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ANNUAL REPORT 2023
## CONTENTS
|CONTENTS||
|---|---|
|NDER’S LETTER|1|
|STEES’ ANNUAL REPORT AND INDEPENDENTLY EXAMINED|2|
|NCIAL ACCOUNTS FOR YEAR ENDING 31st MARCH 23||
|OPENING STATEMENT|2|
|OUR APPROACH|3|
|**OUR VISION**|3|
|**STRUCTURE, GOVERNANCE AND MANAGEMENT**|4|
|**POLICIES AND PROCEDURES**|7|
|**OBJECTIVES AND AIMS**|9|
|**CO-PRODUCTION, LEADERSHIP & DEVELOPMENT**|11|
|OUR IMPACT||
|**CRISIS PROVISION**|12|
|**CLOTHES BANK**|13|
|**COFFEE MORNING**|13|
|**SPRING UP WOMEN**|14|
|**HOLIDAY CLUB**|15|
|**AFTER SCHOOL CLUB**|17|
|**SPRING KITCHEN**|18|
|**BACK 2 WORK**|18|
|**REDUCED HOUSEHOLD EXPENSES & SUSTAINABILITY**|19|
|OUR FINANCEES|20|
|CHALLENGES & FUTURE PRIORITIES|21|
|REFERENCE AND ADMINISTRATION DETAILS|22|
FOUNDER’S LETTER
TRUSTEES’ ANNUAL REPORT AND INDEPENDENTLY EXAMINED FINANCIAL ACCOUNTS FOR YEAR ENDING 31st MARCH 23
## WELCOME FROM THE FOUNDER AND CHIEF EXECUTIVE OFFICER OF SPRING COMMUNITY HUB
Spring Community Hub exists to ensure that no one in our Southwark community goes hungry. But we don’t just provide food: we work alongside people to help them escape poverty, build confidence, and find community. See Section Our Approach (p3).
Our principal activity is the prevention of food poverty and food insecurity by offering culturally appropriate food, fresh fruits, and vegetables as well as dietary and religiously appropriate food which we have continued to run at our five-week sessions to local people for as long as they address the underlying cause.
We also provide a range of wraparound support, including advice services, particularly around employment and immigration through our Back2Work Team, Holiday Clubs for Children, Youth Groups, a Clothing Bank and our Spring Up Women’s group.
Around 76% of our guests are from BAME groups and around 35% are refugees and migrants, many with no recourse to public funds. Groups strongly represented are people from Latin America 34%, Black African 31%, and Black Caribbean ethnicities 11%.
Spring Community Hub would not have been able to support local individuals, families, and their children without the support of partners and the huge impact that their support has made.
The ongoing rise in the cost of living has continued to pose a daunting challenge for individuals struggling to meet their essential needs such as food and energy. For many of our guests who were already navigating financial challenges, the continual increase in energy and food bill during 2022/23 has magnified the pressure on their family finances.
As we continue to see the demand for our services increase, and we are continuing to explore sustainable and holistic ways of supporting our guests by expanding partnerships and the range of wraparound services we can offer.
We are excited to be able to assist our client group to move from the situation that brought them to Spring Community Hub to be able to support themselves.
We are also humbled by the support that our partners have enabled Spring Community Hub to receive in the community of Southwark and we look forward to exploring the way forward with them.
**Felicia Boshorin** , Founder and Chief Executive Officer of Spring Community Hub
1.
## TRUSTEES’ ANNUAL REPORT AND INDEPENDENT EXAMINED FINANCIAL ACCOUNT FOR YEAR ENDING 31st MARCH 23
## OPENING STATEMENT
We are pleased to present Spring Community Hub’s Trustees Annual Report for 2022/23.
The Charity Commission entered the organisation into the Register of Charities with the Registered Charity Number: 1172789.
The Financial Statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
Over the course of the financial year, we have continued to see the impact that the Cost of Living crisis has had on our guests and communities, in navigating the impact and ongoing pressures on finances and health and wellbeing.
Our strategic priorities have been in developing our services and in equipping our team and volunteers so we can better serve and help our guests to navigate these challenges and better strengthen the organisation.
We acknowledge that there continues to be a demand for our services and that resources continue to decrease and we are grateful to the board of trustees for their continued commitment, contributions and leadership.
The board continues in its governance role and will continue to support the organisation in carrying out its strategic aims, We are also pleased to share that the addition of a new trustee to the board has enabled us to further increase our diversity, range of skills, experience and knowledge.
On behalf of all the Trustees and the Senior Leadership Team, our thanks go out to our staff and volunteers who are passionate about making a difference in the lives of those who our service supports.
We are also very grateful to all those guests who have shared their stories, journeys and sometimes very difficult challenges which have helped us to co-produce our services.
We hope that this report demonstrates to our funders and donors how we have used the generous resources that you have entrusted us with to respond to both the aftermath of the pandemic and the cost-of-living crisis but also to continue to drive forward long-term sustainable change in the lives of our guests with other partners in the community.
2.
## OUR APPROACH
Established in 2017 We believe that food is a human right. Spring Community Hub exists to make sure no one in our community goes hungry. But we don’t just provide food, we work alongside people to help them escape food poverty, build confidence and find community.
## OUR VISION
MANAGEMENT
STRUCTURE, GOVERNANCE AND MANAGEMENT Spring Community Hub is a Registered Charity: 1172789
## **Appointment of Charity Trustees**
Every Trustee must be appointed by a resolution passed at a properly convened meeting of the Charity Trustees. All future trustees will be appointed for a one-year term.
In selecting individuals for appointment as Charity Trustees, the Charity Trustees must have regard for the skills, knowledge and experience needed for the effective administration of the CIO.
The term of office for Trustees is initially three years, with the possibility of ongoing renewal. In appointing new Trustees, attention is paid to the need to have a balance of representation and diversity, including gender, age, ethnicity, disability, and sexuality.
The Trustee Board meets a minimum of four times in each financial year. We are extremely proud of the progress we have made during the last year to expand and diversify the composition of the board.
As set out in the Articles of Association, all Trustees and designated officers, including the Chair, are appointed at the AGM.
## **Functions of the Board**
The Board of Trustees fulfils the following functions:
- To have control of the Charity and its property and funds
- To have responsibility for the Charity’s overall governance and strategic direction
- To develop the aims, objectives and organisational goals in accordance with the legal and regulatory framework of the sector and in line with the Charity’s governing document, continually striving for best practices in governance
- To uphold the fiduciary duty invested in the position, undertaking such duties in a way that adds to public confidence and trust
- To interview, appoint and monitor the work and activities of senior paid staff
All members of the Board of Trustees are required to sign a Code of Conduct Declaration and Register of Interest.
4.
## **Main Responsibilities of the Board**
- Managing organisational performance and risk – developing and reviewing the organisation’s strategy, objectives, performance, statutory compliance and risk, continuously, ensuring the measurement of our impact
- Leadership and strategy – leading the development of the organisation’s vision, mission, values and strategic direction
- Strategic planning and implementation – agreeing on coherent, strategic plans and timetables, monitoring performance and reviewing outcomes and impact
- Communication – promoting the work of the organisation to a variety of external partners, stakeholders and audiences
- Equality and diversity – championing equality and diversity in everything that the organisation does, particularly in the context of making people matter and working with some of the most disadvantaged people in society
- Safeguarding – monitoring the organisation’s conduct to ensure that safeguarding standards are maintained
## **Induction and Training of New Trustees and Development of existing Trustees**
New Trustees receive access to our online induction documents containing the following:
- Declaration to act as a Trustee
- Terms of Reference
- Code of Conduct
- Equal Opportunities monitoring form
- Declaration of Interest form
- Skills and Knowledge Audit
- Charity Commission CC3 document.
- Responsibilities of Trustees
- Memorandum and Articles of Association
- Annual Report and Accounts
- Information regarding Trustee Board meetings
- Organisational Structure
We also support the ongoing development of Trustees through regular meetings and upskilling/ Mentoring sessions, access to an online training library/ resources, and in-person sessions and other Resources/ Literature, Training and Events.
## **Related Parties**
All interests are required to be declared and signed in the Trustee’s Declaration of Interests Pro-forma as required under the Charity’s Articles of Association and Conflict of Interests Policy.
A conflict-of-interest register is kept and updated annually or when appropriate. In addition, all Trustees are required to declare any interest pertinent to the agenda at all Board Meetings.
## **Organisational Structure**
The Board of Trustees administers the Charity. In so doing, it meets quarterly, with committees reporting to it: The committees have the authority to form tasks and finish groups and subgroups in furtherance of its work.
There is a Chief Executive Officer (CEO) who reports to the Trustees and oversees the Charity’s day-to-day operations.
To facilitate effective operations, the CEO has delegated authority, within terms of delegation
5.
approved by the Board, for operational matters including finance, employment and performance-related activities within the core services.
The Board of Trustees has oversight of financial matters through reports to each meeting. The Board of Trustees may amend these powers from time to time.
The CEO is supported by an **Operations Manager** , a **Service Manager** and **Young People’s Programme Manager** , with **Project Coordinators** taking operational responsibility for the successful delivery of the Charity’s various projects and services.
We work with Connect Supply which is an outsourced service provider for charities, churches and businesses that provide support with our social media, bookkeeping and accounts, and work in partnership with the Treasurer and Finance Trustee.
During the year the Charity has employed an average of **12 members of staff.**
As Trustees we are committed to transparency in our work and include staff in our decisions and as such we operate an ‘open door’ policy where staff are encouraged to ask questions about our activities, strategy, performance and current initiatives.
We have 4 Away Days per year which provide an opportunity for Trustees/Staff/Volunteers to share information and for strategic discussion, communication and development. We continuously interact and communicate with staff through committees, meetings, working groups and day-to-day management.
We also convey information regularly via internal publication of our meeting papers, minutes
and actions.
The charity is fortunate to have a number of committed and inspirational volunteers. **Over the course of 2022/23, we have had the support of 80 volunteers.** The skills and knowledge of our volunteers are a huge asset to the charity, and we have over the recent past used their experience to develop our volunteer management programme to make it as impactful as possible.
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6..
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## POLICIES AND PROCEDURES
The conduct of the Charity and our range of activities are guided by a comprehensive set of policies and procedures to ensure that its governance, financial management, security, management and operation are in keeping with best practices.
All staff are aware of their responsibilities in relation to these policies, together with the expectation that they adhere to them in their day-to-day work.
All policies and procedures are reviewed by the Board of Trustees on an annual basis unless legislative change dictates otherwise, or in the event of an incident that gives rise to a need for a review of the provisions, interpretation and implementation of a policy.
## **Safeguarding**
As a Charity working with vulnerable people of all ages, we take our responsibilities concerning safeguarding very seriously. This includes having well-established systems and processes to ensure that the safety and interests of those concerned are always protected. These include, but are not limited to, a Child Protection and Safeguarding Policy and a Safeguarding Adults at Risk Policy.
All Trustees, Staff and Volunteers undergo the appropriate level of Disclosure and Barring Scheme checks upon appointment. All Trustees, staff and volunteers undergo comprehensive safeguarding training on an annual basis and are aware of the various forms of abuse that might occur and how these might manifest themselves, as well as the procedures to be adopted where these are suspected.
Policies set out clear systems for reporting suspected /actual cases of abuse, and their investigation and reporting in an appropriate manner.
## **Risk Management**
The Trustees believe that they have identified the major risks to which the charity is exposed and how these risks can be mitigated. A robust risk management process has supported this.
The process identifies the types of risks the Charity faces, prioritises them in terms of likelihood of occurrence and potential impact, identifies the means of managing these risks and monitors how they are managed.
The risk register is reviewed quarterly, with relevant exemption reports presented to the Board.
Trustees review the adequacy of protection against these risks and, where this appears insufficient, put in place appropriate procedures to mitigate them.
The biggest risk for the Charity continues to be our over-reliance on short-term and limited funding at a time when the demand for our services grows. Therefore, an important strand of the Board’s strategy is to continue to demonstrate the Charity’s ability to provide added value as an organisation and to apply for multi-year funding and more unrestricted funding whilst simultaneously demonstrating excellent outcomes and impact.
At the same time, the organisation looks to expand its income streams and look for new sources of growth, such as through the delivery of our Spring Kitchen as a Commercial Service.
We remain in the temporary accommodation which was kindly given to us by UAL. We hope to move to our permanent home sometime shortly.
7.
## **Public Benefit**
The Board of Trustees has considered the relevant guidance as required by the Charities Act 2011, and the Charity Commission for England and Wales, and is satisfied that the organisation provides considerable public benefit, as demonstrated in this report. We have referred to the guidance when reviewing our purpose and mission and in planning future activities.
In particular, consideration is given to how planned future activities will contribute to the delivery of public benefit. Thus, development activities and proposals for funding applications are presented to Trustees for approval based on their ability to meet this requirement. In making their decisions, Trustees assure themselves that all proposals target members of the community who are experiencing social exclusion based on one or more of the factors identified or are at risk of doing so.
Trustees also ensure that the outcomes of the Charity’s work and the public benefits that come from it can be evidenced through both qualitative, as well as quantitative research methodologies. Trustees also are assured that no potential barriers to participation by the target groups exist and that issues of equality and diversity have been adhered to.
8.
OBJECTIVES AND AIMS **Main Aims:**
Spring Community Hub is dedicated to achieving its aims, which are twofold:-
Overall, we will improve social inclusion and ultimately reduce financial and emotional strain upon our client group before they experience such adverse issues.
## STRATEGIC OBJECTIVES & ACHIEVEMENTS
**Objectives:** Overall / General: will achieve our aims by: -
9.
**Immediate and mid-term:** We will further our objectives by -
## **Achievements**
Among the many achievements of SCH, the following are key examples: -
10.
## CO-PRODUCTION, LEADERSHIP & DEVELOPMENT
We continue to work with our guests and partners to co-produce and develop the service and identify solutions to the challenges faced by our community.
Co-production, Growth and development have continued to be at the heart of our approach, by giving equal sharing of power, agency and decision-making with all those affected by a project, and with the local people, organisations and systems which support them. During 2022/23 we continued this work as we collaborated with participants, volunteers and other stakeholders co-designing, co-delivering and co-evaluating our projects and services.
We recognise that capacity building within communities makes them more resilient and able to adapt and respond to challenges that may arise. This also supports sustainability and creates a more long-lasting and positive impact. Our projects aim to empower individuals, address the underlying causes of their challenges, and develop and utilise their skills, experience and knowledge for the good of the community.
This will help communities to develop and manage their own solutions to the challenges they face.
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11.
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## OUR IMPACT
## CRISIS PROVISION
Our Food Bank runs sessions five days a week across four centres. On average we see 120 people per week. Our guests have the choice of culturally appropriate foods and can take home a parcel of food to last seven days.
During the year we have supported 5742 people across our various services. Specifically: 2,980 Parcels were distributed in the last year.
We have continued to increase our Referral Partners.
12.
## CLOTHES BANK
Our Clothes Bank is greatly valued by our guests as they navigate this difficult cost of living crisis. The Clothes Bank encourages the reuse and recycling of good quality second-hand clothing and new clothing. We receive donations from local people and organisations and every donation is received with gratitude.
Our Clothes Bank supported 170 Families during April 2022 to March 2023.
## COFFEE MORNING!
We’ve held a range of Coffee Mornings where we welcomed members of the Community and offered support and resources in a variety of areas, as well as sharing more about our services and methods of support.
13.
## SPRING UP WOMEN
These sessions and programmes continue to be co-produced with our guests and focused on their areas most needed, with some participating in the delivery and development.
We run most of our sessions in person with limited virtual sessions to support our Guest’s wellbeing. Programmes continue to engage and support our guests with their mental health and to enhance their confidence.
We continued to run the following classes and training sessions to help develop skills and confidence, including Recipes From Home, Budgeting and Money Management, Parenting, Sewing Class, Domestic Violence Awareness , ESOL Classes, Self Defence and Introduction to Digital Skills Courses.
We supported 69 people through our Spring Up Women + courses
Some of the feedback was:
## HOLIDAY CLUB
Holiday hunger for children in families affected by in-work poverty. When free school meals stop over the school holidays, there is an extra family meal each day to provide for and sometimes an extra breakfast, as many schools now offer a free breakfast club. Spring Holiday Club fills the gap during the school holidays.
Children can find themselves bored and lonely over the Summer holidays, often spending long periods alone.
Spring Holiday Club provides an invaluable service to these families and their children aged 0 to 16 in Southwark experiencing food insecurity during all school holidays. We find that a big part of our guests are on low income and most have no recourse to public funds (NRPF). All clients are referred to us predominantly by Children’s Centres and Primary Schools as well as local support agencies.
We provided a combination of online and face-to-face sessions. Children and their families, including those with Special Educational Needs, were invited to participate in a variety of fun learning activities such as drama, arts and crafts, drawing, painting, music, dance, multisports and other activities aimed at directly supporting children’s mental health and well-being such as fitness, yoga, gymnastics, dance and Football.
We provide culturally sensitive nutritious, healthy, and delicious cooked meals. The reason for culturally sensitive food was to celebrate the diversity of our families to provide them with a home-away-from-home experience. We get asked frequently by families where they could get healthy meal options when schools are closed as families find it difficult to provide nutritious meals in place of school lunches during the holidays.
## **Key highlights of the project - trips to Drayton Manor (Thomas the Tank Engine) and the seaside.**
Some of the feedback received from Staff and team members, Guests and Families:
Key Partners we worked with in the project ( Narrative )
- UAL
1. Tech Yard - creative and fun computing club that provides workshops on a broad
- range of creative technologies such as Web design, game design, 3D modelling and animation etc
2. Giant Dolls- a social art project which promotes creativity by making doll houses out of a shoebox
- The Money Charity - Financial workshop to enlighten the young people on planning and budgeting money leading towards financial freedom
- Bold Tendencies - hands-on creative activities such as
1. Skyline stories -creative writing and observational drawing
2. All Around Agora - centres play: a series of trust and guidance exercises leads into participants coming up with their own games.
3. Making Miniatures - It’s all about nature, homes, and plants
We ran 10 Holiday Clubs during April 2022 - to March 2023.
We have supported 1,382 children with 4,375 Meals Provided so far.
16.
## AFTER SCHOOL CLUB
Our After School Club is run from St Georges C of E Church, Southampton Way, Southwark, located on the border of Peckham and Camberwell in an area which is in the top 30% most deprived areas according to the Index of Multiple Deprivation.
We engage young people living within the West Central Southwark area, comprising the following wards Nunhead and Peckham, North Walworth, Newington, Faraday, Camberwell Green and St Giles, with a particular focus on St Giles, Camberwell Green and Peckham.
We deliver three-hour after-school sessions, three times per week which support young people to:
- **Socialise Well:** responding to our Youth Council by providing a safe space for young people to chill out and socialise.
- **Move Well:** providing regular physical activity through structured gym sessions, led by a qualified trainer, supporting them to achieve the UK Chief Medical Officer’s guidelines on physical activity for young people.
- **Learn Well:** we provide a study session with supervised time to do homework and also develop a range of life skills, focused around supporting young people to develop skills for independent living, such as budgeting and personal care.
- **Eat Well:** our team of volunteers and young participants assist in providing a hot, nutritious meal. We also facilitate workshops for young people in preparing and serving healthy food, further helping them to develop independent living skills.
Each session has a theme which unites the activities: for example, the theme of ‘Mental wellbeing’, which could focus on physical activity, life skills and food to promote positive mental health.
We work with partners, such as Southwark Pensioners Centre, Faith Groups, Schools to bring older and younger people together – something which has proved very successful over the last year, creating meaningful, lasting relationships.
We supported 110 children in after school club during April 2022 - to March 2023.
17.
## SPRING KITCHEN
Spring Kitchen provided children who attended our holiday clubs in 2022/2023 a Culturally sensitive Healthy School Standard Lunches.
We enjoyed making lunches so much and they went down so well that we’ve decided to make meals for other holiday clubs in the Southwark HAF programme too.
We think food is a chance to learn and celebrate everyone’s culture. So you can expect food from all over the world, from jerk to jollof, Chilli Con Carne and everything else in between.
During the year, alongside the above favourites, we served the likes of vegetable pasta, blackeyed beans and plantain, stir fry, curry, fish and chips, wraps and jacket potatoes. We also offer plant-based vegans and vegetarian options.
## BACK2WORK
Every person deserves to live an independent life, an opportunity to gain what they so desire and build confidence in the process.
At Back2Work we offer support and advice for people to find the right job through our sessions on employability, and work skills and discover how else we can help.
The sessions are a confidential place to share other issues we can support our guests such as housing, benefits, immigration and mental health.
In our B2W Project, we supported 116 guests and provided 12 guests with support/signposting around Mental Health and Well-Being.
Other areas of support has included: CV Workshop, Interview Techniques, Immigration, Job Search, housing, etc.
18.
## REDUCED HOUSEHOLD EXPENSES AND SUSTAINABILITY
Reduced Food Waste; Our work has a positive impact on social and environmental justice and on physical and mental health.
The principal way we achieve this is by distributing food through our food banks which would otherwise go to waste. We distributed 58,005Kg of surplus food within Southwark
This has improved the health of children and adults in Southwark. There is extensive evidence (e.g. Cena and Calder, 2020) that improved dietary choices can promote the prevention of non-communicable diseases and positively influence health.
As Fatima, one of our food bank guests, says:
## THANK YOU TO OUR PARTNERS
We would like to exress our gratitude to the following Partners:
- Southwark Council
- Impact on Urban Health
- Peter Minet Trust
- The Childhood Trust
- Mayor’s Fund
- Kitchen Social
- Rathbone
and many more who have partnered with us and made donations to support the work we that we do. THANK YOU!!
19.
OUR FINANCES
## **Our Income 2022/23 - £573,205**
|**022/23 - £573,205**||
|---|---|
|**Income**|**%**|
|Restricted Funds/Grants|57.3%|
|Unrestricted Funds/Donations|42.7%|
|Investment &/or Bank Interest (£468)|
Neg.|
## **How we spent the money we received in 2022/23 - £454.682**
|**Expenditure**|**%**|
|---|---|
|Project Service Delivery|55.4%|
|General Administration/Governance|
44.6%|
|Fundraising (>1%)|Neg,|
## **Our Reserves**
|Unrestricted|£221,295|
|---|---|
|Restricted|£51,850|
|**Total Reserves**|**£273,145**|
## **Reserves and Reserves Policy**
Spring Community Hub has followed the Charity Commission guidelines to develop a reserves policy. Namely, it has:
- Defined the nature of charitable reserves held.
- Understood the financial impact of risk.
- Reviewed its sources of income.
- Looked at future plans and commitments.
## **Restricted Funds**
Spring Community Hub delivered 9 charitable or grant-funded projects during 2022-2023. These projects were funded via restricted funds and are for the sole use of designated projects.
## **Unrestricted Funds**
These funds are expendable at the discretion of the Trustees in furtherance of the charity’s objectives and may be designated for a particular project or purpose.
The Board of Trustees reviewed the charity’s need for free reserves in line with the guidance issued by the Charity Commission.
The Current Reserves Policy, approved in March 2022, targets free reserves to be maintained at three months’ unrestricted operational expenditure. The trustees aim to work towards achieving this goal over the next three years.
20.
## CHALLENGES AND FUTURE PRIORITIES
Within the remit of our Strategic Plan 2021-2024, we set key strategic priorities for the new financial year to strengthen our ability to withstand pressures and maximise opportunities. Having reviewed our Strategic Business Plan and services as a Board we were able to identify specific lessons and challenges we had experienced as an organisation and within our community and the impact on our guests. We explored ways that we could better meet the needs of our guests and to optimise our service and identified the following:
- The impact of the cost-of-living crisis on the mental well-being of our guests and team
- The increase in demand for our services in contrast to the limitations of funding that is available
- The need to address sustainability in our practices.
Our strategic objectives remain unchanged – specifically:
- Ensuring a fit-for-purpose organisation that allows us to function effectively and
- efficiently in order to deliver on our mission and strategic aims.
- Maintaining the financial health of the organisation.
During 2023/24 our Strategic focus continues to include:
## **Impact:**
Developing and delivering services that put our guests and their futures at the heart of what we do and enable people to thrive and feel more empowered.
## **Leadership and Development**
Continue to work closely with communities to identify their perceived needs and co-designing and co-delivering projects that address these priorities. Also exploring our approach to how we continue to develop our teams, including staff and volunteers.
We have continued with our membership of Citizens UK which is a people-powered alliance of diverse local communities working together for the common good. Their work supports empowering our guests and team as they work to address the challenges our communities may be facing.
## **Financial Stability**
Continuing to develop our approach to diversifying our income streams to include corporate sponsorship, social investment and community giving in addition to grants and contracts and we have started this with the packaging of our Spring Kitchen Services.
## **Compliance, Change and Impact Measurement**
We continued to explore and develop the strategic and operational systems, processes, policies and procedures that we had in place and to ensure that we are working in a way that was most compliant and would ensure the most impact.
We also continued to develop these processes and identify better systems of monitoring and evaluation including working with internal and external consultants and specialists and this continues to be a focus.
Ensuring that our monitoring and evaluation systems and procedures continue to be robust to demonstrate the effectiveness of our work and to evidence their longer-term impacts and additionality.
21.
## **Partnerships**
Developing mutually beneficial partnerships to develop innovative services that meet the needs of individuals and communities.
## **People**
Continuing to develop staff and Volunteers to ensure that they are best able to serve the communities with which they work. We will introduce a Monthly Leadership Development Training Session for Coordinators, and continue to build on the Leadership Development/ Coaching and support for our Senior Leadership Team and training/development for volunteers.
## REFERENCE AND ADMINISTRATIVE DETAILS
Names of the charity trustees who manage the charity
|**Trustee name**|**Ofce (if any)**|**Dates acted**
**if not for whole**|**Name of person**
**(or body) entitled**
**to appoint**
**trustee (if any)**|
|---|---|---|---|
|Selina Boshorin|Chair|||
|Linda Wood|Treasurer|||
|Lisa Tharpe|Secretary|||
|Erica McQueen|Trustee|Appointed Jan 2023||
|Andy Carter|Trustee|Appointed Jan 2022||
22.
Spring Community Hub
Reg Charity. '. 1172789
Annual accounts for the period
To
Pw¢AI $
en
dale
0110412022
3110312023
Section A
Statement of financial activities
Recommended
categorle5 by
actlvlty
Unrestrlcted
fvnd
Income
fund5
Prlor year
funds
Total fvnds
Incomlng rgsour¢o$ (Notg 31
F01
F02
F04
F05
Income and
endowments
from..
D(0¥ and
cie5
Separaie m**1
Kyxr*
$1
£125.796
£33,831
£159.627
£195.673
£6,046
£113.100
£244.Y42
£515
£293,917
£328.263
£6,561
£407.017
£573,205
£2.001
£295,337
£493,211
Grants
Total
Resources expended {Notg 6)
Expendlture on:
Raising fUS
£9.7
£186,931
£196.630
£9,700
£446,082
£455.782
£10,225
£436,704
£446,929
£259,152
£259.152
Total
Net
Incom91{expenditurel
Transfers l)etween
funds
£48.312
£69,111
£117.422.96
£46.282
£67.5TI
61.577
£0
£0
Not movement in funds
£109.889
£7.534
£117.423
£46,282
Reconciliation
of funds."
Total funds g
Total funds canied
fonvard
£88,646
£5,659
£94,305
£48,023
£198.535
£13.192
£211.728
£94,305
Section B
Balance Sheet
Rostrlcted
Income
funds
Unrestrlcted
funds
Totsl thls
year
Total last
year
Fixed assets
Tangible assets
{Note 14)
Total fixed assets
Current assets
stocks
(Note 181
Debtors
{Note 19)
Cash at bank and in hand
(Note 24)
Total current assets
F01
F02
F04
F05
B1
£14,850
£0
£14,850
£14,850
£16,500
£16.500
£14,850
£0
£23.223
£0
£23,223
£15,795
B2
£416
£16,628
£17,044
£671
£178.708
£94.438
£273,145
£90,508
£202.347
£111.065
£313,412
£106,974
Credltors: amounts
fallin9 due within one
year
(Note 20)
£18,662
£97.873
£116.534
£29,169
Net Current
assets/(Ilabllitles)
£160.046
-£3.435
£156.611
£61.339
Total assets less current
Ilabllltles
£198,535
£ 13.192
£211.728
£94.305
Funds of the
Charity
Restricted funds
Unrestricted funds
£24.592
£24.592
£187.135
£211.728
£5,659
£88,646
£94,305
£187.135
£187,135
Total funds
BS
£24.592
Signed by one or two trustees
on behalf of all the Iruslees
Dale of
approval
ddlmmlyy
Signature
Print Name
LINOA &-. blcoD
25
2oz
Section C
Notes to the accounts
Income- Notes to the accounts
Sl Donation5 and Le acles
Restrided
Income
funds
Vnremrfded
funds
Total fvnds
Online Donations
Individual Donatlons
Organisation
Donatlons
Gift Aid tax reclalm
£7.884
£10.610
£24.704
2.587
£19.153
£8y2
£5,145
£3,640
'cakuknd
atE23?IX6
Donated Goods
Total
£98,517
ÉllS,796
£98.517
£159.627
£3Y031
S2Se
arate mater•al itern of income
Unrestrkted
fvnds
Income
funds
Totalfvnds
Other Income
Spring Kitchen
Billable Expenditure
8ank Interest
Total
E5
£515
£S.578
£468
£5578
£*046
£515
£4
Section C Notes to the accounts
S3 Grants
Restrirted
Imp•rt
After
S¢01
Club
Unrestrkted
funds
Purpose
Fund
Uthn
H1th
Total
fvnd5
Work
aub
Ktck5tsrt
Other
Impact on Urban
He3h
Southwark Council
The Childhood Trust
Julia and Han5
Rausing Trust
no.co)
£i&o
E88,WO
£223,120
£211
E17L398
E16.628
£S.595
£2.500
E5,510
£8,010
£9,1
£9,1(M)
London Mayo15 Fund
Arts Council
United St Saviours
The Neighbourly
Foundation
Charterhouse
Peter Minet Trust
É4.LXX)
£4.WO
£9,999
£4,000
£9.999
£4,(KX)
£5.(N))
£30,LKK)
Government Scheme
Totsl
£Z5,288
£5(M)
£25,788
É407017
É1la.LcJ
IJXK)
£.[
U6,628
£26,ÉIM
Section C
Notes to the accounts
endlture- Notes to the accounts
54 Ralsln
Fu
Unrestrkted
fvnd$
income
fund5
fvnds
Salary Contribution
Online donation
£8.560
support
Total
£L140
£0
EJ.140
£9,700
Section C
Notes to the accounts
55 Charftable Actlvities
Restricted
lrnpact
Common
Purpose
Fund
After
UNe5tsided
funds
Total
funds
Work
Health
Club
kstart
aub
Other
ActlvSties and Trips
Insurance
Office Expenses
Professional Fees
Payroll Expenses
Rent and Room Hire
Costs
Maintenance
Session Supplles
Training
Travel
£2.376
£1,250
£5.037
0594
£4.198
£17,996
£45,169
£1,250
£1.022
£22.049
£149
£484
Z8.740
£10O07
£192.9Z6
£9,6%
£1.750
£211
É44.393
£5,541
£Zi.t
£87.601
£23,803
£5,WO
£3.838
£5,224
£iS82
E22,619
E3.562
£L745
£550
£1)66
ÉL982
£38,389
£11.927
£8,714
E550
£L332
E507
£655
£13.782
£3,1
£53
E38
£2,CO)
£15
£5.918
£550
£2,703
£40
Volunteer ExpÈnse5
Equipment
Depreciation
Donated Goods
Total
£1,280
£46
£26
1,650
E91.089
£L650
L089
£14931
4250
£25003
£13014
£39,7D4
£446.LW2
Section C
Notes to the accounts
S6-Translèr Between Funds
unused fund5 for the Christmas Hampers or Hollday Club would be used for the general purpose of the charity. The
Childhood Trust Grant for Hollday Club- any unused amount coukl be transferred to be used forthe general
purpose of the charity.
unletted
Restrlcted
Chrfstmis Hamper
9,171
-£9.171
Hollday Club Donattor
Hojlday Club- The
Childhood TN$tGrant
£IIA13
411.413
-£l,SO)
olldayClub- £4.50
per cNld per day
Iran$lerr¢d to
Unre5trfrtedtowards
Sprlng Kltchen cost
Total
£38A93
£6L577
-£38A93
Section C
Notes to the accounts
Balance Sheet- Notes to the accounts
81-Tan
Ible Assets
Unrestrlcted
Restrfcted
Flxtures.
FlitirTry )Ml
Equ5pmefit
E16.500
ÉO.LX)
Nxtures.
Fitting5 and
Equlprnent
Total
BeglnnlnB of Year
Addltlons
Depredatlon
End of Year
£0
£1,649.97
£1450
£o.fy)
£1,650
4M50
82 Debtors
UnrÈstrirtÈd
Restrirted
Total
Prepayments
Other Debtors
Total
£416
£416
16.628
16.628
£16,628
E17A44
£416
B3 Cash at Bank and In Hand
Short Term Deposlts
C35h at bank and on
hand
Totsl
£51.850
£221.295
fZ73J45
84 Qeditors due wSthln one
Unrestrtcted
Restrltttd
Total
Deferred Intorn¢
Payroll Llabllltles
Other Credltors
Total
£13,4US
£3.323
£91828
f106.243
£1,934
£5.fA5
£57m
£6.979
£114534
Section C
Notes to the accounts
B5 Funds of the Cha
Unrestrltted
Income
Funds
Restrlrted
Incom•
Funds
Fund Name
Unre5trlcted
WDVP
Gardenlng
Impart on Urban Health
Warm Sp
After khool Club
T¢to1
£194535
£978
£2.350
£3.750
£3,614
£198,535
## **Independent examiner's report on the accounts**
**Section A Independent Examiner’s Report**
**Report to the trustees/** Charity Name SPRING COMMUNITY HUB **members of On accounts for the year** 31 March 2023 **Charity no** 1172789 **ended (if any) Set out on pages** 1 - 9 (remember to include the page numbers of additional sheets) I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended 31/03/2023. **Responsibilities and** As the charity's trustees, you are responsible for the preparation of the **basis of report** accounts in accordance with the requirements of the Charities Act 2011 (“the Act”). I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act. **Independent** The charity’s gross income exceeded £573,205 and I am qualified to **examiner's statement** undertake the examination by being a qualified member of Association of Chartered Certified Accountants _._
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination which gives me cause to believe that in, any material respect:
- the accounting records were not kept in accordance with section 130 of the Charities Act; or
- the accounts did not accord with the accounting records; or
- • the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
**Signed: Date:** 26[th] January 2024 **Name:** Mayowa Akinbote FCCA **Relevant professional** Association of Chartered Certified Accountants **qualification(s) or body (if any):**
**Oct 2018**
1
**IER**
**Address:** `Bote Accountancy Ltd`
```
Chartered Certified Accountants
```
```
Winton House, Stoke Road, Stoke on Trent, ST4 2RW
```
## **Section B Disclosure**
Only complete if the examiner needs to highlight material matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners).
**Give here brief details of any items that the examiner wishes to disclose** .
None
**Oct 2018**
2
**IER**