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2023-08-31-accounts

The Magpie Project

Trustees Annual Report and Unaudited Financial Statements Period ended 31 August 2023

Charity registration - 1176267

Period ended 31 August 2023

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 10
Plans for the future 12
Structure, governance & management 13
Financial review 15
Statement of Board of Trustees’ responsibilities 16
Independent examiner’s report 17
Statement of fnancial activities 19
Balance sheet 20
Notes to the fnancial statements 21

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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 (resigned 27 June 2023)

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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Trustees annual report

The Board of Trustees submit their annual report and the financial statements of The Magpie Project for the period ended 31 August 2023.

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 women with pre-school children living in Newham and surrounding boroughs. Our mission is to make life better – materially, socially, and emotionally – for the families coming to the project and ensure that young children do not suffer long-term negative consequences caused by 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 well-informed mums who feel more in control of their situation.

Activities

We work to achieve these objectives by providing regular drop-in sessions during term-time for women and pre-school children, where they can enjoy high quality indoor and outdoor play, make friends and build a support network, and access advice and support on housing, immigration, and other related issues. We give mums £3.50 towards the cost of travelling to the session, provide a healthy home-made breakfast and lunch, and offer a baby bank of nappies, clothes, and other essentials.

We act as mums’ 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 them 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 specialist 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 to influence policy relating to No Recourse to Public Funds, Section 17, and other issues which directly affect their lives.

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

We have continued to grow significantly over the last financial year: 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
Stay-and-play
session with
casework and
workshop		 Advice shop,
form-flling,
and ‘graduation’
workshops		 Stay-and-play
session with
casework and
workshop		 English language
sessions		 Singing and music-
making (AM)
Steering committee
meetings (PM)

Our stay-and-play sessions on Mondays and Wednesdays continue to be the key moments in the week for families who are registered with us, and new referrals, to come and enjoy quality indoor and outdoor play, healthy breakfast and lunch, access our baby bank of nappies, clothes, buggies, and other essential items, and speak to members of our casework team for support, advice, and referrals around housing, immigration, and other related issues. Health visitors, beauticians, dance and movement artists, circus performers, and other partners attend these sessions to offer families opportunities for practical support, creativity, and joy within a safe and familiar space. We run workshops attached to these sessions which range from parenthood support around potty training and weaning, to crafting, dance, and forest school activities. These sessions have been designed to lower the barriers that families face when trying to access other forms of support. We do this by operating a strictly drop-in service with no appointments, giving £3.50 towards the cost of travel, providing a translation line for all casework, and creating a safe and welcoming space which is trauma-informed, person-centred, and designed to offer a safety net for families during their time in crisis.

Our Tuesday sessions have developed into an ‘advice shop’ with volunteer form-filling, Praxis, Shelter, and UCL legal caseworkers who help our mums untangle the multiple barriers they face to a more stable and secure life. We have launched a weekly English language session focused around ‘English for life’, where mums come to practise their English and learn key vocabulary needed to navigate life in the UK. On Friday mornings we offer breakfast alongside our regular singing and music-making sessions with London Rhymes musicians. On Friday afternoons, members of our mums’ leadership team meet with our CEO to discuss key issues around internal governance and external advocacy and voice. This year, we split our leadership team into two groups: an internal-facing steering committee and an external-facing Rights, Experience, Advocacy, Change (REACH) team, to bring more focus and ensure that each group has more time to concentrate on their different roles.

Numbers Supported

Over the past year we supported 495 mums and 537 pre-school children. This is a significant increase on the 320 families we supported in the previous year. We believe this is due to a combination of new Home Office contingency hotels being opened around Newham, housing several hundred asylum-seeking families with young children, and the deepening cost of living crisis which has continued to impact heavily on families with No Recourse to Public Funds.

At times over the past year, we have seen 10-15 new families each week coming to register with us and access support. All new families have a welcome meeting with our casework team which is intended to make sure the family is plugged into the support services they need and to which they are entitled, including food banks, health visitors, children’s centres, midwives, and other local charities. Specialist referrals are made to Shelter, London Black Women’s Project, Newham Nurture, Praxis, Asheana Network, Hestia, talking therapies, and others. Our inbound referrals come from health visitors, midwives, social workers, other organisations such as Hestia and Care4Calais, who work directly in local Home Office contingency hotels. Word of mouth continues to be our greatest inwards referral route.

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Advocacy and Voice

Having originally set out to simply meet the basic needs of families experiencing homelessness or insecure housing, we quickly realised we also needed address the wider environment in which our families were seeking and being denied support. Our advocacy work is grounded in safety and trust, built through working in a trauma-informed and person-centred way, journeying with mums through every step of their crisis. 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 to do so, support mothers to tell their stories in rooms where decisions on those issues are made. Highlights from the last year include:

• Being part of a Newham public health team task force on the health of under-5s living in contingency hotels, working with GPs, health visitors, maternity services, children’s services, and other third sector organisations to raise awareness of the issue of under-5s being housed in accommodation without cooking facilities, and designing responses such as community kitchens for families living in hotels. Magpie mums living in hotels have kept food diaries, and one of our mums who worked as a nutritionist in her home country has helped advise on the impact of poor nutrition on women and children.

• Our CEO presented at the Cambridge University Play in Education Development and Learning (PEDAL) Centre conference, talking about play as a human right and play in settings where children are destitute; the London Network of Nurses and Midwives conference, where she and our REACH Team received awards recognising their work raising awareness of the health impacts on women and pre-school children in temporary accommodation; the London Catalyst conference; and a Better Temporary Accommodation showcase, presenting alongside Newham public health around working together on contingency hotels and under-5s pathways.

We have observed that, because the project spans housing, early years, and immigration, due the fact we are child-focused rather than issue-focused, we are being asked to speak on panels and contribute to reports and discussions spanning all these issues.

Our REACH team is made up of mums who use or have used the project, who work with the CEO to identify the main priorities affecting Magpie families’ lives and build relationships externally to push for change. The team gained a new focus this year under our new REACH Coordinator, Gifty Amponsah, and is actively feeding into research and campaigns on issues that affect them, as well as planning actions around hotels housing under-fives. Our REACH Coordinator reports directly to our trustee board and has been elected the Co-Chair of the Newham Temporary Accommodation Action Group. Some highlights for the REACH Team this year have included:

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The Magpie Project

Looking ahead, the REACH Team will be collaborating with Kineara on their campaign to stop the practise of housing under-5s in emergency accommodation with no cooking facilities, and running a Christmas campaign to raise awareness of asylum-seeking families being housed in contingency hotels with no cooking facilities, and asking people to take action.

Challenges

The greatest challenge we experienced this year was the spike in the number of families coming to us for support. The high numbers were matched by the depth and complexity of their needs, which included basic needs such as clothes, shoes, food; translation; accessing schools and healthcare; families living on £9 per person per week; and health issues resulting from the poor food provision in catered hotels. This created a significant amount of additional work for our casework staff and created issues around capacity for our play sessions.

Combined with the slow progress of our attempts to move to a larger building, venue capacity has continued to be a key issue over the last year. The average number of families per session rose from 40 to over 50 over the year. At our busiest, we supported 77 families over the course of a 4-hour play session.

We have also continued to be affected by reduced capacity among some of our key partners, especially among immigration services and children’s centres. The impact of this is that we end up holding onto families for longer, and families end up stuck in crisis for longer, as there is not the capacity is the wider system to take on their casework. To mitigate the lack of immigration advice we have worked with Praxis to secure funding for a dedicated immigration advisor to support our families. This support has started in September 2023 and will hopefully help to reduce the bottleneck of families waiting for support.

Falling volunteer numbers has also continued to impact the planning and resourcing of our drop-in sessions. To mitigate this, we have hired a Kitchen Assistant who provides continuity and predictability in our kitchen which is essential for our drop-in sessions. We have also invested in recruiting and training more Magpie mums to become volunteers once their children start school or nursery or once they are no longer eligible for support.

Partnerships and collaborations

Professional support

Wherever possible we partner with existing services and bring professionals into our play sessions where they can meet and support families in a safe and familiar space, rather than families having to attend several appointments at a financial and emotional cost. Over the past year we have partnered with the following organisations within our sessions:

• Specialist housing adviser from Shelter attends our weekly advice sessions.

• Social work students from the University of East London carry out placements within our services over a period of 5 months each, supporting with casework and learning from the way we deliver our work.

• Happy Baby Community, BEAM, Skills Enterprise, 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 £20,000.

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Creative collaborations

We find the very best artists, musicians, and other professionals to work with our families to improve their resilience, confidence, and sense of community through creativity, as well as providing positive and empowering opportunities for voice and storytelling. This year we have worked with the following creative partners:

• Louise Klarnett has continued to bring her therapeutic dance and movement practise into our weekly sessions to work with mums and children whose bodies are impacted by trauma, stress, and housing.

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.

Donated items and experiences

Over the last year we have received donations from local businesses and community members which have helped us meet families’ basic needs for food, clothes, toiletries, baby equipment, and other essentials:

• Clothes: donations of new clothes from Westfield London, Knitforpeace, and Children’s Salon, and high quality pre-loved clothes from Little Village, Care4Calais, and countless community members, that we distributed to families at our regular ‘Clothes Clubs’. We also received shopping vouchers from organisations including 52 Lives and AHMM.

• Baby and child essentials: raincovers, foot muffs, buggies, slings, moses baskets, quilts, and other essentials from 52 Lives, Gainsborough Quilterse, and local community members.

• Toiletries: basics and luxury toiletries from Waitrose, Marks & Spencers, Afrocenchix, Bancroft Rugby Club, West Ham Supporters Foodbank, Clapton FC, local schools and community members.

• Experiences: 15 weekly tickets for Magpie families to attend a ‘Story Sandwich’ at Discover Centre Stratford; 50 free tickets for Westfield Stratford’s ‘Breakfast with Santa’ event; tickets for 20 families to see the Christmas pantomime at Stratford Theatre Royal.

The estimated value of these items (even if bought second-hand), exceeds £85,000.

Partners and supporters

We would like to thank the organisations who have helped us with fundraising, volunteering, events, mentoring, trustee recruitment, connections, and more: Clapton Community Football Club, West Ham Supporters Foodbank, Bancroft Rugby Club, Enabled Living, Black Swan, Financial Conduct Authority, Newham Nurture, Westfield Stratford London, Active Newham, Wanstead and Forest Gate WIs, Number 8 Emporium, Newham Bookstore, Lush, Morris & Company Architects, Laura Jackson, Newham Food

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Alliance, Maternity Action, Bonny Downs Community Centre, Alternatives Trust, Salvation Army, Museum of Homelessness, Ashiana Network, Care4Calais, The Unity Project, Tower Hamlets Law Centre, Just Life, Stephen Timms MP and Mayor of Newham Rukshana Fiaz. We have also received valuable pro bono support from MUF Architects and Norton Rose Fulbright who are supporting us with our move to a new building.

The total value of in-kind support we received is estimated to be approximately £150,000.

Organisational development

Steering commitee and user voice

The project was built through co-production, we continue that process through our steering committee of mums who work with our CEO to make key decisions around internal governance and external voice. This year, we split our mums’ leadership Team into two groups: an internal-facing steering committee, who focus on internal governance, and an external-facing Rights, Experience, Advocacy, Change (REACH) group. The steering committee now meet with the CEO every four weeks and have agreed our terms of reference, a behaviour and code of conduct, and have met with key members of staff to understand more about the operational workings of the organisation.

This year the steering committee have: discussed and decided operational issues such as whether to increase the value of travel money to £3.50 in line with the hopper bus fare; ratified the project’s eligibility criteria; suggested ways to help graduate mums out of the project; suggested an alumni’s meet-up for those no longer eligible for the service; and ratified the idea of women signing a more general consent form when they come to the project to enable us to advocate for them. Over the next year one of our trustees will be working with the steering committee to understand their role in the co-production of the project and the responsibility of steering decisions. Over the next year we will be recruiting new members to our REACH team and supporting them with training around campaigning and public speaking.

Team update

This year we have significantly increased our staff team, with a Family Support Worker, Kitchen Assistant, Administrative Assistant, and REACH Coordinator all joining the team, to meet the increasing demand for our services, reduce our reliance on volunteers at our stay-and-play sessions, build in more administrative capacity within the team, and reduce workload for key members of staff. We are much better resourced as a team as a result, and have greater stability and resilience built into the organisation. Our casework support has become much more systematised this year with a new Family Support Worker to work alongside our Family Support Manager, and new partnerships with UCL legal and Praxis who will be offering legal advice and a pathway into legal representation for those with housing issues, issues with education, and family law. We are about to welcome another new member of the team who will lead our Pre-School Pathways Project, targeting children who are displaying developmental delays and possible emerging special educational needs with a range of specialist support for them and their mothers.

Governance

Our trustee board has remained relatively stable over the last year. We continue to be supported by our trustees’ professional expertise and experience in the fields of safeguarding, financial management and fundraising, communications, volunteer management and development, co-production, and charity leadership. We have been working with Reach Volunteering to recruit a permanent Chair; one of our longstanding trustees is covering the role as Interim Chair in the meantime. We are currently embarking on a new project with Roots HR to develop our board skills and ways of working and review internal policies and procedures in line with charity best practise.

Systems

We continue to use Salesforce to record, store, and extract data about the families we support, which feeds into our casework, safeguarding procedures, and referrals to other organisations. In response to feedback from BBC Children in Need, we are developing new ways to record our observations of the ways in which children benefit from coming to the project, which can help us to better evaluate and understand our impact on children’s experiences and development while they are attending our sessions and benefiting from our

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various forms of support. While Salesforce has primarily been used as a tool to support our casework, this year we have started to explore its use for fundraising and have migrated all our fundraising information onto the platform to improve the ease of access and use of this data for current and future fundraising.

Safeguarding

Over the past year we have been exploring how traditional approaches to safeguarding (safer recruitment, mitigating the risks of staff to children or parents to children, watching out for signs of neglect, emotional abuse, physical abuse, sexual abuse, radicalisation, FGM, etc.) are just a starting point for thinking about the ways in which we seek to safeguard children attending the project. We recognise how different the task of safeguarding children living under immigration control and the hostile environment is and have introduced staff and volunteer training around this subject. State neglect and enforced destitution cut across children’s lives in ways that parents cannot control, and sometimes those who would usually be employed to help maintain a child’s safety and standard of living, such as the Home Office, housing and children’s services, are the same institutions that are gatekeeping support to the family.

We have been working with the Newham public health team and children’s services, and our own safeguarding trustee to frame issues of dangerous housing, lack of nutritious food, readily available health care, and destitution, as safeguarding issues. Through these channels we aim to raise awareness of these issues and bring the expectation of safeguarding of ALL children (regardless of their family’s immigration status) up to the same standard. We have signed up to the UNICEF Toddlers Charter, to ask any incoming government to ensure all children have the basics in place that allow them to flourish. We will also be speaking at the launch of this report.

Resilience and sustainability

We continue to place a high priority on staff wellbeing and resilience. Recognising the significant toll that work of this kind can have on individual staff members, especially those providing casework to families, we spend a great deal of time in our staff training days discussing and learning about the impacts of vicarious trauma, moral injury, and burnout, how to spot the signs and what we can do to address them. We are supported in this work by our TAME psychologist who is available for all staff members to speak to confidentially about any aspect of work that they are finding difficult. We are also supported by our dance artists in residence who is helping us develop a somatically informed practise focusing on regulating our nervous systems and developing internal coping strategies to deal with the stresses of running our stayand-play sessions. 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. This year we have received a grant targeted at staff wellbeing that we will be using to meet peoples’ practical and emotional needs around their work.

Our learning

Over the past year we have learnt that:

• The needs of families can change very quickly, and we need to stay agile in order to pivot and adapt. The opening of new Home Office contingency hotels in Newham caused a massive spike in the number of families coming to us for help with acute and complex needs. To try and manage capacity within our drop-in sessions we worked with Newham council and other third sector organisations to embed support services within the hotels. This work is an ongoing process and is continuing today, however the relationships developed have created a successful model for collaboration across organisations and sectors that can be leveraged for other future work.

• Increased awareness of our work comes with increased demands on our time to share our learning. This year we have witnessed an increased awareness around temporary accommodation and an increased profile of our work and our approach to support families living in this situation. As a result, there has been a sharp increase in requests to collaborate and share our learning through panels, conferences, working groups, programme design consultations, and others. This comes at a cost in terms of time and resources. In response to this we are working on codifying our practise in a format that can be easily shared at low cost in terms of time and energy. For engagement beyond these opensource materials, we are considering introducing a pricing model for the time of key staff, namely our CEO and REACH Coordinator.

• Growing our staff team requires more attention on our policies, procedures, and training materials. 2023 has been an exciting year of growth for our staff team: we will finish the year with twice as many

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staff as we started it with. We are already feeling the benefits in terms of our time, capacity, workload, and organisational resilience; however, this level of growth requires that our systems and structures for ensuring consistency of our approach, principles, and behaviours need to be stronger so that we can maintain our core values while expanding our team.

Plans for the future

We continue to be guided by the following strategic priorities for the year ahead:

• 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.

After several years of discussions with Newham council, we are optimistic that we will finally move to a new and bigger building in 2024, solving our long-standing issues around space, capacity, and the challenges of co-habiting with other building users. This move will enable us to expand our service and develop our offer to families including providing a community kitchen, community laundry, extended play sessions, extended form-filling support, and the option to co-habit with some of our closest partners to improve collaboration on behalf of our families. This is also an opportunity to build new partnerships with local children’s centres, health visiting teams, volunteers, and donors. We are currently looking at ways to appropriately relocate our families from our current location to the new building and planning our resourcing needs for a larger space.

We are excited to launch a new project in Spring 2024, targeting children coming to the project who are displaying developmental delays and possible emerging special educational needs. Our hypothesis is that these delays exist at the intersection of the impacts of poor housing, destitution, and stressed and anxious parents, and a high incidence of SEND. This project will support children through early intervention around social communication, speech and language, physical development, and play, and support their mums with practical parenting strategies around their children’s development. Working with healthcare professionals we will create a body of learning around the particular barriers this group of families face when trying to access appropriate healthcare for their children, and how healthcare providers can adapt their services and advice to better meet these families’ needs and circumstances.

The cost-of-living crisis continues to be a significant strain on our families, who are exposed to the rising costs of food, energy, clothes, and other essentials while living on as little as £9 per week per family member. In winter 2023 we will once again be a distributer of the Household Support Fund, which is designed to support vulnerable families through the winter months. We are also fundraising to provide vouchers for warm clothes and shoes for all of our families this winter.

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SWOT Analysis

Strengths

• Graduation Programme helping to ‘land’ women safely once they have leave to remain in the UK • Increasing requests for collaboration and sharing learning around temporary accommodation

Weaknesses

Opportunities

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, Family Support Manager, Family Support Worker, Play Lead, Graduation Manager, REACH Coordinator, Administrative Assistant, Kitchen Assistant, and Session Assistant. A steering committee of women who use or have used the charity actively participates in discussions and decision-making around internal governance and external advocacy, alongside the CEO.

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The Magpie Project Annual report and financial statements

Selection and appointment of Trustees

Trustee recruitment is an open process conducted by existing charity trustees through public advertising. 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. The Charity has been working with Reach Volunteering to recruit a permanent Chair.

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 staff workload and wellbeing in the face of increasing demand on our services, and overcrowding of play sessions due to the space limitations in our current building. 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.

This year the Trustees agreed to release £60,000 of unrestricted reserves that had been designated towards the potential capital costs of relocating to a new building in 2022-23. Discussions around moving to this new building collapsed in Autumn 2022, and while we are now in negotiation to move to a different building, the capital expenditure needs are dramatically lower.

Financial position

This year we extended our financial year so that it aligns with our operating year of September-August. These accounts therefore represent 14 months of financial activity, from 01 July 2022 to 31 August 2023.

Our financial position remains strong. The majority of our income continues to be unrestricted (70% in 2022-23 compared to 72% in 2021-22), with 74% coming from trusts and foundations, 16% from community fundraising (down from 30% in 2021-22), and the remainder coming from corporate donations, benevolent grants, and other income. Historically both community and corporate fundraising have been largely reactive and derive mainly from our public profile within the local community and local businesses. We are looking at investing in more proactive fundraising from these groups, as we look ahead to future increases in expenditure on staff and building costs.

This year our charitable expenses have gone up in line with an increase in the number of families we are supporting and the impact of rising costs of our regular purchases of food and nappies. In response to the cost-of-living crisis, we increased our staff salaries this year and made the decision – along with our mums’ steering committee – to increase the value of travel money that we give families when they attend the project, from £3 to £3.50 per visit, to keep pace with the cost of a local hopper bus fare. Having held slightly excess reserves for the past few years as we came out of the Covid pandemic, we have now spent down those funds and have finished this financial year within the target of our reserves policy.

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Funders

We are incredibly grateful to the funders who have supported our work over the year, including: National Lottery Community Foundation, BBC Children in Need, Tudor Trust, Trust for London, Garfield Weston Foundation, Lloyds Bank Foundation, City Bridge Foundation, Smallwood Trust, The Blue Thread, Two Magpies Fund, Treebeard Trust, Kusuma Trust, London Catalyst, Natwest Circle Fund, Southwest Ham Children’s Welfare Society, London City Airport, London Borough of Newham, Arnold Clark Foundation, 7Stars Foundation. A list of funders who have supported us with restricted grants can be found at the end of these accounts.

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:

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 5 to 16 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 22 November 2023 and signed on its behalf by:

Anu Anand

Anu Anand (Feb 9, 2024 17:24 GMT)

ANUBHA ANAND

CHAIR OF TRUSTEES

Charity number 1176267

16

Period ended 31 August 2023

The Magpie Project Annual report and financial statements

Independent examiner’s report

I report to the Trustees on my examination of the accounts of The Magpie Project (Charity number 1176267) for the period ended 31 August 2023 which are set out on pages 19 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:

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:

• 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

17

Period ended 31 August 2023

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 FCA

MEMBER OF THE INSTITUTE OF CHARTERED ACCOUNTANTS IN ENGLAND AND WALES – 2461833

DATED: 9 FEBRUARY 2024

Andy Nash Accounting & Consultancy Ltd Units 24 & 25 Goodsheds Container Village Hood Road Barry CF62 5QU

Charity number 1176267

18

Period ended 31 August 2023

The Magpie Project Annual report and financial statements

Statement of financial activities

For the period ended 31 August 2023

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
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
Year Ended 30
Jun 2022
£
£
£
£
311,921
113,243
425,164
244,735
543
4,200
4,743
1,400
312,464
117,443
429,907
246,135
44,503
3,607
48,110
38,040
293,320
105,150
398,470
272,751
293,320
105,150
398,470
272,751
337,823
108,757
446,580
310,791
(25,359)
8,686
(16,673)
(64,656)
(15)
15
-
-
(25,374)
8,701
(16,673)
(64,656)
179,926
13,349
193,275
257,931
154,552
22,050
176,602
193,275

The notes on pages 21 to 32 form part of the financial statements.

Charity number 1176267

19

The Magpie Project Annual report and financial statements

Period ended 31 August 2023

Balance sheet

As at 31 August 2023

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		 7,131
210,741		 Total
Funds
Period Ended
31 Aug 2023
£
1,539


217,872
(42,809)

-
218,825		 Total
Funds
Year
Ended
30 Jun 2022
£
571


218,825
(26,121)
-
154,552


60,000
119,926
176,602 193,275
22,050


154,552		 13,349


179,926

176,602 193,275

The notes on pages 21 to 32 form part of the financial statements.

These financial statements were approved and authorised for issue by the Board of Trustees on 22 November 2023 and signed on their behalf by:

Anu Anand

Anu Anand (Feb 9, 2024 17:24 GMT)

ANUBHA ANAND

CHAIR OF TRUSTEES

Charity number 1176267

20

Period ended 31 August 2023

The Magpie Project Annual report and financial statements

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 period ended 31 August 2023, 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 31 August 2023 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.

Designated funds comprise of unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in note 11 of the financial statements.

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

21

The Magpie Project Annual report and financial statements

Period ended 31 August 2023

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.

Change in accounting period

During the current financial period the Trustees agreed to amend the accounting year end date from 30 June to 31 Augustand to apply this to the period that commenced on 1 July 2022 and ran until 31 August 2023. This decision was made to ensure that the financial statements fitted more closely to the operational year. This means there are limitations with the comparatives as they represent a twelve month period as opposed to the current period figures which represent a fourteen month period.

Charity number 1176267

22

Period ended 31 August 2023

The Magpie Project Annual report and financial statements

2. Comparative statement of fnancial activities

3. Income from donations and legacies
Income from:
Donations & legacies
Other income
Total income
Expenditure on:
Raising funds
Charitable activities
Support for mums
Total charitable activities
Total expenditure
Net income/(expenditure)
Transfers between funds
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
Grants
Gift Aid income
Donations
Grants
Donations		 Unrestricted
Restricted
Total
Funds
Funds
Funds
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
£
£
£
158,769
85,966
244,735
-
1,400
1,400
158,769
87,366
246,135
34,462
3,578
38,040
160,126
112,625
272,751
160,126
112,625
272,751
194,588
116,203
310,791
(35,819)
(28,837)
(64,656)
(675)
675
-
(36,494)
(28,162)
(64,656)
216,420
41,511
257,931
179,926
13,349
193,275
Unrestricted
Restricted
Total
Funds
Funds
Funds
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
£
£
£
111,017
41,712
152,729
387
-
387
47,365
44,254
91,619
Unrestricted
Restricted
Total
Funds
Funds
Funds
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
£
£
£
227,948
77,653
305,601
83,973
35,590
119,563
311,921
113,243
425,164
158,769
85,966
244,735

3. Income from donations and legacies

Charity number 1176267

23

The Magpie Project

Period ended 31 August 2023

Annual report and financial statements

4. Total expenditure

Direct costs include:
Raising funds
Charitable activities
Support for mums
Raising funds
Charitable activities
Support for mums
Benevolent grants
Food and supplies
Mum’s travel
Nappies and formula
Supporting children’s development
Programme delivery
Other family expenses		 Direct
Direct
Staff
Other
Expenditure
Expenditure
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
£
£
29,203
4,029
136,846
101,434
Direct
Direct
Staff
Other
Expenditure
Expenditure
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
£
£
37,604
4,224
213,530
132,911
251,134
137,135
Indirect
Other
Total
Expenditure
Expenditure

Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
£
£

6,282
48,110

52,029
398,470

58,311
446,580

Indirect
Other
Total
Expenditure
Expenditure

Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
£
£

4,808
38,040

34,471
272,751
166,049
105,463
39,279
310,791
Total
Total
Funds
Funds
Period Ended
31 Aug 2023
Year Ended 30
Jun 2022
£
£
41,368
26,660
8,751
2,854
16,886
11,624
11,229
10,674
3,364
727
32,685
27,715
18,628
21,180
132,911
101,434

Benevolent grants are payments made to families in need.

Charity number 1176267

24

Period ended 31 August 2023

The Magpie Project Annual report and financial statements

4. Total expenditure (continued from previous page)

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
Period Ended
31 Aug 2023
Year Ended 30
Jun 2022
£
£
18,813
4,936
1,260
1,703
303
920
11,016
9,718
11,667
12,500
1,275
568
11,303
6,502
2,674
2,432
58,311
39,279
Total
Total
Funds
Funds
Period Ended
31 Aug 2023
Year Ended 30
Jun 2022
£
£
2,100
2,000
574
432
2,674
2,432

Governance costs includes:

Charity number 1176267

25

The Magpie Project Annual report and financial statements

Period ended 31 August 2023

5. Expenditure on raising funds

Expenditure on charitable activities
Direct staff costs
Direct other costs
Indirect other costs
Direct staff costs
Direct other costs
Indirect other costs
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
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
£
£
£
29,203
-
29,203
2,539
1,490
4,029
2,720
2,088
4,808
Unrestricted
Restricted
Total
Funds
Funds
Funds
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
£
£
£
37,604
-
37,604
4,221
3
4,224
2,678
3,604
6,282
44,503
3,607
48,110
34,462
3,578
38,040
Unrestricted
Restricted
Total
Funds
Funds
Funds
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
£
£
£
163,735
49,795
213,530
107,401
25,510
132,911
22,184
29,845
52,029
293,320
105,150
398,470
Unrestricted
Restricted
Total
Funds
Funds
Funds
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
Year Ended 30
Jun 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

6. Expenditure on charitable activities

Charity number 1176267

26

Period ended 31 August 2023

The Magpie Project Annual report and financial statements

7. Staff costs

Gross salaries
Employer’s NIC
Employer’s pension		 Total
Total
Funds
Funds
Period Ended
31 Aug 2023
Year Ended 30
Jun 2022
£
£
246,291
156,220
18,602
11,100
5,054
3,665
269,947
170,985

The average headcount during the period was 7 persons (2022: 6 persons).

No employee received employee benefits above £60,000.

The total employee benefits paid to key management personnel during the period was £112,274 (2022: £87,791).

8. Tangible fxed assets

Cost
As at 1 July 2022
Additions
As at 31 August 2023
Accumulated depreciation
As at 1 July 2022
Charge for year
As at 31 August 2023
Net book value
As at 1 July 2022
As at 31 August 2023		 Computer
Total
equipment
Total
£
£
761
761
1,350
1,350
2,111
2,111
190
190
382
382
572
572
571
571
1,539
1,539

Charity number 1176267

27

The Magpie Project Annual report and financial statements

Period ended 31 August 2023

9. Debtors and prepayments

Prepayments
Other debtors
Accrued grant income		 Total
Total
Funds
Funds
Period Ended
31 Aug 2023
Year Ended 30
Jun 2022
£
£
3,115
-
683
-
3,333
-
7,131
-

10. Creditors: amounts falling due within one year

Accruals
Deferred grant revenue
Other creditors		 Total
Total
Funds
Funds
Period Ended
31 Aug 2023
Year
Ended
30 Jun 2022
£
£
5,767
2,675
37,042
23,000
-
446
42,809
26,121

Deferred revenue relates to amounts received in advance for the 2023/24 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
Period Ended
31 Aug 2023
Year
Ended
30 Jun 2022
£
£
23,000
-
(23,000)
-
37,042
23,000
37,042
23,000

Charity number 1176267

28

Period ended 31 August 2023

The Magpie Project Annual report and financial statements

11. Analysis of charity funds

Unrestricted funds
General funds
Designated funds
Total unrestricted funds
Restricted funds
Bethany Williams
Benevolent Fund
Creative Partnerships
English Language Sessions
Family
Support
Manager
salary
Guildhall School of Music
and Drama
London Catalyst Samaritan
Grants
MOPAC
Newham Enrichment Grant
Play Lead Salary
Pre-school SEND Pathways
Safe Lives Fund
Shoes, Coats and Clothes
Fund
Southwest Ham Children’s
Fund - Benevolent Grants
Trips and Activities
Total restricted funds
Total funds		 Funds
Income
Expenditure
Transfers
Funds
brought
for the
in the
in the
carried
forward
forward
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
£
£
£
£
£
119,926
312,464
(337,823)
59,985
154,552
60,000
-
-
(60,000)
-
179,926
312,464
(337,823)
(15)
154,552
-
1,000
(1,000)
-
-
6,500
5,500
(12,000)
-
-
-
5,820
(2,253)
-
3,567

-
19,200
(19,200)
-
-

500
-
(500)
-
-

-
1,000
(1,000)
-
-
-
12,500
(70)
-
12,430
(15)
-
-
15
-
262
30,333
(30,595)
-
-
-
5,000
-
-
5,000
4,802
-
(4,802)
-
-

(100)
6,490
(6,390)
-
-

400
29,600
(29,100)
-
900
1,000
1,000
(1,847)
-
153
13,349
117,443
(108,757)
15
22,050
193,275
429,907
(446,580)
-
176,602

Designated Funds : The Trustees have decided to release the designated funds which had been held in relation to the potential cost of relocating to a new premises in 2022/23 as new expected costs in relation to a move are not expected to be this high.

Bethany Williams Benevolent Fund : Discretionary fund to meet basic needs of Magpie families and distribute emergency grants.

Creative Partnerships : Grants to support our collaborations with artists, musicians, dancers, and other creative professionals.

English Language Sessions : Grants to provide English language sessions for Magpie mums.

Family Support Manager salary : Grants towards the salary of our Family Support Manager.

Charity number 1176267

29

The Magpie Project Annual report and financial statements

Period ended 31 August 2023

11. Analysis of charity funds (continued from previous page)

Guildhall School of Music & Drama : Grant to support collaboration with musicians and composers Breakfast Club Quartet.

London Catalyst Samaritan Grants : Discretionary fund for emergency grants to Magpie families.

MOPAC : Discretionary fund for emergency grants to Magpie families affected by domestic abuse.

Newham Enrichment Grant : Grant to support collaboration with dance and movement practioners Louise Klarnett Dance Art Foundation.

Play Lead salary : Grants towards the salary of our Play Lead.

Pre-school SEND Pathways : Grants to support Magpie children with potential special educational needs to access appropriate advice and healthcare.

Safe Lives Fund : Discretionary fund for emergency grants to Magpie families affected by domestic abuse.

Shoes, Coats, and Clothes : Grants towards the cost of new coats, shoes, and other essential items for Magpie families.

Southwest Ham Child Welfare Society : One-off grants for Magpie families living in Newham.

Trips and activities : Grants towards providing trips and additional activities for Magpie families.

Charity number 1176267

30

Period ended 31 August 2023

The Magpie Project Annual report and financial statements

11. Analysis of charity funds (continued from previous page)

Unrestricted funds
General funds
Designated funds
Total unrestricted funds
Restricted funds
Bethany Williams
Benevolent Fund
Community Links
Creative Partnerships
Deutsche Bank Foundation
Family
Support
Manager
salary
Guildhall School of Music
and Drama
London Catalyst Samaritan
Grants
National Childbirth Trust
Network for Social Change
Newham Enrichment Grant
Play Lead Salary
Safe Lives Fund
Shoes, Coats and Clothes
Fund
Southwest Ham Children’s
Fund - Benevolent Grants
Trips and Activities
Tudor Trust
University of East London
Total restricted funds
Total funds		 Funds
Income
Expenditure
Transfers
Funds
brought
for the
in the
in the
carried
forward
forward
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
Year Ended 30
Jun 2022
£
£
£
£
£
156,420
158,769
(194,588)
(675)
119,926
60,000
-
-
-
60,000
216,420
158,769
(194,588)
(675)
179,926
12
8,800
(8,812)
-
-
100
-
(100)
-
-
-
10,000
(3,500)
-
6,500
15,000
-
(15,000)
-
-

15,000
-
(15,000)
-
-

-
1,250
(750)
-
500

-
750
(750)
-
-
3,500
4,000
(7,500)
-
-
4,155
-
(4,830)
675
-
-
-
(15)
-
(15)
-
23,833
(23,571)
-
262
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)
-
-
-
1,400
(1,400)
-
-
41,511
87,366
(116,203)
675
13,349
257,931
246,135
(310,791)
-
193,275

Community Links : Grant to provide creche facilities during workshops for mums.

Deutsche Bank Foundation : Grant towards Graduation Manager salary.

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.

Tudor Trust : Top-up grant to support wellbeing and development of staff and volunteers.

Charity number 1176267

31

The Magpie Project

Period ended 31 August 2023

Annual report and financial statements

11. Analysis of charity funds (continued from previous page)

University of East London : Compensation for placement of social work students.

12. Analysis of net assets

Tangible assets
Current assets
Current liabilities
Tangible assets
Current assets
Current liabilities		 Unrestricted
Restricted
Total
Funds
Funds
Funds
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
Period Ended
31 Aug 2023
£
£
£
1,539
-
1,539
191,488
26,384
217,872
(38,475)
(4,334)
(42,809)
154,552
22,050
176,602
Unrestricted
Restricted
Total
Funds
Funds
Funds
Year
Ended
30 Jun 2022
Year
Ended
30 Jun 2022
Year
Ended
30 Jun 2022
£
£
£
571
-
571
203,309
15,516
218,825
(23,954)
(2,167)
(26,121)
179,926
13,349
193,275

13. Trustee remuneration

During the year, no trustee received any remuneration (2022: £Nil). During the year, one trustee received reimbursement for travel expenses of £53 (2022: one trustee for travel expenses of £58).

14. Related party transactions

During the year there were no related party transactions (2022: £Nil).

Charity number 1176267

32