was £189,242 (2020: £215,657) and restricted income was £545,137 (2020: £534,023)

Expenditure

Total expenditure was £742,691 (2020: £649,304); of which unrestricted expenditure was £205,966 (2020: £194,965) and restricted expenditure was £536,725 (2020: £454,339).

This resulted in a deficit for the year of £8,312 (2020: surplus of £100,376).

Reserves policy

JCF's reserves policy has been devised by analysing the charity's main financial obligations now, and in the future, the cost of reshaping the charity and the scale of risk to voluntary income to calculate a target sum of unrestricted funds to be held in reserve. Such a sum should be sufficient to ensure the continued operation of the charity in the medium term in the event of a drop in generated income.

The reserves policy contains a framework for regularly reviewing the free reserves level, with the frequency of review determined by the amount of free reserves held. This is to ensure that the Trustees continue to monitor and manage reserves effectively.

The target for 31 December 2021 was set at £151,394 in free reserves. At 31 December 2021, JCF held £84,815 in free reserves (2020: £101,539)

Structure, governance and management

Governing document

The Jo Cox Foundation is a charitable company, limited by guarantee, incorporated on 23 September 2016, and registered as a charity on 19 December 2016.

The company was established under a Memorandum and Articles of Association, which established the objects and powers of the charitable company, as amended by special resolution on 16 January 2018.

Governance

The charity is governed by its Trustees. The Trustees also act as the members of the charity and its corporate Directors for the purposes of the Companies Act 2006. The Articles of Association outline the powers, responsibilities and decision-making of the Trustees.

Recruitment and appointment of Trustees

The process for appointing Trustees to the Board of The Jo Cox Foundation is outlined in the Articles of Association. The minimum number of Trustees is three.

During this period we recruited additional Trustees. Applicants were invited to apply via an open recruitment. Applications were then shortlisted by a panel of two Trustees and the CEO, who then conducted interviews with shortlisted candidates. Three candidates were then recommended to the wider Board for approval.

Trustee induction and training

Trustees are provided with a clear role description, outlining their statutory and additional responsibilities. New Trustees are provided with a thorough induction, including spending time with the CEO and Head of Ops and Finance. All Trustees are encouraged to take up relevant training and development to fulfil their role and responsibilities to the charity.

Organisational structure and decision making

The Foundation has a Board of Trustees, with a minimum number of three Trustees. The Board of Trustees appoint a Chair of Trustees and Treasurer from amongst themselves. The Trustees are responsible for the strategic direction of the charity and oversight of its work and finances.

The Trustees delegate day-to-day responsibility for the provision of services to the Chief Executive Officer. The Chief Executive Officer is responsible for ensuring the secure financial management and administration of the charity. Effective management and supervision of the staff team is the responsibility of the Chief Executive Officer.

Remuneration of key personnel

The remuneration of the charity's key management personnel, the Chief Executive Officer, is set by the Board of Trustees, taking into account the charity's financial position and the amount paid for comparable roles in comparable organisations.

Risk assessment

The Foundation regularly undertakes a detailed review and assessment of risks, financial and non-financial, to which it is exposed in its current activities. These have been developed into a formal Risk Management process.

The Trustees have considered a summary of all major risks and have ensured that effective systems and controls exist to reduce internal risks and respond swiftly to external risks and minimise their impact.

Risks are monitored continually by the management and reviewed regularly by the Trustees unless there are issues that need the Trustee's immediate attention.

The principal risk areas identified by the trustees are:

Reference and administrative

details

Charity Name The Jo Cox Foundation Charity Number 1170836 Company Number 10392667 (England and Wales) Registered Office Living Space, 1 Coral Street, London, SE1 7BE

Chief Executive Officer

Catherine Anderson (until February 2021) Su Moore (from February 2021)

Trustees and Directors

The Trustees who served during the year, or who served at the time this report and financial statements were approved, who were also directors of the company, were as follows:

Amanda Chetwynd-Cowieson (appointed 8 February 2022) Eloise Todd Geethika Jayatilaka (appointed 1 April 2022) Rt Hon Jacqui Smith Jane Brady Jennie Richmond Nisha Jani (appointed 8 February 2022) Rosamund Blomfield-Smith Samantha Vickers Steve Morris

Bankers

Metro Bank Plc Lloyds Bank Plc 1 Southampton Row Po Box 1000 London BX1 1LT WC1B 5HA

Independent Examiner

Stephen Jones, FCA Myrus Smith, Chartered Accountants Norman House, 8 Burnell Road, Sutton, Surrey, SM1 4BW

Statement of Trustees’ and Directors’ responsibilities

The Trustees, who are also Directors of The Jo Cox Foundation for the purposes of company law, are responsible for preparing the Directors' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The Trustees confirm that they have complied with the duty in section 17(5) of the Charities Act 2011 to have due regard to the Charity Commission's general guidance on public benefit.

Company law requires the Directors to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of the affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Directors are required to:

The Directors are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and which enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Signed on behalf of the Trustees:

Rt Hon Jacqui Smith, Chair of Trustees 29 September 2022

Report of the Independent Examiner

Independent Examiner's Report to the Trustees of The Jo Cox Foundation

I report to the charity trustees on my examination of the accounts of the company for the year ended 31 December 2021 which are set out on pages 22 to 35.

Responsibilities and basis of report

As the charity trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the company 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 your company's accounts as carried out under section 145 of the Charities Act 2011 ('the 2011Act'). In carrying out my examination I have followed the directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's statement

Since the company's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of The Institute of Chartered Accountants in England and Wales, 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 company as required by section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts 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 accounts 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 accounts to be reached.

Stephen Jones, FCA

29 September 2022

For and on behalf of Myrus Smith Chartered Accountants Norman House, 8 Burnell Road, Sutton, Surrey, SM1 4BW

Statement of financial activities

(Incorporating Income and Expenditure Account)

FOR THE YEAR ENDED 31 DECEMBER 2021

Unrestricted Restricted 2021 2020
Notes Funds Funds Total Total
£ £ £ £
Income
Donations and legacies 2 189,242 - 189,242 212,179
Charitable activities 3 - 545,137 545,137 534,023
Other trading activities 4 - - - 3,478
────── ────── ────── ──────
Total 189,242 545,137 734,379 749,680
────── ────── ────── ──────
Expenditure
Raising funds 5 35,725 - 35,725 -
Charitable activities 6 170,241 536,725 706,966 649,304
────── ────── ────── ──────
Total 205,966 536,725 742,691 649,304
────── ────── ────── ──────
Net income / (expenditure) for
the year (16,724) 8,412 (8,312) 100,376
Transfer between funds - - - -
────── ────── ────── ──────
Net movement in funds (16,724) 8,412 (8,312) 100,376
Total funds as at 1 January 2020 15 101,539 131,388 232,927 132,551
────── ────── ────── ──────
Total funds at 31 December 2021 £84,815 £139,800 £224,615 £232,927
══════ ══════ ══════ ══════

All income and expenditure derives from continuing activities.

The statement of financial activities includes all gains and losses recognised during the year.

The notes on pages 25 to 35 form part of the financial statements.

Balance sheet

AS AT 31 DECEMBER 2021

.
2021 2020
Notes £ £ £ £
Fixed Assets
Tangible assets 11 1,220 348
Current Assets
Debtors 12 45,120 8,443
Cash at bank and in hand 239,219 233,499
────── ──────
284,339 241,942
Creditors: Amounts falling due
within one year 13 60,944 9,363
────── ──────
Net Current Assets 223,395 232,579
────── ──────
Net Assets 14 £224,615 £232,927
══════ ══════
Funds
Unrestricted 15 84,815 101,539
Restricted 15 139,800 131,388
────── ──────
£224,615 £232,927
══════ ══════

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 December 2021.

The trustees have not required the company to obtain an audit of its financial statements for the year ended 31 December 2021 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for:

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

The financial statements were approved and authorised for issue by the Trustees on 29 September 2022 and signed on its behalf by:

Rt Hon J J Smith

Trustee

The notes on pages 25 to 35 form part of the financial statements.

Statement of cash flows

FOR THE YEAR ENDED 31 DECEMBER 2021

Notes 2021 2020
£ £
Cash flows from operating activities
Net movement in funds per statement of financial (8,312) 100,376
activities
Adjustments for:
Depreciation charges 11 - 609
(Increase) / decrease in debtors (36,677) 1,791
(Decrease) / increase in creditors 51,582 (9,788)
────── ──────
Net cash provided by / (used in) operating activities £6,593 92,988
────── ──────
Cash flows from investing activities
Purchase of tangible fixed assets (873) -
────── ──────
Net cash provided by / (used in) investing activities (873) -
────── ──────
Change in cash at bank in the year 5,720 92,988
Cash at bank brought forward 233,499 140,511
────── ──────
Cash at bank carried forward £239,219 £233,499
══════ ══════

The notes on pages 25 to 35 form part of the financial statements.

Notes to the financial statements

FOR THE YEAR ENDED 31 DECEMBER 2021

1. ACCOUNTING POLICIES

Basis of preparation and assessment of going concern

The charity constitutes a public benefit entity as defined by FRS 102. 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 issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

The financial statements are prepared on a going concern basis under the historical cost convention. The financial statements are presented in sterling which is the functional currency of the charity.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

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

Income recognition

Items of income are recognised in the financial statements when all of the following criteria are met:

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2021 (cont’d)

1. ACCOUNTING POLICIES (cont’d)

Expenditure recognition

Expenditure is recognised once there is a legal or constructive obligation to make payment to a third party, it is probable that settlement will be required and the amount can be measured reliably.

Expenditure includes those costs of a direct nature which can be allocated to a specific activity. It also includes indirect costs, including governance costs that do not relate to a specific activity but are necessary to support those activities. Support costs are apportioned to each activity on the basis of staff time or on a basis which is designed to reflect the use of the resources.

Fund accounting

Unrestricted general funds are freely available for use in furtherance of the objects of the charity and which have not been designated for particular purposes.

Designated funds are unrestricted funds set aside by the trustees for particular purposes.

Restricted funds are funds which can only be used in accordance with specific restrictions imposed by the donor or which have been raised for a particular purpose.

Tangible fixed assets

All expenditure on capital items costing less than £1,000 is written off in the year of purchase.

Leases

Operating lease rentals are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.

Pensions

The charity operates a defined contribution pension scheme. Contributions payable under the scheme are charged to the Statement of Financial Activities in the year to which they relate.

Debtors and creditors

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in the Statement of Financial Activities.

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2021 (cont’d)

2. DONATIONS AND LEGACIES Unrestricted Total Total
funds 2021 2020
£ £ £
Donations £189,242 £189,242 £212,179
══════ ══════ ══════
All of the £212,179 recognised in 2020 related to unrestricted funds.
3. INCOME FROM CHARITABLE Restricted Total Total
ACTIVITIES funds 2021 2020
£ £ £
Grants and other income £545,137 £545,137 £534,023
══════ ══════ ══════
All of the £534,023 recognised in 2020 related to restricted funds.
4. OTHER TRADING ACTIVITIES Unrestricted Restricted Total Total
funds funds 2021 2020
£ £ £ £
Trading Commission £Nil £Nil £Nil £3,478
══════ ═════ ══════ ══════

All of the £3,478 recognised in 2020 related to unrestricted funds.

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2021 (cont’d)

**5. ** COST OF RAISING FUNDS Direct Support Total Total
costs costs 2021 2020
£ £ £ £
Consultancy 11,400 - 11,400 -
Fundraising events and materials 24,325 - 24,325 -
────── ───── ────── ──────
£35,725 £Nil £35,725 £Nil
══════ ═════ ══════ ══════
**6. ** EXPENDITURE ON Direct Support Total Total
CHARITABLE ACTIVITIES costs costs 2021 2020
£674,535 £32,431 £706,966 £649,304
══════ ══════ ══════ ══════

Of the £649,304 expenditure recognised in 2020, £194,965 was charged to unrestricted funds and £454,339 was charged to restricted funds.

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2021 (cont’d)

7. ANALYSIS OF DIRECT COSTS Total Total
2021 2020
£ £
Staff salaries including payroll costs 411,842 376,992
Miscellaneous HR costs 1,068 -
Recruitment and training 36,840 -
Travel and subsistence 1,268 1,040
Consultancy 45,995 96,023
Marketing and advertising 10,852 -
Websites and database 18,514 -
Project costs (campaigns) 111,837 128,347
Monitoring and Evaluation 36,319 21,875
Depreciation - 610
Sundries - 404
────── ──────
£674,535 £625,291
══════ ══════
8. ANALYSIS OF SUPPORT COSTS Total Total
2021 2020
£ £
IT costs 4,245 -
Bank charges 659 602
Premises and related costs 13,752 6,270
Governance costs (see note 10) 10,720 9,363
Stationery and postage 2,759 909
Telephone and internet 296 6,028
Legal fees - 841
────── ──────
£32,431 £24,013
══════ ══════

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2021 (cont’d)

9. GOVERNANCE COSTS 2021 2020
£ £
Independent Examination fees 8,892 9,363
Insurance 1,828 -
────── ──────
£10,720 £9,363
══════ ══════
10. STAFF COSTS 2021 2020
£ £
Wages and salaries 366,933 337,091
Social security costs 38,057 31,942
Pension costs 6,852 7,959
────── ──────
411,842 £376,992
══════ ══════
The average number of employees during the year was as follows:
Particulars of employees: 2021 2020
No. No.
Chief Executive 1 1
Administrative staff 4 3
Charitable activities 7 7
───── ─────
12 11
═════ ═════

The members of the Board received no remuneration or reimbursement of expenses (2020: £Nil).

Total employee benefits received by key management, including employer’s pension costs, amounted to £72,867 (2020: £63,564).

Under FRS 102, employee benefits include gross salary, benefits in kind, employer’s national insurance and employer’s pension costs.

No employee received total employee benefits (excluding employer pension costs) of more than £60,000 during the financial years 2021 and 2020.

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2021 (cont’d)

11. TANGIBLE FIXED ASSETS Computer
Equipment
£
Cost
At 1 January 2021 4,529
Additions 873
──────
At 31 December 2021 5,402
──────
Depreciation
At 1 January 2021 4,182
Charged in the year -
──────
At 31 December 2021 4,182
──────
Net book value
31 December 2021 £1,220
══════
31 December 2020 £347
══════
12. DEBTORS 2021 2020
£ £
Other debtors 5,221 3,822
Prepayments and Accrued income 39,899 4,621
────── ──────
£45,120 £8,443
══════ ══════

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2021 (cont’d)

13. CREDITORS:

CREDITORS:
Amounts falling due within one year 2021 2020
£ £
Trade Creditors 22,115 -
Other Creditors:
Amounts owed to group undertakings 3,017 3,017
Accruals 17,965 5,382
Taxation and Social Security 17,847 964
────── ──────
£60,944 £9,363
══════ ══════

14. ANALYSIS OF NET ASSETS BETWEEN FUNDS

ANALYSIS OF NET ASSETS BETWEEN FUNDS
Unrestricted Restricted Total
2021 Funds Funds Funds
£ £ £
Tangible fixed assets 1,220 - 1,220
Current assets 144,539 139,800 284,339
Current liabilities (60,944) - (60,944)
────── ────── ──────
Net assets at 31 December 2021 £84,815 £139,800 £224,615
══════ ══════ ══════

Comparative information for the previous financial year is as follows:

Unrestricted Restricted Total
2020 Funds Funds Funds
£ £ £
Tangible fixed assets 348 - 348
Current assets 110,554 131,388 241,942
Current liabilities (9,363) - (9,363)
────── ────── ──────
Net assets at 31 December 2020 £101,539 £131,388 £232,927
══════ ══════ ══════

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2021 (cont’d)

15. MOVEMENT IN FUNDS At 1 At 31
January Income Expenditure Transfers December
2021 2020 2021
Restricted funds: £ £ £ £ £
Batley and Spen 45,968 59,125 90,834 - 14,259
Esmee Fairbairn 11,089 44,500 39,845 - 15,744
Spirit of 2012 25,079 242,926 268,007 - (2)
Innox Foundation - 25,000 14,319 - 10,681
Astra Connection Coalition 42,900 119,700 78,124 - 84,476
Joseph Rowntree Reform Trust 6,352 5,750 700 - 11,402
One Community - 10,000 10,000 - -
DCMS - 38,136 34,896 - 3,240
────── ────── ────── ───── ──────
Total restricted funds 131,388 545,137 536,725 - 139,800
────── ────── ────── ───── ──────
Total unrestricted funds 101,539 189,242 205,966 - 84,815
────── ────── ────── ────── ──────
Total funds £232,927 £734,379 742,691 £Nil £224,615
══════ ══════ ══════ ══════ ══════

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2021 (cont’d)

15. MOVEMENT IN FUNDS (cont’d)

Comparative information for the previous financial year is as follows:

At 1 Income Expenditure Transfers At 31
January December
2020 2020 2020
Restricted funds: £ £ £ £ £
Batley and Spen 77,727 112,656 (57,836) (86,579) 45,968
Great Get Together - 10,321 (29,784) 19,463 -
Esmee Fairbairn 40,000 20,000 (48,911) - 11,089
Spirit of 2012 217 296,296 (271,271) (163) 25,079
GEO 2,000 - (2,000) - -
Astra Connection Coalition - 51,000 (8,100) - 42,900
Joseph
Rowntree		 Reform - 13,750 (7,398) - 6,352
Trust
NESTA Connection Coalition - 30,000 (29,039) (961) -
────── ────── ────── ───── ──────
Total restricted funds 119,944 534,023 (454,339) (68,240) 131,388
────── ────── ────── ───── ──────
Total unrestricted funds 12,607 215,657 194,965 68,240 101,539
────── ────── ────── ────── ──────
Total funds £132,551 £749,680 £649,304 £Nil £232,927
══════ ══════ ══════ ══════ ══════

Purpose of restricted funds

Restricted funds are money earmarked for activities stipulated by the funder and used for the objectives set by them. These funds are detailed here:

Batley and Spen Community projects delivered in Batley and Spen
Great Get Together Great Get Together campaign
Esmee Fairbairn More in Common network
Spirit of 2012 Moment to Movement project
GEO Project to inspire women to enter public life
Innox Foundation Youth loneliness projects
Astra Connection Coalition Connection Coalition
Joseph Rowntree Reform Trust Civility in Politics Awards
One Community Covid response project to tackle loneliness
DCMS Great Winter Get Together campaign

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2021 (cont’d)

16. COMMITMENTS UNDER OPERATING LEASES

The total future minimum lease payments due under non-cancellable operating leases are as follows:

eases are as follows:
2021 2020
Land and Land and
Buildings Buildings
£ £
Within one year 6,847 10,286
Within one to five years - 1,147
────── ──────
£6,847 £11,433
══════ ══════

17. COMPANY STATUS

The Jo Cox Foundation is a private company limited by guarantee and has no share capital. It is incorporated in Great Britain and registered in England and Wales. Each member is liable to contribute a sum not exceeding £1 in the event of the Company being wound up. The address of the registered office can be found in the Reference and Administration details on page 1.

18. TAXATION

The charitable company is exempt from corporation tax on its charitable activities.