Charity Registration No: 1182561 Company Registration No: CE016889 (England and Wales)
**Big Local Works Bermondsey Trustees’ Report and Financial Statements for year ended 31[st] July 2025**
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**Big Local Works Bermondsey**
## **Trustees’ Report and Annual Accounts for the period 1[st] August 2024 to 31[st] July 2025**
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|Reference & Administrative details||1|
|Trustees Report||2|
|Independent examiners report||27|
|Statement of Financial Activities||28|
|Balance Sheet||29|
|Notes to the financial statements||30|
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## **Big Local Works Bermondsey**
## **Reference & administrative details**
## Trustees
Mary Murdoch Hilda May Smith Nina Bruce Tamakloe Philip Poleon Wendy Cookson Rebecca Sentence – appointed 18[th] Dec 2024 Bharath Pillai – appointed 19[th] March 2025 Jason Vincent – appointed 18[th] June 2025
Charity Manager:
Lodewijk van den Belt
Charity no:
1182561
Principal and registered address: 4 Market Place London SE16 3UQ
Independent Examiner: Louise Alexander ACMA 3 Upper High Street Ipswich IP1 3NE
Bankers:
HSBC Business Banking Retail Unit 8 Canada Place London E14 5AH
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**Big Local Works Bermondsey**
**Trustees’ Report for the period 1[st] August 2024 to 31[st] July 2025**
The trustees present their annual report and financial statements for the period ended 31st July 2025.
The accounts have prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the Charity’s constitution, the Companies Act 2006 and the Statement of Recommended Practice, ‘Accounting and Reporting by Charities (FRS102)’.
## **Statement of Public Benefit:**
## **Introduction**
As a registered charity Big Local Works is committed to demonstrating the benefits its work provides for individuals, the Community and the wider public. This statement sets out the aims of the Charity and an overview of the services we provide, the beneficiaries the Charity serves and the impact and opportunities our services provides.
## **Our Aims:**
Big Local Works is a Charity based in South Bermondsey and our main aims as set out in its Memorandum of Association are:
1. The relief of poverty.
2. The relief of unemployment;
3. The advancement of education, training or retraining, particularly among unemployed people;
4. The provision of technical assistance, business advice or consultancy in order to provide training and employment opportunities for unemployed people in cases of financial or other charitable need through help in:
- i) Setting up their own business; or
ii) to existing social enterprises and business.
5. The creation of training and employment opportunities by the provision of workspace, buildings, and/or land for use on favourable terms;
6. The promotion of the conservation, protection and improvement of the physical and natural environment and the heritage of south Bermondsey and the advancement of public education in environmental matters and the heritage of Bermondsey and of better ways of conserving, protecting and improving the physical and natural environment.
In summary, Big Local Works purpose is to build local people’s economic resilience, reduce poverty and its effects, and help people build their independence and financial wellbeing.
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## **Our Values:**
- Human - People have unique and often complex stories. We take time to listen and understand before we offer our support
- For locals by locals - Our priorities are determined by the real needs of the people we serve
- Committed - We really DO care
- Dependable - Our support and information helps people and their organisations solve urgent challenges.
-
- Honest – We aim to give honest information to clients
- Non-judgmental - We focus on giving the right advice rather than judging the people or the organisations that need it.
- Bespoke – Treat people as individuals with individual needs and we help people and the organisations that support them develop their skills and knowledge so that they are equipped to solve their own problems and the problems of their communities.
- Inclusive - We work with anyone who shares our vision or helps make change happen for communities and the people within them.
- Relevant - We adapt to changes in policy and the law so that our support and information is as helpful as it can be.
## **Our services - The change we make**
We help people at all stages of their economic journey, providing benefits and welfare advice to ensure that people’s basic needs are met, supporting them to seek, secure and maintain sustainable work, and stimulating local entrepreneurship to create a lively economy where local people can live, work, and thrive.
Big Local Works provides economic support in our local community through three main services:
- Providing vital and life changing benefits and welfare support
- Preparing clients for - and sustaining them in employment and self-employment
- Supporting local entrepreneurs with access to trading opportunities at the local market and associated business support
- Community Organising - We also lead on a community organising programme here to create a more connected, integrated and tolerant neighbourhood, delivering events, workshops, partnerships and resident-led creative initiatives.
BLWs services support residents to live independent lives through enhancing their socio-economic resilience and providing a support structure that is often lacking in their lives.
Our services are illustrated in the diagram on the next page:
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By doing this, we:
- Help clients avoid hunger, homelessness, and a whole range of health and wellbeing conditions associated with poverty
- Help people feel in control of their lives and their economic wellbeing, and raise their self-esteem
- Reduce the anxiety, depression, and mental illness that are common amongst those who are longterm unemployed
- Help to hold the welfare system to account, to ensure that the most vulnerable get the support they deserve and are entitled to
- Help to regenerate a long-impoverished and divided community by giving people ways and opportunities to work together, support each other, and plan for a brighter future, both individually and as a whole community
## **Who used and benefitted from our services?**
## Service 1 - Benefits and welfare information and support
For 24-25 we have managed to keep our welfare benefits running 3 days a week despite not receiving any funding for the service. In our strategic review for 25/26 we understand that the welfare benefits advice service is the most vulnerable service we run as well as the most needed. Local authorities now fund Citizens Advice as the single provider, even though their reach and level of personal support are limited.
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Other funders now focus on advice aimed at specific communities - for example, migrants, faith groups or survivors of domestic abuse - delivered through specialist organisations.
BLW’s strength has always been its place-based model, open to everyone in the area, but there is little funding left for that approach. Many funders are now reluctant to back welfare advice on principle, arguing that it is the state’s role or that resources should go instead to employment or training.
In 24/25 the service has also been affected by staffing pressures. One adviser has reduced hours due to illness, and while a new staff member has joined, managing turnover and uncertainty is difficult when funding cannot be guaranteed. We intend to keep the service running for as long as possible, but it could be unsustainable in the longer term. If the organisation grows, there may be scope to cross-subsidise a basic offer from other funding streams, but for now it is a high-risk area of work.
Despite all the above BLW has continued to deliver some outstanding results in 24/25
Some testimonials from BLW clients:
## **Testimonial - Mary M – Accessing Benefits**
_"I didn’t know what I was entitled to and was worried about how I would manage. Big Local Works helped me apply for the right benefits and made sure I got the support I needed. It has made a huge difference—I can now pay my bills and feel more secure."_
## **Victoria – Ongoing Support**
_"The team at Big Local Works guided me through a complicated benefits process and kept checking in to make sure everything was on track. Their support gave me peace of mind at a time I really needed it."_
## **Steven – Reducing Stress & Anxiety**
_"Before I came to Big Local Works, I was constantly stressed about whether I’d be able to get help. Their advice and support took that worry away. I now feel calmer and more confident about managing my finances."_
## **Ahmed – Understanding Rights**
_"I never realised I could access benefits, Big Local Works explained everything clearly, helped me fill out forms, and made sure I understood my rights. I feel much more empowered now."_
## **Kemi – Life-Changing Support**
_"Thanks to Big Local Works, I got the financial support I desperately needed. It has changed my life—without them, I don’t know where I’d be. They really listen and care about people."_
Over the past year BLW has delivered an average of 27-30 client meetings per month for those facing extreme hardship. Clients often have more than one benefit issue at the point of contacting the service.
We provide support with:
- Form filling – building understanding, confidence and abilities to manage this themselves moving forward
- Benefit checks (making sure people are in receipt of the right amounts)
- Attending assessment centres and when decisions are wrong filling in appeal forms
- Attending appeal hearings
- Appointments for clients’ other family members to identify support and training opportunities
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We understand the difficulties people face when trying to access welfare and benefits, especially those living in poverty, and the additional hardship that complex systems put on people who need the most support.
This is why we provide a range of services to help people access the support they need, from 1-2-1 clinics, advice and information, individual case work and advocacy. Our welfare and benefits advice service offers support for the now – so that people can then start to think about a brighter future.
Big Local Works makes a point of starting with clients ‘wherever they are.’ Our initial goal is always to make sure that we meet immediate, urgent needs, because before clients can think about the future, they need to deal with the now: including food, shelter and basic living standards. We also have to recognise that for some, progress into work is neither practical nor desirable in the short term at least.
Our 1-2-1 clinics are now online every Tuesday - Thursday from 10 am to 4 pm. Tuesdays and Wednesdays are phone appointments only, Thursday is the only day clients can come to the office for face to face meetings.
Importantly, we provide individual casework and advocacy, especially around claims, appeals, and tribunals. None of the major advice agencies are able to offer this service.
## **A year in numbers:**
In 2024/25 we have supported clients with the following Benefits claims
**----- Start of picture text -----**
PIP 79
Universal Credit 28
ESA 17
DLA 33
Housing/Council Tax Benefit 19
Blue Badges 14
Pensions 11
**----- End of picture text -----**
## Service 2 - Employability training and Job search support
## **Started September 24 – Partnership with Greystar – Supporting local residents into Pearl Yard jobs.**
The partnership between Big Local Works (BLW), Storey Consulting and Greystar was established to ensure that the regeneration of the Biscuit Factory – Pearls Yard - brings tangible, long-term employment opportunities and benefits to the local community.
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Our joint mission has been to help local residents gain the skills, confidence, and support needed to access employment — especially the new jobs created through this local development and the supply chain / contractors on the scheme.
Now in its first full year, the partnership has seen some excellent and impactful outcomes (which we will discuss in more detail below) as well as some fundamental challenges with delivering social value on scale here in Southwark.
## **Partnership Overview**
In total BLW set out to deliver:
- Outreach and registration support, with a target of enrolling **50 candidates** per annum on to the ‘Skills Bridge’ pre-employment programme
- **10 days of employability skills** and resilience training (5 groups over 2 training days)
- Ongoing Employment matching support for all participants in the training
- **Over 150 hours of structured 1-2-1 mentoring** (based on all 50 participants – both in work and actively job searching)
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Opportunity Bermondsey support diagram
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The support started in earnest in October 2024 and the outcomes for the past year of work are:
- Engaged, registered and supported **114 local residents** into employability training and jobmatching support and services.
- Delivered **5 Skills Bridge cohorts** , providing 50 clients with practical pre-employment and resilience training.
- Helped **19 participants secure local jobs** , including several roles within Greystar’s Biscuit Factory site.
Supported a further **12 participants into work experience or apprenticeship** placements.
- Delivered over **156 hours of mentoring** , helping participants sustain employment and plan for their future
- Assisted clients without Photo ID to gain UK Citizens Cards, UTN’s, bank accounts and references required for job applications.
Assisted clients who have been diagnosed as neurodiverse, may have mental health issues, learning disabilities or challenges, and are often returning to the workforce, to re-build their confidence, recognise their skills and search for sustainable employment
Below are some fantastic case studies
Case Study 1:
Mesay Befikadu – From Unemployed to Working on the Biscuit Factory Site
Mesay, a South Bermondsey resident, had been unemployed for nearly a year following a redundancy during the pandemic. He was struggling to find steady work and felt increasingly isolated, as well as in danger of becoming homeless. Through a local outreach event at the Blue Market, Mesay met the BLW team and joined the Skills Bridge training course. Over two days, he developed his confidence, learned how to present his skills effectively, and gained a better understanding of the local job market.
Following the training, BLW connected him with a contractor working on the Pearl Yard redevelopment. Mesay secured a role as a general labourer and has now been in work for over six months.
_“I live just around the corner from the Biscuit Factory, but I never thought I’d end up working there. Big Local Works helped me believe that these jobs were for people like meand that there ARE local jobs for local people — Mesay Befikadu, BLW participant_
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## Case Study 2
Case Study: James Edwards
James Edwards from SE16 approached Big Local Works (BLW) for employment support through the Greystar partnership after gaining his CSCS card. Initially focused only on electrical apprenticeships, James had submitted several applications without success and wanted guidance on how to move forward.
BLW supported James by helping him explore a wider range of onsite construction roles, providing practical jobsearch resources, and improving his CV to make it more professional and employer-ready. This support helped James secure a role as a Highways Maintenance Operative Apprentice with FM Conway, with training delivered by the Southwark Construction Skills Centre.
## Reflecting on his experience, James said:
_“BLW helped me understand the different roles available onsite and supported me with my CV and employment guidance. It really helped me feel more confident and prepared when applying for jobs.”_
James’s long-term goal is to become fully qualified in his trade and progress into a supervisory or managerial role in the future.
Case Study 3
Raheem Monsuru
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Raheem Monsuru, a resident of SE1, was referred to Big Local Works (BLW) through Peckham Job Centre after struggling to secure work in construction despite having gained his CSCS card. With limited success applying independently, Raheem was keen to find the right opportunity to enter the industry.
BLW provided Raheem with tailored employment support and encouraged him to apply for a Formwork Apprenticeship with Oliver Connell & Son Ltd (OC/Sisk). With guidance and reassurance from BLW, Raheem successfully secured a position on the Pearl Yard Project, starting in September 2025. He is now working on site as a Striker, gaining hands-on experience and developing his skills within the trade.
Reflecting on the support he received, Raheem said:
“BLW have been a big help to me and encouraged me to apply for the formwork apprenticeship. I’m really happy that I did and I’m very grateful to Big Local Works for their support.”
Raheem advises others looking to enter the construction sector to stay persistent, take guidance when it’s offered, and be open to different roles on site as a way to gain experience and progress.
Key Learnings from year 1
In order to improve our impact we have shared and discussed with Greystar the below learnings:
1. Community readiness is strong — the bottleneck is access.
BLW successfully demonstrated that local residents are willing, able, and eager to take up local job opportunities. However, the employment pipeline must be genuinely open for this readiness to translate into measurable outcomes.
2. Supply chain collaboration is critical. Future partnerships should include clear expectations and mechanisms to ensure that contractors and sub-contractors share vacancy information and consider locally trained candidates. This may require a formalised Local Employment Charter or data sharing agreement.
3. Integrated communication systems are needed. Job portals like Opportunity Bermondsey must be linked to live contractor recruitment systems. BLW could act as the “employment intermediary,” maintaining an active relationship between contractors and candidates.
4. Transparency and accountability must be built into the partnership structure. Monitoring of local employment targets should be jointly owned, with regular reporting from contractors to both Greystar and community partners.
Greystar are looking to extend the support programme for another 12 months and build on a successful pilot year.
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Service 3 - Enterprise and start-up training and support
## **Young Traders Markets 2024/25 – Blue Market, Bermondsey**
The **Young Traders Markets (YTM)** provide a dynamic platform for aspiring entrepreneurs aged 16–30 to showcase their talents, test business ideas, and gain hands-on experience in a vibrant market environment. Now in its third year, the project continues to support young people in developing confidence, entrepreneurial skills, and connections within the local business community.
For the 24/25 edition, market events were held on the first Saturday of each month from October to Dec 24 and the again from March – July 2025, with each event offering up to six free stalls.
Selected traders received a pitch, table, and gazebo at no cost, removing common barriers to entry and allowing participants to focus on growing their business, engaging with customers, and refining their offerings. Over the past two years, more than 40 young entrepreneurs have taken part in the initiative.
Traders are assessed on the day by a panel of local stakeholders based on products, customer service skills, professionalism, and interaction with other market traders. Each market has one winner who progressed to the regional final in Hackney in July 2025
The markets provided an opportunity for the public to discover unique local items, support emerging entrepreneurs, and enjoy the lively atmosphere of Bermondsey’s Blue Market.
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IARKÉT
SUPPORTING ENTREPRENEURSHIP
The Make It Blue project in 2024 and 2025 had two key initiatives: the Young Traders
Market (YTM) and the Start-up Trader Prograrnme. Both programmes almed to support
emerging entrepreneurs by providing real trading experience, confidence building, and
practical business guidance in a professional market environment.
Big Local Works played a pivotal role in delivering the programme. Their support ensured
that the necessary resources and infrastructure were available for these initiatives to
thrive. Big Local Works helped create a sustainable platform for budding entrepreneurs to
develop their skills and launch successful business ventures
NURTURING INNOVATION IN BERMONDSEY
In addition to the Young Traders Market and the initial Start-up project to support local
new traders, the programme extended to support women entrepreneurs by our
collaboration with Femake Enterpreneurship Friday market.
Young Traders Market Outline:
Supporting young entrepreneurs aged 16-30
Providing hands-on support and mentoring
Creating pathways into the NMTF Young Trader of the Year competition
Start Up Opportunities
Offering structured start-up opportunities
Providing hands-on support and mentoring
Open to local residents in the Bermondsey area
Femake Entrepreneurship Friday Market
Female only stall traders
Providing support with social media promotions
Creating a safe space for women entrepreneurs to explore other market opportunities
Yrm TRADERS FEEDBACK
"Pedro was warm, friendly, and provided ample information about
the market evenl. The absence of a trading fee and the friendliness
of the traders made it a very enjoyable experience overall."
Michael Sheppard l MJ The Art Traveller
'The team were exceptionally welcoming and supportive.
I was able to connect with like-minded individuals who were
eager to share their experiences"
. Jijr,
Aderonke Banjok l By Me Skin
"We had an incredibly positive experience. We received a
wealth of valuable feedback and had the opportunity to test
what was effective and what wasn't. Additionally, we felt
tremendous encouragement from the market manager and
fellow traders, creating a truly wonderful community.
Adam, BLND Coffee"
'The market manager demonstrated remarkable
patience, and l acquired many vital skills necessary
for my trading journey. Additionally. the other traders
were incredibly welcoming and friendly..
Lerong He, Lerong. H
Participaling in at The Blue Market enhanced my
trading skills through invaluable support and
challenging questions. This introspection on my
strategy led to a significant shift in my approach to
presenl my stall, ultimately contributing to my victory
as the overall winner of the NMTF London and South
East Finals in 2025."
Romeo Bremmer, Romeo Ltd
Traders also provided constructive feedback highlighting opportunities to improve
promotion and footfall to increase brand visibility and engagement, which will inform
future programme development.
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START UP PROGRAMME
The Start-up Programme also provided support to new independent traders from the
local community and beyond who were launching their businesses for the first time.
Notable participants included See Ya Laler (baked potatoes), Essential Greens (natural
juices), and Two Halves Deli (sandwiches), among a total of ten new traders who
operated in the market.
CASE STUDY: THE WANDERING HAWKER
Local Bermondsey Bistrith Dewan was a former employed chef who dream was to
become a self-employed market trader developing his own Asian food concept.
Thanks to the Start-up programme, Big Local Works offered support to help testing and
developing his business ideas in a real market environment. The support included..
Low-cost trading fees
Provision of a gazebo and table
On*to-one feedback and guidance sessions
Practical advice on stall setup, product presentation, and customer engagement
By taking part, it helped Bistrith to gain hands-on experience, refine his menu concepts,
and build confidence in running his business.
Bislrith, trading as War)dering Hawker, began at The Blue Market offering specialty foods that
quickly resonated with locals. The experience helped him refine his busines4 leading to
participation in the Bermondsey Carnival 2025.
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FEMAKE PARTNERSHIP
Through a partnership with Femake Enterprises, the Start-up Programme provided new
market opportunities for women entrepreneurs, offering a supportive platform to launch
and grow their businesses. This collaboration has been instrumental in giving Femake
traders access to a professional market environment with gazebos, electricity, and
essential facilities, helping them to build conf idence and develop their ventures.
Focused on inclusiviiy and empowerment, the programme has spurred economic growth
and community among participants. Women entrepreneurs connect, share experiences,
and support each other, fostering resilience and innovation. This environment sparks
creativity and encourages entrepreneurial spirit, leading to a vibrant marketplace.
"The Start-up Programme, hosted at Blue Market, has
become a vital stepping slone for many entrepreneurs. It
offers a professional market environment complete with
gazebos, eleclricity, and essential provisions, allowing
Iraders to build confidence and expand their ventures.
The guidance and training provided under Pedro's leadership
have received widespread acclaim fortheir positive impact.
Al Femake Enterprises, our commitment to nurturing talent
and fostering growth is strengthened by ihis partnership. We
are eager to conli nue exploring future opportunities to
support and empower emerging traders..
Sharmin Haque
Creative Director and Founder of Femake Entrepreneurship Ltd
?eryake•
LAUNCH DATE I
SAT 24 MAY 2025
THEN EVERY FRIDAY a
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## **Numbers & Impact**
- Number of young traders: 40 (across 8 market days)
- Average number of traders per market: 5
- Estimated footfall: 700 visitors over the course of the 8 market events 24/25 edition
- Networking events: 5 sessions hosted for traders and partners
- Participant satisfaction: Over 90% of traders reported feeling empowered and supported
## **Conclusion**
The NMTF Young Traders Markets and start-up programmes here at the Blue Market, provided young entrepreneurs with the chance to experience a professional market environment, receive honest and constructive feedback, and **network with peers** , opening opportunities for future markets and collaborations.
For **The Blue Market** , these events introduced new traders and unique products that might not otherwise be seen or sold, while showcasing the market’s facilities to potential guest or regular traders. The 2026 , starting in March 2026 edition will continue to expand these opportunities, supporting even more young entrepreneurs in developing their skills, confidence, and business presence.
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Service 4:
## Community Organising – funded by Esmee Fairburn
## BLW - Community, Communication, Identity, And Culture
## **Community Engagement and Capacity Building**
Funding enabled a significant expansion of Big Local Works’ community outreach and engagement. The appointment of a Community Organiser strengthened our ability to connect with residents, grassroots groups and local organisations, resulting in over 100 meetings, open forums and community events.
This work increased awareness of local regeneration, identified barriers faced by marginalised groups, and supported the development of community-led initiatives. Our learning-led approach ensured activities were continually adapted to improve reach, inclusivity and impact.
Key outcomes included:
- Targeted employment support for residents facing barriers to work, improving individual skills while strengthening connections with underrepresented communities.
- Expanded enterprise support at The Blue Market, with 40% of supported entrepreneurs from minoritised backgrounds, creating routes into self-employment.
- Acting as an intermediary for developer-led funding, enabling three community-led projects to access resources and build funding readiness.
- Supporting community groups to apply to public funding streams, resulting in culturally-led projects entering shared community spaces.
- Participation in the Democratic Innovations Accelerator to strengthen future approaches to community influence and governance.
- A partnership-led business mapping project to inform the development of a community-led local governance body.
## **Bermondsey Latino**
Bermondsey Latino was established to strengthen community connections and support local enterprise through culturally-led market events.
Impact highlights:
- Seven markets delivered, attracting diverse audiences.
- Positive economic impact reported by local businesses, leading to financial investment from the
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## BID.
- Participation from three charities supporting Latino communities.
- Increased cross-cultural engagement, with non-Latino residents actively participating.
- One participant progressed from volunteer involvement to developing a new business idea, demonstrating pathways from engagement to enterprise.
## Learning:
- Cultural performances successfully increased footfall and dwell time.
- Maintaining momentum and trader diversity remains a challenge requiring ongoing coordination.
## **Bermondsey & Beyond Literary Festival**
In March 2025, BLW co-organised the first Bermondsey literary festival, delivered without dedicated funding through strong local partnerships.
Impact highlights:
- A week-long programme of 10 events across 9 venues.
- Activities designed for a wide range of ages, interests and accessibility needs.
- Over 90 submissions to a poetry competition and strong participation from local authors, predominantly women.
- Increased collaboration between community organisations and local businesses.
- Positive press coverage and growth in social media reach.
## Learning:
- Offering varied formats and venues broadened participation and strengthened community ownership.
- Low-cost, partnership-led models can deliver high community impact.
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## **Tales from the Blue (Youth Theatre Project)**
BLW supported a youth-led theatre project delivered by Bubble Theatre, focused on young people’s experiences of Bermondsey.
Impact highlights:
- Engagement of young people in creative expression within The Blue Market.
- Supported through BLW outreach and logistics.
- Created a platform for young voices within public space.
Learning:
- Greater BLW presence during delivery would strengthen listening and long-term impact.
- Future projects should identify youth leadership potential and embed follow-on opportunities.
- Further phases require external funding but would benefit from integration with existing community events.
## **NSET Community Day**
A successful community-wide event addressing residents’ need for information about local services and organisations, while promoting a positive narrative of Bermondsey.
Impact highlights:
- Strong attendance driven by interactive stalls, giveaways and activities.
- Effective use of social media collaboration increased visibility and reach.
- Family-friendly activities and performances sustained engagement throughout the day.
- High levels of interest in volunteering, with several organisations reporting new sign-ups.
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- The event also facilitated networking and partnership-building between organisations.
Learning:
- Interactive activities significantly improve engagement.
- Simple monitoring tools improved data collection.
- The model is scalable and recommended for repeat delivery.
## **Communications and Community Voice**
Improving how we communicate with residents has been a key organisational priority, with a focus on ensuring messaging is inclusive, accessible and reflective of the area’s diversity. During this period, BLW strengthened both communication channels and community-led approaches to gathering and sharing local insight.
## **Progress and Impact**
We continued to develop a mixed communications approach combining:
- Existing networks and email distribution, supported by larger charitable partners to extend reach.
- Direct, one-to-one communication via WhatsApp, which has proven highly effective in building trust and engaging residents who may not respond to broader messaging, despite being resourceintensive.
Alongside this, we began strengthening our social media presence to better showcase community activity, promote events, and share local stories. This work is expected to be significantly enhanced through forthcoming communications consultancy support.
In parallel, we tested and refined community-led methods to gather insight and amplify local voices. The “Three Neighbourhoods Initiative”, using informal conversations at The Blue Market, successfully captured resident perspectives on local change and activity. Due to its effectiveness as both a feedback and engagement tool, this approach is being adapted for wider use across BLW events.
## **Challenges**
- Limited capacity restricted our ability to maintain consistent social media output and develop highquality, multilingual content.
- Heavy reliance on one-to-one messaging, while effective, is not scalable in the long term.
## **Response and Learning**
To address these challenges, BLW has:
- Invested in external communications expertise to improve storytelling, digital communications and PR.
- Begun working with volunteers to support content creation and communications capacity.
- Embedded informal insight-gathering tools, such as the “Three Neighbourhoods” model, into regular activities.
- Prioritised quality over quantity in communications, ensuring content remains inclusive, relevant and representative.
Through these steps, BLW is working towards a more connected and better-informed community, where residents are aware of opportunities and feel their voices are recognised and valued.
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Future plans for BLW - Community, Communication, Identity, And Culture
When looking at 25/26 and beyond we have spent time conducting a strategic review of the organisation and options available open to us. The highlights of this are captured below and form the basis of our future planning over the short to medium term.
**----- Start of picture text -----**
Area of work Current position Near-term direction Longer-term aim / opportunity
(next 1-2 years)
Welfare Benefits Advice Small, high-quality Continue delivery while Integrate advice and advocacy
service with good local funds allow. Explore within wider community
reputation but limited partnerships with Bede programmes. Maintain a basic local
funding and staffing House, Time & Talents, offer through shared delivery or
pressures. Currently and other local cross-subsidy from other income.
funded in part by British organisations to share
Land (ending). delivery and capacity.
Employability (Adults) Funded through Review and refresh Develop a more sustainable local
Greystar; focus on model to link more employability and enterprise
matching residents to directly to local pipeline tied to regeneration,
job opportunities. businesses via the BID business growth, and inclusive
Dependent on and market. Strengthen economic development.
developer partnership. links with local training
providers.
Employability (Youth) Funded by Lambeth Explore options to Re-establish youth employment
Council; strong extend offer to South and enterprise activity as a local
outcomes but serving Bermondsey young offer, linked to the Young Traders
young people outside people. Seek alternative Market and wider regeneration
the area. funders aligned with work.
local youth need.
Enterprise support Ongoing work with Consolidate as a key Create an ongoing enterprise and
market traders and local organisational pillar. incubation programme supporting
entrepreneurs, funded Develop new enterprise both young people and adults, tied
in part by Esmée opportunities through to local economic regeneration.
Fairbairn. Young Traders arches and kitchen
Market performing spaces.
strongly.
Community development and Delivered through Embed learning into Build a sustainable framework for
organising Esmée-funded BLW’s core model. Use community leadership and
Community Organiser community connections participation, reducing reliance on
post; expanded reach to inform future individual staff or volunteers.
and understanding of thematic and spatial
local needs. development.
**----- End of picture text -----**
22
|Market and public space
activity|Market and public space
activity|BLW managing market
for Council; likely to
transfer back to Council
soon.|Step back from direct
management while
retaining role in
community
programming and
events.|Maintain the market as a central
community hub for events, traders,
and social connection.|
|---|---|---|---|---|
|Spaces and assets||Use of existing market
space; exploratory work
on kitchen and other
sites.|Assess feasibility of
acquiring the
community kitchen;
explore railway arches
and partnership with
United Saint Saviour’s.|Develop a small portfolio of
community-owned or managed
spaces providing stability, visibility,
and income.|
|Thematic focus -|Food Unites|Emerging concept
aligning with
Bermondsey’s heritage
and current identity.|Test as a unifying theme
across place-making,
enterprise,
employability and
community activity.|Embed food as a central narrative
and organising principle - linking
heritage, identity and economic
opportunity.|
|Partnership with|the BID|Informal collaboration;
shared goals around the
Blue and local business
environment.|Explore feasibility of
formal partnership
develop shared delivery
areas.|Establish a community-focused BID
model blending economic and
social outcomes; create a stronger,
more stable base for joint delivery.|
## Finances for 2024-25
After the independent financial examination for Aug 24– July 25 the Independent Examiner, Louise Alexander, wrote to the trustees with a series of recommendations to improve our financial reporting and processes in the following year.
These recommendations were taken into account and we have this year sought more consistent and in depth bookkeeping support from Community Southwark, which has hugely improved our ability to report and produce the financial information, trustees require to review. This should mean that submitting our financial information for examination will be more efficient and effective moving forward.
Looking at the finances for 24-25 we are in a strong position to push forward from this point with unrestricted reserves of £129,683 (2024: £126,699) and in with a strong fundraising strategy to reflect our ambitions for the next 3 years.
We continue to work to diversify our range of sources of income and have identified the following areas to be our focus in the next financial year:
- Generate regular and reliable income from a BLW market Management (highlighted above)
- Grow use and rental income from the BLW offices
- Actively pursue relevant funding opportunities for current services and future project ideas
## **Financial Review:**
Income during the period 1[st] August 2024 – 31[st] July 2025 was: £183,566 (2024: £183,928). There was a surplus of unrestricted funds at 31/7/25 of £2,984 (2024: £21,038), increasing unrestricted funds from £126,699 to £129,683.
23
## **Reserves policy**
The trustees aim to keep a balance in free reserves equal to at least six months' core expenditure (staff, office rent, insurance etc.), so as to enable the charity to continue to operate in the short term in the event of unexpected delays in the receipt of income or unexpected expenditure. During a 12-month period this would be £90,000 reserves, and with unrestricted reserves of £129,683 this has been achieved. However, the trustees consider that the additional reserves are desirable in an uncertain funding environment. The trustees consider that the charity is a going concern.
Trustees will continue to monitor the risks ahead for the charity guided by the in-depth SWOT analysis conducted in order to identify risks and threats to the charity in the year ahead. This will then form the basis of the risk register moving forward.
## **Risk Analysis**
The Trustees and BLW management undertook a full SWOT analysis to identify and assess the principal risks facing the organisation. Existing controls and additional mitigation measures were reviewed, alongside the mechanisms through which Trustees are kept informed. The key risks are outlined below.
## **1) Governance Risk**
## **Risk:**
Weak governance structures, insufficient trustee oversight, or lack of clarity around roles and responsibilities could reduce strategic effectiveness and compliance.
## **Mitigation:**
- A committed and engaged Trustee Board provides strategic direction and oversight.
- Regular Trustee meetings ensure risks, performance and compliance matters are reviewed.
- Clear delegation between Trustees and management, with reporting structures in place.
- Ongoing review of governance arrangements to ensure they remain proportionate and fit for purpose.
## **2) Operational Risk**
## **Risk:**
The challenging external funding environment presents a risk to BLW’s ability to maintain services, staffing capacity and programme delivery. Reduced funding could lead to service cuts or an increased strain on staff resources.
## **Mitigation:**
- Active monitoring of funding pipelines and diversification of income sources.
- Prioritisation of core activities to ensure resources are focused on areas of greatest impact.
- Partnership working to share resources and reduce duplication.
- Flexible delivery models that can be scaled up or down in response to available funding.
- Regular reporting to Trustees on operational capacity and delivery risks.
24
## **3) Financial Risk**
## **Risk:**
Insufficient income, cash flow pressures, or inadequate reserves could impact BLW’s financial sustainability and ability to respond to unforeseen challenges.
## **Mitigation:**
- Ongoing forward financial planning and regular budget monitoring.
- Active fundraising strategy to support income stability.
- Maintenance of a reserves policy aiming to build unrestricted reserves equivalent to six months’ running costs (£90,000).
- Trustee oversight of financial performance, cash flow and reserves levels.
- Conservative financial assumptions in planning to manage uncertainty.
## **4) Reputational Risk**
## **Risk:**
Damage to BLW’s reputation could arise from ineffective communication, unmet expectations, or perceived lack of inclusivity or transparency, potentially affecting community trust and funding relationships.
## **Mitigation:**
- Clear, inclusive and community-led communications that reflect local voices.
- Strong relationships with residents, partners and stakeholders built through ongoing engagement.
- Transparent decision-making and accountability to both funders and the community.
- Prompt response to feedback, concerns or issues raised by stakeholders.
- Trustee oversight of reputational issues and external relationships where appropriate.
## **Structure, governance and management**
Big Local Works is a registered as a charity (no. 328331).
The trustees who are currently serving are:
- Mary Murdoch
- Nina Bruce Tamakloe
- Hilda May Smith
- Wendy Cookson
- Rebecca Sentence
- Philip Poleon
- Bharath Pillai
- Jason Vincent
25
None of the trustees has any beneficial interest in the charity.
The charity is run by a board of directors/trustees which meets every three months.
The day-to-day management of the organisation is delegated to the Director, Lodewijk van den Belt, who leads the delivery of activities and projects with a small team of other employees, freelance service providers, partners and volunteers.
The trustees' report was approved by the Board of Trustees on ……………………. 18th March 2026
………………………………………………………………………..
Wendy Cookson
Trustee, Big Local Works
26
**INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF BIG LOCAL WORKS BERMONDSEY**
I report to the charity trustees on my examination of the accounts of Big Local Works Bermondsey for the year ended 31 July 2025, which comprise the Statement of Financial Activities (incorporating an income and expenditure account), Balance Sheet and related notes.
This report is made solely to the Trustees as a body, in accordance with the Charities Act 2011. My examination has been undertaken so that I might state to the Trustees those matters I am required to state to them in an independent examiner's report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the charity and the Trustees as a body, for my examination, for this report, or for the opinions I have formed.
## **Responsibilities and basis of report**
As the charity trustees of the CIO, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).
Having satisfied myself that the accounts of the charity are not required to be audited under Part 16 of the Companies Act 2006 and are eligible for independent examination, I report in respect of my examination of the CIO’s accounts as carried out under section 145 of the Act 2011. In carrying out my examination I have followed the 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 matters have come to my attention in connection with the examination giving me cause to believe:
- (1) accounting records were not kept in respect of the Company 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; or
- (4) the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].
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.
Louise Alexander, ACMA 3 Upper High Street Ipswich IP1 3NE
Date: 23rd March 2026
27
## **BIG LOCAL WORKS BERMONDSEY**
## STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE PERIOD ENDED 31 JULY 2025
**----- Start of picture text -----**
Unrestricted Restricted Total Unrestricted Restricted Total
Note Funds Funds 2025 Funds Funds 2024
£ £ £ £ £ £
Income from:
Donations & legacies 3 26,459 94,504 120,963 9,994 72,850 82,844
Charitable activities 4 62,593 - 62,593 27,384 73,700 101,084
Total Income 89,052 94,504 183,556 37,378 146,550 183,928
Expenditure on:
Charitable activities 5 86,068 99,084 185,152 14,837 180,798 195,635
Total Expenditure 86,068 99,084 185,152 14,837 180,798 195,635
Net (Expenditure)/Income for the
year before transfers 2,984 (4,580) (1,596) 22,541 (34,248) (11,707)
Transfers between funds - - - (1,503) 1,503 -
Net (expenditure)/income for the year 2,984 (4,580) (1,596) 21,038 (32,745) (11,707)
Reconciliation of funds
Total funds brought forward 126,699 8,928 135,627 105,661 41,673 147,334
Total funds carried forward 129,683 4,348 134,031 126,699 8,928 135,627
**----- End of picture text -----**
The statement of financial activities includes all gains and losses recognised in the year and all income and expenditure derive from continuing activities.
The accompanying notes on pages 30 to 34 form an integral part of these financial statements.
28
## **BIG LOCAL WORKS BERMONDSEY**
BALANCE SHEET AS AT 31 JULY 2025
|**Note**
**Fixed assets**
Tangible assets
**9**
**Current assets**
Debtors
**10**
Cash at bank and in hand
**Liabilities**
Creditors falling due within one year
**11**
**Net current assets**
Long Term Liabilities
**Net assets**
**The funds of the charity:**
Unrestricted funds
Restricted funds
**12**
**Total charity funds**|**2025**
**£**
4,580
157,199
161,779
(20,373)|**2025**
**£**
157
141,406
(7,532)
134,031
129,683
4,348
134,031|**2024**
**£**
5,182
164,223
169,405
(18,294)|**2024**
**£**
2,142
151,111
(17,626)
135,627
126,699
8,928
135,627|
|---|---|---|---|---|
The members acknowledge their responsibilities for complying with the requirements of the Charities Act 2011 with respect to accounting records and the preparation of accounts.
The financial statements were approved and authorised for issue by the Board of Trustees on _______________________ 18th March 2026 and signed on its behalf by:
## **Wendy Cookson**
The accompanying notes on pages 30 to 34 form an integral part of these financial statements.
29
NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 JULY 2025
## **BIG LOCAL WORKS BERMONDSEY**
## **1 Accounting Policies**
## **a) Basis of preparation**
- The charitable incorporated organisation is a public benefit entity for the purposes of FRS 102 and therefore the charity has prepared its financial statements in accordance with the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Finance Reporting Standard applicable in the UK and Republic of Ireland (The FRS 102 Charities SORP) published on July 2014 and the Charities Act 2011.
The principal accounting policies adopted in the preparation of the financial statements are set out below:
## **b) Going concern**
The trustees have assessed whether the use of going concern is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charitable incorporated organisation to continue as a going concern. The trustees have made this assessment for a period of at least one period from the date of the approval of these financial statements. In particular, the trustees have considered the charitable incorporated organisation’s forecasts and projections and have taken account of pressures on fee income. The trustees have concluded that there is a reasonable expectation that the charitable incorporated organisation has adequate resources to continue in operational existence for the foreseeable future and for at least 12 months from the date of approval of these financial statements. The charitable incorporated organisation therefore continues to adopt the going concern basis in preparing its financial statements.
## **c) Incoming resources**
Voluntary income and donations are accounted for on an accruals basis. All income in the Statement of Financial Activities is shown gross of the associated costs and is accounted for where there is entitlement to the income, it is probable that the benefits associated with it will flow to the charity and it can be reliably measured. Income from charitable activities is recognised as it is earned. Where amounts are billed in advance of the activity being carried out, the income is deferred.
## **d) Resources expended**
All expenses are accounted for on an accruals basis. Wherever possible, costs are allocated directly to the appropriate activity; other overhead, support and governance costs common to all activities are apportioned between those activities based on their relative output.
Expenditure incurred in connection with the specific objects of the charity is included under the heading 'Charitable activities'.
The irrecoverable element of VAT is included with the item of expense to which it relates.
## **e) Tangible fixed assets and depreciation**
All assets acquired for continuing use by the charity costing more than £500 are initially capitalised at cost and measured subsequently at cost less depreciation and any impairment losses. Depreciation of tangible fixed assets is calculated to write off their cost or valuation less any residual value over their estimated useful lives as follows:
Computer & Office Equipment - four years straight line Fixtures & Fittings - four years straight line
## **f) Cash and cash equivalents**
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts.
## **g) Financial instruments**
The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.
## **h) Funds**
General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objects of the charity and have not been designated for other purposes.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes.
## **i) Taxation**
The Charity is an exempt approved charity in accordance with the Income and Corporation Taxes Act 1988.
30
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE PERIOD ENDED 31 JULY 2025
## **BIG LOCAL WORKS BERMONDSEY**
## **2 Critical accounting estimates and areas of judgement**
In the application of the charity's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are cased on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.
The estimates and assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities are outlined below.
|**3**
**Donations**
**Funds**
**2025**
**£**
Esmee Fairbairn
-
L.B. Southwark: Recycling
-
British Land
-
L.B. Southwark: Empowering Communities
L.B. Southwark: Ethiopian Dancing
L.B. Southwark: Thriving High Streets
L.B. Southwark: Thriving High Streets
National Lottery Community Fund
-
Garfield Weston
25,834
London Catalyst
-
Other donations
625
26,459
**Unrestricted**|**Funds**
**2025**
**£**
59,000
11,275
-
3,525
904
-
19,000
-
-
800
-
94,504
**Restricted**|**Total**
**2025**
**£**
59,000
11,275
-
3,525
904
-
19,000
-
25,834
800
625
120,963|**Funds**
**2024**
**£**
-
-
-
-
-
-
-
-
9,166
-
828
9,994
**Unrestricted**|**Funds**
**2024**
**£**
-
-
15,000
-
4,350
25,000
6,000
22,500
-
-
-
72,850
**Restricted**|**Total**
**2024**
**£**
-
-
15,000
-
4,350
25,000
6,000
22,500
9,166
-
828
82,844|
|---|---|---|---|---|---|
## **4 Income from Charitable Activities**
|Training
Market
Room hire & rental
Lambeth Unheard Voices SLA
Other charitable activities|**Funds**
**2025**
**£**
35,500
17,877
7,100
-
2,116
62,593
**Unrestricted**|**Funds**
**2025**
**£**
-
-
-
-
-
-
**Restricted**|**Total**
**2025**
**£**
35,500
17,877
7,100
-
2,116
62,593|**Funds**
**2024**
**£**
523
20,220
4,470
-
2,171
27,384
**Unrestricted**|**Funds**
**2024**
**£**
-
-
-
73,700
-
73,700
**Restricted**|**Total**
**2024**
**£**
523
20,220
4,470
73,700
2,171
101,084|
|---|---|---|---|---|---|---|
|**5**
**Total resources expended**
Charitable activities:
Project delivery
Staff salaries
Premises
General administration
Professional & legal|**Governance**
**2025**
**£**
-
-
-
-
3,841
3,841|**Charitable**
**Activities**
**2025**
**£**
44,799
110,161
21,137
5,214
-
181,311|**Total**
**2025**
**£**
44,799
110,161
21,137
5,214
3,841
185,152|**Charitable**
**Activities**
**2024**
**£**
-
-
-
-
6,591
6,591|**Total**
**2024**
**£**
76,168
75,726
30,197
6,953
-
189,044|**Total**
**2024**
**£**
76,168
75,726
30,197
6,953
6,591
195,635|
|---|---|---|---|---|---|---|
31
## **BIG LOCAL WORKS BERMONDSEY**
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE PERIOD ENDED 31 JULY 2025
## **6 Independent Examiner's remuneration**
The Independent Examiner's remuneration is a fee of £950 (2024: £950), comprising £550 for the Independent Examination (2024: £550) and £400 for the preparation of the financial statements (2024: £400).
|**7**
**Staff Costs**
Wages and salaries
Wages and salaries
Social security costs
Pension costs|**2025**
**£**
103,612
4,554
1,995
110,161|**2024**
**£**
72,328
1,773
1,625
75,726|
|---|---|---|
The average number of staff employed during the period was 3 (2024: 2).
The Manager is the sole key management personnel. The total employee benefits including Employer's National Insurance and employer's pension contribution of the Key Management Personnel was £66,809 (2024: £62,195).
One employee received emoluments in excess of £60,000 (2024: 1).
## **8 Trustees**
No benefits were paid to trustees, nor expenses reimbursed to trustees during the period (2024: nil).
|**9**
**Fixed Assets**
**Cost**
At 1 August 2024
Additions
**At 31 July 2025**
**Depreciation**
At 1 August 2024
Charge for period
**At 31 July 2025**
**Net book value**
**At 31 July 2025**
**At 31 July 2024**
**10 Debtors**
Trade debtors
Prepayments and Accrued Income|**Fixtures &**
**Fittings**
**£**
39,888
-
39,888
37,746
1,985
39,731
157
2,142|**Computer**
**& Office**
**£**
-
-
-
-
-
-
-
-
**2025**
**£**
4,250
330
4,580|**Total**
**£**
39,888
-
39,888
37,746
1,985
39,731
157
2,142
**2024**
**£**
4,512
670
5,182|
|---|---|---|---|
Trade debtors disclosed above are classified as loans and receivables and are therefore measured at amortised cost.
|**11 Creditors: amounts falling due within one period**
Trade creditors
Other taxes and social security costs
Accruals
Deferred income
Grants for individuals - London Catalyst
Loans less than one year
Other creditors|**2025**
**£**
1,631
1,632
4,100
2,000
-
10,648
362
20,373|**2024**
**£**
3,437
1,274
950
834
800
10,648
351
18,294|
|---|---|---|
32
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE PERIOD ENDED 31 JULY 2025
## **BIG LOCAL WORKS BERMONDSEY**
## **11 Related Party Transactions**
There have been no related party transactions in the period that require disclosure (2024: nil).
## **12 Movement in funds for the year ending 31st July 2025**
|Esmee Fairbairn: Made in Bermondsey support
Esmee Fairbairn: Funding plus
Re:London: Beyond Waste Recycling
L.B. Southwark: Empowering Communities
L.B. Southwark: Ethiopian Dancing
L.B. Southwark Neighbourhood: The Skills Bridge
L.B. Southwark: Thriving High Street fund
Greater London Authority: Good Growth
London Catalyst
Unrestricted funds
Total funds|**Brought**
**Forward**
**£**
-
-
-
-
-
1,100
6,000
1,828
-
8,928
126,699
135,627|**Incoming**
**Resources**
**£**
50,000
9,000
11,275
3,525
904
-
19,000
-
800
94,504
89,052
183,556|**Resources**
**Expended**
**£**
(45,652)
(9,000)
(11,275)
(3,525)
(904)
(1,100)
(25,000)
(1,828)
(800)
(99,084)
(99,084)|**Transfers**
**£**
-
-
-
-
-
-
-
-
-
-
-
-|**Carried**
**Forward**
**£**
4,348
-
-
-
-
-
-
-
-
4,348
215,751
220,099|
|---|---|---|---|---|---|
## Restricted funds in 2024/25 were made up of the following:
Esmee Fairbairn awarded £50,000 as part of a multi-year grant for £210,000 to support core costs for the Made in Bermondsey project. Esmee Fairbairn also gave £9,000 to support marketing and communications for BLW.
Re:London granted £11,275 for the 'Beyond Waste Recycling' project - Re:London were commissioned by L.B.Southwark.
L.B. Southwark Neighbourhood Fund granted £3,525 for the 'Empowering Communities' project.
L.B. Southwark Neighbourhood Fund granted £904 for a local resident to run an Ethiopian Dancing project, hosted by BLW.
London Borough of Southwark's Thriving High Street fund awarded a grant of £25,000 for supporting local entrepreneurs to set up at the Blue Market.
The G.L.A. originally gave £50k from the Good Growth fund for refurbishing the Big Local Works centre - this is the last of the grant spent on depreciating assets.
## **Movement in funds for the year ending 31st July 2024**
|Esmee Fairbairn: Made in Bermondsey support
British Land
Charterhouse in Southwark
Postcode Lottery
L.B. Southwark Neighbourhood: The Skills Bridge
L.B. Southwark Neighbourhood: The Skills Bridge
Greater London Authority: Market
Greater London Authority: Good Growth
National Lottery Community Fund
National Lottery Bike project
Lambeth Unheard Voices Fund
Unrestricted funds
**Total funds**|**Brought**
**Forward**
**£**
4,375
-
2,300
20,000
2,475
-
-
11,393
-
1,130
-
41,673
105,661
147,334|**Incoming**
**Resources**
**£**
-
15,000
-
-
4,350
25,000
6,000
-
22,500
-
73,700
146,550
37,378
183,928|**Resources**
**Expended**
**£**
(4,375)
(15,000)
(2,300)
(20,000)
(7,228)
(25,000)
-
(9,565)
(22,500)
(1,130)
(73,700)
(180,798)
(14,837)
(195,635)|**Transfers**
**£**
-
-
-
1,503
-
-
-
-
-
-
1,503
(1,503)
-|**Carried**
**Forward**
**£**
-
-
-
-
1,100
-
6,000
1,828
-
-
-
8,928
126,699
135,627|
|---|---|---|---|---|---|
33
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE PERIOD ENDED 31 JULY 2025
## **BIG LOCAL WORKS BERMONDSEY**
Restricted funds in 2023/24 were made up of the following:
Esmee Fairbairn granted three months' of seed funding to start 'Made in Bermondsey' project which it went onto fund in 24/25.
British Land's grant enabled Benefits and Welfare support in Canada Water, Rotherhithe and Surrey Docks.
Charterhouse Southwark gave £2,300 towards the market in 22/23.
Postcode Lottery gave £20k towards the end of 22/23 for core funding.
London Borough of Southwark's North East Multi-Neighbourhood Award Fund gave two grants of £25,000 for a project to enable local employability skills training and 1-2-1 job search support needs, initially as a pilot project which was successful.
The G.L.A. originally gave £50k from the Good Growth fund for refurbishing the Big Local Works centre. In 22/23 the GLA agreed to transfer the £3,023 unspent balance to manage the market, other unspent funds represent future depreciation. The National Lottery's Community fund 3 year grant of £117k covering the salaries of core staff and office rent. The £25,000 income showing in 23/24 represents the last tranche of that grant.
Lambeth Unheard Voices engaged Big Local Works and The Empowerment People (as a partnership) to offer 6 months of support to NEET young people in Lambeth looking for employment or self employment opportunities.
## **13 Analysis of Net Assets between Funds**
|**At 31 July 2025**
Fixed assets
Current assets
Creditors due within one year
Creditors due in more than one year
**At 31 July 2024**
Fixed assets
Current assets
Creditors due within one year
Creditors due in more than one year|**2025**
**Unrestricted**
**funds**
**£**
157
157,431
(18,373)
(7,532)
131,683
**2024**
**Unrestricted**
**funds**
**£**
314
162,305
(18,294)
(17,626)
126,699|**2025**
**Restricted**
**funds**
**£**
-
4,348
(2,000)
2,348
**2024**
**Restricted**
**funds**
**£**
1,828
7,100
-
-
8,928|**2025**
**Total**
**funds**
**£**
157
161,779
(20,373)
(7,532)
134,031
**2024**
**Total**
**funds**
**£**
2,142
169,405
(18,294)
(17,626)
135,627|
|---|---|---|---|
34