## **The Magpie Project**
**Trustees Annual Report and Unaudited Financial Statements Year ended 30 June 2022**
Charity registration - 1176267
**Year ended 30 June 2022**
**The Magpie Project** Annual report and financial statements
## **Contents**
|**Contents**||
|---|---|
|Legal and administrative information|4|
|Trustees annual report|5|
|Objectives and activities|5|
|Achievements and performance in the year|6|
|Partnerships and collaborations|8|
|Organisational development|9|
|Plans for the future|12|
|Structure, governance & management|13|
|Financial review|14|
|Statement of Board of Trustees’ responsibilities|15|
|Independent examiner’s report|16|
|Statement of fnancial activities|18|
|Balance sheet|19|
|Notes to the fnancial statements|20|
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**The Magpie Project** Annual report and financial statements
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## **Legal and administrative information**
Charity name
The Magpie Project
Charity registration no.
1176267
Registered office and contact details
Forest Lane Lodge Magpie Close, Forest Lane London E7 9DE
Trustees
Anubha Anand Sveta Alladi-Sekidde Therese Bynon Paula Reily Samantha Ward (appointed 12 July 2022) Brenda Achora (appointed 12 July 2022) Harmit Ahluwalia (resigned 22 March 2022) Aimee Dorsett-Browne (resigned 15 July 2022) Gulshun Rehman (resigned 18 October 2021)
Chief Executive Officer
Jane Williams
Chief Financial Officer
Amy Ross
Independent examiner
Andy Nash Accounting & Consultancy Ltd Units 24 & 25 Goodsheds Container Village Hood Road Barry CF62 5QU
Bankers
HSBC Bank plc 15 The Mall Stratford E15 1XL
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**The Magpie Project** Annual report and financial statements
## **Trustees annual report**
The Board of Trustees submit their annual report and the financial statements of The Magpie Project for the year ended 30 June 2022.
The Board of Trustees confirms that the annual report and financial statements of the Charity comply with current statutory requirements, including the Charity Act 2011, as well as the requirements of the Society’s governing document and the provisions of the ‘Charities SORP (FRS 102) - 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) second edition (effective 1 January 2019)’, and the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
## Objectives and activities
## Objectives
The objects of the Charity are: The prevention and relief of poverty for families with young children living in temporary accommodation or at threat of homelessness in Newham and adjacent boroughs – in particular, providing a space to play and learn, and for parents to gain professional advice and form social networks in order to alleviate immediate difficulties, seek solutions to address their need and reintegrate into existing universal services.
We support insecurely or temporarily housed families with children under 5 living in Newham and surrounding boroughs. Our mission is to make life better – materially, socially, and emotionally – for families and ensure that young children do not suffer long-term negative consequences because of their housing situation. We do not try to solve the complex web of issues faced by our families, which are beyond our remit and involve many other agencies; rather we aim to put a safety net under them, decrease their social isolation, increase their resilience, and reduce the prospect of them getting into deeper difficulties further down the line.
Our vision is for happier, healthier children, being positively parented by socially integrated and wellinformed mums who feel more in control of their situation.
## Activities
We work to achieve these objectives by providing a twice-weekly stay-and-play session for women with children under 5 living in temporary or insecure accommodation. We pay for travel to and from the project, provide a healthy home-cooked lunch, and offer a baby bank of nappies, clothes, and other essentials. While their children enjoy creative indoor and outdoor play, make friends, and develop their social skills, supported by early years volunteers, mothers can access advice and support on a range of issues including housing, immigration, physical and mental health, parenting, employment readiness, domestic violence, female genital mutilation, and more.
We act as the mothers’ information point and social network at a time when theirs has been depleted by frequent moves, life changes and poverty, and build relationships with referrers, community groups and other local organisations who can help and support mothers as they begin to tackle the complex web of crises relating to their housing insecurity. We signpost families in need of additional support to universal or targeted services that they may otherwise be unaware of or feel unable to access. We also work to raise the voices of mothers living in temporary accommodation so as to influence policy relating to No Recourse to Public Funds, Section 17, and other issues which directly affect them.
## Public Beneft Statement
The Trustees confirm that they have complied with the duty in section 4 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit, ‘Charities and Public Benefit’.
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Achievements and performance in the year
## Service Delivery
The last year has seen a welcome return to ‘normal’ service delivery, following the disruption caused by the pandemic. This year has also been a period of growth for the project: growth in the number of families we are supporting, in the number of organisations we are partnering with, in our advocacy and voice work, and in the range of activities we are offering across the week. Our weekly schedule now includes an offering for mums and minis on every day of the week:
||**MONDAY**|**TUESDAY**|**WEDNESDAY**|**THURSDAY**|**FRIDAY**|
|---|---|---|---|---|---|
|am|Drop-in stay-and-
play session with
casework support
from The Magpie
Project, Shelter,
and LBWP|Graduation
Programme –
advice, skills
and coaching for
mums who are
ready to move on
from theproject|Drop-in stay-and-
play session with
casework support
from The Magpie
Project, Shelter,
and LBWP|Newham Nurture
– a project we co-
produced project
with NCT helping
BAME women
thru pregnancy &
babies’ frst 2yrs|Singing with our
partners London
Rhymes|
|pm|Workshops (crafts,
mending, yoga,
dance, meditation,
and childhood
development
topics)|Form-flling
session to help
mums with online
applications for
benefts, housing,
school places, etc|Workshops (crafts,
mending, yoga,
dance, meditation,
and childhood
development
topics)|Plans to launch
a ‘Magpie mums
takeover’ where
mums run their
own sessions with
a small budget
from us|Fortnightly
meeting of our
mums’ Leadership
Team and CEO,
discussing
strategy, advocacy,
and keydecisions|
This year we are particularly proud to have launched our Graduation Programme, an 8-week course aimed at mums who have been granted Leave to Remain in the UK and are eligible to receive public funds, including housing and benefits, and/or enter work, education etc. The course covers practical support around setting up a bank account, applying for benefits and housing, writing a CV, plus digital skills and computer literacy, as well as coaching around stepping down from crisis and setting goals. At the end of each course the mums receive a laptop to help them with their onwards journey. The programme has been a huge success: 31 mums have ‘graduated’ over 3 cohorts, many of them going on to education, training, volunteering, and work. We also successfully launched ‘Newham Nurture’, a service that was co-designed by Magpie mums along with the National Childbirth Trust and Alternatives Trust to support BAME women through pregnancy and the first two years of childhood. These sessions now run throughout the week at locations across Newham.
We have also launched a weekly form-filling session where mums can be supported by trained volunteers to make online applications, read letters, and complete other administrative and/or online tasks. These sessions have freed up capacity within our drop-in stay-and-play sessions as we can refer these needs out to our form-filling sessions, keeping the drop-ins for more urgent casework for families in crisis around housing, immigration, and domestic violence.
## Numbers Supported
During the year, we supported around 320 families with children under 5 living in temporary or insecure housing in Newham and surrounding boroughs. At each of our twice-weekly stay-and-play sessions we see an average of 45 families (110 individuals), with the highest over the last year being 75 families in one day. An average of 7 new families are referred to us each week, the majority coming through word-of-mouth between mums. All new families who come to us have a registration meeting with our Casework Manager, whose first job is to make the necessary referrals to ensure that families are connected to and accessing the support they need and to which they are entitled. Referrals are typically made to children’s centres, foodbanks, Shelter, London Black Women’s Project, Early Help, Newham Nurture, Praxis, RAMFEL, Duncan Lewis Public Law; as well as safeguarding referrals, talking therapy referrals, and other more specialist support.
While demand for our services continues to rise, our aim is to maintain the number of families we are supporting rather than grow exponentially. This is why we are putting extra resources into moving people on from the project once they become eligible for other forms of support. We do this through the Graduation Programme, which supports women once they receive leave to remain to access housing, benefits, and
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move towards employment, volunteering and training, and our form-filling sessions where mums can get support from volunteers to make applications and access other online services. We regularly turn down opportunities to add additional activities to our core work, in order to maintain our boundaries and not expand beyond what we can safely provide. There is more information on this in our ‘learning’ section later in this report.
## Policy, communications, and advocacy
When setting up the project we originally set out to meet the immediate needs of families experiencing homelessness or insecure housing; however, we quickly realised we also needed to address the policy and service environment in which our families were seeking and being denied support. Our advocacy is grounded in safety and trust, built through our trauma-informed and person-centred approach, and journeying with mums through every step of their story. It is through and from these relationships that we derive our legitimacy to speak on the issues affecting their lives and, where possible, and safe, support mothers to tell their own story in at the highest tables of power.
Over the past year our communications and advocacy work has included being part of a Newsnight investigation on the health hazards of substandard accommodation for many children in the UK, as part of our work with University College London and the Queens’ Nursing Institute. We have also worked to push the voices of our mums, who are experts by experience and have much to offer in the way of designing solutions as well as offering personal insights into the experience of living in temporary accommodation. Over the last year they have sat on panels for Crisis, Shelter, and the Early Years Forum in Newham, briefed MPs Stephen Timms and Lyn Brown on NRPF, attended regular meetings with the Mayor of Newham on Section 17 support, and engaged with policy makers including the Runnymede Trust, Equality Trust, and Amnesty International. We are extremely careful to protect, scaffold and safeguard our mums in these interactions, which may not always be designed with people with direct experience of temporary accommodation, and its associated impacts, in mind.
For our advocacy and change work we work with partners – including those to whom we refer families for individual support – to raise and address the systemic issues that we see in our case work. For example, in the last year we have been working with Duncan Lewis Public Law to support mums living in appalling circumstances in Migrant Help accommodation run by Clearspring Readyhomes to raise their experiences at a higher level. In future we would like to support mums and a public law firm to take a class action and secure something into case law for Migrant Help and the Home Office’s monitoring of their subcontractors including Clear spring. As part of this work, the Mayor of Newham Rokhsana Fiaz and a Magpie mum took part in a TV news piece and wrote a letter to parliament to advocate for our families.
Drawing on our casework we have also alerted Public Health Newham to the plight of asylum-seeking families living in hotels in the south of the borough. There are now regular meetings with Alternatives Trust, Newham Nurture, Care for Calais, and other organisations to help the children’s centres, GPs, and CYPS meet the needs of these families. We are also working with Newham’s housing team on pathways from Migrant Help and Children’s and Young Persons Service into the homelessness service.
## Challenges
Among the challenges of the past year has been the reduced capacity of some of our key partners, especially immigration services such as London Black Women’s Project, Praxis, and Project 17. These organisations are experiencing the double impact of funding cuts plus a re-prioritisation of resources towards ‘emergency’ work such as stopping flights to Rwanda, rather than the everyday challenges of improper housing. Children’s centres also continue to experience budget cuts and pressure to expand their services away from early years, in order to plug gaps in other sectors. The health visiting team in Newham is also severely under-staff and under-resourced. All this makes it increasingly difficult for us to hand over casework to other specialist organisations, and/or trust that families will be appropriately supported once we refer them on. The impact of this is that we end up holding onto families and families end up stuck in crisis for longer, while we wait for resources to become available.
We have also experienced a drop in our volunteer numbers: several long-term volunteers chose not to return after the pandemic and others have become less available as working patterns shifted. To address this, we are putting additional resources into recruiting, training, and supporting ‘Magpie mums’ who have either graduated through our programme or whose children have started school, to come back and volunteer with us. These mums require particular support to help them transition from service user to volunteer, however we hope that in time they will be the majority of our volunteer group. We are working with our ‘mums on maternity leave’ volunteers (mums from the local community with their own young children) to encourage
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## **The Magpie Project**
them to draw our families out to other community offers, such as children’s centres, the Discover Story Centre, and local parks, to build Magpie mums’ confidence and knowledge and also manage capacity in our drop-in sessions.
## Partnerships and collaborations
## Professional support
We prioritise partnering with specialist organisations wherever possible, rather than replicating their services in-house. Over the past year we have partnered with the following organisations to help support our families:
**•** Shelter: 1 day/week specialist housing adviser embedded in our drop-in sessions.
**•** London Black Women’s Project: although they sadly do not have the capacity to embed a caseworker within the project, we continue to have a very strong referral partnership on domestic violence and immigration issues.
- Kay Rowe Children’s Centre: 1 day/week family support worker embedded in the project to help with
- early years support, nursery applications, etc.
- Local health visitors: we have struggled to return to the 1 day/week embedded health visitor we had
- pre-Covid, however they try to come to one session per month.
- Community Navigators: 1 day/week Community Navigator embedded within the project to support
- with applications, paperwork, signposting, and referrals.
- University of East London: We benefit from social work student placements embedded within the
- project during the year, who support with casework and referrals.
**•** Happy Baby Community, BEAM, and Routes Mentoring all help to deliver our graduation programme, as well as other local organisations who support mums into work, training, or education.
This professional support was all given freely, with an estimated value of over £30,000.
## Creative collaborations
We are also incredibly lucky to partner with several organisations that help to meet our families’ basic needs and contribute to their lives and experiences through creativity and play:
**•** Bethany Williams London: We continue to work closely with Bethany Williams to showcase the stories and creativity of our families, including an exhibition featuring our partnership at the Design Museum in London.
**•** London Rhymes: Our weekly singing and music-making sessions have led to Magpie families performing in a music video for a song they co-wrote with London Rhymes, and their songs being performed at a special show in London which families received free tickets to.
**•** Craft Council: Families have taken part in craft workshops at our sessions and at the Craft Council head office.
**•** Streetwise Opera: Writing and performing a number of songs inspired by the experiences of Magpie mums and minis, with world-class opera singers and musicians.
Some of these partnerships were grant-funded, however we are very grateful to those collaborators who gave their time for free, at an estimated value of £6,000.
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Donations
Over the last year we have received the following donations:
- Food: Twice-weekly deliveries of surplus food from City Harvest that we turn into delicious, freshly
- prepared breakfasts and lunches for families.
**•** Experiences: 15 weekly tickets for Magpie families to enjoy a ‘Story Sandwich’ at Discover Centre Stratford; 100 free tickets from Westfield Stratford London for Magpie minis to meet Santa!; tickets for 20 families to see the Christmas pantomime at Stratford Theatre Royal.
**•** Shopping vouchers, buggy covers, clothes, shoes, toys, sanitary products, toiletry, and make-up items, from organisations such as 52 Lives, Marks & Spencer’s, Waitrose, Children’s Salon, Afrocenchix, AHMM, Bancroft Rugby Club, West Ham Supporters Foodbank, Clapton FC, and local schools.
- Equipment: Laptops for mums ‘graduating’ from our Graduation Programme from Digital Skills and
- Computers4Charity.
- Christmas gifts and hampers from Westfield Stratford London, AAA, Hasbro Gaming, and members
- of the local community.
- New clothes from Westfield London.
- Clothes, buggies, slings, moses baskets, toys, and countless other items from the local community.
The estimated value of these items (even if bought second-hand), exceeds £75,000.
## Pro bono local support
We would like to thank the following organisations who helped with fundraising, events, mentoring, trustee recruitment, connections, and more: Clapton Community Football Club, West Ham Supporters Foodbank, Bancroft Rugby Club, Enabled Living, Black Swan, Westfield Stratford London, Man Group plc, LinkCity Buoygues, Active Newham, Wanstead and Forest Gate WIs, Number 8 Emporium, Wanstead Tap, Woodgrange Market, 52 Lives, The Challenge Network, ELBA, Bethany Williams, BEAM, Discover Stratford, Stratford Circus, Stratford Royal Theatre, CPRE Rural Rides, and local schools. We also received specialist advice and support from Muf Architects, Mann Group plc, IPE Developments, Pettyson & Prestwich, independent property lawyers, surveyors, and structural engineers. This support was all given freely, with an estimated value of over £20,000.
The total value of in-kind support we received is estimated to be approximately £120,000.
## Organisational development
## Internal leadership
This year we have consolidated the role of our ‘Leadership Team’ in our internal governance and our advocacy work. This is a group of 12 mums who have either journeyed through the project or are still being supported by us, who work with the CEO to make key decisions about the charity. Since January 2022 the group has met fortnightly with the CEO and has moved forwards in formalising its role through developing terms of reference, creating several sub-committees (safeguarding, housing, early years, fundraising, etc), and coming up with three priorities through which all of the project’s external voice work will be filtered:
- Achieving basic minimum standards of housing for children under 5 who are placed in emergency or
- temporary accommodation (for example, access to private cooking and bathroom facilities);
**•** Achieving equal treatment for all mums and children regardless of their circumstances (including training for local authority frontline workers on trauma and the impacts of temporary accommodation on under-5s);
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- ‘Our Stories, Our Solutions’ – ensuring that women living in temporary accommodation are recognised
- for the solutions that they bring, and not just used for their experiences.
The group has recently secured some of its own funding to pay for creche provision during its meetings and some training around campaigning, media, and ESOL for social change. The next step for this group is to consolidate links with the project’s trustee board, for reporting and accountability but also to pave the way for a member of this group or another Magpie mum to eventually sit on the board.
## Team update
We have broadly maintained our staff team this year, increasing hours for our Casework Manager and Graduation Manager to meet increasing demand, and we are currently recruiting for a Referrals and Administrative Assistant to alleviate some of the administrative workload across the team. We have intentionally designed this as a first or second job, with a focus on developing digital and interpersonal skills, to make it a good fit for some of the mums who have graduated from our Graduation Programme. This is in line with our ambition to bring more lived experience of homelessness and the hostile environment into our staff body.
## Governance
Our trustee board has continued to see some movement over the last year. Of the six new trustees that joined us in March 2021, two have since resigned for health and personal reasons, including our Chair. The good news is that the four who remain have fully settled in and are proving invaluable in sharing their expertise around safeguarding, financial management, communications, community engagement, and other areas. In July 2022 we recruited two new trustees, both of whom have previously either volunteered with us or been part of the staff team, one with expertise in compliance, diversity, and anti-racism, and the other in volunteer management and development. We are in the process of recruiting a new Chair and are working with Trustees Unlimited to help us with this. In the meantime, we have an Interim Chair from the current trustee board.
## Systems
We have continued to develop our use of Salesforce for our data, casework, and contact management. We are successful utilising the bespoke data capture forms that were created for us last year to record indepth information about the families we support and are using this to track our engagement with them and our support. A recent external evaluation conducted as part of our end-of-grant reporting for the National Lottery Community Foundation revealed that there is still some work to do to make sure we are utilising this data as a knowledge management tool, to understand our overall activities and impact. In other words, we are using it well to aid our support of mums and minis, but need to do more to ensure it is also a valuable tool for the project as a whole.
## Safeguarding
We have continued to develop our approach to safeguarding over the past year. Our safeguarding committee – led by our safeguarding lead on the trustee board, who is a paediatrician and the safeguarding lead for looked-after children across Newham, and a member of our mums’ leadership team – have been developing two key workstreams:
- An interrogation with mums of how cultural expectations and structural racism play into conversations
- and expectations around parenting, care, and safeguarding. From this we hope to create more nuanced guidelines and training which bridge the gap between the existing notion of safeguarding on the one hand and the reality of mums’ lives on the other, while maintaining non-negotiable hard lines which keep children safe.
- Trying to change the narrative in traditional approaches to safeguarding around ‘parental neglect’,
- and encourage other safeguarding practitioners (social workers, nursery staff, etc) to consider the impact of homelessness and destitution on parents’ ability to meet the standards expected of them.
Both workstreams are inspired by the experiences of Magpie mums who have been judged against safeguarding expectations that are either unfamiliar to them, or unattainable because the conditions in which they are housed prevent them from being able to feed, clean, potty train, or keep their children safe to the standard expected of them by authorities, as well as their own aspirations for how they would
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wish to care for their children. We hope to shift blame away from parents who are doing their very best in appalling circumstances, and onto local authorities and other service providers who are failing to provide a safe environment for families, and in turn shine a light on mums who are doing their very best to parent their children in extremis.
Contrary to typical safeguarding approaches which are about judging or telling and can lead mums to disengage with services leaving children even more vulnerable, our own approach is one of ‘unconditional positive regard’ which puts priority on building trust and making sure that families keep coming back to us, as that is when we can have the most impact. This approach does not jeopardise our regulatory duty to report safeguarding concerns but enables us to continue to do this with the permission and knowledge of mums wherever necessary, while at the same time working alongside them to shift behaviour and improve circumstances through trust and support. We continue to use our ‘Magpie Watch’ system to monitor concerns about any of the women or children we are supporting and utilise the appropriate routes for reporting where necessary.
## Resilience and sustainability
While the project itself remains financially resilient and sustainable, the resilience of individual staff members remains a key priority and concern. Our recent staff training day focused on mental health and wellbeing and how we support each other to stay healthy and emotionally stable in the face of what is likely to be a very difficult winter for front-line organisations. We are supported in this work by our TAME psychologist who is available for all staff members throughout the year to speak to confidentially about any aspect of work that they are finding difficult. We also continue to prioritise our reflective practise at the end of each drop-in session, where staff and volunteers are supported to process anything particularly challenging that has happened that day to minimise the build-up of residual stress. Our work in the ‘In Safe Hands’ pilot is also helping us to think about the way that trauma-informed practise can help to protect and safeguard our staff and volunteers.
## Our learning
Over the past year we have learnt that:
1. We are never going to be able to fully meet the need around temorary and insecure accommodation for mums and under 5s. Given this, we need to be smarter about how we are working, including:
- Partnering with other specialist organisations to share our resources and extend the network of
- support that our mums are able to access;
- Sharing our learning with other organisations to spread best practise particularly around trauma-
- informed care, co-development and voice;
- Holding statutory bodies to account for delivering the services they are set up to provide, and the
- treatment with which they treat people seeking support;
- Creating additional capacity through our form-filling sessions to take some of the administrative
- support needs out of our urgent casework sessions;
**•** Re-drawing our boundaries – particularly after we extended into additional services such as foodbank provision during lockdowns – and not over-reaching our charitable purpose, in order to protect the resources and capacity of our staff;
- Practising clear boundaries with our mums so that they do not have to put in extra work to try and
- secure support that we are not able to provide.
2. Recovery from lockdown is a long-term process that is still acutely affecting our families. Services and access to services have changed dramatically since lockdown, such as the whole-sale shift to GPs being accessed almost completely online. Just as we have struggled to get embedded partner services back into our drop-in sessions, families are struggling to adapt to this new way of working, particularly in terms of data access and digital literacy. We are also still seeing the acute damage caused by lockdowns to child development, especially around language and social communication, for children in this cohort. This is playing out in presentations of possible autism – especially in children coming to our play sessions for the
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first time – which in many cases turn out to simply be a lack of play and social integration. This underlines the need for us to continue centring the experiences of children within our sessions, as these are often the only play environments children have access to.
3. Integrating our mums into the leadership and governance of the organisation is complex. Many of the mums in our Leadership Team, even those who are chronologically furthest from their crisis, are still deeply traumatised by their experience of homelessness and destitution. As we try to build their confidence, resilience, and leadership capability and integrate them into the organisation’s leadership and governance, we need be careful that we are sharing our power but not our work. For example, making sure there is always a seat at the table for someone with lived experience of homelessness when we speak on panels, but keeping them out of the firing line when there is still work to do to make certain spaces safe for them to speak in. This is an ongoing work in progress but also an area we are very proud of.
## Plans for the future
At the time of writing this report, the cost-of-living crisis is the biggest challenge facing our families. While most of our families are not responsible for their own gas and electricity bills (either being housed by the council or Home Office or renting privately where utilities are included in the rent), all our families are affected by rising food prices and we can assume that all types of accommodation will be colder this winter, as government subcontractors and private landlords alike seek to control their energy bills. As a staff team we are working out how we can alleviate the financial pressure on families already struggling to adequately feed and clothe themselves and their children. Some ideas we are considering are distributing vouchers to help with the cost of buying food and clothes and extending our open hours to provide a warm space for families during the week.
Some key strategic opportunities for us over the coming year include our participation the ‘In Safe Hands’ pilot led by AVA, developing a ‘community of best practise’ around trauma-informed work with women and girls; and our advocacy work funded by Trust for London, which includes prioritising and creating platforms for experts-by-experience to lead – rather than just inform – policy around temporary accommodation. We are still in the process of negotiating our move to a larger building and this remains a priority for the coming year. According to the latest timeline, Newham council will complete their initial works by summer 2023, and we will then be able to start fitting out the space according to our needs. While this has been a disappointingly slow process, we are somewhat relieved not to be taking on the leasehold this winter, given the spiralling energy costs!
As we look ahead beyond our funding from the National Lottery, our priorities are as follows:
**•** Consolidate: Make sure we can achieve what we are setting out to do over the long term with enough capacity, staff, volunteers, training, and resources. This includes making sure our governance and funding keeps pace with our growth and the complex nature of our work.
**•** Co-produce: Remain true to our method of relationship-based practice and co-production. This means embedding and prioritising the choice, trust, and feedback of mums at every stage.
**•** Codify: Codify our practise through continuous learning and evaluation, to ensure our own succession planning and establish the capacity ability to scale our work - not through physical expansion but through consultation and training of other organisations in our best practise.
**•** Change: Working towards systems change rather than simply plugging the gaps that the flaws in the current system create. This includes our work around voice, policy, legal challenges, and external communications.
**•** Continuation: Ensure that the above work includes an awareness of succession planning, increasing involvement, employment, and governance by Magpie Mums. This includes our leadership team, graduation pathways and codifying practice as above.
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## SWOT Analysis
Strengths
- Experienced and stable staff team
- Positive funding and financial position
- Strong community engagement
- Good press and media profile
- Growing policy work
- Strong professional partnerships
## Weaknesses
- Space (mitigation: move to new building)
- Succession planning (mitigation: training
- and support of mums’ Leadership Team)
- Data and impact measurement through
- Salesforce (mitigation: internal training with external support) **•** Loss of regular volunteers (mitigation: recruitment, training, and support of Magpie mums)
- Skilled board members
- Best practise safeguarding approach
- supported by expert trustee
- Better ‘goodbyes’ through the Graduation
- Programme
Opportunities
- Moving to a new building
## Threats
- Increase in demand for support
- Developing volunteering and work **•** Deepening poverty caused by cost-of-living
- experience opportunities for mums within the crisis project **•** Continuation of hostile environment and
- **•** Growing role for mums’ Leadership Team in reduction in legal support for housing issues direction and governance of the project (priority shifting towards deportation flights and Rwanda policy)
- **•** Enhancing trauma-informed practise through In Safe Hands pilot **•** Movement of families out of borough **•** Consolidating lived-experience in policy **•** Reputational risk around diversity and area through Trust for London funding inclusion
## Structure, governance & management
The Magpie Project (the “Charity”) was constituted as a Charitable Incorporated Organisation on 13 December 2017, when it was registered with the Charity Commissioners for England and Wales as Charity No. 1176267.
## Organisational Structure
The board of trustees (the “Trustees”) administers the Charity. They meet termly to make strategic decisions. The day-to-day running of the Charity is delegated to the Chief Executive Officer (“CEO”).
The operational structure consists of a Founder/CEO, Chief Financial Officer, Case Work Manager, Play Manager, Graduation Manager, and Session Assistant. A Leadership Group of women who use the charity actively participates in decision-making and setting strategy, alongside the CEO.
## Selection and appointment of Trustees
Trustee recruitment is an open process conducted by existing charity trustees through public advertising and the East London Business Alliance board match. Apart from the first charity trustees, each trustee is appointed for a term of three years by a resolution passed at a properly convened meeting of the Trustees. In selecting individuals for appointment as charity trustees, the Trustees must have regard to the skills, knowledge and experience needed for the effective administration of the Charity.
Charity number 1176267
13
**The Magpie Project** Annual report and financial statements
**Year ended 30 June 2022**
## Trustee Induction and Training
The Trustees make available to each new charity trustee, on or before his or her first appointment: a) a copy of the current version of the constitution, b) a copy of the Charity’s latest Annual Report and statement of accounts, and c) a copy of the Charity Commission’s trustee welcome pack and guidance (CC3) on the responsibilities of a charity trustee.
## Risk management
The Trustees regularly review the key financial, operational, strategic, reputational, and safeguarding risks facing the Charity. A risk register is maintained and updated annually. Over the course of the reporting year, trustees considered the key risks to be those relating to overcrowding of play sessions due to the space limitations in our current building, and staff wellbeing, resilience, and capacity. The trustees worked with the CEO to put in place plans to address these risks.
## Financial review
## Investment and Reserves policy
The trustees aim to maintain free reserves in unrestricted funds of between three and six months of total expenditure. The trustees consider that this level of reserves will provide sufficient funds to continue delivering the core work of the charity in the case of declining income or increasing expenditure, while alternative funds are sought. The level of reserves held throughout the year will be monitored termly, and the level of free reserves to be held will be reviewed on an annual basis.
The Trustees have agreed to continue to designate £60,000 of unrestricted reserves towards the potential capital costs of relocating to a new building in 2022-23, which is incorporated in these accounts.
## Financial position
Having accumulated surplus unrestricted funds in the previous financial year, when national lockdowns impacted service delivery and our income significantly outstripped expenditure, the negative in-year balance during this financial year was a planned deficit in order to bring reserves in line with our policy.
Our financial position remains strong. The majority of our funding remains unrestricted (72% in 202122 compared to 56% in 2020-21), with 60% coming from trusts and foundations, 30% from community fundraising, and 10% from corporate donations. Both community and corporate fundraising streams have largely been reactive since we first started and derive mainly from word-of-mouth and our public profile with local businesses including Westfield Stratford. As we look ahead to a projected increase in our expenditure in coming months and years – as a result of occupying a larger building and increasing our staff team to meet demand – we will be investing in a more proactive fundraising strategy in both of these areas, alongside continued fundraising from trusts and foundations.
## Funders
We are incredibly grateful to the funders who have supported our work over the year. They include: The National Lottery Community Foundation, Tudor Trust, Lloyds Bank Foundation, Social Venture Partners London, Vitol Ltd, Waitrose Ltd, and Amazon Online Giving Foundation. A list of funders who have supported us with restricted grants can be found at the end of these accounts.
Charity number 1176267
14
**Year ended 30 June 2022**
**The Magpie Project** Annual report and financial statements
## Statement of Board of Trustees’ responsibilities
The Trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and regulations. Charity law requires the Trustees to prepare financial statements for each financial year. Under that law they are required to prepare the financial statements in accordance with UK Accounting Standards and applicable law (UK Generally Accepted Accounting Practice), including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland.
Under charity law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Charity and of the excess of income over expenditure for that year. In preparing these financial statements, the Trustees are required to:
- select suitable accounting policies and then apply them consistently;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material
- departures disclosed and explained in the financial statements; and,
- prepare the financial statements on the going concern basis unless it is inappropriate to presume
- that the Charity will continue its activities.
The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charity’s transactions and disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011. They have general responsibility for taking such steps as are reasonably open to them to safeguard the assets of the Charity and to prevent and detect fraud and other irregularities.
The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the Charity’s website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. In addition, the Trustees confirm that they are happy that content of the annual review in pages 6 to 15 of this document meet the requirements of the Trustees’ Annual Report under charity law.
They also confirm that the financial statements have been prepared in accordance with the accounting policies set out in the notes to the accounts and comply with the Charity’s governing document, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with FRS 102, The Financial Reporting Standard applicable in the UK and Republic of Ireland published on 16 July 2014.
This report was approved and authorised for issue by the Board of Trustees on 16 December 2022 and signed on its behalf by:
## Anu Anand
Anu Anand (Jan 7, 2023 16:17 GMT)
## **ANUBHA ANAND CHAIR OF TRUSTEES**
Charity number 1176267
15
**The Magpie Project** Annual report and financial statements
**Year ended 30 June 2022**
## **Independent examiner’s report**
I report to the Trustees on my examination of the accounts of The Magpie Project (Charity number 1176267) for the year ended 30 June 2022 which are set out on pages 18 to 32.
## Respective responsibilities of trustees and examiner
The Charity’s Trustees are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (the Charities Act). The Charity’s Trustees consider that an audit is not required for this year under section 144 of the Charities Act and that an independent examination is needed.
It is my responsibility to:
- examine the accounts under section 145 of the Charities Act;
- to follow the procedures laid down in the general Directions given by the Charity Commission under
- section 145(5)(b) of the Charities Act; and,
- to state whether particular matters have come to my attention.
This report, including my statement, has been prepared for and only for the Charity’s Trustees as a body. My work has been undertaken so that I might state to the Charity’s Trustees those matters I am required to state to them in an independent examiner’s report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Charity and the Charity’s Trustees as a body for my examination work, for this report, or for the statements I have made.
## Basis of independent examiner’s statement
My examination was carried out in accordance with general directions given by the Charity Commission. An examination includes a review of the accounting records kept by the Charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the Trustees concerning any such matters.
The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below.
## Independent examiner’s statement
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
- accounting records were not kept in respect of the Charity as required by section 130 of the Act; or
- the accounts do not accord with those records; or
**•** the accounts do 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.
Charity number 1176267
16
**Year ended 30 June 2022**
**The Magpie Project** Annual report and financial statements
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.
## **ANDREW PHILIP NASH ACA**
## **MEMBER OF THE INSTITUTE OF CHARTERED ACCOUNTANTS IN ENGLAND AND WALES – 2461833**
## **DATED: 6 JANUARY 2023**
Andy Nash Accounting & Consultancy Ltd Units 24 & 25 Goodsheds Container Village Hood Road Barry CF62 5QU
Charity number 1176267
17
**The Magpie Project** Annual report and financial statements
**Year ended 30 June 2022**
## **Statement of financial activities**
For the year ended 30 June 2022
|**Notes**
**Income from:**
Donations & legacies
3
Other income
**Total income**
**Expenditure on:**
Raising funds
4 & 5
Charitable activities
Support for mums
4 & 6
Total charitable activities
**Total expenditure**
**Net income/(expenditure)**
**Transfers between funds**
**Net movement in funds**
**Reconciliation of funds:**
Total funds brought forward
10 & 11
Total funds carried forward
10 & 11|**Unrestricted**
**Restricted**
**Total**
Total
**Funds**
**Funds**
**Funds**
Funds
**2022**
**2022**
**2022**
2021
**£**
**£**
**£**
£
158,769
85,966
**244,735**
365,385
-
1,400
**1,400**
3,003|
|---|---|
||**158,769**
**87,366**
**246,135**
368,388|
||34,462
3,578
**38,040**
3,094
160,126
112,625
**272,751**
241,850|
||**160,126**
**112,625**
**272,751**
241,850|
||**194,588**
**116,203**
**310,791**
244,944|
|||
||**(35,819)**
**(28,837)**
**(64,656)**
123,444
(675)
675
**-**
-|
||**(36,494)**
**(28,162)**
**(64,656)**
123,444
216,420
41,511
**257,931**
134,487|
||**179,926**
**13,349**
**193,275**
257,931|
The notes on pages 20 to 32 form part of the financial statements.
Following a review of the financial structure during the year the cost allocation model has been reviewed to ensure costs are accurately recorded against the activity to which they should be attributed. As a result the Charity has chosen to represent the prior year figures using this model however total expenditure remains unchanged.
Charity number 1176267
18
**Year ended 30 June 2022**
**The Magpie Project** Annual report and financial statements
## **Balance sheet**
As at 30 June 2022
|**Notes**
**Fixed assets**
Tangible assets
8
**Current assets**
Debtors
9
Cash at bank and in hand
**Total current assets**
**Creditors**
Amounts falling due within
one year
10
**Total net assets**
**Funds of the charity**
Restricted income funds
11 & 12
Unrestricted funds
Designated funds
General funds
Unrestricted funds
11 & 12|-
218,825|**Total**
**funds**
**2022**
**£**
**571**
**218,825**
**(26,121)**|
41,342
222,631|Total
funds
2021
£
-
263,973
(6,042)|
|---|---|---|---|---|
||60,000
119,926||
60,000
156,420||
|||**193,275**||257,931|
|||**13,349**
**179,926**||41,511
216,420|
||||
||
|||**193,275**||257,931|
The notes on pages 20 to 32 form part of the financial statements.
These financial statements were approved and authorised for issue by the Board of Trustees on 16 December 2022 and signed on their behalf by:
## Anu Anand
Anu Anand (Jan 7, 2023 16:17 GMT)
## **ANUBHA ANAND CHAIR OF TRUSTEES**
Charity number 1176267
19
**The Magpie Project** Annual report and financial statements
**Year ended 30 June 2022**
## **Notes to the financial statements**
## 1. Accounting policies
## **Basis of preparation of the financial statements**
The financial statements have been prepared in accordance with ‘Charities SORP (FRS 102) - 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) second edition (effective 1 January 2019)’, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), including Update Bulletin 1, and relevant charities law.
The effect of any event relating to the year ended 30 June 2022, which occurred before the date of approval of the financial statements by the Board of Trustees has been included in the financial statements to the extent required to show a true and fair view of the state of affairs at 30 June 2022 and the results for the year ended on that date.
Under the exemption available to smaller charities the Board of Trustees has chosen not to include a Statement of Cash Flows within the financial statements.
The functional currency of the Charity is sterling and amounts in the financial statements are rounded to the nearest pound.
## **Legal status**
The Magpie Project is a charitable incorporated organisation registered in England & Wales, and meets the definition of a public benefit entity. The registered office is Forest Lane Lodge, Magpie Close, Forest Lane, London, E7 9DE.
## **Going concern**
The financial statements have been prepared on the going concern basis as the Board of Trustees is confident that future reserves and future income is more than sufficient to meet current commitments. There are no material uncertainties that impact this assessment, and the ongoing COVID-19 global pandemic has had no material impact on this assessment.
## **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 Charity and which have not been designated for other purposes.
Restricted funds are funds that are to be used in accordance with specific restrictions imposed by donors or that have been raised by the Charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in note 10 of the financial statements.
## **Income**
Income is recognised when the Charity has entitlement to the funds, any performance indicators attached to the item(s) of income have been met, it is probable that the income will be received, and the amount can be measured reliably.
Donations are recognised in full in the Statement of Financial Activities when entitled, receipt is probable and when the amount can be quantified with reasonable accuracy. Gift aid receivable is included when claimable – i.e. when the eligible donation is received.
Grant income is credited to the Statement of Financial Activities when received or receivable whichever is earlier, unless the grant relates to a future year, in which case it is deferred.
Charity number 1176267
20
**Year ended 30 June 2022**
**The Magpie Project** Annual report and financial statements
## 1. Accounting policies (continued from previous page)
## **Expenditure and irrecoverable VAT**
All expenditure is accounted for on an accruals basis and has been included under expense categories that aggregate all costs for allocation to activities.
Indirect costs, including governance costs, which cannot be directly attributed to activities, are allocated between activities proportionate to the direct costs incurred in those activities.
Grants payable are charged in the year when the offer is conveyed to the recipient.
Irrecoverable VAT is charged against the category of expenditure for which it was incurred.
## **Tangible fixed assets and depreciation**
Any assets costing more than £500 are capitalised other than those purchased using restricted funds.
Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their residual value, over their useful life, on the following basis: Computer equipment 20% reducing balance
## **Cash at bank and in hand**
Cash at bank and in hand includes cash in hand, deposits with banks and funds that are readily convertible into cash at, or close to, their carrying values, but are not held for investment purposes.
## **Debtors**
Trade and other debtors are recognised at the settlement amount after any trade discount is applied.
## **Creditors**
Creditors are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party, and the amount due to settle the obligation can be measured or estimated reliably.
## **Financial instruments**
Basic financial instruments are measured at amortised cost other than investments which are measured at fair value.
## **Critical estimates and judgements**
In preparing financial statements it is necessary to make certain judgements, estimates and assumptions that affect the amounts recognised in the financial statements. The treatment of tangible fixed assets is sensitive to changes in useful economic lives and residual values of assets. These are reassessed annually.
In the view of the Trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.
## **Pensions**
The Charity operates a defined contribution pension scheme which is administered by an external independent pension provider. Contributions are recognised in the Statement of Financial Activities as they fall due.
Charity number 1176267
21
**The Magpie Project** Annual report and financial statements
**Year ended 30 June 2022**
## 2. Comparative statement of fnancial activities
|**Income from:**
Donations & legacies
Other income
**Total income**
**Expenditure on:**
Raising funds
Charitable activities
Support for mums
Total charitable activities
**Total expenditure**
**Net movement in funds**
**Reconciliation of funds:**
Total funds brought forward
Total funds carried forward|**Unrestricted**
**Restricted**
**Total**
**Funds**
**Funds**
**Funds**
**2021**
**2021**
**2021**
**£**
**£**
**£**
296,197
69,188
365,385
2,703
300
3,003|
|---|---|
||298,900
69,488
368,388|
||3,939
371
4,310
147,444
93,190
240,634|
||147,444
93,190
240,634|
||151,383
93,561
244,944|
|||
||147,517
(24,073)
123,444
68,903
65,584
134,487|
||216,420
41,511
257,931|
## 3. Income from donations and legacies
|Grants
Gift Aid income
Donations
Grants
Gift Aid income
Donations|Unrestricted
Restricted
Total
Funds
Funds
Funds
2021
2021
2021
£
£
£
169,100
52,166
221,266
12,200
-
12,200
114,897
17,022
131,919
**Unrestricted**
**Restricted**
**Total**
**Funds**
**Funds**
**Funds**
**2022**
**2022**
**2022**
**£**
**£**
**£**
111,017
41,712
**152,729**
387
-
**387**
47,365
44,254
**91,619**
**158,769**
**85,966**
**244,735**|
|---|---|
||296,197
69,188
365,385|
Charity number 1176267
22
**Year ended 30 June 2022**
**The Magpie Project** Annual report and financial statements
## 4. Total expenditure
|Raising funds
Charitable activities
Support for mums
Raising funds
Charitable activities
Support for mums|Direct
Direct
Indirect
staff
other
other
Total
expenditure
expenditure
expenditure
expenditure
2021
2021
2021
2021
£
£
£
£
-
2,210
884
3,094
99,804
72,926
69,120
241,850
**Direct**
**Direct**
**Indirect**
**staff**
**other**
**other**
**Total**
**expenditure**
**expenditure**
**expenditure**
**expenditure**
**2022**
**2022**
**2022**
**2022**
**£**
**£**
**£**
**£**
29,203
4,029
4,808
**38,040**
136,846
101,434
34,471
**272,751**
**166,049**
**105,463**
**39,279**
**310,791**|
|---|---|
||99,804
75,136
70,004
244,944|
Direct costs include:
|Benevolent grants
Food and supplies
Mum’s travel
Nappies and formula
Supporting children’s play
Programme delivery
Other family expenses|**Total**
Total
**Funds**
Funds
**2022**
2021
**£**
£
**26,660**
11,292
**2,854**
20,989
**11,624**
115
**10,674**
5,060
**727**
2,052
**27,715**
23,200
**21,180**
10,218|
|---|---|
||**101,434**
72,926|
Benevolent grants are payments made to families in need.
Charity number 1176267
23
**The Magpie Project** Annual report and financial statements
**Year ended 30 June 2022**
## 4. Total expenditure (continued from previous page)
Following a review of the financial structure during the year the cost allocation model has been reviewed to ensure costs are accurately recorded against the activity to which they should be attributed. As a result the Charity has chosen to represent the prior year figures using this model however total expenditure remains unchanged.
Indirect costs, including governance costs, which cannot be directly attributed to activities, were allocated between cost centres proportionate to the direct staff and other costs allocated to those activities.
An analysis of costs of raising funds split between restricted and unrestricted funds can be found in note 5.
An analysis of charitable activities split between restricted and unrestricted funds can be found in note 6.
An analysis of staff costs can be found in note 7.
Indirect costs includes:
|vernance costs includes:
**Indirect staff costs**
**Other staff costs**
**Meeting and travel costs**
**Offce costs**
**Rent**
**Professional fees**
**Other expenses**
**Governance costs**
Independent examination
Insurance|**Total**
Total
**Funds**
Funds
**2022**
2021
**£**
£
**4,936**
44,400
**1,703**
4,109
**920**
1,812
**9,718**
9,571
**12,500**
5,000
**568**
1,772
**6,502**
2,257
**2,432**
1,083|
|---|---|
||**39,279**
70,004|
||**Total**
Total
**Funds**
Funds
**2022**
2021
**£**
£
**2,000**
750
**432**
333|
||**2,432**
1,083|
Governance costs includes:
Charity number 1176267
24
**Year ended 30 June 2022**
**The Magpie Project** Annual report and financial statements
5. Expenditure on raising funds
|Direct staff costs
Direct other costs
Indirect other costs
Direct staff costs
Direct other costs
Indirect other costs|Unrestricted
Restricted
Total
Funds
Funds
Funds
2021
2021
2021
£
£
£
-
-
-
1,902
308
2,210
821
63
884
**Unrestricted**
**Restricted**
**Total**
**Funds**
**Funds**
**Funds**
**2022**
**2022**
**2022**
**£**
**£**
**£**
29,203
-
**29,203**
2,539
1,490
**4,029**
2,720
2,088
**4,808**
**34,462**
**3,578**
**38,040**|
|---|---|
Following a review of the financial structure during the year the cost allocation model has been reviewed to ensure costs are accurately recorded against the activity to which they should be attributed. As a result the Charity has chosen to represent the prior year figures using this model however total expenditure remains unchanged.
## 6. Expenditure on charitable activities
|**Support for Mums**
Direct staff costs
Direct other costs
Indirect other costs
**Support for Mums**
Direct staff costs
Direct other costs
Indirect other costs|**Unrestricted**
**Restricted**
**Total**
**Funds**
**Funds**
**Funds**
**2022**
**2022**
**2022**
**£**
**£**
**£**
75,325
61,521
**136,846**
65,299
36,135
**101,434**
19,502
14,969
**34,471**
**160,126**
**112,625**
**272,751**
Unrestricted
Restricted
Total
Funds
Funds
Funds
2021
2021
2021
£
£
£
58,416
41,388
99,804
26,166
46,760
72,926
64,078
5,042
69,120|
|---|---|
||148,660
93,190
241,850|
Charity number 1176267
25
**The Magpie Project** Annual report and financial statements
**Year ended 30 June 2022**
## 6. Expenditure on charitable activities (continued from previous page)
Following a review of the financial structure during the year the cost allocation model has been reviewed to ensure costs are accurately recorded against the activity to which they should be attributed. As a result the Charity has chosen to represent the prior year figures using this model however total expenditure remains unchanged.
## 7. Staff costs
|Gross salaries
Employer’s NIC
Employer’s pension|**Total**
Total
**Funds**
Funds
**2022**
2021
**£**
£
**156,220**
136,302
**11,100**
4,854
**3,665**
3,048|
|---|---|
||**170,985**
144,204|
The average headcount during the period was 6 persons (2021: 4 persons).
No employee received employee benefits above £60,000.
The total employee benefits paid to key management personnel during the year was £87,791.
## 8. Tangible fxed assets
|**Cost**
As at 1 July 2021
Additions
As at 30 June 2022
**Accumulated depreciation**
As at 1 July 2021
Charge for year
As at 30 June 2022
**Net book value**
As at 1 July 2021
As at 30 June 2022|**Computer**
**Total**
**equipment**
**Total**
**£**
**£**
**-**
**-**
**761**
**761**|
|---|---|
||**761**
**761**|
||**-**
**-**
**190**
**190**|
||**190**
**190**|
||**-**
**-**|
||**571**
**571**|
Charity number 1176267
26
**Year ended 30 June 2022**
**The Magpie Project** Annual report and financial statements
9. Debtors and prepayments
|Trade debtors
Prepayments
Accrued grant income|**Total**
Total
**Funds**
Funds
**2022**
2021
**£**
£
**-**
4,392
**-**
10,000
**-**
26,950|
|---|---|
||**-**
41,342|
## 10. Creditors: amounts falling due within one year
|Accruals
HMRC creditor
Deferred grant revenue
Other creditors|**Total**
Total
**Funds**
Funds
**2022**
2021
**£**
£
**2,675**
1,492
**-**
4,104
**23,000**
-
**446**
446|
|---|---|
||**26,121**
6,042|
Deferred revenue relates to amounts received in advance for the 2022/23 finacial year from multiple funders and can be analysed as follows:
|Deferred grant revenue brought forward
Released to grant revenue in the period
Grant revenue deferred in the period
Deferred grant revenue carried forward|**Total**
Total
**Funds**
Funds
**2022**
2021
**£**
£
**-**
-
**-**
-
**23,000**
-
**23,000**
-|
|---|---|
Charity number 1176267
27
**The Magpie Project** Annual report and financial statements
**Year ended 30 June 2022**
## 11. Analysis of charity funds
|**Unrestricted funds**
General funds
Designated funds
**Total unrestricted funds**
**Restricted funds**
BBC Children In Need - Play
Lead Salary Fund
Bethany Williams Fund
Community Links
Deutsche Bank Foundation
Guildhall School of Music
and Drama
London
Catalyst
-
Benevolent Grants
National Lottery
National Childbirth Trust
Network for Social Change
Newham Enrichment Grant
Safe Lives Circle Fund
Shoes, Coats and Clothes
Fund
Southwest Ham Children’s
Fund - Benevolent Grants
Trips and Activities
Tudor Trust
Two Magpies Fund
University of East London
**Total restricted funds**
**Total funds**|**Funds**
**Income**
**Expenditure**
**Transfers**
**Funds**
**brought**
**for the**
**in the**
**in the**
**carried**
**forward**
**period**
**period**
**period**
**forward**
**2022**
**2022**
**2022**
**2022**
**2022**
**£**
**£**
**£**
**£**
**£**
156,420
158,769
(194,588)
(675)
**119,926**
60,000
-
-
-
**60,000**|
|---|---|
||**216,420**
**158,769**
**(194,588)**
**(675)**
**179,926**|
||
-
23,833
(23,571)
-
**262**
12
8,800
(8,812)
-
**-**
100
-
(100)
-
**-**
15,000
-
(15,000)
-
**-**
-
1,250
(750)
-
**500**
-
750
(750)
-
**-**
-
10,000
(3,500)
-
**6,500**
3,500
4,000
(7,500)
-
**-**
4,155
-
(4,830)
675
**-**
-
-
(15)
-
**(15)**
1,982
5,000
(2,180)
-
**4,802**
11,000
(11,100)
-
**(100)**
-
18,000
(17,600)
-
**400**
-
3,333
(2,333)
-
**1,000**
1,762
-
(1,762)
-
**-**
15,000
-
(15,000)
-
**-**
-
1,400
(1,400)
-
**-**|
||**41,511**
**87,366**
**(116,203)**
**675**
**13,349**|
||**257,931**
**246,135**
**(310,791)**
**-**
**193,275**|
Designated Funds: Potential cost of relocating to a new premises in 2022/23.
BBC Children in Need - Play Lead Salary Fund: Grant towards Play Lead salary.
Bethany Williams Fund: Discretionary fund for emergency grants and purchases for families.
Community Links: Grant to provide creche facilities during workshops for mums.
Deutsche Bank Foundation: Grant towards Graduation Manager salary.
Guildhall School of Music & Drama: Grant to support collaboration with musicians and composers Breakfast Club Quartet.
Charity number 1176267
28
**Year ended 30 June 2022**
**The Magpie Project** Annual report and financial statements
## 11. Analysis of charity funds (continued from previous page)
London Catalyst – Benevolent Grants: Discretionary fund for emergency grants to families.
National Lottery (Awards for All): Grant towards the cost of therapeutic dance and movement sessions.
National Childbirth Trust: Grant to develop new service for BAME mothers accessing pre- and post-natal care.
Network for Social Change: Grant to support Graduation Programme.
Newham Enrichment Grant: Grant to support collaboration with dance and movement practioners Louise Klarnett Dance Art Foundation.
Safe Lives Fund: Discretionary fund for emergency grants to families affected by domestic violence.
Shoes, Coats and Clothes Fund: Grants towards the purchase of vouchers for children’s shoes funded by 52 Lives and Westfiels Europe.
Southwest Ham Children’s Fund – Benevolent Grants: One-off grants for vulnerable families living in Newham.
Trips and Activities: Grant towards an outing for Magpie families and to take families on educational trips to rural areas funded by Arnold Clark Foundation and CPRE Rural Rides.
Tudor Trust: Top-up grant to support wellbeing and development of staff and volunteers.
Two Magpies Fund: Grant towards Case Work Manager salary.
University of East London: Compensation for placement of social work students.
Charity number 1176267
29
**The Magpie Project** Annual report and financial statements
**Year ended 30 June 2022**
## 11. Analysis of charity funds (continued from previous page)
|**Unrestricted funds**
General funds
Designated funds
**Total unrestricted funds**
**Restricted funds**
BBC Children In Need -
Emergency Fund
Bethany Williams Fund
Community Links
Coronavirus Emergency
Appeal
CPRE Rural Rides
Deutsche Bank Foundation
Guildhall School of Music
and Drama
Home Safe
London Catalyst -
Benevolent Grants
London Catalyst and
Hospital Saturday Fund
London City Airport
Community Fund
Maslaha Emergency Grants
Nationwide Foundation
National Childbirth Trust
Neighbourly Community
Fund
MELMA Emergency Grants
Network for Social Change
Newham Enrichment Grant
Open University
Safe Lives Circle Fund
Southwest Ham Children’s
Fund - Benevolent Grants
Tudor Trust
Two Magpies Fund
Westfeld Stratford
Emergency Fund
**Total restricted funds**
**Total funds**|**Funds**
**Income**
**Expenditure**
**Transfers**
**Funds**
**brought**
**for the**
**in the**
**in the**
**carried**
**forward**
**period**
**period**
**period**
**forward**
**2021**
**2021**
**2021**
**2021**
**2021**
**£**
**£**
**£**
**£**
**£**
68,903
298,900
(151,383)
(60,000)
156,420
-
-
-
60,000
60,000|
|---|---|
||68,903
298,900
(151,383)
-
216,420|
||-
3,000
-
(3,000)
-
-
-
5,250
(5,238)
-
12
100
-
-
-
100
-
582
(582)
-
-
-
1,890
(1,890)
-
15,000
15,000
(15,000)
-
15,000
-
3,750
(3,750)
-
-
-
300
(300)
-
-
610
750
(1,360)
-
-
2,167
(2,167)
-
-
-
3,000
-
(3,000)
-
-
-
2,000
(2,000)
-
-
25,000
-
(25,000)
-
-
-
6,040
(2,540)
-
3,500
400
-
(400)
-
-
-
240
(240)
-
-
4,155
-
-
-
4,155
6,917
8,153
(15,070)
-
-
-
2,500
(2,500)
-
-
2,500
(518)
-
1,982
1,235
5,700
(6,935)
-
-
-
2,000
(238)
-
1,762
-
15,000
-
-
15,000
4,000
-
(4,000)
-
-|
||65,584
69,488
(93,561)
-
41,511|
||134,487
368,388
(244,944)
-
257,931|
Charity number 1176267
30
**Year ended 30 June 2022**
**The Magpie Project** Annual report and financial statements
## 11. Analysis of charity funds (continued from previous page)
BBC Children In Need - Emergency Fund: Top-up grant to support Covid-19 response.
Coronavirus Emergency Appeal: Joint fundraising campaign by local charities in Newham to support Covid-19 response.
CPRE Rural Rides: Grant to take families on educational trips to rural areas.
Home Safe: Payment for participation in focus groups on temporary accommodation.
London City Airport Community Fund: Grant to support our music collaboration with London Rhymes.
Maslaha Emergency Grants: Discretionary fund for emergency grants to families.
Nationwide Foundation: Grant towards Case Work Manager salary.
Neighbourly Community Fund: Covid-19 emergency funding.
NELMA Emergency Grants: Discretionary fund for emergency grants to families.
Open University: Grant to support Forum Theatre training for members of our Leadership Group.
Westfield Europe: Grants towards the purchase of vouchers for children’s shoes.
## 12. Analysis of net assets
|Tangible assets
Current assets
Current liabilities
Tangible assets
Current assets
Current liabilities|**Unrestricted**
**Restricted**
**Total**
**Funds**
**Funds**
**Funds**
**2022**
**2022**
**2022**
**£**
**£**
**£**
571
-
**571**
203,309
15,516
**218,825**
(23,954)
(2,167)
**(26,121)**|
|---|---|
||**179,926**
**13,349**
**193,275**|
||Unrestricted
Restricted
Total
Funds
Funds
Funds
2021
2021
2021
£
£
£
-
-
-
222,462
41,511
263,973
(6,042)
-
(6,042)
216,420
41,511
257,931|
Charity number 1176267
31
**The Magpie Project** Annual report and financial statements
**Year ended 30 June 2022**
## 14. Trustee remuneration
During the year, no trustee received any remuneration (2021: £Nil). No members of the Board of Trustees received reimbursement of expenses (2021: £Nil).
## 15. Related party transactions
During the year there were no related party transactions (2021: £Nil).
Charity number 1176267
32