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Refugee Action Kingston
Report and Financial Statements
Year ended: 31 March 2021 Charity Number: 1176768
DocuSign Envelope ID: B28A7C67-15D5-45A5-A28F-B3C480DE5563
`Registered Charity 1176768
REFUGEE ACTION KINGSTON
| Contents | Page |
|---|---|
| Chair’s Introduction | 2 |
| Trustees Annual Report | 3 |
| Independent Examiner’s Report | 11 |
| Statement of Financial Activities | 12 |
| Balance Sheet | 13 |
| Notes to the Financial Statements | 14 |
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CHAIR’S INTRODUCTION for the Year Ended 31 March 2021
2020/21 saw Refugee Action Kingston respond to new needs in light of the covid-19 pandemic. Demand for our services remains high, and our team of staff and volunteers have worked with passion and dedication to overcome lockdown challenges.
Our clients’ lives have been dramatically affected by the events of 2020. As Refugee Action Kingston, we continued investing in our infrastructure and processes to ensure we remain well positioned to meet the evolving needs of our community.
We have recruited a new Director, formalised the senior management team, and have a healthy set of accounts projected for the coming 12 months. I would like to take this opportunity to thank the previous Director, the Trustees, and the fundraising team for placing Refugee Action Kingston in a position to go further and engage in more partnerships in the coming years.
The Board is indebted to the staff and volunteers whose dedication and skills enable Refugee Action Kingston to provide its services. I would also like to take this opportunity to thank our funders for all their support.
I am delighted to present this Annual Report to you and trust that you will find it an informative read.
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Report of the Board of Trustees for the year ended March 2021
The Board of Trustees (the ‘Board’) presents its report and the financial statements of the charity for the year ended March 2021.
Objectives
The Objectives of the CIO are:
The relief of need, hardship or distress and the advancement of education and training of the Beneficiaries so as to assist in their integration into the community by
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a) the provision of assistance and advice to enable them to access services and to deal with organisations and authorities; and
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b) by such other support as the charity trustees may from time to time see fit.
“Beneficiaries” means refugees and asylum seekers and their dependants (and, if resolved by a 75% majority of the Members of the CIO, Vulnerable Migrants and their dependants) who reside, work or study within the Royal Borough of Kingston Upon Thames and such other boroughs as the charity trustees may from time to time see fit. The CIO may continue to provide support and services to a Beneficiary who lived but ceases to live, work or study within the borough referred to.
Review of activities for the period
2020/21 saw Refugee Action Kingston respond to new needs in light of the covid-19 pandemic. Demand for our services remains high, and our team of staff and volunteers have worked with passion and dedication to overcome lockdown challenges.
Our clients’ lives have been dramatically affected by the events of 2020. As Refugee Action Kingston, we continued investing in our infrastructure and processes to ensure we remain well positioned to meet the evolving needs of our community.
Governance
By the end of the reporting year, our governance measures had been significantly revised. In addition to the recruitment of a new Director, our senior management team was reorganized and formalized, programme decision making has been consolidated under project management structures, and new lines of accountability have been agreed in a participatory manner.
Much of this was necessitated by the covid-19 pandemic. When, like the rest of the world, we switched to a model of delivery at a distance, we quickly recognised this year would require a different approach than what we and our clients had become accustomed to in the past.
Covid response
Covid-19 presented us and our clients with two sets of challenges.
First, the pandemic exacerbated what many of our clients were already facing: barriers to access. Whether it was the requirement for a sudden switch to digital, a sudden loss of
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stable income, or further delays in decisions affecting status, new challenges emerged that were profoundly felt by our community.
Second, the pandemic has forced us all, as one community, to shoulder a tremendous burden on our collective mental health. Once unthinkable concepts like supermarket shortages, enforced social isolation, and daily skyrocketing death rates became normal parts of our national conversation.
Our staff, like many others in the social care sector, juggled the needs of their families, colleagues and clients, often at the expense of their own needs. We are proud to report that they rose to the challenge that this unprecedented time demanded of them. They have performed tremendously under trying circumstances.
Immigration, legal, and benefits advice
Our team provides generalist advice and information to clients on the subjects of immigration, welfare support, education, housing, utilities and many other issues. We are registered with the Office of the Immigration Services Commissioner (OISC), to give immigration advice to level 3, and we hold an Advice Quality Standard (“AQS”) accreditation.
Drop-in sessions remained closed, though a skeleton crew continued to operate to respond to emergency cases. Advice is given through an appointment system and client cases are handled remotely whenever possible.
Our team delivered 9,117 distinct advice sessions for 716 clients and their families. The majority of needs were related to immigration documentation (454 clients). We also provided extensive support related to housing, health, education, and income.
We are pleased to report that despite the pandemic we were able to support ten family reunions and ensure two successful fresh asylum claims. Over the course of the year, we also directly distributed £20,128 in hardship funding to destitute clients and those with no recourse to public funds. On average each family receives £100/month.
Syrian Vulnerable Persons Resettlement Scheme
To date, 44 individuals have been resettled in our community as a result of the Syrian Vulnerable Persons Resettlement Scheme, all by Refugee Action Kingston as part of our collaboration with the local authority. New arrivals were suspended throughout the year, though may resume in the next reporting period.
Integration outcomes continue to be rigorously monitored, with close coordination for indicator tracking with the local authority. As SVPRS draws to a close, a comprehensive lessons learned exercise will inform Refugee Action Kingston’s approach to the next anticipated phase of the programme, the UK Resettlement Scheme (UKRS).
Counselling
We provide a professional counselling and emotional health development service to clients, overcoming barriers to counselling that our clients often experience.
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Our counselling service, offering specialist support to refugees and asylum seekers, stands alone in South West London. Refugees and asylum seekers encounter difficulty in accessing mainstream counselling services, due to cultural stigma, or financial, linguistic or attitudinal barriers. The provision of a specialist service enables clients to continue to achieve good mental health and thus re-build their lives.
The service is funded by the Clinical Commissioning Group (CCG) and registered with the British Association of Counselling and Psychotherapy (BACP) and is delivered to a high professional standard. Clients are referred to the service by GPs and the mental health trust / South West London St George’s Hospital.
31 clients were supported to improve their mental health during the course of the reporting period. We also found that nearly three quarters reported an improvement in their mood, and nearly two-thirds reported an improved understanding of self-coping mechanisms.
Learning
As part of our regular service, we provide a programme of opportunities for clients from new communities to learn more about mainstream public services, civic, cultural, sporting, social and community life in London, while interacting with the wider community.
We offer graded English for Speakers of Other Languages (ESOL) classes from complete beginner to advanced levels, delivered by a dedicated team of incredible volunteers. We aim to facilitate cohesive communities by connecting individual clients with the wider communities and mainstream services through improving their English language skills and general education. Clients later progress to paid employment, further studies, or volunteering roles by building their language and confidence.
Our ESOL learning services were the first to transition to a digital delivery model. Traditional English language classrooms switched to Zoom delivery within weeks, with significant resources efforts invested in providing sustainable connectivity solutions. Other activities like exercise classes and emotional support groups also transitioned to online delivery.
We provided hardware, software, and coaching opportunities that have gone on to have positive knock on effects for clients now able to access a broader world of connectivity. 139 clients were supported through our learning programme this year.
While some instances of drop-off occurred which were followed up, we found the digital approach to have the additional advantages of extending geographic reach to more distant clients, and easier use of multimedia in facilitating learning. Going forward, these lessons will continue to inform our programme design.
Although the local authority has announced plans to shut down Piper Hall for refurbishment, we are creating new spaces, digital and physical (government pandemic guidance permitting), where our clients and community can once again come together and connect.
We continued to provide additional learning opportunities to children to improve their English, Maths and IT skills. Learners are individually assessed and put in groups according to levels. Paid staff, qualified volunteers and university students teach the
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children. Due to the pandemic, our regular summer plans for children were delivered through a parcel delivery system.
Employment
Our information, advice and guidance (IAG) sessions seek to help clients from across London overcome barriers to employment. We deliver information sessions, capacity building workshops, and practical guidance sessions relevant to specific employment prospects.
For each client enrolled with our Career Advice service, we develop an action plan by providing sensitive and appropriate support. With the support of volunteers, the action plan helps unlock the potential of our client so they can move into sustainable employment or a temporary position before progressing to a sustainable and dignified role.
Our sessions orientate clients to the UK labour market, help them identify how their overseas qualifications and experience can be translated to the UK systems, and prevent long-term under-employment.
Our employment service also took the opportunity to use digital tools to continue building our clients’ career prospects and opportunities. During the reporting period, of 103 clients, 10 percent gained employment and a further 15 percent completed higher education or a volunteering placement that positioned them for better future job application. Five mentors have worked closely with clients and contributed significantly to positive outcomes.
Volunteering
Our volunteering team grew to 182 registered volunteers. Of these, over one hundred contribute at least weekly to our work. A further 36 volunteers are registered but not actively engaged in project activities.
Online shop
Work on our online shop began in earnest in November 2020. Since then we have recruited an ecommerce officer to manage all aspects of the shop, and sourced free office space in Kingston town centre to use for shop activities. This space has proved valuable in terms of storage volume and location.
Donations from the community and corporate partners have ensured we maintain a reasonable stock of quality goods. The shop is currently generating in excess of £100/month.
Operations
This year has forced us to rethink how we work: from how we communicate to how we operate. We invested heavily in ensuring working from home was comfortable for our team. We transitioned our staff and our clients online, and eliminated paper-based processes as much as possible. And we recognised that digital works for many, but not for all, so we also followed up with specific individuals and groups.
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Our strategic plan and theory of change continue to guide our overarching work. We undertook a long-delayed initiative to refresh our external image and increase the number of ways our community and supporters can interact with us.
We began operating from a second location (Neville House), expanding our local footprint and becoming more easily accessible to members of the community.
Mr Isik Oguzertem was appointed as director in December 2020.
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Public Benefit
RAK provide public benefit through the relief of poverty among its clients and providing education and training to help them achieve integration into our community and become socially and economically independent members of the community. As such the Trustees consider that they have complied with their duty to have due regard to the guidance on public benefit published by the Charity Commission and have complied with their duties under Section 17 of the Charities Act 2011.
Financial Review
The financial results for the year are as shown in the financial section of this report and cover accounting period of 12 months from 01 April 2020 to 31st March 2021,
The carry forward funds as at 31[st] March 2021 amounted to £142,888, all of which was unrestricted.
We continue to operate in an uncertain political climate. Changes in government policy alter the needs of our clients and also sources and amounts of our grants. We monitor, evaluate and adapt services to respond to changing demands. Our staff keeps up to date with changes in legislation and national or local policy.
A key aim of the Board is to ensure RAK holds adequate reserves for working capital purposes and has sufficient funds to meet contractual liabilities and winding down costs, if the organisation were to close. This includes redundancy pay, amounts due to creditors and commitments under contracts. RAK’s level of reserves also helps the organisation to plan expenditure against variations in the way funding is received.
To balance the uncertainty of funding, our policy is to maintain financial reserves to cover these costs and allow for an orderly wind down. The current estimate of these costs is c.£85,000 - 90,000. Without a renewal or replacement of existing grants in place and based on current expenditure levels, RAK is estimated to still remain in a position to cover these costs for the coming 12 months as our unrestricted reserves stand at about £142k.
Risks and Internal Controls
As required by the Charity Commission, the Board formally records an assessment of the risks faced by the organisation. The Board regularly considers matters relating to risk and reviews the risk register.
The Board has overall responsibility for ensuring RAK has appropriate systems of control, both financial and operational. These systems are designed to provide reasonable, but not absolute, assurance against material misstatement or loss. During the period, the Trustees continued to review the major financial and operational risks facing RAK and continue to monitor on a regular basis the implementation of any changes necessary to ensure that, as far as reasonable, controls are in place to protect RAK, its members, those working for it, the general public and other stakeholders.
Future Strategy
We will continue to work very closely with RBK and local voluntary and statutory service providers for supporting refugees and asylum seekers in the years ahead. To achieve this,
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we are pursuing an ambitious schedule of revitalisation. We want our level of client satisfaction, quality of service, and physical presence in Kingston to be transformed for the better.
This will require investments in better systems, both back and front end. Investments in staff, visibility and data collection will ensure we can communicate the impact of our work, and amplify our appeals. Investments in our board will ensure we are connected with the right networks to improve the lives of our clients. Investing in ourselves will pay dividends that go on to help our community.
As new arrivals continue to arrive in Kingston, some refugee groups are becoming more established. Our challenge is to meet the essential and complex practical needs of new arrivals whilst starting to provide second tier support and assistance to more established communities who want to set up community groups. We will also renew our efforts to provide additional support to our clients to gain employment.
As a frontline organisation, Refugee Action Kingston was already prepared to quickly respond to new developments. However the scale and scope of change brought on by the pandemic stretched even our most resilient systems.
The pandemic has taught us to be more agile, more risk aware, and more holistic. These are qualities we will use to continue to develop as an organisation and provide services that meet the needs of our clients in Kingston and the surrounding boroughs.
Structure, Governance and Management Background
Refugee Action Kingston (RAK) was established in 1991 as a charity, registered with the Charity Commission on 24th August 1992 under a Constitution adopted in January 2001. In 2018, RAK completed the process of changing its legal structure to a Charitable Incorporated Organisation (CIO).
Refugees and asylum seekers register with RAK and become clients. RAK exists to enable clients residing in Kingston and surrounding areas to live a fulfilling life and become accepted and active participants in their local communities. Since RAK was founded in 1991 it has grown to offer services to fulfil the organisation’s current mission.
The Board is responsible for the overall management and strategic direction of RAK. The Director is appointed by the Board to manage the day to day operation of the charity.
Governance
RAK is a CIO. The constitution was approved in January 2018.
Trustees are appointed for a term of three years by a resolution passed at a convened meeting of the charity trustees. As the work of the charity is with refugees and asylum seekers, the Board seeks to ensure that refugees are appropriately represented on the Board.
At present, the CIO does not have extra classes of non-voting or associated members.
The Chair of the Board is responsible for inducting any new Trustees, supported by the Director. The Induction includes the roles and responsibilities of a Trustee, the aims and objectives of the charity and administrative information. Each new Trustee is required to sign a
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declaration of eligibility and references are sought. They are also supplied with the most recent Annual Report and Accounts and a copy of the Charity Commission booklet, ‘The Essential Trustee’.
Members of the Board during the period are set out on page 10. The Board meets every six weeks and is responsible for monitoring progress against a Business Plan prepared annually.
Organisational Structure
The Board is responsible for the strategic direction and policy of the charity. At present, the Board has seven members from a variety of backgrounds.
The Director of the charity is responsible for the day-to-day provision of services and ensuring that agreed outcomes are delivered. The Director is also responsible for the line management of staff and ensuring that the staff team use good working practice and develop their skills on an on-going basis.
Legal and Administrative Information Status
The organisation is a charitable incorporated organisation, registered on 22[nd] January 2018.
Trustees
Mark Kluth, Chair (Appointed January 2018) Conor Dolan, Treasurer (Appointed January 2018) Colin Green (Appointed January 2018) Sadik Hassan (Appointed January 2018) Pat Monro (Appointed January 2018) Mark Addison Greaves (Appointed July 2020) Gillian Margaret Ashmore (Appointed January 2021) Rupika Gunawardena (Appointed April 2020)
Director
Isik Oguzertem (Appointed December 2020)
Charity Address
Siddeley House, 50 Canbury Park Road Kingston upon Thames, KT2 6LX
Independent Examiner
Paul Ross FCA
Bankers
The Co-operative Bank Metro Bank PO Box 250 64-66 Clarence Street Delf House Kingston upon Thames Southway, Skelmersdale KT1 1NP WN8 6WT
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Statement as to disclosure of information to Independent Examiner In so far as the
Trustees are aware:
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there is no relevant audit information of which the charity's Independent Examiner is unaware; and
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the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the Independent Examiner is aware of that information.
Statement of Trustees' responsibilities
The Trustees are responsible for preparing the report and accounts in accordance with applicable law and regulations. Charity law requires the Trustees to prepare accounts for each financial Period. Under that law the Trustees have elected to prepare the accounts in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under charity law the Trustees must not approve the accounts unless they are satisfied that they give a true and fair view of the state of affairs of the charity and of the surplus or deficit of the charity for that period. In preparing these accounts, the Trustees are required to:
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select suitable accounting policies and then apply them consistently;
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make judgements and estimates that are reasonable and prudent;
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prepare the accounts on the going concern basis unless it is inappropriate to presume that the charity will continue in business
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 accounts comply with the Charity SORP 2015. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Signed on behalf of the Board of Trustees by:
27 September 2021
Mark Kluth, Chair
Approved by the Board of Trustees on 7 September 21
Refugee Action Kingston, Siddeley House, 50 Canbury Park Road, Kingston upon Thames, KT2 6LX.
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Independent Examiner’s report to the Trustees of Refugee Action Kingston for the Year ending 31 March 2021
I report on the accounts of the charity for the period ending 31 March 2021.
Respective Responsibilities of Trustees and Examiner
The charity's Trustees are responsible for the preparation of the accounts. The charity's Trustees consider that an audit is not required for this Period under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed. The charity’s gross income exceeded £250,000 and I am qualified to undertake the examination by being a qualified member of The Institute of Chartered Accountants in England and Wales.
It is my responsibility to:
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examine the accounts under section 145 of the 2011 Act;
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to follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act; and
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to state whether particular matters have come to my attention.
Basis of Independent Examiner's Report
My examination was carried out in accordance with the 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 you as 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
In connection with my examination, no matter has come to my attention:
(1) which gives me reasonable cause to believe that in any material respect the requirements:
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to keep accounting records in accordance with section 130 of the 2011 Act; and
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to prepare accounts which accord with the accounting records and comply with the accounting requirements of the 2011 Act have not been met; or
(2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
Name: Mr Paul Ross Relevant professional qualification or body: The Institute of Chartered Accountants in England and Wales Address: 18 Woodcock Dell Avenue, Kenton, Harrow, Middlex, HA3 ONS
Date: ..................................... 28 September 2021
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Statement of Financial Activities for the year ended 31 March 2021
| Notes Incoming Resources Donations 2 Charitable activities 3 Investments 4 Total incoming resources Expenditure Costs of generating funds 5 Total expenditure Net incoming/(outgoing) resources before transfers Transfers Net incoming/(outgoing) resources for the year Reconciliation of funds Total funds at 1 April 2020 Total funds at 31 March 2021 |
Unrestricted Restricted Total Total Funds Funds Funds Funds 2021 2021 2021 2020 £ £ £ £ 17,301 - 17,301 8,203 58,382 381,303 439,685 384,282 1,146 - 1,146 1,699 |
|---|---|
| 76,829 381,303 458,132 394,184 |
|
| 73,697 381,303 455,000 516,269 |
|
| 73,697 381,303 455,000 516.269 |
|
| 3,132 - 3,132 (122,085) |
|
| - - - - |
|
| 3,132 - 3,132 (122,085) |
|
| 139,756 - 139,756 261,841 |
|
| 142,888 - 142,888 139,756 |
The notes provided on pages 15 to 22 form an integral part of these financial statements.
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Balance Sheet as at 31 March 2021
| Notes Fixed Assets Tangible Assets 8 Current Assets Debtors and prepayments 9 Cash at bank 10 Creditors: amounts falling due within one year 11 Net Current Assets Total Assets Less Current Liabilities Funds General Funds 13 Restricted Funds 14 Total Funds |
2021 £ £ - 15,102 319,334 334,436 (191,548) 142,888 142,888 - 142,888 142,888 |
2021 £ £ - 15,102 319,334 334,436 (191,548) 142,888 142,888 - 142,888 142,888 |
2020 £ £ 2,105 28,524 204,361 232,885 (95,234) 137,651 139,756 - 139,756 139,756 |
2020 £ £ 2,105 28,524 204,361 232,885 (95,234) 137,651 139,756 - 139,756 139,756 |
|---|---|---|---|---|
| 334,436 (191,548) |
232,885 (95,234) |
|||
| 142,888 | 139,756 | |||
| - 142,888 |
- 139,756 |
|||
| 142,888 | 139,756 |
These financial statements were approved by members of the committee on 07/ 09/21 and are signed on their behalf by:
| Mark Kluth | Conor Dolan |
|---|---|
| Chair | Treasurer |
27 September 2021
27 September 2021
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Notes to the Accounts
1. Accounting Policies
Basis of preparation
The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value.
The accounts have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014, and applicable UK accounting standards and the Charities Act 2011
The charity constitutes a public benefit entity as defined by FRS 102.
The Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence. Therefore they have adopted the going concern basis in preparing the annual report and financial statements
Income
Income is recognised in the period in which the charity is entitled to receipt and the amount can be measured with reasonable certainty
Grants from the government and other agencies have been included as income from activities in furtherance of the charity's objects where these amount to a contract for services.
Expenditure
Expenditure is included in the Statement of Financial Activities on an accruals basis and on the basis that consideration has been received for the expenditure.
Governance costs
Governance costs comprise all costs involving the public accountability of the charity and its compliance with regulation and good practice. These costs include those related to statutory examination of the accounts. See note 6.
Tangible Fixed Assets
Assets over the value of £500 are capitalised at cost.
Depreciation is provided on all tangible assets at rates calculated to write off the cost on a straight-line basis beginning one month after acquisition over their expected useful lives as follows:
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Computer equipment 33.33%
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Other office equipment 20.00%
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Pension Costs
The charity has a workplace pension scheme with The Peoples' Pension. Employers' contributions of 5% have been provided to March 2021.
Related party transactions and trustee's remuneration
There were no related party transactions to report. Trustees received no remuneration in respect of their Trustees duties and no expenses were reimbursed
Funds Accounting
Funds held by the charity are:
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Unrestricted general funds - these are funds which can be used in accordance with the charitable objects at the discretion of the trustees.
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Restricted funds - these are funds that can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Taxation
The charity is exempt from Corporation Tax under Section 505 of the Income and Corporation Taxes Act 1998. The Charity is not registered for VAT and therefore any irrecoverable VAT has been included with the relevant expenditure.
Risk Management
The Management Committee has assessed the major risks to which the charity is exposed, in particular those related to the operations and finances of the charity, and is satisfied that systems are in place to mitigate exposure to such major risks.
Operating Lease Agreements
Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged on a straight-line basis over the period of the lease.
2. Donations and Legacies
| Donations and Legacies | |
|---|---|
| General donations | Unrestricted Restricted Funds Funds Total Total 2021 2021 2021 2020 £ £ £ £ 17,301 - 17,301 8,203 |
| 17,301 - 17,301 8,203 |
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3. Income from Charitable Activities
| 3. Income from Charitable Activities | |
|---|---|
| London Councils Repatriation Staywell - Advice Kingston CCG RBK - SVPRS RBK - Other Swire Charitable Trust Kingston Nursing Association Henry Smith City Bridge Trust Trust for London Love Kingston Homeless Link – Cold Weather Payment London Communities Fund Ground Work Barrow Cadbury Mrs Smith & Mount Trust Albert Hunt Trust Lloyds Bank Trust London Catalyst 4. Investment Income Bank interest earned |
Unrestricted Restricted Funds Funds Total Total 2021 2021 2021 2020 £ £ £ £ - - - 5,250 - 96,000 96,000 96,000 40,000 - 40,000 40,000 - 74,671 74,671 80,532 3,982 3,982 32,747 - 8,250 8,250 - 1,500 - 1,500 1,712 - 51,000 51,000 31,566 - 47,504 47,504 39,896 4,900 40,000 44,900 40,000 - 2,000 2,000 1,600 - - - 14,979 - 13,258 13,258 - - 4,950 4,950 - 26,500 26,500 - 3,000 - 3,000 - 5,000 5,000 - - 15,670 15,670 - - 1,500 1,500 - |
| 58,382 381,303 439,685 384,282 |
|
| Unrestricted Restricted Funds Funds Total Total 2021 2021 2021 2020 £ £ £ £ 1,146 - 1,146 1,699 |
|
| 1,146 - 1,146 1,699 |
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5. Expenditure on charitable activities
| . Expenditure on charitable activities | ||
|---|---|---|
| Case work & Advice Projects Education & Children Projects Employment Projects SVPRS Project Hardship fund Core & Infrastructure costs Governance costs 6. Analysis of governance costs Independent examiners renumeration . Staff costs The aggregate payroll costs were Wages & Salaries Social security costs Pension provision |
Unrestricted Restricted Funds Funds Total Total 2021 2021 2021 2020 £ £ £ £ 18,720 160,271 178,991 174,484 1,280 80,103 81,383 117,959 - 51,000 51,000 67,537 - 74,671 74,671 86,259 6,960 15,258 22,218 20,128 45,777 - 45,777 49,477 960 - 960 425 |
|
| 73,697 381,303 455,000 516,269 |
||
| 2021 2020 £ £ 960 425 960 425 2021 2020 £ £ 299,453 293,409 19,327 18,846 13,707 13,771 332,487 326,026 |
7. Staff costs
Executive committee remuneration and expenses
No expenses or remuneration has been paid to any Trustee or member of the Management Committee during the period in respect of their Trustee duties.
Particulars of employees:
The average number of employees during the period was 10 (2020: 9)
No employee was paid more than £60,000 during the year
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REFUGEE ACTION KINGSTON
`Registered Charity 1176768
8. Tangible Fixed Assets
| Cost At 1 April 2020 Additions At 31 March 2021 Depreciation At 1 April 2020 Charge for the year At 31 March 2021 Net Book Value At 31 March 2021 At 31 March 2020 |
Computer Equipment Fixtures & Fixtures Total £ £ £ 7,325 1,584 8,909 - - - |
|---|---|
| 7,325 1,584 8,909 |
|
| 5,220 1,584 6,804 2,105 - 2,105 |
|
| 7,325 1,584 8,909 |
|
| - - - |
|
| 2,105 - 2,105 |
9. Debtors
| Debtors Prepayments & Room Deposits . Cash at Bank and in hand Current Accounts Investment Account Petty Cash |
2021 2020 £ £ 8,116 19,538 6,986 8,986 |
|---|---|
| 15,102 28,524 |
|
| 2021 2020 £ £ 166,596 88,483 152,681 115,672 57 206 |
|
| 319,334 204,361 |
10. Cash at Bank and in hand
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`Registered Charity 1176768
REFUGEE ACTION KINGSTON
11. Creditors: Amount falling due within one year
| Creditors Grants received in advance – deferred Income Accruals Pension Contributions PAYE tax & social security |
2021 2020 £ £ 8,135 169 163,484 79,179 9,001 425 2,557 2,421 8,371 13,040 |
|---|---|
| 191,548 95,234 |
12. Commitments under operating leases
At 31 March 2021 the charity had annual commitments under non-cancellable operating leases as set out below
| Operating leases which expire Within 1 year Within 2 to 5 years |
2021 2020 £ £ 1,656 1,656 - - |
|---|---|
| 1,656 1,656 |
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REFUGEE ACTION KINGSTON
`Registered Charity 1176768
13. Movement of restricted Funds
| 1st April | Incoming | Outgoing | 31stMarch | |||
|---|---|---|---|---|---|---|
| 2020 | Resources | Resources | Transfers | 2021 | ||
| £ | £ | £ | £ | £ | ||
| Crisis Support | - | 96,000 | 134,484 | - | - | |
| RBK - SVPRS | - | 74,671 | 74,671 | - | - | |
| Barrow Cadbury | - | 26,500 | 26,500 | - | - | |
| Swire Charitable Trust | - | 8,250 | 8,250 | - | - | |
| City Bridge Trust | - | 47,504 | 47,504 | - | - | |
| Ground Work | - | 4,950 | 4,950 | - | - | |
| Henry Smith | - | 51,000 | 51,000 | - | - | |
| Lloyds Bank Foundation | - | 15,670 | 15,670 | - | - | |
| London Catalyst | - | 1,500 | 1,500 | - | - | |
| Trust for London | - | 40,000 | 40,000 | - | - | |
| Love Kingston | - | 2,000 | 2,000 | - | - | |
| London Communities | - | 13,258 | 13,258 | - | - | |
| - | 381,303 | 381,303 | - | - | ||
| 14. Movement of unrestricted Funds | ||||||
| Unrestricted funds | 139,756 | 76,829 |
73,697 |
- | 142,888 | |
| 139,756 | 76,829 |
73,697 |
- | 142,888 |
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`Registered Charity 1176768
REFUGEE ACTION KINGSTON
15. Statement of Cash Flows for the year ended 31 March 2021
| Total | Total | |
|---|---|---|
| Funds | Funds | |
| 2021 | 2020 | |
| £ | £ | |
| Cash flows from operating activities | ||
| Net cash provided by/(used in) operating | 113,827 | (6,551) |
| activities | ||
| Cash flows from investing activities | ||
| Investment Income | 1,146 | 1,699 |
| Net increase/(decrease) in cash: | 114,973 | (4,582) |
| Cash and cash equivalent at the | ||
| beginning of the reporting period | 204,361 | 209,213 |
| Cash at bank and in hand | 319,334 | 204,361 |
| Reconciliation of net cash flow income/(expenditure) | to net cashflow from | |
| operating activities | ||
| Net income/(outgoing) for the reporting period | 3,132 | (122,085) |
| (as per the statement of financial activities) | ||
| Adjustment for: | ||
| Depreciation charges | 2,105 | 2,417 |
| Investment income | (1,146) | (1,699) |
| Decrease/(increase) in debtors | 13,422 | 28,894 |
| (Decrease)/increase in creditors | 96,314 | 85,922 |
| Net cash provided by/(used in) operating activities |
113,827 | (6,551) |
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