**REGISTERED CHARITY NUMBER: 1180864** 

## Report of the Trustees and 

Unaudited Financial Statements for the Year Ended 30 November 2024 

for Success Club CIO 



Success Club CIO 

## Contents of the Financial Statements for the Year Ended 30 November 2024 

||Page|
|---|---|
|Report of the Trustees||
|Independent Examiner's Report|1|
|Independent Auditor's Report|2|
|Statement of Financial Activities|3|
|Balance Sheet|4|
|Cash Flow Statement|5|
|Notes to the Cash Flow Statement|6|
|Notes to the Financial Statements|7 to  13|
|Detailed Statement of Financial Activities|14 to  15|





Success Club CIO 

## Report of the Trustees 

## for the Year Ended 30 November 2024 

The Trustees are pleased to present their report and financial statement for the charity The Success Club for the year to 30th November 2024. 

## **STRUCTURE, GOVERNANCE AND MANAGEMENT** 

The Success Club is a Charitable Incorporated Organisation registered Nov 2018; its principal office is 44 Morley Hill, Enfield EN2 OBJ. 

## **REFERENCE AND ADMINISTRATIVE DETAILS Registered Charity number** 1180864 

## **Principal address** 

44 Morley Hill Enfield EN2 0BJ 

## **Trustees** 

Robert Owen Challis (Chair) Isabel Delacour voted in on 25/05/2024 Brian Halissey voted in on 25/05/2024 Ellis Goodson voted in on 25/05/2024 Mustafa Berk Ak Sachelle Samuda David Clarence Douglin Elisabet Coffi Rope Marva Yvonne Rollins Christopher James Cuddihy 

New trustees undergo an orientation day to brief them of their legal obligations under charity law, the committee and decision-making processes and recent financial activities of the charity. 

## **Independent Examiner** 

Mayfair Accounting & Tax Ltd 3rd Floor 10 Foster Lane London EC2V 6HH 

## **Risk Management** 

The trustees have a risk management strategy which comprises: 

- A quarterly review of the risks and issues that the charity may face 

- The establishment of systems and procedures to mitigate those risks and issues identified in the plan 

- Review of key dependencies, roles and responsibilities as part of our governance process 

- ■ The implementation of procedures designed to minimise any potential impact on the charity should these risks materialise 



## **Charity Objectives and Activities** 

For the public benefit to advance the education of children and young people in such ways as the charity trustees think fit, including the following activities: 

- Provide support and learning opportunities to children and young people which enhance 

   - wellbeing, personal, social, and emotional development, and self-understanding. 

- Promote prosocial core attitudes and beliefs for the benefit of the school environment, local community and general public. 

- Prevent school exclusion and offer a bespoke programme to support this aim. 

- Provide learning, understanding and training to other organisations, entities or individuals 

   - who work with or aspire to work with children and young people. 

We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and in the planning of future activities. 

## **Financial Review and Reserves Policy** 

The results for the year are shown in the attached financial statements. The trustees have adopted a reserves policy to address the risks of: 

- Lack of liquidity to respond to new needs or requirements 

- An inability to meet commitments or planned objectives 

- Minimal safety net in an unpredictable environment 

The trustees are committed to achieving a balance on unrestricted reserves of £80,000 which we did achieve in 2024. 

## **Going Concern** 

Success Club continues to operate as a going concern due to its strong foundations, consistent impact and ability to adapt in a changing landscape. The following factors contribute to our sustained viability: 

**1. Proven Impact and Demand** Our wellbeing and personal development programmes are in high demand across primary and secondary schools, particularly in underserved areas. We are meeting a rising need in deprived wards of Enfield, Edmonton and Islington, providing essential support to the children and families who are vulnerable to socio-economic problems. The need has intensified since the onset of the cost of living crisis.  The tangible outcomes we deliver - from improved mental wellbeing to increased school engagement - have secured ongoing partnerships and repeat funding. 

**2. Strong Community and Stakeholder Relationships** We are deeply embedded within the communities we serve, especially across the boroughs of Enfield and Islington. Our relationships with schools, families, local authorities, and funders are built on trust and results, ensuring continued collaboration and support. 

## **3. Scalable, Evidence-Based Programmes** Our programmes are underpinned by 

data-driven reporting obtained directly from participants and school representatives, enabling us to demonstrate the tangible impact of our initiatives, such as improved student engagement, reduced behavioural issues, and increased resilience. This reporting has bolstered stakeholder confidence and support. All funded projects are evaluated using both quantitative and qualitative data. Interventions, including _Moment of Calm_ , _Mindful Mentors,Cook and Connect,_ and _Outdoor Mindfulness,_ are grounded in research and mindfulness practice, making them scalable and attractive to a broad range of partners. 



**4. Global-Majority Led Governance and Leadership** Success Club is led by an experienced team and guided by a committed board of trustees. As a global-majority-led organisation, Success Club brings unique insights and culturally relevant interventions to the communities we serve. This distinct approach has cemented our reputation as a trusted partner in tackling educational inequalities. Our Trustees maintain strong financial oversight, effective risk k management processes and a clear strategic direction. 

**5. Diverse Funding Streams** Success Club benefits from a diverse range of funding sources, including local authority contracts, funds from trusts, grants and foundations, school commissions and philanthropic support. We have worked hard to achieve a 53% increase in our earned income from last year, surpassing the 25% growth target set by The Fore and The Berkeley Foundation Resilience Fund. In 2023, a memorial legacy crowd-funding campaign was also established for the Success Club. This financial diversity reduces risk and strengthens our resilience. 

**6. Adaptability and Innovation** From digital delivery during the pandemic to new pilot programmes tailored to emerging needs, Success Club has shown it can innovate while staying true to its core mission. 

**7. Clear Strategic Vision** We operate with a well-defined mission: To empower children and young people who are at risk of under-achieving to fulfil their potential. 

## **Impact and Reach Executive Summary** 

Pupils worked with ending this fiscal year: 2,970 Schools collaborated with:23 Primary and 3 Secondary 

We are delighted to report on the impact we’ve achieved this year. Success Club is agile in responding to emerging needs. We offer a range of programmes to schools.  Below we report on the key highlights from the programmes delivered: 

## **Highlights from this year and Programmes Delivered** 

A major highlight has been the ambitious **Moment of Calm** project because of the growth it represents for us organisationally. This project enabled us to partner with UK Youth, Edmonton Community Partnership and Enfield Town Schools Partnership and scale up our work to meet a demand from 22 participating schools. We produced a booklet for 1,270 Year 6 children and delivered in-person sessions on how to get the most from the booklet, along with teacher guidance and follow-up support provided online through a dedicated webpage. To deliver these, we needed to train a twelve-strong team and mobilise them across two weeks of intensive session delivery. _A Moment of Calm_ has been a transformative initiative, offering primary students a much-needed space to pause, breathe and reset amidst the pressures of school life and the build-up to their SATs. Through this programme of workshop-style assemblies and follow-up resources, we introduced mindfulness techniques to help year 6 students manage stress, build emotional resilience and enhance focus. Sessions included guided breathing exercises, body scans and mindful activities designed to promote relaxation and self-awareness. _Moment of Calm 2024_ has been warmly received by both students and staff, creating a more supportive and mindful school environment. Planning and fundraising for the delivery of _Moment of Calm 2025_ has already begun (with funds carried over from Michael Uren Foundation and further funds secured from Thriving Minds) as we anticipate borough-wide participation this year. We have already enlisted the help of volunteers to support this project in 2025. 



**Thinking Into Results** is our most popular programme, run in both secondary and primary settings. Designed to inspire personal growth, this programme helps children develop a clear understanding of their goals and cultivate positive thinking. It bridges the gap between knowing and doing by guiding participants through discussions, activities, and mindfulness practices. The programme encourages self-awareness, confidence, and a proactive approach to overcoming challenges. It enables young people to set meaningful goals and equips them with the tools to achieve desired outcomes in school and life. 

**Fit 4 Growth** combines physical activities, such as boxercise and multisports, with personal development to build resilience, self-discipline, and self-esteem. Participants reflect on their attitudes and achievements, fostering teamwork, effective communication, and a growth mindset. This dynamic programme integrates exercise with mentoring to support emotional and physical well-being, while encouraging confidence and positive attitudes. It helps children build skills to succeed both personally and academically. 

Our **Mindful Mentors** programme empowers children to develop empathy, mindful communication, and leadership skills. Participants learn to recognise and address emotional cues in their peers, practice active listening, and foster a calm and supportive environment. The Mindful Mentors programme promotes kindness and emotional intelligence, equipping children to serve as role models within their school communities. By emphasising mindfulness and effective communication, the programme builds a foundation for positive peer relationships and mental well-being. 

**Outdoor Mindfulness** connects children with nature, promoting calmness, creativity, and improved physical and mental health. Through activities such as mindful observation, exploring green spaces, and creative tasks, participants develop a sense of focus and achieve small, meaningful goals in an outdoor setting. This programme helps boost confidence, enhance well-being, and deepen children’s appreciation for the natural world, creating an enriching experience that combines mindfulness with outdoor exploration. 

We have also recently added **Cook and Connect** to our list of programmes. Our Cook and Connect programme brings young people together to learn essential life skills through cooking while fostering meaningful connections. Delivered after school with parents and children, it ensures families enjoy a hot, nutritious meal together that evening. By combining practical culinary skills with mindfulness techniques, participants develop a sense of achievement, teamwork, and emotional well-being. This hands-on experience not only encourages healthy eating habits but also provides a space for open conversations, building confidence, and strengthening relationships. Cook and Connect empowers students to nourish both their bodies and minds, creating positive, lasting impacts on their overall well-being. 

## **Community and Stakeholder Support** 

Our work has garnered ongoing support from the local community, schools, and families. Testimonials, success stories, and repeat engagements reinforce the demand for Success Club’s services. 



|||
|---|---|
|**Project**|**Headlines of Testimonials/Report**|
|Moment of Calm<br>_Enfield and_<br>_Edmonton_|**Teacher feedback:**<br>“It gave us helpful 5 minute activities to do with children too, what a great<br>resource this is.”<br>“Moment of Calm is a fantastic strategy for both pupils and staff in schools<br>to manage stress.”<br>“Excellent booklet with lots of useful techniques. Well produced booklet.<br>Our ELSA practitioners were also given a copy to help/ use during their<br>sessions.”<br>“Having your own copy handy as a teacher means we can easily refer to<br>any part of the booklet for ideas and strategies.”|
|Outdoor Mindfulness<br>_Vittoria, Islington_|<br>"From a senior leader's point of view, Success Club made it really easy to<br>set up this programme with our year 5 pupils. The team were always<br>prompt and professional and ran the sessions in a way which was very<br>self-sufficient, with clear communication with teachers. I received positive<br>feedback from both staff and pupils - it was clear that the children enjoyed<br>the sessions very much."<br>**Eleanor Hullock - Deputy Head, Vittoria Primary School**|
|Outdoor Mindfulness<br>_Suffolks Primary,_<br>_Enfield_|**Feedback from children (aged 9-11):**<br>“I really enjoyed it and I am sad that<br>next session is the last one and I really<br>am going to use this.”<br>“I think the sessions have helped me<br>relax and be calm. I use mindful<br>eating for when I am stressed.”<br>“The Success Clubs have make me<br>realise that there is more to life and<br>helped me out”<br>“This helped me to relax and learn<br>how to get my nerves out”|
|Thinking Into Results<br>_St Michaels, Enfield_|<br>**Feedback from children (aged 9-10):**<br>“I loved Success Club, I wish we can carry on next year.”<br>“It helped me realise there is a gap between what I know and what I do.”<br>“It helped me to be more positive and be kinder to myself and my brother”<br>“I liked the times we were quiet and did mindfulness because it was<br>calm.”|
|Thinking Into Results<br>_Winchmore_<br>_Secondary School_|“The Success Club team gets through to these notoriously hard-to-reach<br>pupils in ways that I and other members of staff can’t. We’re seeing<br>trends of behavioural change in an upwards direction”**David Miller,**<br>**Designated Teacher for Looked After Children**|





|||
|---|---|
|Thinking Into<br>Results_Chace_<br>_Community School_|**Facilitator assessment:**“I think the pupils quickly learned that there<br>were no wrong or right answers. There was no judgement from us so they<br>trusted us and talked truthfully. It was also really impactful to go through<br>their behaviour reports each week as it taught them to take accountability.<br>They also felt proud of themselves when they had made improvements.”<br>**Victoria Bonitto Success Club**<br>We are doing further work with this group, for another year.|
|Mindful Mentors<br>_Eldon Primary_<br>_School_|“The mindfulness peer-to-peer mentor programme at Eldon School has<br>been incredibly successful. All children selected to be Mindful Mentors<br>have enjoyed the process. The content is age appropriate with enough<br>challenge. It has not only helped the children gain more confidence but<br>also fostered a sense of empathy and compassion. It has been<br>heartwarming to witness the older students working with younger year<br>groups, sharing their knowledge and skills to help them become more<br>mindful and develop better mental well-being.”**Jason Beckford, Deputy**<br>**Headteacher at Eldon Primary School, July 2024.**|
|-HAF Summer 3 x<br>weeks|**Feedback from parents:**<br>‘My child was safe with the 1 to 1 support and the staff members were<br>very supportive.  The pre-assessment of my child in her school to<br>identify her needs and how to support her in holiday club was amazing.’<br>“Giving children with additional needs an opportunity to shine which they<br>don’t normally get at mainstream school. Skilled staff engaged my child<br>and made his days a success. He does not normally achieve this in<br>school/ other groups because of his additional needs.”<br>‘My child got to experience new activities with new people and gain<br>confidence, it has kept him occupied for most of the holiday’|
|-Fit4Growth|Objectives of term one were to introduce the concept of self-discipline<br>and mentoring, to reduce incidences of anti-social behaviours. One of our<br>beneficiaries , “T”, has not been in trouble in school since beginning with<br>us which has been a remarkable case study. In addition to his time with<br>Success Club, he is now found every week in the boxing club enjoying a<br>new found skill.|



## **Organisational Development Achieved 2023-2024** 

We maintain a highly skilled and committed team of freelance facilitators, which has grown considerably this year. Our professional standard contract and agreement for all staff cover safety, inclusivity, communication, and safeguarding, ensuring that every programme is delivered to the highest quality. We have a strong core team of back-office staff working alongside our facilitators. This year, we have significantly enhanced our office processes and evaluation methods, streamlining operations to ensure efficiency and better programme delivery. 

Our project timeline and calendar system have been rehauled as well as our invoicing process. Weekly team catch-ups, with recorded minutes, ensure clear communication. We've also focused on policy updates and training for all staff, reinforcing our commitment to excellence. We have increased programme-specific training, hosting several start-of-term 



meetings for all facilitators to bring them up to date on what is expected of them and our policies, as well as participating in interactive training sessions. 

## **Launch of Volunteering Programme for Success Club** 

A significant organisational development, backed by Sir Harvey McGrath and the Irving Memorial Trust, has been the implementation of a Volunteering Strategy, employing a Volunteer Manager to oversee this process. 

Since February 2024, Success Club has onboarded 13 new volunteers, bringing the total for this financial year to 14 active volunteers: 

9 Community volunteers 

4 Youth volunteers 

- 1 Corporate volunteer 

These volunteers have contributed 456 hours across 134 sessions spanning 18 programmes, significantly enhancing our capacity and impact. 

## **Value Added by Volunteers** 

- Support for Facilitators: Volunteers ensure every child is well-supported, allowing 

   - facilitators to focus on delivering impactful sessions. 

- Cultural Impact: Inspired by volunteers, trustees, and staff have contributed additional hours, fostering a culture of service. 

- Diversity and Expertise: Volunteers bring a range of unique skills (gardening, debating, 

   - dance) and diverse lived experiences, reflecting the communities we serve. 

- Increased Capacity: Volunteer support has freed facilitators to expand programmes, 

   - including running additional sessions and maintaining smaller group sizes. 

- Pathway to Paid Roles: Two trainee facilitators have emerged from the volunteer programme. 

- Administrative Support: Volunteers have assisted with research, social media, and 

- networking, enabling staff to focus on strategic growth and onboarding six new facilitators. 

- ■ Financial Impact: We have estimated that a total monetary value-add of £20,900 can be attributed to the hours given by our volunteers this financial year, calculated by the amount we have saved on paid wages. 

## **Challenges and Solutions as we develop Volunteering Further:** 

- Time-Intensive Processes: We have re-evaluated the recruitment and onboarding 

   - processes, which have been labour and time-intensive in this first year. These have been improved and streamlined for Year 2. 

- Volunteer Reliability: Minimum-hour agreements and broader recruitment strategies are 

   - being implemented to ensure all volunteer engagement is reliable, allowing us to plan programmes around a time-agreed commitment from volunteers. 

- Volunteer Fit: New volunteer-led initiatives (e.g., reading support and youth forums) will 

   - provide diverse opportunities where we might have struggled to find a willing volunteer to 

   - fit into a programme with niche skill requirements. 

- Measurement Tools: Transition to Monday.com has improved efficiency. 

- We aim to have 25 active volunteers by February 2025 and recruit 25 annually from 2025 to 2027, allowing for some turnover. Current strategies include university partnerships, local outreach, and corporate volunteering packages. 

- New volunteer role descriptions, agreements, and training resources are in development to enhance onboarding and retention. 

- Initiatives which are entirely volunteer-led, like reading support schemes, youth voice 

   - forums, and admin volunteering, will ensure all volunteers remain engaged while they wait to be placed on programmes. 



■ The volunteer programme has laid a strong foundation, and we are on track to achieve our ambitious goals, further expanding our reach and impact in 2025 and beyond. 

## **Our Key Goals for November 2024 - November 2025** 

Delivery and Organisational Expansion 

- Consolidate and expand delivery in the London Boroughs of Enfield, Hackney and 

   - Islington for our on-the-ground work. We will also explore further opportunities to 

   - influence online beyond these boroughs, positioning ourselves as leaders of Well-being 

   - and Mindfulness intervention initiatives for children and young people. 

- Scale successful interventions to broaden the reach of our flagship programmes such as _Thinking into Results_ and Fit4Growth _Risk Reduction_ into new schools. 

- Expand our wellbeing programmes, including _Cook and Connect_ , _Mindful Mentors_ and 

   - _Moment of Calm_ , with tailored versions for different age groups. 

- Roll out the SATs' 'Moment of Calm' Booklet to more than 20 schools across Enfield in Spring 2025, building on the 2024 pilot. 

- Continue outdoor mindfulness programmes, with a stronger emphasis on whole-family 

   - participation to support intergenerational wellbeing. 

- Continue recruiting experienced facilitators from diverse backgrounds with relevant lived experiences to meet the increasing delivery needs. 

- Continue recruiting a rich variety of volunteers in line with our Volunteer Programme 

   - Strategy, drawing from the local community, from Youth Groups and corporate links. 

- Deliver more CPD sessions for teachers, focusing on integrating wellbeing and mindfulness into school culture. 

## Profile Raising and Partnership 

- Strengthen partnerships with the local council, with Edmonton Community Partnership, 

   - Enfield Town Schools Partnership, LoveYourDoorstep, Kooth, LocalMotion, ETIPPS and explore new alliances with borough-level services. 

- Undertake more in-depth community consultations to co-design new interventions and ensure our work is community-led. 

- Promote Enfield Youth Voice by working with young people to listen to their needs and wants through Success Club. 

- Work with local organisations and businesses to co-host events, promote healthy lifestyles and provide safe community spaces. 

## Fundraising Goals 

- Launch a small crowdfunding campaign to grow individual giving and increase 

   - unrestricted income. 

- Secure more multi-year core funding from trusts and foundations to stabilise long-term operations. 

- Explore earned income opportunities, including HAF, schools-based commissions and wellbeing events for parents/carers and educators. 

- Seek corporate sponsorships, particularly aligned with mental health, education or food access. 

- Grow and activate our mailing list with more regular and relevant updates. Provide our 

   - supporters with clearer signposting for direct ways to make a financial donation. 

- Strengthen our local social media profile with consistent content that showcases our impact, highlights compelling stories, and engages our supporters. 



## **Looking Ahead** 

As we step into 2025, Success Club is poised for continued growth, driven by strong leadership, strategic planning and an unwavering commitment to wellbeing. Confident in our ability to navigate financial and operational challenges, we remain committed to the communities we serve. Our focus will remain on delivering high-quality interventions that transform the lives of vulnerable young people, fostering partnerships with local government, community groups, youth centres, local schools and alternative educational organisations. Our fundraising and strategic business development goals of Scalability, Serviceability and Sustainability enhance our financial independence and will secure our legacy beyond our current team. With optimism and determination, we look forward to building on our success and furthering our mission to create lasting impact. 

**Together, we’re building a future where no child is left behind.** 

Approved by order of the board of trustees on 12/08/2025 and signed on its behalf by: 


.......................................................... Trustee 



Independent Examiner's Report to the Trustees of Success Club CIO 

## **Independent examiner's report to the trustees of Success Club CIO** 

I report to the charity trustees on my examination of the accounts of Success Club CIO (the Trust) for the year ended 30 November 2024. 

## **Responsibilities and basis of report** 

As the charity trustees of theTrust you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act'). 

I report in respect of my examination of the Trust's accounts carried out under section 145 of the Act and in carrying out my examination I have followed all applicable Directions given by the Charity Commission under section 145(5)(b) of the Act. 

## **Independent examiner's statement** 

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect: 

1. Accounting records were not kept in respect of the Trust as required by section 130 of the Act; or 

2. The accounts do not accord with those records; or 

3. The accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination. 

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. 


**----- Start of picture text -----**<br>
accounts to be reached.<br>**----- End of picture text -----**<br>


Adam Clarke Mayfair Accounting & Tax Ltd 3rd Floor 10 Foster Lane London EC2V 6HH 

Date: 01/08/2025 

Page 1 



Independent Auditor's Report to the Trustees of Success Club CIO 

## **Report on the Financial Statements** 

## **Opinion on Financial Statements** 

We have audited the financial statements of Success Club CIO for the year ended 30 November 2024, which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement, and the related notes to the financial statements, including a summary of significant accounting policies. 

In our opinion, the financial statements: 

- Give a true and fair view of the state of the charity’s affairs as at 30 November 2024 and of its income and expenditure for the year then ended 

- Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice (UK GAAP), including the Charities SORP (FRS 102) 

- Have been prepared in accordance with the requirements of the Charities Act 2011 

## **Basis for opinion** 

We conducted our audit in accordance with International Standards on Auditing (UK) and applicable law. Our responsibilities under those standards are further described in the "Auditor’s Responsibilities for the Audit of the Financial Statements" section of our report. 

We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard. We have fulfilled our other ethical responsibilities in accordance with these requirements. 

## **Responsibilities of trustees** 

The trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. The trustees are also responsible for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 

In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern, and using the going concern basis of accounting unless they either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so. 

## **Auditor’s responsibilities for the audit of the financial statements** 

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but it is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. 

## **Use of the audit report** 

This report is made solely to the charity’s trustees, as a body, in accordance with Section 154 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed. 

## **Karim Abdelrehim, FCCA** 

**FabaciFinancial Ltd, 112 Loughborough House, 2 Honour Gardens, London, RM8 2GJ Date: 11[th] August 2025** 


Page 2 



Success Club CIO 

## Statement of Financial Activities 

## for the Year Ended 30 November 2024 

|Unrestricted<br>fund<br>Notes<br>£<br>**INCOME AND ENDOWMENTS FROM**<br>Donations and legacies<br>2<br>226,291<br>**EXPENDITURE ON**<br>**Charitable activities**<br>support and learning opportunities<br>155,472<br>**NET INCOME/(EXPENDITURE)**<br>70,819<br>**RECONCILIATION OF FUNDS**<br>**Total funds brought forward**<br>85,079<br>**TOTAL FUNDS CARRIED FORWARD**<br>155,898|Restricted<br>fund<br>£<br>151,313<br>154,470<br>(3,157)<br>10,898<br>7,741|30.11.24<br>Total<br>funds<br>£<br>377,604<br>309,942<br>67,662<br>95,977<br>163,639|30.11.23<br>Total<br>funds<br>£<br>252,768<br>226,576<br>26,192<br>69,785<br>95,977|
|---|---|---|---|



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Success Club CIO 

## Balance Sheet 

## 30 November 2024 

|||||||30.11.24|<br>30.11.23|
|---|---|---|---|---|---|---|---|
||Unrestricted|||Restricted||Total|Total|
|||fund||fund||funds|funds|
||Notes|<br>£||£||£|£|
|**FIXED ASSETS**||||||||
|Tangible assets|5||-||-|-|-|
|**CURRENT ASSETS**||||||||
|Cash at bank||155,898||7,741||163,639|95,977|
|**NET CURRENT ASSETS**||155,898||7,741||163,639|95,977|
|**TOTAL ASSETS LESS CURRENT**||||||||
|**LIABILITIES**||155,898||7,741||163,639|95,977|
|**NET ASSETS**||155,898||7,741||163,639|95,977|
|**FUNDS**|6|||||||
|Unrestricted funds||||||155,898|94,444|
|Restricted funds||||||7,741|1,533|
|**TOTAL FUNDS**||||||163,639|95,977|



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

............................................. Trustee 

The notes form part of these financial statements 

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Success Club CIO 

|Cash Flow Statement||||
|---|---|---|---|
|for the Year Ended 30 November 2024||||
|||30.11.24|30.11.23|
||Notes|£|£|
|**Cash flows from operating activities**||||
|Cash generated from operations|1|67,662|26,512|
|Net cash provided by operating activities||67,662|26,512|
|||||
|**Change in cash and cash**||||
|**equivalents in the reporting period**||||
|||67,662|26,512|
|**Cash and cash equivalents at the**||||
|**beginning of the reporting period**||95,977|69,465|
|**Cash and cash equivalents at the**||||
|**end of the reporting period**||163,639|95,977|



The notes form part of these financial statements 

Page 5 



Success Club CIO 

## Notes to the Cash Flow Statement for the Year Ended 30 November 2024 

## **1. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES** 

|**ACTIVITIES**|||
|---|---|---|
||30.11.24|30.11.23|
||£|£|
|**Net income for the reporting period (as per the Statement**|||
|**of Financial Activities)**|67,662|26,192|
|**Adjustments for:**|||
|Depreciation charges|-|320|
|**Net cash provided by operations**|67,662|26,512|



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

||At 1.12.23|Cash flow|At 30.11.24|
|---|---|---|---|
||£|£|£|
|**Net cash**||||
|Cash at bank|95,977|67,662|163,639|
||95,977|67,662|163,639|
|**Total**|95,977|67,662|163,639|



The notes form part of these financial statements 

Page 6 



Success Club CIO 

Notes to the Financial Statements for the Year Ended 30 November 2024 

## **1. ACCOUNTING POLICIES** 

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

The financial statements of the charity, 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 Charities Act 2011. 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. 

## **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 cost 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. 

## **Tangible fixed assets** 

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

## **Taxation** 

The charity is exempt from 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. 

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Notes to the Financial Statements - continued for the Year Ended 30 November 2024 

## **2. DONATIONS AND LEGACIES** 

|Donations|30.11.24<br>£<br>377,604|30.11.23<br>£<br>252,768|
|---|---|---|



## **Unrestricted** 

St Michaels C of E Primary School - £1,960 Henbury Manor Primary School - £3,958 Chace Community School - £14,445 Winchmore School - £13,166 Vittoria Primary School - £230 Sir Harvey McGrath - £81,500 The Fore - £15,000 UK Youth - £44,000 Life Time Brands - £767 Enfield Town Community Church - £100 Just Giving Dan Sinyinza Memorial Fund - £3,176 Charities Aid Foundation - £80 Berkeley Foundation Resilience Fund - £3,000 Enact Island Youth and Community Centre - £986 Postcode Society - £20,000 Muswell Health - £1,000 Borras - £2,000 Garfield Weston Foundation - £20,000 Blue Songbird - £60 Wasoulua - £360 Anonymous - £500 

## **Restricted** 

Barbara Ward and the Lady Schreier Foundation - £7,498 St James Place Charitable Foundation - £5,000 HAF Winter - £3,584 Bentley Small Grants - £500 Just Giving - HAF- £39 GLAWalking &Cycling Grants - £3,000 Enfield Local Fund - £4,221 KFC Foundation - £2,600 The Michael Uren Foundation - £5,001 London Borough of Enfield - £64,250 Asda - £1,600 Boshier Hinton Foundation - £2,000 Spear Charitable Trust - £3,000 Albert Gubay Charitable Foundation - £7,500 David Riddell - £5,740 Charles. S. French - £3,818 Chesterhill Charitable Trust - £1,000 Berkeley Foundation - £15,362 Leigh Trust - £2,500 Dan Sinyinza Memorial Fund - £2,500 B N Mpasi - £100 

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Worshipful Company of Basketmakers- £1,000 Worshipful Company of Insurers - £2,500 Irving Memorial Trust - £2,000 Edmonton Community Partnership - £5,000 

## **To Carry Forward into 2025** 

Irving Memorial Trust - £2,000 The Michael Uren Foundation - £3,241 Dan Sinyinza Memorial Fund - £2,500 

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Notes to the Financial Statements - continued for the Year Ended 30 November 2024 

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

There were no trustees' remuneration or other benefits for the year ended 30 November 2024 nor for the year ended 30 November 2023. 

## **Trustees' expenses** 

There were no trustees' expenses paid for the year ended 30 November 2024 nor for the year ended 30 November 2023. 

|**4.**<br>**COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES**<br>Unrestricted Restricted<br>fund<br>fund<br>£<br>£<br>**INCOME AND ENDOWMENTS FROM**<br>Donations and legacies<br>156,955<br>95,813<br>**EXPENDITURE ON**<br>**Charitable activities**<br>support and learning opportunities<br>92,013<br>134,563<br>**NET INCOME/(EXPENDITURE)**<br>64,942<br>(38,750)<br>**RECONCILIATION OF FUNDS**<br>**Total funds brought forward**<br>20,137<br>49,648<br>**TOTAL FUNDS CARRIED**<br>**FORWARD**<br>85,079<br>10,898|Total<br>funds<br>£<br>252,768<br>226,576<br>26,192<br>69,785<br>95,977|
|---|---|



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## Notes to the Financial Statements - continued for the Year Ended 30 November 2024 

## **5. TANGIBLE FIXED ASSETS** 

|**COST**<br>At 1 December 202 and<br>30 November 2024<br>**DEPRECIATION**<br>At 1 December 2023<br>Charge for year<br>At 30 November 2024<br>**NET BOOK VALUE**<br>At 30 November 2024<br>At 30 November 2023<br>**MOVEMENT IN FUNDS**<br>At<br>1.12.23<br>£<br>**Unrestricted funds**<br>General fund<br>94,444<br>**Restricted funds**<br>General fund<br>1,533<br>**TOTAL FUNDS**<br>95,977<br>Net movement in funds, included in the above are as follows:<br>Incoming<br>resources<br>£<br>**Unrestricted funds**<br>General fund<br>226,291<br>**Restricted funds**<br>General fund<br>151,313<br>**TOTAL FUNDS**<br>377,604|Net<br>movement<br>in funds<br>£<br>61,454<br>6,208<br>67,662<br>Resources<br>expended<br>£<br>(167,332)<br>(93,207)<br>(260,539)|Computer<br>equipment<br>£<br>1,600<br>-<br>-<br>1,600<br>-<br>-<br>At<br>30.11.24<br>£<br>155,898<br>7,741<br>163,639<br>Movement<br>in funds<br>£<br>58,959<br>58,106<br>117,065|
|---|---|---|



## **6. MOVEMENT IN FUNDS** 

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Notes to the Financial Statements - continued for the Year Ended 30 November 2024 

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

## **Comparatives for movement in funds** 

|Net<br>At<br>movement<br>1.12.22<br>in funds<br>£<br>£<br>**Unrestricted funds**<br>General fund<br>20,137<br>64,942<br>**Restricted funds**<br>General fund<br>49,648<br>(38,750)<br>**TOTAL FUNDS**<br>69,785<br>26,192<br>Comparative net movement in funds, included in the above are as follows:<br>Incoming<br>Resources<br>resources<br>expended<br>£<br>£<br>**Unrestricted funds**<br>General fund<br>156,955<br>(92,013)<br>**Restricted funds**<br>General fund<br>95,813<br>(134,563)<br>**TOTAL FUNDS**<br>252,768<br>(226,576)|At<br>30.11.23<br>£<br>85,079<br>10,898<br>95,977<br>Movement<br>in funds<br>£<br>64,942<br>(38,750)<br>26,192|
|---|---|



A current year 12 months and prior year 12 months combined position is as follows: 

|**Unrestricted funds**<br>General fund<br>**Restricted funds**<br>General fund<br>**TOTAL FUNDS**|Net<br>At<br>movement<br>At<br>1.12.23<br>in funds<br>30.11.24<br>£<br>£<br>£<br>94,444<br>61,454<br>155,898<br>1,533<br>6,471<br>7,741<br>95,977<br>67,662<br>163,639|
|---|---|



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

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows: 

|**Unrestricted funds**<br>General fund<br>**Restricted funds**<br>General fund<br>**TOTAL FUNDS**|Incoming<br>resources<br>£<br>383,246<br>247,125<br>630,371|Resources<br>expended<br>£<br>(247,485)<br>(289,033)<br>(536,518)|Movement<br>in funds<br>£<br>135,761<br>(41,908)<br>93,853|
|---|---|---|---|



## **7. RELATED PARTY DISCLOSURES** 

There were no related party transactions for the year ended 30 November 2024. 

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|Detailed Statement of Financial Activities|||
|---|---|---|
|for the Year Ended 30 November 2024|||
||30.11.24|30.11.23|
||£|£|
|**INCOME AND ENDOWMENTS**|||
|**Donations and legacies**|||
|Donations|377,604|252,768|
|**Total incoming resources**|377,604|252,768|
|**EXPENDITURE**|||
|**Charitable activities**|||
|Travel|1,340|616|
|Entertaining|386|-|
|Insurance|744|686|
|Telephone|39|120|
|Postage and stationery|308|123|
|Advertising|586|30|
|Sundries|1,468|385|
|Office Maintenance|9,251|7,812|
|Charity Donation|312|990|
|Professional Fee|54,759|38,646|
|Subsistence|2,122|2,844|
|Senior Management|38,900|42,500|
|Course Delivery|120,258|76,018|
|Professional Contractors|71,026|44,835|
|Exceptional Items|369|1,026|
|Computer equipment|-|320|
||301,868|216,951|
|**Support costs**|||
|**Finance**|||
|Bank charges|113|97|
|**Information technology**|||
|Computer Hardware|1,847|-|
|Subscriptions|2,097|2,730|
|Software Licences|98|316|
||4,041|3,046|
|**Other 3**|||
|Training|615|2,679|
|**Governance costs**|||
|Accountancy and legal fees|3,305|3,803|



This page does not form part of the statutory financial statements 

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|Detailed Statement of Financial Activities|||
|---|---|---|
|for the Year Ended 30 November 2024|||
||30.11.24|30.11.23|
||£|£|
|Total resources expended|309,942|226,576|
|**Net income**|67,662|26,192|



This page does not form part of the statutory financial statements 

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