# ANNUAL REPORT For the year ending 31st August 2022 



CONTENTS
Introduction
Executive's Update
Impact
Our Approach
What Works Well
School by School
Better is Possible
Plan to 2022-23
Thank you
Trustees, Report
Financial Statements
10
13
15
16
17
25
Registered chority 1178964

IMIRODUCIHG
CHEFS IN SCHOOLS
Chefs in Schools was established in 2018 by co-founders Henry Dimbleby
(author of the National Food Strategy, The School Food Plan and co-founder
of the restaurant chain LEON), Louise Nichols (Executive Headteacher of LEAP
Federation) and Nicole Pisani (former Head Chef of NOPI). Growing from the
seed of their experiment in one bold, forward-thinking school, where they
trialled and honed a method of delivering school food and food education, to
improve the health, wellbeing, behaviour and attainment of their pupils - we
now work with schools across the country to transform how food and food
education is delivered.
Our model of delivering school food and food education rips up the rulebook
that says it isn't possible to do better for our school children, that budgets
are too tight and that school chefs aren't really'chefs,. We know that school
chefs are a vital workforce worth investing in, that
in school
food, and we're proving it in the 57 schools we work with - reaching more
than 22,750 pupils.
If you think the whole school meals thing was fixed ages ago, think again.
60 % of secondary schools fail to meet the school food standards. We know,
because we see it every day, that many primary schools are falling short too.
Change is needed, because more than ever, school food and food education
have a vital role to play.
Our country is in the grip of a food crisis, with diet-related disease already
costing the NHS at least £6bn a year, on course to be £9bn a year by 2050.
The wider cost to the economy in terms of lost productivity runs into the high
tens of billions, not to mention the enormous personal cost to the individual.
Our goal is to ensure that every school in the country is delivering tasty,
nutritious, inexpensive, generation-powering food and food education. In
schools, we do this by working directly with them to help them implement
our transformative philosophy, training up the school chefs who play such a
crucial role in the relationship children develop with food. Outside of schools,
we lobby for change; campaigning, advising and collaborating with industry
and other NGOS.

EXECUTIVE'S UPDATE
After a year like no other of rolling pandemic-related restrictions and our
ongoing crisis response, September 2021 was a moment to reset and refocus
on our core activities. The charity had grown significantly since launching
in 2018 and withstood the pressures and threats of the pandemic - we've
remained nimble, solution focused and prioritised innovation. 2021-22 saw the
need to innovate and adapt again - but this time to the complex challenges
of a 'post covid, landscape. Galvanised by what we'd seen in our crisis
response effort, we set to work more aware than ever of the urgent need to
ensure every child received the nutrition, and lifelong learning, great school
food has to offer.
2021-22 has been a year of organisational growth for us. We have
strengthened our team with a new Finance & Office manager, bringing much-
needed relief to administration pressures. This has freed up more time for us
to focus on our day-to-day work in schools and we have been delighted to
see this immediately bear fruit - with another seventeen schools and seven
thousand pupils able to access better school food and food education,
through our 'School by School, intervention programme.
We welcomed our first school in Yorkshire - the Astrea Academy Sheffield,
who are at the start of their journey with us. We were delighted to secure
new funding from our first backers, the Fishmongers, Company, to launch a
formal division in the South West, following a successful first trial school in
Bournemouth in 2020-21. This now gives us three strong geographic regions
to build from - London, Yorkshire & the South West - allowing us to reach
children across England, and demonstrate that our model works everywhere,
from towns to villages, cities to coastal regions.
As with the previous two years, there have been enormous external pressures
across every facet of our work. Schools had barely begun to recover from the
pressures of dealing with the pandemic, when the cost of living crisis began to
bite in early 2021. Rising inflation also saw costs continue to spiral across the
public sector. To help schools in areas with higher levels of social deprivation,
we launched the Belazu Equipment Fund. This provided grants for kitchen
essentials, cutlery or money to fix up dilapidated dining halls. We focused
on supporting our chef community - sharing ideas within the Chefs Alliance,
managing and swapping suppliers to mitigate price increases, while working
closely with headteachers and school business managers to help them
remain flexible in menu offering.
Notably, when surveyed in 2021, our chef community did not feel that quality
had needed to reduce in order to make ends meet, in contrast to newspaper
reports across the school food sector. They instead focused on being
adaptable and changing their menus and purchasing habits. Even so, the
pressures on school chefs has been considerable. As we look to 2022-23, we

aim to significantly strengthen and grow our Chefs Alliance programme. We want
to provide more support to school chefs across the country, still all too often the
unsung frontline heroes.
Notable also for us is that despite the most incredible pressure on school leaders,
we continue to see strong demand for our programmes. This in part has been
driven by ongoing instability and cost pressures in the school food sector, with some
caterers significantly increasing prices, or ending contracts at short notice. This has
left a number of schools - particularly smaller ones, often with high levels of free
school meal entitlement - in need of urgent support.
As the school food sector continues to adapt to the challenges it faces and schools
increasingly realise the benefits of quality school food provision, our expectation is
that we will continue to see high demand for our direct intervention work over the
coming twelve months.
We are excited for the potential to increase our impact and galvanised by the vital
need to do so. Across the schools we work with more than a third of children were
entitled to a free school meal pre-pandemic - this number has been growing ever
since. For every child, a good school meal is a source of nutrition but also education,
fuel for learning, social glue and so much more. But for children entitled to a free
school meal, this meal can be the only one they eat in a day. In a cost of living crisis
that is decimating family incomes, we foresee only growing numbers of children in
need of this crucial daily intervention.
Our mission remains unchanged - to transform child health
through school food and education. Every child should have
the chance to eat and learn about real food in schools. Our
focused intervention continues to target those areas with
high levels of deprivation, where children are most at risk
of missing out. In 2022-23, we'll set out how to deliver our
mission over the next three years, with a focus on scaling
our work to help many more schools invest in and develop
their kitchen workforce, while delivering better food for their
pupils. Onwards and upwards, come what may.
NAOMI DUNCAN

IMPACT
17
new schools onboard
first school In Yorkshlre
School by School
36%
7275
pupils in those schools
average entitlement
to free school meals
We continue to target our work in areas with high levels of deprivation,
where the need is the greatest. In some of our inner-city partner schools,
entitlement can be as high as 75/.. Nonetheless, children are slipping
through the gaps of support, with as many as 800,000 children living in
poverty who are denied a free school meal, due to unfair thresholds.
Building on our award-winning co-campaigning in the End Child Food
Poverty campaign, we intend to continue to campaign on this issue into
next year, until all children are able to access a school meal.
77%
average uptoke of
school meals
Uptake of school meals across the country has struggled to recover to pre-
covid levels, however up to date statistics have not been released
nationally for comparison. Whilst the average across our partner schools is
high, IO% of schools reported decreasing participation, and a small handful
of schools reported uptake of less than 60/.. Uptake appears to be declining
most among paid for school meals, with parentslcarers unable to afford
meals but ineligible for free school meals. In 2022-23 we are strengthening
our evaluation team and will publish further detailed analysis.
& £0.95
average food
cost per meal
Costs vary from between 65p a plate in large primary schools, to £1.50 per
plate in highly specialised education needs schools. In 2022-23, we are
investing in our evaluation team to allow us to monitor and report this with
more granularity across different settings.
3,100,403
Estimated number of school meals consumed this year
across the 57 schools who've been through our programme
That's a whole lot of delicious, nutritious, mind-opening foodl

our impacl online and in the media
How we communicate our work is core to our mission, as is our aim to extend
the impact of our work by inspiring and enabling others to do the same. Our
new communications assistant joined the charity in August 21 as the new
school year approached. This role was vital in increasing our output and
reach on social media, where our presence continues to grow. We reached
the 4,000-follower mark on twitter and surpassed 8,000 on Instagram.
In 2020-21 we were enormously lucky to be supported pro-bono by global
creative agency Bartle Bogle Hegarty (BBH), who gave us an incredible
makeover, with a rebrand that brought our look in line with our bold mission.
The makeover was revealed at the start of 21122 with a sizzle - BBH created
the Give A Sausage campaign to mark the launch. All of this work and
expertise was donated. It secured national media coverage, trade coverage
and boosted our presence online, putting school food in the spotlight.
Our rebranded website also launched at the end of September 21 and has
been worked on during the year - user numbers have soared - an increase of
335/0 over a twelve-month period, from 4191 users to18,450.
Supported pro-bono by the PR agency, IndigoEigh( we secured coverage in a
range of titles from Woman's Own to Waitrose Magazine, Church Times to
Sprout Wired, national newspapers - such as The Times, and the target trade
publication - Public Sector Catering Magazine, which gave us a four-page
spread. We almost made it on to one well known early evening television show
but the camera and footage were stolen from the back of the producer's
carl
However, we were soon back in the headlines - our cookbook was published in
March, landing on bookshelves in shops and homes. Feed Your Family graced
the front page of Feast Magazine and other national titles, it featured on
popular lifestyle websites and was shared on social media by cooking stars
from Tom Kerridge to Jamie Oliver and our own Tommi Miers and Prue Leith.
We ended the year with a range of exciting projects lined up and ready to
go - worked on during 2021122 was polling from Survation which uncovers
the extent of school food poverty, plus the Hackney School of Food toolkit,
funded by Clarion Housing Group s William Sutton Prize - both to be
released in 22123. Our aim is to give voice to the frontline, both schools and
chefs, and to showcase the very best of what is possible to deliver.

OUR APPROACH
Our philosophy is simple. We treat food education and school food as
interlinked, vital opportunities that shape better eating habits for life. Research
by the McKinsey Institute identified eighteen proposed interventions to tackle
the western obesity crisis. A third of these were in schools.
Our aim is to change the food culture within a school,. we want food to be at
the heart of a school, part of the daily language and something that brings
people together.
Empowering school chefs to serve great food is key to success. We train them
to run their kitchens with a passion for food and the skill of top restaurants and
restaurant chefs. We help schools to integrate food into their culture. We also
campaign to showcase that better is possible and that serving nutritious food
in schools is a priority.
To see long-term change, we need school chefs who are passionate about
food, but we also need schools who value their kitchen teams and invest in
their development and training - just as they would for teaching staff.
How we work to achieve change:
We continuously innovate and hone 'What Works Well, in school food
and food education.
We work directly'school by School, implementing our philosophy and
transforming the standards of food and food education offered.
We showcase that Better is Possible to raise the profile of school food,
developing resources and training to help all schools improve.

WHAT WORKS WELL
Our work is grounded in continuously learning, innovating and honing skills
to help children develop a healthy relationship with food. Across our different
programmes, we have now built partnerships that reach more than tens of
thousands of pupils nationally. Every single partnership off ers an opportunity
to learn and refine what we do - we never sit back and stop innovating.
The lessons we learn from every school we have worked with shape how
we approach each new partnership. We bring our growing chef community
together regularly to share lessons with each other too.
The first and most fundamental of our partnerships is with the LEAP
Federation of schools in Hackney. This was the birthplace of Chefs in Schools,
and in March 2020 we jointly opened the Hackney School of Food, an
incredible growing & cooking space in one of Hackney's most under-served
council wards. The school, a community garden and multi-function kitchen,
is set in the grounds of a primary school. The kitchen is equipped with an
outdoor pizza oven, productive vegetable gardens, beehives and its latest
residents, chickensl Here, children and adults alike can learn about food,
from soil to stove. Our experience indicates that people are more likely to try
new foods when they have had a hand in producing them, so classes are
split between the gardens and kitchen, giving a complete experience.
In 2021, we were awarded the Clarion Prize for Innovation, funding us to
develop a digital toolkit to help other schools across the country create their
own food education hubs. After some delays due to the cost of living crisis,
this will be released in early 2023.
In 2022-23 we will also be working with LEAP Federation to establish the
Hackney School of Food as a community asset in its own right, through the
formation of a community interest company. This will ensure that the facility
exists sustainably for Hackney long into the future, whilst remaining a place
for the community to access incredible food education.

SCHOOL BY SCHOOL
Core to our approach is the belief that you have to inspire change from
the ground up.. you can't improve the quality of food served up on a plate
through legislation, or even accreditation, alone. We set out in 2018 with a
goal to work with 100 schools by the end of 2023, as examples of what it
is possible to achieve. As of August 2022, we have worked with 57 schools
directly, and another 38 through a partnership with Enfield Traded Services
bringing us agonisingly close to the total target - a full year ahead of
schedule!
How does the programme work?
Schools apply to join our programme through completing a form on our
website. We then assess schools based on their level of free school meal
entitlement and geographic location. We arrange initial audits to assess
their needs. From this we draw up a proposal for a year-long programme
of support and agree this with the school - whether it's helping them to
recruit a new Head Chef, or train up an existing team. The primary focus
of our support is on training, but we support schools with everything from
recruitment through to finance and monitoring systems.
What does the programme deliver?
We help schools to completely transform how school food and food
education is delivered. Out with the bland, beige and boring, in with the
bright, colourful and varied - all linked up with lessons, formal and informal,
about food. Schools take full ownership of all things food, but are firmly
supported by our advice, guidance & resources.
School leaders tell us that our work in schools is effective. Our 2021 survey
found:
90/0 of headteachers are satisfied or very satisfied with the quality of food
since working with Chefs in Schools (compared to 23/0 Wlth their previous
catering arrangement)
75/0 of headteachers reported that they are satisfied or very satisfied
with the price of their school meals (compared to 44% with their previous
catering arrangement)
We've been blown away by the difference it makes at the school.
Children are excited to be eating lunch much more than they
ever were, they're asking about it and interested in the food.
Head Chef James, passion enthuses others, the number of
teachers who have school dinners has shot up.
Neadteacher

It's more than just the food on
the plate. It's the education that
comes along with it. By the time
the pupils leave at18 you want
to make sure they know how
food can help keep themselves
healthy, but also keep their brain
engaged.
Headteacher
90% of headteachers re
healthiness of the food
arrangement)
85% of headteachers feel satisfied or very satisfied with the choice of food
available (compared to 24/0 Wlth their previous catering arrangement)
80% of headteachers reported feeling satisfied or very satisfied with
the morale of their kitchen team (compared to 42/0 Wlth their previous
catering arrangement)
80% of headteachers reported an increase in the amount of fruit and
vegetables consumed by their pupils
90% of headteachers said that it is likely or very likely for their pupils to try
new foods since working with Chefs in Schools
orted feeling satisfied or very satisfied with the
compared to 24% with their previous catering

OUR WORK IN THEIR WORDS
Food quality has significantly improved.
Previous to working with Chefs in
Schools, l ate school dinners twice in
three years - now l eat school dinners
every week. Food is healthier and
chefs are informative and talk with
passion about what food is on offer
and benefits of food types. Chefs
discuss food options with school
council (
upils), school leaders and
parents
through our parent forum), discussions are informative and
solution focussed, new ideas are trialled and all groups have a better
understanding of the importance of food in learning and health,
Heodteacher
The webinar was a total joy. I have been a secondary school food teacher
for 35 years and seen many great initiatives come and go. (It) was an
inspiration,. to see and hear about the amazing work in action gave me
fresh hope that food can and should be placed right at the heart of the
curriculum.
via Instagram
I was truly humbled by the visit
and it was just mind blowing to see
the impact of what great food and
exceptional chefs can do in a school
environment and especially a school
environment like St Anne's.
l am thrilled that we are working with
you and I look forward to building our
working relationship between Belazu
and Chefs in Schools,
David Balmer, MD of Belazu (funder)
12

BETTER IS POSSIBLE
IWEGIVE
DO YOU?
September 21 and we started our year with
a sizzle by launching of our Give A Sausage
campaign, the aim being to highlight better
is possible in school food. A campaign video,
created pro-bono for us by the world-leading
marketing team at Bartle Bogle Hegarty,
ensured the campaign was noticed online.
Further pro-bono support from the fabulous
communications agency, IndigoEight, ensured
wide-spread coverage of the campaign by national and regional journalists
including in print, broadcast and online. Tweeted and posted about by
influencers, the campaign reached tens of thousands of people on social
feeds. Pro-bono advertising of the campaign saw hoardings across London
turn neon when our campaign posters filled the screens. This campaign put
school food well and truly in the spotlight.
CHEFS IM SCHOOLS f
In early 2022, Better is Possible hit the headlines again with a four-page
spread in Public Sector Catering magazine, detailing our work in contrasting
settings - that of a local authority caterer and a small school - showing how
our model can have impact across the board. Come March, our cookbook
Feed Your Family - hit the shelves of bookstores. The book tells our story
while also celebrating school chefs and the food they serve. The cookbook
featured in national news, food and lifestyle websites and magazines - again
showcasing what is possible in school food.
Throughout the year, our hands-on work in schools hit the headlines in life-
style magazines, food and news publications. We were also featured on
Instagram lives, podcasts and influential social media sites. And we worked
with Rushey Green to support and promote their attempts to fundraise for
a memorial garden for their much-missed teacher, Sabina Nessa, who
was murdered. National and regional news covered this story, boosting the
fundraising efforts and ensuring the target was reached. The edible garden
is now blooming and a legacy to Sabina, honouring her love of outdoor
education while encouraging food education. It highlights how when schools
focus on food and food education, the benefits are wide-ranging and can be
unexpected. Food is helping their school heal.
can work

With a new communications assistant on board, our charity was able to
spend more time on our own social media feeds, which went from strength
to strength, showcasing best practice in schools - such as:
Col's Corner Marketplace at Surrey Square, a weekend market at the
school where nutritious food is offered to families.
Wild Farmed collaborating with the Hackney School of Food to grow wheat
onsite which will one day be baked as bread in the school's kitchen.
And the impressive efforts of school chefs, such as Newington Green's
hand-stretched wholemeal pizzas. And Cedric's bamboo charcoal buns,
packed with buttermilk chicken and rose harissa mayo - devoured by
pupils at School 21.
We also launched our rebranded website during 21122, maintaining a
steady stream of fresh and engaging content, which saw visitor numbers
increase by around 350/.
Out and about - we cooked up a storm at Suffolk's Food Museum to
contribute to food education projects, we toured the South West to launch
our expansion to the region, promoting our work in person to schools,
farmers, producers and food education experts. We shouted about our
work at events such as the Craft Guild of Chefs conference, food festivals in
Cornwall and sustainability discussions in London. We welcomed people to
visit us - taking organisations around schools, including a group from the
Edinburgh Food Social. At EGA, we helped organise a cooking competition -
working with the school and cheflauthor Clare Finney to get students baking
the winner received Clare's book The Female Chef.
We nominated school chef, Jake Barwood, for the Craft Guild's Public Sector
Chef of the Year Award - which he won! And our work was recognised at
parliament - Nicole and Nerissa were presented with Tooting Heroes Award
by Dr Rosena Allin-Khan for services to the local community.
We ended the year, gearing up to unveil polling which would highlight
the importance of school food and how some children are going hungry
launching this in September 22 to build on the hard work from the year
before and remind people that kids are our future so let's feed them like it.
14

THE PLAN FOR 22123
Transform food & food education in another 20 schools, reaching an
additional 6,500 pupils nationally.
Our focus next year will be on organic growth in existing areas and with
multi-academy trusts, while also establishing School by School in the South
West.
We will strengthen our team to increase our on the ground capacity and to
broaden the breadth of support we offer to schools.
Roll out our School Chef Educator Training Programme to100 schools.
training up to 250 school chefs.
We'll roll out the programme to our existing partner schools and new schools.
We'll beta test, refine the project and build data to demonstrate impact.
We intend to seek investment to create a nationwide scalable modeil
qualification, which will become the industry benchmark.
Campaign for lasting reforms
We will continue campaigning to ensure every child can access a nutritious
and tasty school meal, raising awareness of the vital need to expand
eligibility for free school meals.
We'll also continue to raise awareness about the importance of school food
standards and what is possible in school food.
We will hone and strengthen our evaluation methods to demonstrate the
impact and benefits of our work.

Thank YOU
None of our successes would be possible without the generosity and involvement
of our supporters - visionary organisations, businesses, trusts, foundations, and
individuals. From longstanding partners to new funders, we couldn't do it without
you. This year, we'd like to give special thanks to:
Bartle Bogle Hegarty
Belazu Foundation
Charlie Bighams
Clarion Housing Group
Esmée Fairbairn Foundation
Garfield Weston Foundation
Hawksmoor
Impact on Urban Health
Indigo Eight
Kusuma Trust
Mark Leonard Charitable Trust
Natoora
Rothschild Foundation
Swire Charitable Trust
The Fishmongers, Company's Charitable Trust
The Food People
The Worshipful Company of Cooks
Patrons
Ailana Kamelmacher
Carmel Mcconnell
Joanna Weinberg
Yotam Ottolenghi
Lisa Markwell
Prue Leith
Rosie Boycott
16




REPORT OF THE TRUSTEES AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022 FOR CHEFS IN SCHOOLS 

17 



CONTENTS OF THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 AUGUST 2022
Page
Report of the Trustees
19
Independent Examiner's Report
24
Statement of Financial Activities
25
Balance Sheet
26
Cash Flow Statement
27
Notes to the Cash Flow Statement
28
Notes to the Financial Statements
29
18

EPORT OF THE TRU
For the year ended 31 August 2022
The trustees who are also directors of the charity for the purposes of the
Companies Act 2006, present their report with the financial statements of
the charity for the year ended 31 August 2022. The trustees have adopted the
provisions of 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 (FRS102)
(effective l January 2019).
OBJECTIVES AND ACTIVITIES
Objectives and aims
Our mission
Chefs in Schools exists to improve the health of children, through improving school
food and food education. Our objects are to:
Advance education through cookery & food preparation.
Advance health through (but not limited to) the improvement of food
standards in schools.
Howwe deliver our objects
We deliver our objects through the provision of training, advice, guidance and
resources, working directly with schools. We also campaign, lobby and advise on
best practice, and devise and deliver food education programmes.

Activities
We are helping schools to achieve this in
three ways:
Leading from the front. Working directly
in schools to prove that it is possible to
deliver great school food, that provides
nourishment and education. We have also
built a School of Food in Hackney, a blueprint
for community provision of food education
from seed to spoon.
Inspiring others to follow our lead,
setting high standards for what is possible,
sharing stories of outstanding school food,
food education programmes, and providing
free resources to schools and caterers. We
aim to set a new aspirational bar for schools
and caterers to work towards.
Enabling others to follow our lead
through campaigning for meaningful policy changes, developing practical tools
like our School Chef Educator qualification - that will help others achieve higher
standards, and sharing our knowledge freely. For example, we are shortly due to
release a free digital toolkit to help others replicate the Hackney School of Food
Our work on the ground in schools informs all of our broader work, seeking to
challenge the systemic barriers to better education about food in schools,
campaigning and creating enabling resources and materials. To see long-term
change, we need school chefs who are passionate about food, but we also need
schools who value their kitchen teams and invest in their development and training
just as they would for teaching staff.
Public Benefit
The principal activities of the charity during the year continued to be to advance
education in cookery and food preparation and to advance health through the
improvement of food standards in schools. The trustees are aware of the Charity
Commission guidance on public benefit reporting as set out in Section17 Charities
Act 2011.
STRATEGIC REPORT
Achievement and performance
Charitable activities
Total incoming resources amounted to £542,106 compared to £859,436 in the
previous year. During the year the charities expenditure was £578,961 compared to
£750,976 the previous year.

The restricted income of the charity is available only for the specific projects
or purposes determined by the funders. During the year the charity received
£237,080 of restricted income and spent £211,255.
Financial review
Reserves policy
In accordance with its Articles of Association, Chefs in Schools holds free
reserves to enable the charity to meet timing variations in income or unforeseen
expenditure, to provide for contingencies or to cover core costs in the event of a
shortfall in funding. Our Trustees regularly review the charity's need for reserves
in line with guidelines issued by the Charity Commission and the operating
environment prevailing at that time Staff and Trustees aim to accumulate
reserves equal to three to six months, unrestricted expenditure. Unrestricted funds
currently stands at £332,476 and restricted funds £113,548.
Going concern
The trustees assess whether the use of going concern is appropriate i.e. whether
there are any material uncertainties related to events or conditions that may cast
significant doubt on the ability of the company to continue as a going concern.
The trustees make this assessment in respect of a period of at least one year
from the date of authorisation for issue of the financial statements and have
concluded that the charity has adequate resources to continue in operational
existence for the foreseeable future and there are no material uncertainties about
the charity's ability to continue as a going concern, thus they continue to adopt
the going concern basis of accounting in preparing the financial statements.
STRUCTURE. GOVERNANCE AND MANAGEMENT
Governing document
Chefs in Schools is a company limited by guarantee, incorporated on 11 May 2018
and registered as a charity on 27 June 2018.
The company is governed under its Articles of Association. The Trustees have a
responsibility to ensure that all aspects of the Charity's activities are properly
conducted and carried out in full compliance with its Articles of Association. The
Trustees normally meet at least four times a year. All Trustees give their time
voluntarily and receive no benefits from the charity. No expenses were claimed by
any Trustee during the year.
Recruitment and appointment of newtrustees
The Trustees are appointed under the terms of the Articles of Association.
Role of Trustees
The Trustees provide governance and develop the policies of the charity and
21

accept ultimate legal authority for it. The board meets four times a year with a
focus on strategic decision making, financial oversight and management of risk.
The Trustees approve budgets and are responsible for the good stewardship of
the charity's resources. They work in partnership with the Chief Executive to help
her achieve the charity's objectives. The Trustees, who are also the members of the
Company, each have a limited liability of £1 in the event of the charity being wound
Role of Chief Executive
The Chief Executive provides leadership to employees and is responsible for the
operational detail and implementation of the business plan and the management
of the charity, including control of expenditure in line with budgets and delegations
approved by the Board. The Chief Executive reports regularly to the Trustees on
progress against agreed priorities and objectives and seeks opportunities to
expand and promote the organisation.
Recruitment and appointment
The People and Skills (p&s) subcommittee is responsible for overseeing board
effectiveness, including skills audit, and recruitment of new trustees. A review
of skills on the Board is carried out regularly to ensure these are in line with the
Charity's strategy. The P&S committee are also responsible for implementation
of our diversity, equity and inclusion plan at Board & Executive, and ensuring the
number of trustees meets the Articles, requirements.
Trustee positions are advertised openly through Trustees Unlimited, Linked In
and similar. Candidates that wish to apply for the role do so via an anonymised
process, based on the Applied method, followed by interviews with the Chair, other
board members and the Chief Executive.
All Trustees must undergo a DBS check and sign the Charity Commission Trustee
Declaration as well as complete a declaration of interests notice in order to be
accepted onto the board.
One third (or the number nearest one third) of the Trustees must retire at each
AGM, those longest in office retiring first and the choice between any of equal
service being made by drawing lots. A retiring Trustee who is eligible (as laid out
in the terms of the Memorandum and Articles - Article 3.3) may be reappointed.
There is no specific requirement in the articles to hold an AGM.
Key management remuneration
Key management personnel are considered to be the Chief Executive and
Executive Chef. Remuneration for key management personnel is reviewed annually
by the People and Skills Trustee subcommittee. Benchmarking data from across
the sector is considered. Any recommended increases are proposed to the wider
full Trustee board for approval.
22

STRUCTURE, GOVERNANCE AND MANAGEMENT
Risk management
The Trustees have reviewed the major strategic, business and operational risks
to which Chefs in Schools is exposed. These include governance and compliance
issues, loss of key members of staff, changing Government policy, project or
campaign failure and loss of income. The Trustees confirm that systems have
been established to mitigate any such risks, that appropriate insurance cover has
been obtained and that the assessment of risks is kept under review. The charity's
risk register, a working document for which all members of staff and Trustees are
responsible, is reviewed annually by Trustees and Chefs in Schools, management
team. It considers the possible risks to the charity and prudent ways to avoid such
risks arising, as well as mitigation should problems occur.
REFERENCE AND ADMINISTRATIVE DETAILS
Reglstered Company number
11356489 (Englond und Wules)
Registered Charity number
1178964
Registered office
Hackney School of Food
clo Mandeville Primary School
Oswold Street
London
E5 OBT
Trustoes
Jane Amphlett
Henry Dimbleby
John Michoel Lee (resigned 20.10.22)
Thomasina Miers
Louise Nichols
Jasbir Kaur Notay
Anna Cain (resigned 31.5.22)
Chlef Exe¢utlve
Noomi Duncon
Independent Examiner
Collards
Chartered Accountants
5-9 Eden Street
Kingston-upon-Thames
Surrey
KTI IBQ
Bankers
Coutts
440 Strand
London
WC2R OQS
Report of the trustees, incorporating a strategic report, approved by order of the board of trustees,
as the company directors, on19th January 2023 and signed on the board's behalf by..
Henry Dimbleby- Trustee
23

## INDEPENDENT EXAMINER�S REPORT TO THE TRUSTEES OF CHEFS IN SCHOOLS 





24 



**CHEFS IN SCHOOLS** 

## **STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 AUGUST 2022** 

|Unrestricted<br>funds<br>Notes<br>£<br>**INCOME AND ENDOWMENTS FROM**<br>Donations and legacies<br>3<br>**211,354**<br>**Charitable activities**<br>Trading activities<br>**93,668**<br>Other income<br>**4**<br>**Total**<br>**305,026**<br>**EXPENDITURE ON**<br>**Charitable activities**<br>5<br>Donations, legacies and trading<br>**359,512**<br>Other<br>**8,194**<br>**Total**<br>**367,706**<br>**NET INCOME/(EXPENDITURE)**<br>**(62,680)**<br>**Transfers between funds**<br>15<br>**59,139**<br>**Net movement in funds**<br>**(3,541)**<br>**RECONCILIATION OF FUNDS**<br>**Total funds brought forward**<br>**336,017**<br>**TOTAL FUNDS CARRIED FORWARD**<br>**332,476**|Restricted<br>funds<br>£<br>**237,080**<br>**-**<br>**-**<br>**237,080**<br>**211,255**<br>**-**<br>**211,255**<br>**25,825**<br>**(59,139)**<br>**(33,314)**<br>**146,862**<br>**113,548**|**2022**<br>**Total**<br>**funds**<br>**£**<br>**448,434**<br>**93,668**<br>**4**<br>**542,106**<br>**570,767**<br>**8,194**<br>**578,961**<br>**(36,855)**<br>**-**<br>**(36,855)**<br>**482,879**<br>**446,024**|2021<br>Total<br>funds<br>£<br>764,640<br>94,506<br>290<br>859,436<br>747,934<br>3,042<br>750,976<br>108,460<br>-<br>108,460<br>374,419<br>482,879|
|---|---|---|---|



The notes form part of these financial statements 



## **CHEFS IN SCHOOLS** 

## **BALANCE SHEET 31 AUGUST 2022** 

|Unrestricted<br>funds<br>Notes<br>£<br>**FIXED ASSETS**<br>Tangible assets<br>12<br>**86,094**<br>**CURRENT ASSETS**<br>Debtors<br>13<br>**34,552**<br>Cash at bank<br>**264,780**<br>**299,332**<br>**CREDITORS**<br>Amounts falling due within one year<br>14<br>**(52,950)**<br>**NET CURRENT ASSETS**<br>**246,382**<br>**TOTAL ASSETS LESS CURRENT LIABILITIES**<br>**332,476**<br>**NET ASSETS**<br>**332,476**<br>**FUNDS**<br>15<br>Unrestricted funds<br>Restricted funds<br>**TOTAL FUNDS**|Unrestricted<br>funds<br>Notes<br>£<br>**FIXED ASSETS**<br>Tangible assets<br>12<br>**86,094**<br>**CURRENT ASSETS**<br>Debtors<br>13<br>**34,552**<br>Cash at bank<br>**264,780**<br>**299,332**<br>**CREDITORS**<br>Amounts falling due within one year<br>14<br>**(52,950)**<br>**NET CURRENT ASSETS**<br>**246,382**<br>**TOTAL ASSETS LESS CURRENT LIABILITIES**<br>**332,476**<br>**NET ASSETS**<br>**332,476**<br>**FUNDS**<br>15<br>Unrestricted funds<br>Restricted funds<br>**TOTAL FUNDS**|Restricted<br>funds<br>£<br>**-**<br>**25,000**<br>**97,779**|**2022**<br>**Total**<br>**funds**<br>**£**<br>**86,094**<br>**59,552**<br>**362,559**|2021<br>Total<br>funds<br>£<br>102,066<br>41,337<br>372,451<br>413,788<br>(32,975)<br>380,813<br>482,879<br>482,879<br>336,017<br>146,862<br>482,879|
|---|---|---|---|---|
||**299,332**<br>**(52,950)**<br>**246,382**<br>**332,476**<br>**332,476**|**122,779**<br>**(9,231)**<br>**113,548**<br>**113,548**<br>**113,548**|**422,111**<br>**(62,181)**<br>**359,930**<br>**446,024**<br>**446,024**<br>**332,476**<br>**113,548**<br>**446,024**||



The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 August 2022. 

The members have not required the company to obtain an audit of its financial statements for the year ended 31 August 2022 in accordance with Section 476 of the Companies Act 2006. 

The trustees acknowledge their responsibilities for 

- (a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and 

- (b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company. 

The financial statements were approved by the Board of Trustees and authorised for issue on 19 January 2023 and were signed on its behalf by: 


Henry Dimbleby - Trustee 

The notes form part of these financial statements 



## **CHEFS IN SCHOOLS** 

## **CASH FLOW STATEMENT FOR THE YEAR ENDED 31 AUGUST 2022** 

|Notes<br>**Cash flows from operating activities**<br>Cash generated from operations<br>1<br>Net cash (used in)/provided by operating activities<br>**Cash flows from investing activities**<br>Purchase of tangible fixed assets<br>Net cash used in investing activities<br>**Change in cash and cash equivalents in the**<br>**reporting period**<br>**Cash and cash equivalents at the beginning of**<br>**the reporting period**<br>**Cash and cash equivalents at the end of the**<br>**reporting period**|**2022**<br>**£**<br>**(9,419)**<br>**(9,419)**<br>**(473)**<br>**(473)**<br>**(9,892)**<br>**372,451**<br>**362,559**|2021<br>£<br>86,920<br>86,920<br>(11,923)<br>(11,923)<br>74,997<br>297,454<br>372,451|
|---|---|---|



The notes form part of these financial statements 



**CHEFS IN SCHOOLS** 

## **NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 AUGUST 2022** 

## **1. RECONCILIATION OF NET (EXPENDITURE)/INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES** 

|**Net (expenditure)/income for the reporting period (as per the Statement of**<br>**Financial Activities)**<br>**Adjustments for:**<br>Depreciation charges<br>Loss on disposal of fixed assets<br>(Increase)/decrease in debtors<br>Increase/(decrease) in creditors<br>**Net cash (used in)/provided by operations**|**2022**<br>**£**<br>**(36,855)**<br>**15,493**<br>**952**<br>**(18,215)**<br>**29,206**<br>**(9,419)**|2021<br>£<br>108,460<br>17,443<br>-<br>35,897<br>(74,880)|
|---|---|---|
|||86,920|



## 2. 

## **ANALYSIS OF CHANGES IN NET FUNDS** 

||At 1.9.21|Cash flow|**At 31.8.22**|
|---|---|---|---|
||£|£|**£**|
|**Net cash**||||
|Cash at bank|**372,451**|**(9,892)**|**362,559**|
||**372,451**|**(9,892)**|**362,559**|
|**Total**|**372,451**|**(9,892)**|**362,559**|



The notes form part of these financial statements 



**CHEFS IN SCHOOLS** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022** 

## **1. STATUTORY INFORMATION** 

Chefs in Schools is a private company, limited by guarantee, registered in England and Wales. The company's registered number and registered office address can be found in the report of the trustees. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. 

## **2. ACCOUNTING POLICIES** 

## **Basis of preparing the financial statements** 

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with 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) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention. 

## **Income** 

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably. 

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met. 

## **Expenditure** 

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources. 

Expenditure is measured at the fair value of the consideration paid or payable, excluding discounts, rebates and value added tax. 

## **Tangible fixed assets** 

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

Fixtures and fittings -  15% on reducing balance Computer equipment -  Straight line over 5 years 

It is the charity's policy to capitalise fixed asset expenditure on costs exceeding £500. 

## **Taxation** 

The charity is exempt from corporation tax on its charitable activities. 

## **Fund accounting** 

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. 

Restricted funds 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. 

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements. 

## **Pension costs and other post-retirement benefits** 

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate. 

continued... 



**CHEFS IN SCHOOLS** 

## **NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 AUGUST 2022** 

## **3. DONATIONS AND LEGACIES** 

|Donations<br>Grants<br>Grants received, included in the above, are as follows:<br>Other grants<br>**INCOME FROM CHARITABLE ACTIVITIES**<br>Activity<br>Trading income<br>Trading activities<br>**CHARITABLE ACTIVITIES COSTS**<br>Donations, legacies and trading<br>**SUPPORT COSTS**<br>Other resources expended<br>Donations, legacies and trading<br>**NET INCOME/(EXPENDITURE)**<br>Net income/(expenditure) is stated after charging/(crediting):<br>Depreciation - owned assets<br>Deficit on disposal of fixed assets|**2022**<br>**£**<br>**448,434**<br>**-**<br>**448,434**<br>**2022**<br>**£**<br>**-**<br>**2022**<br>**£**<br>**93,668**<br>Support<br>Direct<br>costs (see<br>Costs<br>note 6)<br>£<br>£<br>**570,037**<br>**730**<br>Governance<br>Finance<br>costs<br>£<br>£<br>**-**<br>**8,194**<br>**730**<br>**-**<br>**730**<br>**8,194**<br>**2022**<br>**£**<br>**15,493**<br>**952**||2021<br>£<br>760,056<br>4,584<br>764,640<br>2021<br>£<br>4,584<br>2021<br>£<br>94,506<br>Totals<br>£<br>**570,767**<br>Totals<br>£<br>**8,194**<br>**730**<br>**8,924**<br>2021<br>£<br>17,443<br>-|
|---|---|---|---|
|||||
|||||
|||||



## **4. INCOME FROM CHARITABLE ACTIVITIES** 

## **5. CHARITABLE ACTIVITIES COSTS** 

## **6. SUPPORT COSTS** 

## **7.** 

continued... 



**CHEFS IN SCHOOLS** 

## **NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 AUGUST 2022** 

## **8. TRUSTEES' REMUNERATION AND BENEFITS** 

There were no trustees' remuneration or other benefits for the year ended 31 August 2022 nor for the year ended 31 August 2021. 

## **Trustees' expenses** 

There were no trustees' expenses paid for the year ended 31 August 2022 nor for the year ended 31 August 2021. 

## **9.** 

## **STAFF COSTS** 

|Wages and salaries<br>Social security costs<br>Other pension costs|**2022**<br>**£**<br>**387,068**<br>**37,292**<br>**16,894**<br>**441,254**|2021<br>£<br>303,461<br>28,284<br>17,060|
|---|---|---|
|||348,805|



Staff costs are allocated to the respective funds based on the amount of time spent by the staff members. 

The charity considers its key management personnel comprise the Trustees, the Chief Executive and the Executive Chef. 

The total employment benefits including employer pension contributions and national insurance of the key management personnel were £136,566 (2021: £135,949). The Trustees received no remuneration during the period (2021: £Nil). 

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

|Staff<br>No employees received emoluments in excess of £60,000.<br>**FULL TIME EQUIVALENT**<br>Full Time Equivalent (FTE)||**2022**<br>**11**<br>**2022**<br>**9.5**||2021<br>8<br>2021<br>6.9|
|---|---|---|---|---|



## **10. MATERIAL TRANSFERS** 

The transfer from the restricted funds to unrestricted funds has arisen as the donors have removed their restriction on what the funds could be used for. 

continued... 



**CHEFS IN SCHOOLS** 

## **NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 AUGUST 2022** 

## **11. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES** 

## **12.** 

|**COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES**||||
|---|---|---|---|
|**INCOME AND ENDOWMENTS FROM**<br>Donations and legacies<br>**Charitable activities**<br>Trading activities<br>Other income<br>**Total**<br>**EXPENDITURE ON**<br>**Charitable activities**<br>Donations, legacies and trading<br>Other<br>**Total**<br>**NET INCOME**<br>**RECONCILIATION OF FUNDS**<br>**Total funds brought forward**<br>**TOTAL FUNDS CARRIED FORWARD**<br>**TANGIBLE FIXED ASSETS**<br>**COST**<br>At 1 September 2021<br>Additions<br>Disposals<br>At 31 August 2022<br>**DEPRECIATION**<br>At 1 September 2021<br>Charge for year<br>Eliminated on disposal<br>At 31 August 2022<br>**NET BOOK VALUE**<br>At 31 August 2022<br>At 31 August 2021|Unrestricted<br>Restricted<br>funds<br>funds<br>£<br>£<br>265,111<br>499,529<br>94,506<br>-<br>290<br>-<br>359,907<br>499,529<br>274,511<br>473,423<br>3,042<br>-<br>277,553<br>473,423<br>82,354<br>26,106<br>253,663<br>120,756<br>336,017<br>146,862<br>Fixtures &<br>Computer<br>fittings<br>equipment<br>£<br>£<br>**124,752**<br>**2,106**<br>**-**<br>**473**<br>**-**<br>**(1,528)**<br>**124,752**<br>**1,051**<br>**24,197**<br>**595**<br>**15,084**<br>**409**<br>**-**<br>**(576)**<br>**39,281**<br>**428**<br>**85,471**<br>**623**<br>100,555<br>1,511||Total<br>funds<br>£<br>764,640<br>94,506<br>290|
||||859,436|
||||747,934<br>3,042|
||||750,976|
||||108,460<br>374,419|
||||482,879|
||||Totals<br>£<br>**126,858**<br>**473**<br>**(1,528)**<br>**125,803**<br>**24,792**<br>**15,493**<br>**(576)**<br>**39,709**<br>**86,094**<br>102,066|
|||||
|||||
|||||
|||||
|||||



continued... 



**CHEFS IN SCHOOLS** 

## **NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 AUGUST 2022** 

## **13. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR** 

|Trade debtors<br>Other debtors<br>VAT<br>Prepayments and accrued income<br>**CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**<br>Trade creditors<br>Social security and other taxes<br>VAT<br>Other creditors<br>Accruals and deferred income|**2022**<br>**£**<br>**16,127**<br>**164**<br>**-**<br>**43,261**<br>**59,552**<br>**2022**<br>**£**<br>**5,267**<br>**11,237**<br>**3,047**<br>**1,637**<br>**40,993**<br>**62,181**|2021<br>£<br>39,288<br>-<br>733<br>1,316<br>41,337<br>2021<br>£<br>-<br>7,726<br>-<br>2,326<br>22,923<br>32,975|
|---|---|---|



## **14. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR** 

Deferred income relates of income received during the year for services which will be provided during the year after the balance sheet date. The movement on deferred income is as follows: 

|Brought forward<br>Recognised during this year<br>Income received this year being deferred<br>Carried forward|**2022**<br>**£**<br>**-**<br>**-**<br>**21,154**<br>**21,154**|2021<br>£<br>-<br>-<br>-<br>-|
|---|---|---|



## **15. MOVEMENT IN FUNDS** 

|**Unrestricted funds**<br>General fund<br>**Restricted funds**<br>School by School<br>Hackney School of Food<br>Better is Possible<br>Core costs<br>**TOTAL FUNDS**|Net<br>movement<br>At 1.9.21<br>in funds<br>£<br>£<br>**336,017**<br>**(62,680)**<br>**60,089**<br>**36,453**<br>**3,052**<br>**(3,052)**<br>**21,092**<br>**(7,576)**<br>**62,629**<br>**-**<br>**146,862**<br>**25,825**<br>**482,879**<br>**(36,855)**|Transfers<br>between<br>funds<br>£<br>**59,139**<br>**-**<br>**-**<br>**-**<br>**(59,139)**<br>**(59,139)**<br>**-**|At<br>31.8.22<br>£<br>**332,476**<br>**96,542**<br>**-**<br>**13,516**<br>**3,490**<br>**113,548**<br>**446,024**|
|---|---|---|---|



continued... 



**CHEFS IN SCHOOLS** 

## **NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 AUGUST 2022** 

## **15. MOVEMENT IN FUNDS - continued** 

Net movement in funds, included in the above are as follows: 

|**Unrestricted funds**<br>General fund<br>**Restricted funds**<br>School by School<br>Hackney School of Food<br>Better is Possible<br>Core costs<br>**TOTAL FUNDS**<br>**Comparatives for movement in funds**<br>**Unrestricted funds**<br>General fund<br>**Restricted funds**<br>Restricted funds<br>**TOTAL FUNDS**<br>Comparative net movement in funds, included in the above are as follows:<br>**Unrestricted funds**<br>General fund<br>**Restricted funds**<br>Restricted funds<br>**TOTAL FUNDS**|Incoming<br>Resources<br>Movement<br>resources<br>expended<br>in funds<br>£<br>£<br>£<br>**305,026**<br>**(367,706)**<br>**(62,680)**<br>**129,430**<br>**(92,977)**<br>**36,453**<br>**10,000**<br>**(13,052)**<br>**(3,052)**<br>**87,150**<br>**(94,726)**<br>**(7,576)**<br>**10,500**<br>**(10,500)**<br>**-**<br>**237,080**<br>**(211,255)**<br>**25,825**<br>**542,106**<br>**(578,961)**<br>**(36,855)**<br>Net<br>movement<br>At<br>At 1.9.20<br>in funds<br>31.8.21<br>£<br>£<br>£<br>253,663<br>82,354<br>336,017<br>120,756<br>26,106<br>146,862<br>374,419<br>108,460<br>482,879<br> <br>Incoming<br>Resources<br>Movement<br>resources<br>expended<br>in funds<br>£<br>£<br>£<br>359,907<br>(277,553)<br>82,354<br>499,529<br>(473,423)<br>26,106<br>859,436<br>(750,976)<br>108,460|
|---|---|





**CHEFS IN SCHOOLS** 

## **NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 AUGUST 2022** 

## **MOVEMENT IN FUNDS - continued** 

## **School by School (Restricted Income Fund)** 

This fund is used in individual schools in order to help them recruit and train chefs to run their kitchens, implement systems to manage their food programmes, and reintroduce meaningful food education. 

## **Hackney School of Food (Restricted Income Fund)** 

The Fund is a partnership between us and the LEAP Federation of Schools to offer schools and the local community a range 

of cookery courses to teach children and their families to cook nourishing foods from scratch. 

## **Better is Possible (Restricted Income Fund)** 

Chefs in Schools believe that the school kitchen workforce is a crucial force in educating children about food, yet school kitchen workers have also too often been underinvested in. By investing in continuous professional development of the workforce, we can empower and enable them to contribute to children's overall development and education about food. With funding and support from Impact on Urban Health, we have created a pilot for the first ever qualification for school chefs. The training programme was trialled with a mix of private caterers, local authority caterers and in-house schools. Early results indicate improvements in compliance with School Food Standards and anecdotal improvements in employee 

## satisfaction. **Core Costs (Restricted Income Fund)** 

This fund relates to donations received which are restricted to our core activities. 

## **RELATED PARTY DISCLOSURES** 

## **The LEAP Federation** 

(Louise Nichols, Trustee, is Executive Head of the LEAP Federation of three London Borough of Hackney Primary Schools; Kingsmead, Mandeville and Gayhurst) 

£3 052 was paid to the LEAP Federation for food costs incurred in the delivery of children's cookery classes at the Hackney School of Food, in lieu of a donation to the same value from Tastily for this purpose. 

£28,924 was paid to the LEAP Federation as a contribution to the salary and associated costs of the Hackney School of Food Head Food Educator. 

## **INDEPENDENT EXAMINER FEES** 

The fees paid to the independent examiner during the period in respect of their independent examination and other services 

provided by them are as follows: 

|Independent examination<br>Other services|**2022**<br>**£**<br>**1,500**<br>**1,263**<br>**2,763**|2021<br>£<br>859<br>859<br>1,718|
|---|---|---|





IIFJ Ill
CHEFS 11 SCHOOLS I