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← Enable Leisure And Culture

2024-03-31-accounts

REGISTERED COMPANY NUMBER: 09487276 (England and Wales) REGISTERED CHARITY NUMBER: 1172345

TRUSTEES ANNUAL REPORT AND

FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024

FOR

ENABLE LEISURE AND CULTURE

ENABLE LEISURE AND CULTURE

CONTENTS OF THE FINANCIAL STATEMENTS for the Year Ended 31 March 2024

Page
Reference and Administrative Details 1
Trustees Annual Report 2 to 21
Report of the Independent Auditors 22 to 23
Statement of Financial Activities 24
Balance Sheet 25
Cash Flow Statement 26
Notes to the Cash Flow Statement 27
Notes to the Financial Statements 28 to 39

ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

Reference and Administrative Details

Company Limited by Guarantee and Registered in England and Wales

Registered Company no: 09487276 Registered Company no: 09487276
Registered Charity no: 1172345
Registered office: The Park Offices, Battersea Park
Albert Bridge Road
London
SW11 4NJ
Trustees: CL Baillieu (Chair)
NR Blackley (Resigned 5 December 2023)
EAS Cohen
CL Frankl-Bertram
MH Percy
P A Samengo-Turner
I R Stone
DM Watkins
SJ Tobiasinsky-Williams (Appointed 5 December 2023)
J Preston (Appointed 25 June 2024)
G Adams (Appointed 25 June 2024)
Councilor Norman Marshall (Appointed 25 June 2024)
Chief Executive: I Mitchell
Company Secretary: A Trifonos
Auditors: Haysmac LLP Chartered
Accountants
10 Queen Street Place
London
EC4R 1AG
Bankers: National Westminster Bank plc
153 Putney High Street
Putney London
SW15 1RX

Further details are available on the following websites:

The Company: https://enablelc.org/ Charity Commission: https://register-of-charities.charitycommission.gov.uk/charity-search/-/charitydetails/5071333/charity-overview Companies House: https://find-and-update.company-information.service.gov.uk/company/09487276

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

TRUSTEES ANNUAL REPORT

CONTENTS

Page
FOREWORD by Chris Baillieu, Chair 3
OUR VISION AND MISSION 4
HOW OUR ACTIVITIES DELIVER PUBLIC BENEFIT 4
FINANCIAL REVIEW 5 to 6
PRINCIPAL ACTIVITIES 7
OUR VALUES 8
STRUCTURE, GOVERNANCE AND MANAGEMENT
9 to 10
RISK MANAGEMENT 11
PLANS FOR FUTURE PERIODS 11-12
STATEMENT OF TRUSTEES' RESPONSIBILITIES 13
REPORT OF CHIEF EXECUTIVE OFFICER AND EXECUTIVE TEAM 14 to 21

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

FOREWORD by Chris Baillieu, Chair

Enable's primary and ongoing priority is to improve people’s wellbeing and strengthen local communities. Through listening, consulting, and working with all parts of the community, Enable ensures that its service delivery is tailored to meet the requirements and expectations of residents and all other stakeholders.

Enable is responsible for managing leisure and recreation sites, events, class activities, and maintaining vital indoor and outdoor spaces. We create opportunities for people to connect with each other, build confidence, maintain or improve their health and wellbeing, and foster pride and ownership of their local area, regardless of age, ability, financial, or social circumstances. Enable’s diverse offerings touch on all aspects of community life.

In 2023-24, significant changes in the way people engage with services due to evolving work patterns and economic challenges shaped our approach. Enable has consistently offered a wide range of services and outreach programs targeting hard-to-reach communities. Detailed insights on these efforts are presented in the sections on our principal activities and our achievements and performance.

Throughout this year, Enable has focused on building community confidence and adapting delivery methods to match evolving community expectations. We have enhanced access to essential resources for the community and extensively worked with voluntary and community sector organisations to grow our support for a wide range of groups, including local sports clubs, greenspace community groups, volunteer organisations, resident associations, and youth groups.

Financial challenges marked this year, with increased costs of delivering the contract and pressures on discretionary spending. However, Enable has managed to partially mitigate the impact of these challenges without compromising the quality or frequency of the additional services we offer to residents.

The Enable team, both employees and contractors, has demonstrated great professionalism and energy, delivering excellent services to the communities in which they operate despite the uncertain times. The Trustees express their gratitude and admiration for the skill and dedication shown by the team throughout the year. Throughout the period all members of the board of Trustees made valuable contributions to the Charity’s work in terms of governance, professional and business experience, financial planning, and fundraising. Such contributions were, on average, equivalent to one full day each calendar month but on occasion were much more.

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

OUR VISION AND MISSION

Enable Leisure and Culture (Enable) was established in 2015 for public benefit, and was registered with the Charity Commission in March 2017. As a charity we are a “ non-profit distributing organisation”, working in partnership with councils, charities and other organizations to deliver, health, leisure, community services and events that improve and enrich people’s lives.

Our Vision

We believe everyone can live a healthier, happier life through active participation in their communities supported by access to a range of free and affordable community facilities that improve the quality of life.

Our Mission

As a not-for-profit organisation:

How we do this

We deliver high quality community services including managing local parks, staging innovative public and private events, running sports and local facilities and organising local health and wellbeing programmes for our communities.

HOW OUR ACTIVITIES DELIVER PUBLIC BENEFIT

Our charitable purposes are defined by the requirement to improve the conditions of life and social welfare of all those who have need of such by reason of their youth, age, infirmity or disability, financial hardship or social circumstances. We do this through the medium of the wide range of services we are contracted to deliver.

To achieve our charitable aims, we promote community activity and participation, manage and conserve outdoor spaces and seek to improve the wellbeing for all those who use the facilities and spaces we manage.

Our 2021 – 2024 Strategy is focused on improving access to the services we operate, with the focus on delivering high quality free events, affordable indoor and outdoor leisure activities and providing cultural inclusive activities through a combination of all Enable services. We have also significantly enhanced our health and wellbeing activities and geographical reach across the Boroughs we serve with the development of Enable’s Social Prescribing service. This has enabled us to reach more people, improve more lives and develop a community asset by building new access points to the service.

During this year we have focused on improving access and removing barriers for community entry into our services, taking the time to understand the demands and patterns of use so that we can fully support the communities we are working with.

Through this strategy we have achieved:

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

All the activities summarised above were undertaken to further our charitable purposes for public benefit. The provision of high-quality services for all respond to a clear, ongoing demand from users and the wider communities for accessible, high quality and affordable locally based activities.

The Trustees have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission.

FINANCIAL REVIEW

Summary financial review

The Trustees have considered budgets and forecasts and are satisfied that there are no material uncertainties to the Companies status as a going concern. There were no significant events during the year to report.

Year ended 31 March 2024
Year ended 31 March 2023		 Year ended 31 March 2024
Year ended 31 March 2023
Income £ 18,066,255
£ 15,623,910
Expenditure £ 18,546,291
£ 15,628,692
Deficit(including restricted reserves) (£480,036) (4,782)

Income Overview for Year Ending 31 March 2024

Enable Leisure and Culture’s total income reached £18,066,255, reflecting a 15.63% increase from the prior year’s £15,623,909. This growth highlights robust performance across all services, supported by strategic initiatives, enhanced facilities, and responsive community programs.

Expenditure Overview for Year Ending 31 March 2024

Enable Leisure and Culture’s expenditure rose by 18.67%, reaching £18,546,291, up from £15,628,692. This increase reflects targeted spending to meet growing demand across services.

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

Enable ended the year with a deficit of £480,036, driven by inflationary pressures, utilities cost increases, and high investment in expanding community services. However, Enable remains a going concern, with a stable outlook strengthened by a new contract extension with Wandsworth Borough Council (WBC). This three-year extension, with a review and potential to extend for an additional two years, is expected to enhance financial stability and enable Enable to rebuild its reserves over time. With this renewed partnership, Enable is positioned to continue its mission while focusing on cost management and operational efficiencies to ensure long-term financial sustainability.

Reserves Policy

As of 31 March 2024, Enable held total reserves of £696,452, with net negative free reserves of £121,124. The negative free reserves are mainly due to rising costs, including national inflation, higher utility expenses, and the financial impact of the ongoing war in Ukraine. Despite these challenges, Enable remains a going concern for the next 12 months. The financial statements have been prepared on a going concern basis. Although Enable has negative unrestricted general reserves at the year end, the Trustees have assessed the cash flow projections for the next 12 months and the revised terms and conditions of the new contract with Wandsworth Borough Council commencing on 1 April 2025 and concluded that this support the accounts to be prepared on a going concern basis.

Restricted funds were £433,442 (31 March 2023: £653,613), and unrestricted funds stood at £263,009 (31 March 2023: £522,875). Enable’s unrestricted general reserves (general reserves less fixed assets) were (£121,124), down from £184,943 on 31 March 2023. Restricted funds are allocated to specific purposes as designated by donors and are not available for general charitable activities. No designated funds were set aside in either financial year, which would represent reserves earmarked by the Trustees for particular needs. However, Trustees retain the discretion to reallocate these funds if required.

The Board of Trustees has established a reserves policy that reflects the financial risks faced by the charity. In line with this policy, the Board regularly reviews the level of unrestricted reserves and the rationale for holding these funds.

The reserves policy considers the NBV of Enable‘s Fixed Assets, as well the potential cost of winding up the organisation, such as in the event that contracts with Wandsworth Borough Council are not renewed, as well as ongoing fixed costs (excluding variable costs and expenditure linked to restricted projects).

Based on this policy, the Board considers £500,000 to be the desirable minimum level of free reserves to maintain. However, the Board acknowledges that general reserves will fluctuate below this level at certain times of the year due to seasonal variances in income and expenditure. To manage this, the Executive Team and the Board monitor cashflow forecasts covering the next 12-18 months on a quarterly basis, ensuring that any required actions are taken to maintain a sufficient level of operating cash.

Principal funding sources

Aside from the income generated by the grants and wellbeing services, the principal funding source for the charity is income generated from the Wandsworth Borough Council contract. The development of the Charity’s Wellbeing offer is proving

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

particularly useful in identifying possible opportunities for a much wider range of funding for the future.

Investment policy

Whilst retaining a prudent amount in reserves each year, most of the charity’s funds are to be spent in the short term so there are few funds for long term investment. However, given current inflation and rising interest rates and following consideration of current and future cashflow requirements, the Executive Team continuously reviews its short term investment policy. Any proposed changes will be presented to the Finance and Audit committee with appropriate implementation plans to follow.

Going Concern

The financial statements have been prepared on a going concern basis. Although Enable has negative unrestricted general reserves at the year end, the Trustees have assessed the cash flow projections for the next 12 months and the revised terms and conditions of the new contract with Wandsworth Borough Council commencing on 1 April 2025 and concluded that this support the accounts to be prepared on a going concern basis.

The Trustees have reviewed the ability of the Charity to continue to operate as a going concern, the impact of inflation and other external environmental pressures in this review. After careful analysis of the Charity’s income, expenditure and unrestricted reserves, the Trustees are confident in the Charity’s ability to continue as a going concern.

Working with the Executive Team, the Trustees continue to maintain tight control of the fixed cost base and a clear line of sight of the financial health of the Charity. The Trustees assessment is that there are no known material uncertainties regarding the Charity’s ability to continue as a going concern for a timescale of at least 12 months from the date of signing of the Trustees’ Report and Financial Statements.

PRINCIPAL ACTIVITIES

Bereavement Services

The Bereavement team at Enable delivers a high-quality funeral service managing two crematoria, Putney Vale and North East Surrey, and also oversee three large cemeteries and two closed cemeteries. Supporting the bereaved is our priority but we are passionate about the environment and sustainability so use modern technologies and targeted policies and procedures to reduce emissions and ensure our crematoria are environmentally sustainable.

Community Development

We lead respond to the needs of the community, delivering programmes that reach out to local places and people, removing barriers and increasing access to activity. We engage and connect communities through volunteering and workforce opportunities, building skills and local capacity. We work in partnership with national, regional and local organisations, collaborating to ensure programmes are embedded. Our work facilitates and celebrates local success through competitions, awards ceremonies support groups, funding and bursaries which all contribute towards creating a lasting impact.

Event Production

Enable creates and hosts innovative imaginative large scale and community events in some of London’s most loved and visited green spaces. We produce and facilitate events in our varied venues that range from large parks to community halls. We help people achieve the weddings of their dreams, support local community group events, and advise on how to manage events safely in public spaces, involving hundreds of events every year. We reinvest any surplus that we make back into our community to strengthen and enrich local people’s lives.

Film Office

The Enable Film Office offers a one-stop service for all filming needs in Wandsworth. We cover all professional filming and photography on Council land and public roads. Our work is guided by the principles of the London Filming Partnership. We work closely with the Council as well as the Metropolitan Police Film Unit, Transport for London, local residents, residents’ associations and community groups to ensure that filming operates safely, legally and smoothly whilst ensuring that the

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

community benefit from the advantages of filming in their neighborhood.

Health & Wellbeing

Our Health & Wellbeing team put the person at the centre of everything that they do by building innovative programmes that address barriers to improved health. We support people to make lasting, sustainable changes to their lifestyle to improve health, wellbeing and quality of life. This reduces the burden on the NHS and public services whilst improving lives.

Parks & Open Spaces

The Enable Parks team is a passionate group which maintains and improves Wandsworth Council’s parks and other greenspaces. Our three specialist teams covering Trees, Operations, and Parks Development work to deliver sustainable planting and urban greening by following the Borough’s Biodiversity Strategy and Tree Policy. We manage, value and enhance our landscapes, which contribute to a healthy local environment and the wellbeing of our communities.

Putney School of Art and Design

The School was founded in 1883 and has been in Oxford Road, Putney since 1895. Today, managed by Enable and firmly rooted in the community, the School offers art and design courses which include specialised courses such as the Art and Design Diploma, community art classes that support older, isolated adults, a Family Learning programme where parents and children can learn and work together, and dedicated courses for young people. The School welcomes individuals of every level and ability and attracts students from all over London and beyond.

Sport and Leisure

We work to maintain and build the multiple community spaces throughout Wandsworth ranging from gyms and running tracks, to our grass pitches, tennis courts, and rowing on the Thames. We develop and support communities through sport & physical activity by identifying opportunities and opening doors to help people become more active. We specialise in devising and delivering local programmes with lasting impact that complement our Wellbeing programmes.

OUR VALUES

Deliver better

Quality is at the heart of everything we do. We won’t cut corners and go all out to deliver our best, offering value for money and fulfilment for everyone involved.

Make things happen

We are driven to make change and get things done. Adaptable and flexible, we are responsive and quick to find better solutions.

Pull together

We are collaborative. Working together and in partnership, sharing our broad experience and expertise to do more to make a positive difference to people’s lives every day.

Think Smarter, achieve more

We are innovative. Our learning culture empowers us all, building on what is already happening in our communities. We seek out the gaps and find smart ways to make the biggest difference.

We serve our communities by:

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing Document

The governing document of Enable is its Articles of Association, which are reviewed by the Trustees each year and amended as is considered necessary. As a registered charity, Enable is a “Non-Profit Distributing Organisation” limited by guarantee and does not have share capital. Any surplus of income over expenditure is retained by the Charity to support the development of its activities. Each member has undertaken to contribute an amount not exceeding one pound towards any deficit arising in the event of the Company being wound up.

Trustees and Directors

As Enable is a company limited by guarantee the directors (who are also Trustees) are regarded as the members of the Company. The Memorandum and Articles of Association (dated on incorporation on 12 March 2015, as amended), which contain full details, state that the maximum number of members is 12.

Organisation structure

The Company’s Memorandum and Articles of Association are its primary governing documents, which include a nondistribution clause of its income and property to its members. The Board of Trustees and the Executive Group meet independently, and together at least four times a year. The Company Committees (the members of which are all trustees) are as follows :

Finance and Audit Committee

Meetings are held at least four times a year, and its purpose is to ensure that there is effective financial management and reporting to the Board, with effective systems of internal control.

Development Committee

Meetings are held at least four times a year, and its purpose is to review operational matters and business development opportunities to ensure the organisation remains fit for purpose and thereby financially sustainable.

Nominations

Meetings are held on an as and when necessary, basis to recruit new Trustees for Enable. The committee is formed of the Chair and one Trustee responsible for Human Resources.

Remuneration

Meetings are held at least once a year, and its purpose is to review Executive pay to ensure that their remuneration remains competitive whilst appropriate given Enable’s charitable and financial status.

Appeals

Meetings are held on an as and when necessary, basis to hear staff appeals against disciplinary, performance issues etc. It did not have to meet during the 2023-24 financial year.

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

The Executive Team

In the 2023-24 financial year, the Executive Team was established, led by the Chief Executive Officer (CEO). This core group also comprises the Chief Financial Officer (CFO), Chief Commercial Officer (CCO), Chief Development Officer (CDO), and Chief Community Officer (CCO). Tasked with steering Enable's strategic direction, the team meets weekly to assess the

Company's strategic landscape, making critical decisions that align with Enable's long-term objectives. This strategic framework not only streamlines Enable's decision-making processes but also underscores its dedication to growth, innovation, and community engagement, marking a pivotal chapter in its operational excellence as highlighted in this Report.

The Board of Trustees is independent from management.

Safeguarding

The Charity considers safeguarding as a matter of the utmost importance, and can report that there have been no safeguarding issues in the year, nor since the Company was established in October 2015. Should any such issues occur, Enable has the relevant procedures to deal with, and to ensure that Trustees are made aware of them.

Fundraising

Funds are raised from the delivery of our charitable services and from putting on specific fund-raising events (e.g. Battersea Fireworks). No ‘professional fund raiser’ or ‘commercial participator’ is employed or contracted by the Charity in carrying out any of these activities. Enable is not regulated by the fundraising regulator.

Recruitment and appointment of Trustees

New Trustees are recruited according to the needs of the Charity and the suitability of possible candidates. Once the board are made aware of potential candidates, a thorough vetting process is undertaken to ensure the suitability of candidates

before appointment. The vetting procedure is in line with Charity Commission guidelines and includes searches of the insolvency and bankruptcy registers, Companies House register of disqualified Trustees, the completion of the Charity Commission Automatic Disqualification Declaration, an enhanced Disclosure and Barring Services check, and a conflict-ofinterest disclosure.

Following the satisfactory completion of all checks, the unanimous approval of existing Trustees is required to confirm a potential candidate’s appointment.

Trustee induction and training

The induction of new Trustees may commence ahead of formal appointment (which is subject to the satisfactory completion of the vetting process mentioned above). Potential candidates are provided with various Charity Commission guidance documents (including Safeguarding, and ‘the Essential Trustee’ guidance), Enable’s safeguarding policy, a copy of the most recent set of Financial Statements and board packs, Social Media Policies (where applicable) and a copy of the Memorandum & Articles of Association.

Following appointment, new Trustees are provided with a comprehensive induction to Enable through the provision of inhouse training. The induction process has been adapted to include both remote and in-person sessions and new Trustees have participated in comprehensive handover meetings, where appropriate.

Related parties

Two employees received remuneration of £62,378 (2023: £60,685) in their operational capacity whilst serving as a Trustee. During this financial year Trustee Claire Bertram made a payment of £1,612 for an art course at Putney School of Art & Design. Any connection between a Trustee or senior executive with a competitor, supplier, or client of the Charity is required to be disclosed in writing to the Board of Trustees. No such disclosures have been made nor are the Trustees aware of any such connections.

Pay policy

The remuneration of the full staff team is reviewed annually by the Remunerations Committee and, if financial resources allow, generally increased in accordance with average earnings. Enable is also a London Living Wage employer.

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

RISK MANAGEMENT

The Board has reviewed the principal risks facing the Charity and the corresponding mitigation actions.

  1. Safeguarding, and health and safety. We have enhanced support for health and safety practices through our new insurance contract. Operationally, we are conducting a comprehensive review of all processes and on-site procedures and have established a dedicated Health and Safety committee to oversee and drive improvements.

  2. Shortage of revenue to meet operational commitments, development aspirations and delivery. We implement short - term strategies such as diversifying services, targeting new customer segments, using promotions and partnerships, expanding online presence, focusing on innovation and customer retention.

  3. Substandard performance impacting reputation or failure to meet contractual obligations. We are proactively continue building relationships with WBC by engaging them in our activities and directly communicating our efforts. Additionally, we are extending invitations for key events to effectively highlight the work we accomplish.

  4. Increasing costs of operation. We regularly review contracts and negotiate with suppliers for better rates or terms, automate and streamline administrative processes to cut operational costs, explore shared services or partnerships to reduce operational expenses, and monitor market trends to forecast and prepare for cost fluctuations.

  5. Cyber-attacks, and IT security. We have implemented Multi-Factor Authentication (MFA) across Enable for accessing critical systems and sensitive data. Additionally, we will be scheduling a comprehensive IT audit to assess all the systems used across the organisation. Recently, we reviewed and assessed our firewalls, intrusion detection/prevention systems, and other network security measures through a thorough penetration test. These measures are part of our ongoing efforts to enhance our cybersecurity posture, ensuring that we protect against unauthorized access and cyber threats effectively. By continuously monitoring and upgrading our security infrastructure, we aim to safeguard our organisation's data integrity and maintain compliance with industry standards.

A comprehensive risk register is maintained with specific mitigating actions identified; this register is reviewed by management and at least quarterly by the Development and Finance Committees, and then submitted to the Board. This frequency is increased when consideration of new or changeable risks is required. The board also considers the relative impact of the mitigating actions and determines how to strengthen these where required.

EVENTS SINCE THE END OF THE YEAR

There are no material post balance sheet events.

PLANS FOR FUTURE PERIODS

Enable has developed a new three-year strategy for 2024-27, building on our successful achievements over the past three years. Our focus remains on connecting and strengthening local communities, with a commitment to expanding our impact.

We are proud of the diverse range of our work, from supporting the arts and promoting physical and mental wellbeing to protecting green spaces and hosting major outdoor events like the Battersea Park Fireworks and Battersea Park in Concert. Central to our mission is serving the community: supporting those in need through health and wellbeing projects, partnerships, and funding opportunities.

Our approach is inclusive, collaborative, and innovative. We engage our partners and communities in shaping our services. Our dedicated staff, who are passionate about giving back and making a difference, are crucial to delivering this ambitious strategy. Their expertise and positive attitude position us well to continue enriching lives and strengthening communities.

This strategy will act as a catalyst to enhance our community development efforts and renew our commitment to investing in local communities over the next three years.

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

Over 2024–2027 we are setting out on a strategic path with a focused commitment to make significant impact in key areas.

Over the next 12 months, we will focus on executing our new strategy by deepening our engagement with the Wandsworth community, developing further connections with voluntary groups, and expanding our Events programme. We will actively listen to local communities to meet their needs and facilitate community capacity building by removing barriers to entry, providing desired services, and creating opportunities for connection and growth within their neighborhoods.

Restricted funds and delivery contracts

Throughout 2023-24, we successfully continued the delivery of several wellbeing and community programmes utilizing our restricted funds. These programmes have grown in both strength and breadth, allowing us to meet the diverse needs of our community. Our efforts have ensured that we consistently meet all monitoring and reporting targets set by our clients, demonstrating our commitment to transparency and accountability. By leveraging these restricted funds, we have been

able to expand our reach and impact, delivering essential services and support to those who need it most, and further solidifying our role as a vital resource within the community.

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

STATEMENT OF TRUSTEES' RESPONSIBILITIES

The Trustees are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland"

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of 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 those financial statements, the Trustees are required to

The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to 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.

In so far as the Trustees are aware:

Approved by order of the Board of Trustees on 21 January 2025 and signed on its behalf by:

..............................................................................

Christopher Baillieu

Chair of the Board

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

REPORT OF CHIEF EXECUTIVE OFFICER AND EXECUTIVE TEAM

Our Objectives working for Wandsworth Council

Community Capacity Building

Support community partners, improve their connectivity to services, enhance their knowledge, and increase resident participation.

Volunteering

Development and creation of volunteering opportunities across the Borough within open spaces, leisure, wellbeing, and

culture. Link Enable staff with local voluntary sector organisations to give back to the community that we work within.

Enhancing User Experience Across all Services

Provide improvements in all aspects of Enable’s delivery, developing asset-based services and improving access to all Enable contracted services through:

Stakeholder Engagement

Provide focus on increasing Enable’s reach in the community by building proactive relationships with local stakeholders for all contracted services and beyond.

Fundraising

Provide focus on increasing external funding opportunities, facilitating an injection of capital into Wandsworth, with the priority areas of:

Biodiversity and Sustainability Enhancements

Support the delivery of Wandsworth Council’s 2022 strategy with the introduction of new biodiversity areas and enhancement of current facilities across the Borough.

Our Achievements and Performance

BEREAVEMENT SERVICES

During 2023-24, the bereavement team raised an impressive £78,000 from a Metal Recycling Scheme between Putney Vale and North East Surrey Crematorium. MacMillan was nominated by Putney Vale Crematorium and received £40,000 in January 2023, and Wandsworth Bereavement Service received £12,000 in May 2023.

North East Surrey chose to donate its share of the funds to Raphael’s Hospice and Jigsaw4U.

The Team at Putney Vale have held Macmillan Coffee Mornings throughout the year, raising close to £300.

Sanctum Success

The Sanctum Garden has been a notable success, prompting us to expand the existing area to accommodate additional Sanctums this year. In the previous year, 97 Sanctums were installed, with 84 sold as needed and 2 purchased in reserve.

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

Regarding the current groundworks, space has already been prepared for the installation of an additional 77 Sanctums. We expect that these will be sold out by the end of the 2024-25 financial year. Looking ahead, we have plans to further extend the Sanctum Garden to provide for an additional 50 to 100 Sanctums in the 2025-26 financial year.

This planned expansion reflects the ongoing demand and our commitment to meeting the wishes of our community.

EVENTS PRODUCTION

The 2023-24 year was exceptionally busy and successful for the Events Team, and we anticipate an even more eventful 202425.

Coronation Celebration for King Charles III

In May 2023, we organized Wandsworth Borough Council’s celebration of King Charles III's Coronation. This included six minicelebrations across various parks in Wandsworth, culminating in a major screening event at the Bowling Green in Battersea Park. These events fostered community spirit and provided residents with memorable, shared experiences.

Eurovision Song Contest Fanzone

We were honored to be the official London fanzone for the Eurovision Song Contest hosted by the UK in Liverpool. Thousands of local residents attended these free events, highlighting our ability to bring large-scale, inclusive events to the community and enhancing Wandsworth's cultural vibrancy.

Wandsworth's Big Play Out

In July 2023, we launched a new community event in collaboration with Battersea Summer Scheme and Evolution London. This week-long summer holiday series featured over 35 activities for children aged 5-16, attracting over 7,000 children and their families. The event showcased Enable’s extensive offerings and support for local children in need, and demonstrated our commitment to fostering community engagement and providing enriching activities for young people.

Summer in the Parks

Battersea Park

2023 marked the 5th year of our Summer in Battersea Park series. Over four weekends, we provided free entertainment and activities, including live music, dog shows, circus performances, sports screenings, and more. Despite a cancellation due to high winds, attendance was robust. This series not only offered diverse recreational opportunities but also strengthened community bonds and supported local talent and businesses.

Furzedown and Shillington Gardens

The Summer in Furzedown series, now in its third year, continued to be well-attended, reinforcing its popularity and importance within the community. Shillington Gardens, in its first year, saw lower attendance, prompting a review for better community engagement in 2024. These events are crucial for providing free, accessible entertainment and fostering community cohesion in different areas of Wandsworth.

Battersea Park in Concert

In August 2023, we introduced an open-air picnic concert to Battersea Park for the first time in over a decade. The event featured three days of diverse musical performances:

We also ran an outreach program that included music sessions in four Wandsworth primary schools and workshops where children created artwork inspired by the concert music.

To promote community engagement, we distributed 1,500 free tickets to local community groups, charities, and emergency services.

Silver Sunday

Our fourth year supporting Silver Sunday involved partnering with Sparkle to deliver intergenerational activities for isolated

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

older people and children, featuring performances from local youth groups and choirs. This event underscored the importance of social inclusion and the value of intergenerational interactions in building a supportive community network.

Battersea Park Fireworks

November 2023 saw another successful two-day fireworks show in Battersea Park, selling out both days for the first time since adding a second date. We distributed 5,000 free tickets to community groups, charities, and emergency services. We also commissioned a carbon footprint and ecological impact assessment to better understand and mitigate environmental impacts. This event not only provided spectacular entertainment but also demonstrated our commitment to sustainability and community accessibility.

Remembrance Day

Enable hosted the Remembrance Day ceremony at Battersea Park War Memorial, featuring artwork from local schools based on the theme “What Remembrance Day Means to Me.” The event was well-attended, fostering a sense of community and shared remembrance among attendees. The gallery remained open for the weekend, allowing more friends and families to engage with the memorial.

Peter Pan Pantomime

In December 2023, we held our third and most successful pantomime of Peter Pan, featuring sensory-sensitive shows that received excellent feedback. This event's success reflected our efforts to make cultural activities accessible to all community members, including those with special needs.

Battersea Community Festival

Enable provided event support for the Battersea Community Festival in Shillington Gardens, building on existing relationships and ensuring safe, successful public events. This support emphasized our role in enhancing community events and providing expert advice on event management.

Monthly Tea Dance

We continued hosting monthly tea dances at the Civic Suite, which have been well-received and contribute to combating loneliness among seniors. These dances also foster a fun-loving community atmosphere, bridging generational gaps and promoting social interaction.

Civic Suite Events

The Civic Suite remains a popular venue for WBC and Mayoral events, including the Active Wandsworth Awards and numerous weddings. Its popularity as a wedding venue for our Pakistani Muslim and African communities highlights its cultural significance and versatility.

Wilditch Community Centre

The Wilditch Community Centre supports various community groups, churches, and private events, with increasing postCovid engagement. New initiatives include advocacy and food bank services, fitness classes, and community activities. This centre plays a vital role in providing accessible, affordable spaces for local activities and support services.

Open Door Community Centre

From January 2023 to March 2024, we ran a Warm Space program at the Open Door Community Centre, offering hot drinks, snacks, and activities. The centre is also utilized by advocacy groups, the Islamic community for prayer and Ramadan meals, and hosts various community events and programs. This initiative has significantly increased local engagement and demonstrated our adaptability in meeting community needs.

Cromwell House

We operated a Warm Space at Cromwell House from December 2023 to March 2024, providing a range of services in collaboration with community partners. This included hot food, homework clubs, and citizen’s advice, highlighting our commitment to supporting the community through diverse and practical assistance.

Furzedown Pavilion

In 2023, Furzedown Pavilion hosted a Midsummer musical and various family-friendly events, maintaining its popularity for local celebrations and community activities. Regular events include choir rehearsals, ladies-only kickboxing sessions, and youth programs, showcasing the venue's versatility and importance to the local community.

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

Evolution London / British Genius Site

We successfully secured an additional four-year planning permission for Evolution London, accompanied by a new Sustainability Policy and revised Community Use Strategy, supporting events like Wandsworth's Big Play Out. This venue continues to be a key location for exhibitions, conferences, and large events, reinforcing our commitment to sustainability and community engagement.

Filming Services

Our filming service, already hosting a substantial production base, has continued to expand throughout the year. Looking ahead, we are excited to welcome back several long-established clients, including Warner Bros, Paramount, BBC, ITV, Netflix, and Amazon, as we enter the next financial year.

Despite the challenges faced by the global film industry, including combined strikes from US writers and actors which impacted many media professionals, the Enable Film Office has demonstrated resilience. Our established contacts and dedicated efforts enabled us to secure high-profile content and maintain profitability, reinforcing Wandsworth's reputation as a premier filming location.

Notable Productions and Achievements

Community Contributions and Filming Donations

Despite a challenging year, filming donations totaled £6,000, benefiting five local organizations: Homestart Wandsworth, Free 2B Alliance, Carneys Community, Tooting Community Kitchen, and Balham and Tooting Community Association Awards.

We remain committed to supporting local charities and initiatives, continuing to offer assistance where possible to enhance community wellbeing.

HEALTH AND WELLBEING SERVICES

Mental Health Initiatives

Our mental health programme, ‘Active Wellbeing,’ commissioned by NHS South West London, supports adults with severe and enduring mental illness (SMI) through a 12-week series of one-on-one exercise sessions. This year, we successfully met our referral targets ahead of schedule. Notably, a significant portion of referrals came from the most deprived areas, with a majority of participants representing BAME groups. Many participants who were inactive at the programmes start became

Page 17

ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

active within a year, and those with below-average mental wellbeing scores saw marked improvements over the same period.

Healthy Weight Programmes

We launched our Diabetes Prevention Decathlon and Adult Weight Management services this year, offering a blend of faceto-face and virtual sessions. These programmes have been well-received in their first year, with nearly all clients reporting improved wellbeing after 12 weeks. The men's programme participants generally either lost weight or maintained their current weight, contributing to a collective weight loss milestone by the end of the year.

Physical Activity Programmes

Our physical activity initiatives include:

We deliver numerous community physical activity sessions each week across the borough, alongside several weekly walks. These activities are designed to engage local communities with high inactivity rates, with sessions held in suitable venues and tailored to community preferences. The Wellbeing First programme focuses on supporting community development at specific estates. Notable achievements include hundreds of attendances at volunteer-led walks and community physical activity classes, with a significant proportion of attendees being older adults.

Personalised Care Services

Our personalised care work includes social prescribing link workers and health and wellbeing coaches operating from GP practices, alongside various specialised projects. These projects feature link workers in adult social care, cancer specialist link workers in the community, and dedicated children and young people link workers. We have also introduced a new role at St George’s Hospital to assist patients frequently using emergency services for non-medical needs.

We employ a dedicated team of personalised care staff who engage clients in one-on-one sessions weekly. This year our services received thousands of referrals, resulting in tens of thousands of appointments. Participants reported substantial improvements in life satisfaction and reductions in anxiety, with many referrals made to a wide range of local services and opportunities.

Menopause Support Programme

Building on our pilot work, we developed a non-clinical support programme for those experiencing perimenopause and menopause into a service called MPower by Enable. This programme now collaborates with local businesses to support their staff. Wandsworth Council played a key role during the pilot stage by providing free menopause health coaching to its employees.

PARKS SERVICES

Awards and Recognition

In the past year, we have retained all five Green Flags for Battersea Park, Tooting Common, Wandsworth Common, King George's Park, and Wandsworth Park. Additionally, we earned a new Green Flag for Coronation Gardens. Our parks also received multiple London in Bloom awards, including golds for Tooting Common, Wandsworth Common, and Battersea Park, and silver gilts for Wandsworth Park, Fred Wells Gardens, and Coronation Gardens.

Sports and Infrastructure Improvements

Enable, in partnership with Wandsworth Borough Council, has completed the first phase of a £1.4 million sports pitch renovation project. This initiative aims to enhance the quality of grass sports facilities across the borough. Despite dry conditions at the start of the year, we achieved a good success rate in establishing newly planted stock.

Biodiversity Initiatives

We have made significant strides in biodiversity, sustainable planting, habitat creation, and tree planting. The successful implementation of the borough’s Biodiversity Strategy included the Citizen Science programme and the initiation of longterm transect monitoring for priority species. Training programmes for staff covered bat awareness and hydro morphological

Page 18

ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

river corridor training. We engaged 206 community members through 19 training sessions focused on survey and monitoring programmes.

This year, we recorded three new bat species on Wandsworth Common and two newt species on Tooting Common. Ivy mining bees were found in the Huguenot Burial Ground, and the red-listed Brown Hairstreak butterfly continues to thrive on Wandsworth Common. Volunteer efforts contributed 618 hours to enhancing woodlands and wetlands, and new 200-meter woodland paths were created on Wandsworth and Tooting Commons.

We participated in the No Mow May programme, including 40 hectares of grassland, and created new grassland habitats for pollinators in various locations. Young oak trees from veteran acorns were planted on Tooting Commons, and a "mini forest" of 250 native tree whips was established on Wandsworth Common. We also used heavy horses for grassland maintenance in King George's Park and Wandsworth Park, which included scarification to improve seed germination.

Our team provided comments on over 246 planning applications, preventing harm to biodiversity and greenspace and securing further ecological enhancements. We trained borough planning officers and the Council’s design service on the mandatory Biodiversity Net Gain policy. Funding was secured for new biodiversity planting interpretation and nature play at Coronation Gardens, with additional applications for heritage and biodiversity interpretation funds on Wandsworth Common.

Community Engagement and Volunteering

Enable led over 1,200 hours of volunteering sessions on Tooting and Wandsworth Commons, significantly supporting habitat management and community planting days. We worked closely with borough Friends’ groups, facilitated meetings, and helped them achieve their objectives. Our dog engagement roadshows, school, and personal trainer licensing schemes continued successfully.

Community engagement efforts included donating mulch and plants to various groups, such as Carney’s Gym, and supporting a community allotment dedicated to a food bank. Volunteer planting days at Fred Wells Gardens, Garratt Park, Coronation Gardens, and King George's Park were well-received. A notable tree planting event in Wandsworth Park was attended by local MP Fleur Anderson, involving local school children.

A new volunteering supervisor role was created to engage public and corporate volunteers, producing a calendar of works to enhance habitat creation and maintenance across the Borough.

Tree Management

The tree team planted 800 trees across the borough and issued 14 Tree Preservation Orders (TPOs) protecting multiple trees. Collaborations with Richmond colleagues and the Council's consultation team led to a new process addressing recent legislation changes requiring consultation on certain street tree removals.

The team actively participated in stakeholder meetings and worked with the Wandsworth Tree Warden group to monitor recently planted trees. This year's focus was on trees planted more than two years ago, leading to an extension of the watering contract to ensure successful establishment. Regular educational talks for the public and stakeholder groups were conducted.

PUTNEY SCHOOL OF ART AND DESIGN (PSAD)

Free community classes

In 2023-24 PSAD expanded the free community classes with the addition of Rose Community Hall (SW8), STORM (SW1), Mushkil Aasaan (SW17) for female only group and Mushkil Aasaan (SW17) for parents/carers & children as well continuing to work with our the 3 existing established partners in Battersea, Katherine Low Settlement, West Putney, Margaret’s Church and Roehampton R.O.C.K.S, Alton.

In collaboration with other Enable services, PSAD supported various events with activities for local residents in the Borough including ‘Summer in..’ events, The Big Playout, Open Door Community Centre and other Enable sites.

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

New community opportunities

We are building on our community work through targeted projects with the Community Development Team to provide bespoke support based on individual community needs. We are hoping to provide training to local crafters/artists in the Roehampton area on how to plan, organize and run small community sessions to allow them to build the capacity to run these sessions independently in the future.

We will also be facilitating the development of a community arts wall in Roehampton created by schools and various community groups and celebrate the arts network in Roehampton especially for next year’s Borough of Culture.

The offsite work has contributed to greater awareness and growth of the brand but also improved accessibility by expanding our reach. Through the process of inspiring creativity in the community, PSAD’s aim was to target groups who are at higher risk of social isolation including children, young people, people with long-term conditions and disability, unemployed adults and the elderly especially for those with mobility issues who cannot access the provision at the School.

Increased enrolment

The curriculum offered at our new campus has been significantly enhanced through demand-led planning, particularly in the pottery and ceramics discipline. This targeted approach has led to substantial growth in student interest and participation.

Our enrollment figures have shown remarkable improvement over the past academic year. We recorded an additional 1,385 enrollments, bringing the total enrollment from 5,378 in –2021-2022 academic year to 7,663 in the –2022-2023 academic year. This success was largely driven by extensive marketing efforts, with a strong emphasis on social media. By utilizing professionally created content, we were able to reach a broader audience and effectively highlight the unique opportunities available at our new campus.

LEISURE SERVICES

Refurbishments and Maintenance

This past year, we have continued improving our gym facilities, particularly at Barn Elms Sports Centre. Our efforts included relaying flooring, updating equipment, redecorating the gym, and creating a small indoor class space, which has increased class and gym utilisation. The pitch maintenance course taken by our team members in January 2023 helped us identify and address maintenance gaps, leading to fewer pitch cancellations and improved playing surfaces, earning positive feedback from community clubs.

Enhancements were also made to customer experiences, such as transforming an under-utilised space at the Millennium Arena into a Coffee Corner, and upgrading the floodlights at Battersea Sports Centre to LED lighting, resulting in increased usage of the 3G pitch.

Community Provision

Enable has targeted underrepresented sports to increase participation, hosting events like England Quadball tournaments and extending rugby pitch seasons. We also introduced Padel tennis, pickleball, beach tennis, and grass volleyball, which boosted community engagement. Our fitness timetable was diversified to include new classes such as Spin, Sports Conditioning, and Weight Training.

Support for local sports clubs continued with discounted or free facilities, extended 'active hour' sessions, and free access to training spaces, removing cost barriers for youth and community groups.

Community Engagement

Our commitment to enriching lives through sport remained strong, particularly for protected categories and those facing financial barriers. We collaborated with Wandsworth Council to offer a Protected Residents discount and facilitated free weekly tennis sessions to combat isolation and mental health issues.

Enable engaged with local football leagues and the London FA to address pitch availability issues, ensuring local clubs could complete their seasons without extensive travel. We supported the Girls Super League with affordable pitches and logistical support, increasing participation in women's and girls' sports.

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ENABLE LEISURE AND CULTURE REPORT OF THE TRUSTEES for the Year Ended 31 March 2024

Projects targeting specific groups, such as women-only classes at Fishponds, were successful in overcoming social and mental

health barriers. We also applied for funding to keep class prices affordable and worked with community groups to protect local biodiversity.

Sports Development

Our sports development team focused on community engagement and supporting activity levels. Key highlights include:

Furzedown Youth Café

The Furzedown Youth Café aimed to reduce crime and enhance the experiences of young people, with regular attendees and positive feedback. Future plans include an employability programme and borough-wide service expansion.

Club and Workforce Development

We supported various clubs in meeting national standards and accessing necessary equipment. The Active Wandsworth network facilitated grants and bursaries for individual athletes, coaching qualifications, and grassroots club support.

Active Wandsworth Awards

The awards received a record number of nominations, celebrating achievements in nine categories, including the new Connecting Wandsworth Award. The event showcased the talent and dedication of the local sporting community.

Disability Programme

Our programmes supported children and adults with disabilities through weekly sessions and tailored coaching in schools. Holiday programmes provided respite for families, and festivals enabled young people to display their abilities and participate in new experiences

Page 21

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ENABLE LEISURE AND CULTURE

Independent auditor’s report to the members of Enable Leisure and Culture

Opinion

We have audited the financial statements of Enable Leisure and Culture for the year ended 31 March 2024 which comprise the Statement of Financial Activities, the Balance Sheet and the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Report and the Chair’s message. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• the information given in the Trustees’ Report (which includes the strategic report and the directors’ report prepared for the purposes of company law) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the strategic report and the directors’ report included within the Trustees’ Report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Report (which incorporates the strategic report and the directors’ report).

Page 22

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ENABLE LEISURE AND CULTURE

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 10, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the charitable company and the environment in which it operates, we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, the Charities Act 2011, payroll tax and sales tax.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls). Audit procedures performed by the engagement team included:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members, as a body, for our audit work, for this report, or for the opinions we have formed.

Thomas Wilson (Senior Statutory Auditor) Place For and on behalf of Haysmac LLP, Statutory Auditor Date: 2 7 J a n u a r y 2 0 2 5

10 Queen Street London EC4R 1AG

Page 23

ENABLE LEISURE AND CULTURE STATEMENT OF FINANCIAL ACTIVITIES for the year ended 31 March 2024

Notes
INCOME
Voluntary income
General grants
2
Charitable activities
Bereavement services
Events and Filming
Health and wellbeing (including community services)
Park services
Putney School of Art and Design
Sport and Leisure Services
Other income
Total income
EXPENDITURE
Charitable activities
Bereavement services
3-5
Events and Filming
Health and wellbeing (including community services)
Park services
Putney School of Art and Design
Sport and Leisure Services
Total expenditure
NET EXPENDITURE
RECONCILIATION OF FUNDS
Total funds brought forward
TOTAL FUNDS CARRIED FORWARD		 2024
2023
Unrestricted
Restricted
Total
Total
funds
funds
funds
funds
£
£
£
£
-
420,000
420,000
645,543
3,164,483
-
3,164,483
3,101,147
5,707,086
-
5,707,086
4,999,930
1,886,760
431,102
2,317,862
1,505,940
228,348
85,952
314,300
434,212
1,409,598
-
1,409,598
1,195,912
4,167,174
15,825
4,182,999
3,565,544
549,927
-
549,927
175,681
17,113,376
952,879
18,066,255
15,623,909
2,400,549
25,834
2,426,383
2,470,478
5,764,198
338,144
6,102,342
4,493,192
1,932,466
565,023
2,497,489
1,503,535
1,039,439
125,542
1,164,981
1,630,918
1,858,680
11,508
1,870,188
1,836,309
4,377,911
106,997
4,484,908
3,694,260
17,373,243
1,173,048
18,546,291
15,628,692
(259,867)
(220,169)
(480,036)
(4,783)
522,876
653,612
1,176,488
1,181,271
263,009
433,443
696,452
1,176,488

There were no other recognized gains and losses other than those listed above and the net income for the year. All income relates to continuing operations.

Page 24

ENABLE LEISURE AND CULTURE STATEMENT OF FINANCIAL ACTIVITIES for the year ended 31 March 2024

ENABLE LEISURE AND CULTURE

BALANCE SHEET

as at 31 March 2024

2024 2024 2023
Notes £ £
FIXED ASSETS
Tangible assets 10 384,134 337,934
CURRENT ASSETS
Stocks 11 - 9,872
Debtors 12-13 3,102,592 2,749,600
Cash at bank and in hand 2,274,824 2,505,830
5,377,416 5,265,302
CREDITORS
Amounts falling due within one year
NET CURRENT ASSETS
TOTAL ASSETS LESS CURRENT LIABILITIES
NET ASSETS/(LIABILITIES)		 14 (5,065,098)
312,318
696,452
696,452		 (4,426,747)
838,555
1,176,488
1,176,488
FUNDS 15-16
Unrestricted funds 263,009 522,876
Restricted funds 433,443 653,612
TOTAL FUNDS 696,452 1,176,488

The financial statements were approved by the Board of Trustees and authorized for issue on 21 January 2025 and were signed on its behalf by:

............................................. M H Percy - Trustee

Registered Company Number: 09487276 Charity Number: 1172345

Page 25 The notes form part of these financial statements

ENABLE LEISURE AND CULTURE

CASH FLOW STATEMENT for the Year Ended 31 March 2024

Notes
Cash flows from operating activities
Cash generated from operations
A
Net cash provided by operating activities
Cash flows from investing activities
Purchase of tangible fixed assets
Net cash used in investing activities
Cash flows from financing activities
Loan repayments in year
Interest paid
Net cash provided by/(used in) financing activities
Change in cash and cash equivalents in the
reporting period
Cash and cash equivalents at the beginning
of the reporting period
Cash and cash equivalents at the end of the
reporting period		 2024
£
22,806
22,086
(253,812)
(253,812)
-
-
-
(231,006)
2,505,830
2,274,824		 2023
£
113,042
113,042
(242,529)
(242,529)
(625,000)
(19,530)
(644,530)
(774,017)
3,279,847
2,505,830



Page 26 The notes form part of these financial statements

ENABLE LEISURE AND CULTURE

NOTES TO THE CASH FLOW STATEMENT for the Year Ended 31 March 2024

A. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES

2024 2023
£ £
Net income for the reporting period (as per the Statement of Financial
Activities) (480,036) (4,783)
Adjustments for:
Depreciation charges 206,885 129,213
Interest paid - 19,530
Increase in debtors (352,268) (423,110)
Decrease in stock 9,872 -
Increase in creditors 638,353 392,191
Net cash provided by operations 22,806 113,041

B. ANALYSIS OF CHANGES IN NET DEBT

At start
of the year
£
Cash
2,505,830
2,505,830		 Cash
Flows
£
Other non-
cash changes
£
(231,006)
-
(231,006)
-		 At end
of year
£
2,274,824
2,274,824

Page 27

The notes form part of these financial statements

ENABLE LEISURE AND CULTURE

NOTES TO THE FINANCIAL STATEMENTS for the Year Ended 31 March 2024

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

Enable Leisure and Culture is a company limited by guarantee registered in England and Wales for the purposes of Company Law. Enable is registered with the Charity Commission of England and Wales (Charity number: 1172345). Its registered office is The Park Offices, Battersea Park, Albert Bridge Road, London, SW11 4NJ.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The financial statements have been prepared to give a 'true and fair' view.

Enable Leisure and Culture Limited meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

The financial statements are presented in sterling (GBP£).

Going concern

The Trustees have carefully reviewed the budgets and forecasts in light of the current financial climate and are confident that there are no material uncertainties regarding Enable's status as a going concern. This assessment is based on the organization's financial position, strategic planning, and ongoing operational adjustments. Additionally, Enable has extended its contract with the Council for a further five years, beginning 1 April 2025, ensuring continued support and a stable revenue stream. This contract extension provides further assurance of Enable's ability to maintain operations, meet financial commitments, and strengthen its position moving forward.

Critical accounting judgements and key sources of estimation uncertainty

Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

Critical accounting estimates and assumptions:

The company makes estimates and assumptions concerning the future. The resulting accounting estimates and assumptions will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below.

Critical areas of judgment:

Useful economic lives of tangible fixed assets

The annual depreciation charge for tangible assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are reassessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets.

Deferred income

Represents income generated from sites during the year that did not relate to the financial year. The management's judgment is involved in the estimate of accrual and deferral of income and their completeness.

Legal form

The charity is a company limited by guarantee. It is registered in England and Wales and the address of its registered office is The Park Offices, Battersea Park, Albert Bridge Road, London, SW11 4NJ. The members of the company are the Trustees named on page 1. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

Page 28 The notes form part of these financial statements

ENABLE LEISURE AND CULTURE

NOTES TO THE FINANCIAL STATEMENTS - continued for the Year Ended 31 March 2024

Income

All income is recognised once the company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

Income is recognised to the extent that it is probable that the economic benefits will flow to the company and the revenue can be reliably measured. Income is measured as the fair value of the consideration received or receivable, excluding discounts, rebates, value added tax and other sales taxes. The following criteria must also be met before revenue is recognised,

Bereavement services

Bereavement income includes crematorium and burial fees. They are recognised in the period to which they relate.

Event and Filming

Event and Filming income includes letting income, project income, and event entrance fees. They are recognised in the period to which they relate.

Health and Wellbeing (including community services)

Health and Wellbeing income includes service fees and project income. They are recognised in the period to which they relate.

Park services

Park services include project income and allotment fees. They are recognised in the period to which they relate.

Putney School of Arts and Design (PSAD)

Putney School of Arts and Design income includes revenue generated from course fees, sale of arts supplies, and a café. They are recognised in the period to which they relate.

Sports and Leisure

Sports and Leisure includes membership and rental income. They are recognised in the period to which they relate.

Other income

Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service.

Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

Tangible fixed assets and depreciation

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Short leasehold - 33% on cost Motor vehicles - 33% on cost Fittings & Fixtures - 33% on cost Computer equipment -33% on cost

All assets costing more than £5,000 are capitalised.

Stocks

Stocks are valued at the lower of cost and net realisable value, after making do allowance for obsolete and slow moving items.

Interest receivable

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

Debtors

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

Page 29 The notes form part of these financial statements

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NOTES TO THE FINANCIAL STATEMENTS - continued for the Year Ended 31 March 2024

Cash at Bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised within interest payable and similar charges.

Pensions

Retirement benefits to employees of the company are provided by the Local Government Pension Scheme (LGPS) as operated by Wandsworth Borough Council. The LGPS is a funded defined benefit pension scheme whose assets are held separately from those of the company.

The company operates a risk share approach in relation to pensions with Wandsworth Borough Council. The scheme is fully funded at the commencement date. The company will only be liable for changes to the Employer Contribution Rate if, and to the extent these arise as a result of a 'Concessionaire Decision'. The company will only be liable for accrued deficit at exit if, and, to the extent it arises from a Concessionaire Decision.

Accordingly, the company accounts for pension contributions payable as if the LGPS was a defined contribution pension scheme. A defined contribution plan is a pension plan under which the company pays fixed contributions into a separate entity. Once the contributions have been paid the Group has no further payment obligations, except as disclosed in the notes to the accounts.

The contributions are recognised as an expense in the Statement of Financial Activities when they fall due. Amounts not paid are shown in accruals as a liability in the Balance Sheet. The assets of the plan are held separately from the company in independently administered funds.

Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the company and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Page 30 The notes form part of these financial statements

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ENABLE LEISURE AND CULTURE

NOTES TO THE FINANCIAL STATEMENTS - continued for the Year Ended 31 March 2024

2. GRANT INCOME

Evolution
Other grants
Legacies		 2024
£
2023
£
420,000
420,000
-
-
25,543
200,000
420,000
645,543

3. CHARITABLE ACTIVITIES COSTS

2024
Bereavement services
Events and Filming
Health and Wellbeing including community development
Park Services
Putney School of Art & Design
Sports and Leisure Services
2023
Bereavement services
Events and Filming
Health and Wellbeing including community development
Park Services
Putney School of Art & Design
Sports and Leisure Services		 Direct costs
(see note 4)
£
1,703,871
Support costs
(see note 5)
£
722,512
2024
Total costs
£
2,426,383
4,799,306
1,303,036
6,102,342
2,497,489
-
2,497,489
1,112,845
52,136
1,164,981
1,548,350
321,838
1,870,188
3,533,463
951,445
4,484,908
15,195,324
3,350,967
18,546,291
Direct costs
(see note 4)
£
1,679,878
Support costs
(see note 5)
£
790,599
2023
Total costs
£
2,470,478
3,218,522
1,274,671
4,493,192
1,503,535
-
1,503,535
1,557,007
73,911
1,630,918
1,531,425
304,883
1,836,309
2,785,268
908,992
3,694,260
12,275,635
3,353,057
15,628,692

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NOTES TO THE FINANCIAL STATEMENTS - continued for the Year Ended 31 March 2024

4. DIRECT COSTS OF CHARITABLE ACTIVITIES

Staff Costs
Cost of sales
Consultant and project delivery
Equipment
Building and maintenance
Communications and marketing
Insurance
IT and comms
Irrecoverable VAT
Administration and professional fees
Concession fee
Depreciation
Other		 2024
£
2023
£
7,483,611
6,284,899
1,407,550
1,018,787
1,119,805
509,795
222,267
198,662
1,769,320
1,096,101
268,339
104,705
31,395
65,714
190,986
220,048
-
146,000
436,219
431,115
2,100,000
2,100,000
135,614
71,769
30,218
28,040
15,195,324
12,275,635

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NOTES TO THE FINANCIAL STATEMENTS - continued for the Year Ended 31 March 2024

5. SUPPORT COSTS

Staff Costs
Consultant and project delivery
Equipment
Building and maintenance
Communications and marketing
Insurance
IT and comms
Administration and professional fees
Irrecoverable VAT
Depreciation
Loan interest
Governance
(Included within support costs)		 2024
2023
£
£
1,445,419
1,301,364
251,989
721,468
7,712
2,250
438,821
426,589
29,151
59,264
166,348
107,499
158,141
83,645
190,449
205,309
591,666
368,695
71,271
57,444
-
19,530
3,350,967 3,353,057
35,622
34,492

Governance costs relate to recruitment cost of Trustees and trustee training costs.

6. NET INCOME

Net income is stated after charging:

Auditors' remuneration – audit services
Auditors’ remuneration – non audit services
Depreciation - owned assets		 2024
£
2023
£
31,572
30,492
4,050
4,000
206,885
129,213

Page 33 The notes form part of these financial statements

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NOTES TO THE FINANCIAL STATEMENTS - continued for the Year Ended 31 March 2024

7. TRUSTEES' REMUNERATION AND BENEFITS

No trustees received remuneration or benefits in kind for their services as a trustee during the year (nor for the period ended 31 March 2023). However, during the period two employee trustees received remuneration of £62,378 (2023: £60,685, only one employee trustee received remuneration) in their operational capacity.

Trustees' expenses

There were no Trustees' expenses paid for the year ended 31 March 2024 nor for the period ended 31 March 2023.

8. STAFF COSTS

STAFF COSTS

Wages and salaries
Social security costs

Pension costs		 2024
£
7,789,495
645,679
493,857
8,929,031		 2023
£
6,556,747
591,947
437,569

7,586,263

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

Full time equivalent 2024
185		 2023
167

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

2024 2023
£60,001 - £70,000 5 3
£70,001 - £80,000 4 -
£80,001 - £90,000 - 1
£120,001 - £130,000 - 1
£140,001 - £150,000
-
-
£150,001 - £160,000 1 -

During the period, key management personnel, which comprise of 6 members of staff (2023: there were 2 members of staff: chief executive officer and chief financial officer) chief executive officer, chief financial officer, chief commercial officer, chief community officer, chief development officer and chief operations officer received remuneration (including pension contributions payable) totaling £573,654 (2023: £289,560).

Page 34 The notes form part of these financial statements

continued...

ENABLE LEISURE AND CULTURE

NOTES TO THE FINANCIAL STATEMENTS - continued for the Year Ended 31 March 2024

9. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

INCOME
Donations and legacies
General grants
Charitable activities
Bereavement services
Events and Filming
Health and wellbeing (including community services)
Park services
Putney School of Art and Design
Sport and Leisure services
Other income
Total income
EXPENDITURE
Charitable activities
Bereavement services
Events and Filming
Health and wellbeing (including community services)
Park services
Putney School of Art and Design
Sport and Leisure services
Total expenditure
NET INCOME
RECONCILIATION OF FUNDS
Total funds brought forward
TOTAL FUNDS CARRIED FORWARD		 Unrestricted
funds
£
-
3,101,147
4,999,930
1,300,137
289,919
1,195,912
3,565,544
175,681
14,628,270
2,345,983
4,292,472
1,233,612
1,547,898
1,581,018
3,551,122
14,552,104
76,167
446,709
522,876		 Restricted
funds
£
645,543
-
-
205,803
144,292
-
-
-
995,638
124,495
200,721
269,924
83,020
255,291
143,138
1,076,588
(80,950)
734,562
653,612		 2023
Total
funds
£
645,543
3,101,147
4,999,930
1,505,940
434,212
1,195,912
3,565,544
175,681
15,623,909
2,470,478
4,493,192
1,503,535
1,630,918
1,836,309
3,694,260
15,628,692
(4,783)
1,181,271
1,176,488

Page 35 The notes form part of these financial statements

continued...

ENABLE LEISURE AND CULTURE NOTES TO THE FINANCIAL STATEMENTS - continued for the Year Ended 31 March 2024

10.
TANGIBLE FIXED ASSETS
Fixtures
Short
leasehold
and
fittings
Motor
vehicles
COST
£
£
£
At 1 April 2023
230,803
48,521
64,855
Additions
80,305
58,463
78,138
At 31 March 2024
311,108
106,984
142,993
DEPRECIATION
At 1 April 2023
124,585
17,787
32,829
Charge for year
68,136
30,900
25,061
At 31 March 2024
192,721
48,687
57,890
NET BOOK VALUE
At 31 March 2024
118,387
58,297
85,103
At 31 March 2023
106,218
30,734
32,026
11.
STOCKS
Stocks
12. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
13 . DEBTORS: AMOUNTS FALLING DUE AFTER ONE YEAR
Trade debtors
Other debtors
VAT
Prepayments and accrued income
Rent deposit		 Computer
equipment
£
548,209
36,907
585,115
379,255
82,786
462,041
122,348
168,954
2024
£
-
2024
£
2,443,370
131,224
137,234
369,514
3,081,342
2024
£
21,250		 Totals
£
892,388
253,812
1,146,200
554,456
206,885
761,339
384.134
337,934
2023
£
9,872
2023
£
1,922,034
130,112
319,916
377,538
2,749,600
2023
£
-		 Totals
£
892,388
253,812
1,146,200		 Totals
£
892,388
253,812

554,456
206,885
761,339

384.134
337,934

Page 36 The notes form part of these financial statements

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ENABLE LEISURE AND CULTURE NOTES TO THE FINANCIAL STATEMENTS - continued for the Year Ended 31 March 2024

14.
CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Trade creditors
Social security and other taxes
Other creditors
Accruals and deferred income
Deferred Income
At 1 April 2023
Deferred in the year
Released in the year
At 31 March 2024		 2024
£
2,054,550
153,348
94,331
2,762,869
5,065,098
2024
1,334,994
5,091,484
5,008,614
1,417,864		 2023
£
1,585,555
146,203
243,886
2,451,103

4,426,747
2023
1,133,262
5,008,614
4,806,882

1,334,994

Deferred income includes those funds received in advance for services to be delivered by the charitable company after the year end.

Page 37 The notes form part of these financial statements

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ENABLE LEISURE AND CULTURE NOTES TO THE FINANCIAL STATEMENTS - continued for the Year Ended 31 March 2024

15. MOVEMENT IN FUNDS

2024
Unrestricted funds
Restricted funds
Parks
Community Development
Health and Wellbeing
TOTAL FUNDS
2023
Unrestricted funds
Restricted funds
Parks
Arts Council England
Community Development
Health and Wellbeing
TOTAL FUNDS		 Balance
Balance
1 April
Transfer
31 March
2023
£
Income
£
Expenditure
£
between
funds
£
2024
£
522,876
17,113,376(17,373,243)
-
263,009
522,876
17,113,376
(17,373,243)
-
263,009
292,321
85,952
(125,542)
-
252,731
262,968
435,825
(518,081)
-
180,712
98,323
431,102
(529,425)
-
-
653,612
952,879
(1,173,048)
-
433,443
1,176,488
18,066,255
(18,546,291)
-
696,452
Balance
Balance
1 April
Transfer
31 March
2022
£
Income
£
Expenditure
£
between
funds
£
2023
£
446,709
14,628,270(14,552,103)
-
522,876
446,709
14,628,270
(14,552,103)
-
522,876
19,410
344,293
(71,382)
-
292,321
125,201
-
(125,201)
-
-
425,950
445,543
(608,525)
-
262,968
164,001
205,803
(271,481)
-
98,323
734,562
995,639
(1,076,589)
-
653,612
1,181,271
15,623,909 (15,628,692)
-
1,176,488

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16. MOVEMENT IN FUNDS (continued)

Restricted funds

Evolution London grant (included within the community development fund) was for programmes and capital expenditure (at the discretion of the Trustees) to aid Enable in delivering its charitable objectives to the local community. It is envisaged these specific reserves were fully expended by 31 March 2024.

Restricted funds in relation to Parks, Health and Wellbeing and Community Development represents amounts restricted to delivering our specific programmes in these areas.

17. NET ASSETS BY FUND

Current assets / liabilities
Liabilities over 1 year		 Unrestricted
General
fund
£
Restricted
funds
£
Total
funds
£
263,009
433,443
696,452
-
-
-
263,009
433,443
696,452

18. EMPLOYEE BENEFIT OBLIGATIONS

Retirement benefits to employees of the Group are provided by the Local Government Pension Scheme (LGPS) as operated by Wandsworth Borough Council. The LGPS is a funded defined benefit pension scheme whose assets are held separately from those of the Group.

The Group operates a risk share approach in relation to pensions with Wandsworth Borough Council. The scheme is fully funded at the commencement date. The company will only be liable for changes to the Employer Contribution Rate if, and to the extent these arise as a result of a 'Concessionaire Decision'. The company will only be liable for accrued deficit at exit if, and, to the extent it arises from a Concessionaire Decision.

19. RELATED PARTY DISCLOSURES

During the financial year ending 31 March 2024, two employees received remuneration of £62,378 (2023: £60,685) in their operational roles while serving as Trustees. Trustee Claire Bertram made a payment of £1,612 for an art course at Putney School of Art & Design. No amounts were outstanding from or owed to the charity. There were no additional related party transactions.

20. OPERATING LEASE COMMITMENT

2024 2023
Due within 1 year 2,724 8,174

Page 39 The notes form part of these financial statements

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