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2024-12-31-accounts

Docusign Envelope ID: 19B2BAD0-F704-488B-BD16-14792E36DC18

SEJA

(previously ACE Projects)

1182685

Trustees Annual Report & Accounts

For the Year Ending 31 December 2024

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SEJA
Report & Accounts 2024
1182685
Legal and Administrative Information 3
Co-Founder Letter – George Crawley 4
Public Benefit 5
Trustee Recruitment, Appointment, and Induction 5
Related Parties and Conflicts of Interest 5
Safeguarding Statement 5
Fundraising Statement 6
Leader Policy 6
Reserves Policy (add to Financial Overview) 6
Going Concern Statement 6
Statement of Trustees’ Responsibilities 6
Trustees' Report 7
Charity Overview 7
Structure, Governance, and Management 7
Charitable Objectives 7
Impact Overview for 2024 8
Stories from the Field 9
VUSS Surf Project, Rio de Janeiro 9
Grupo Favela Dance Company, Complexo do Alemão 9
Founder’s Letter – Dylan Brown 10
Marking Six Years of SEJA 11
From Humble Beginnings to Organised Impact 11
Resilience in the Face of Crisis 11
Growth Across Brazil and Beyond 11
Building Capacity Through Professional Development 11
Measurable Impact at Scale 12
Powered by Partnership 12
SEJA (UK) Financial Overview (2024) 13
Challenges Faced (2024) 13
Volunteers and Team Contributions 24 14
Looking to the Future (2025) 14
Strategic Objectives for 2025 15
Chair’s Letter – Mimma Viglezio 15
Independent Examiners Report 17
Accounts (prepared on receipts and payments basis) 18

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SEJA Report & Accounts 2024 1182685

Legal and Administrative Information

Board of Trustees

Mimma Viglezio Appointed: 05/10/2022 Julian Wootton Appointed: 05/10/2022 Claudio Rocha Appointed: 05/10/2022 Brita Fernandez Schmidt Resigned: 05/07/2024

Executives

G M B Crawley Co-Founder (Appointed: 01/01/2020) D P Brown Co-Founder (Appointed: 01/01/2020)

Charity Secretary

J A Barrett Appointed: 01/04/2020

Accountants

Ross Marquis Busybookkeeping 23 Chiltern Drive, Surbiton, Surrey, KT5 8LP (+44 (0) 203 2894875)

Independent Examination

Jo Shenton J Leon & Company 32 Hampstead High Street London NW3 1JQ (+44 (0) 20 7435 7800)

Charity Offices GRD Floor 90 Bartholomew Road Kentish Town London NW5 2AS

Charity Registration Number

1182685

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SEJA Report & Accounts 2024 1182685

Annual Report & Accounts 2024

Co-Founder Letter – George Crawley

Dear Friends of SEJA,

2024 has been a defining year for us. Not only did we vision the Digital Impact Hub , our most ambitious project yet, but we also marked six years of SEJA. Six years of walking alongside changemakers, six years of building trust with donors, and six years of proving that when you invest in local leadership, you change lives.

What began as two friends in Rio de Janeiro trying to help in small ways has grown into a global ecosystem of changemakers. Today, more than 200 leaders have been supported through SEJA, and thousands of young people each week are finding safe spaces, creative outlets, and hope for the future. These are not just statistics; they are the stories of Samuel turning tragedy into Grupo Favela, of Mistre transforming VUSS Surf School into a DHL-backed social project, and of countless young people who now have a different vision of what is possible.

The Digital Impact Hub is the next step in this journey. By combining grassroots trust with digital innovation, we are scaling what has always been at the heart of SEJA: connection. Donors and changemakers no longer need to feel isolated; they can find each other, learn from one another, and build impact together.

As we reflect on the first six years, I am filled with gratitude-for the leaders who inspire us daily, for the donors and partners who have walked beside us, and for the young people whose courage reminds us why SEJA exists. Our story is still being written, but one thing is clear: we have laid the foundation for a global movement that puts local leadership at the heart of change.

“The noblest art is that of making others happy.” - P.T. Barnum

With thanks and hope,

George Crawley

Co-Founder

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SEJA Report & Accounts 2024 1182685

Public Benefit

In accordance with Section 17 of the Charities Act 2011, the Trustees confirm they have had due regard to the Charity Commission’s guidance on public benefit.

SEJA’s activities provide clear public benefit by:

Trustee Recruitment, Appointment, and Induction

Trustees are appointed in accordance with the CIO constitution. Candidates are identified through an open search and/or trustee and partner networks to ensure a broad mix of skills and lived experience. New trustees receive an induction pack covering the constitution, recent minutes, financial reports, risk register, safeguarding policies, and the Charity Commission’s guidance on trustee duties (CC3). Ongoing training is provided as needed.

Related Parties and Conflicts of Interest

The trustees maintain a register of interests and follow a conflicts of interest policy. Trustees declare relevant interests at each meeting and withdraw from decisions where a conflict arises. No trustee received any remuneration for their role as trustee in 2024. There were no related party transactions requiring disclosure in the year.

Safeguarding Statement

The charity has a safeguarding policy and code of conduct applicable to staff, volunteers, and delivery partners. All incidents and concerns are reported to the designated safeguarding lead and, where appropriate, to relevant authorities. Safeguarding training is provided proportionate to role, and due diligence is undertaken on partners. In 2024 there were no serious safeguarding incidents reportable to the Charity Commission.

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Fundraising Statement

SEJA does not engage in high-volume public fundraising and is not a member of the Fundraising Regulator. Fundraising activities are conducted in-house and with trusted partners in accordance with the Code of Fundraising Policy. The charity received no complaints regarding fundraising in 2024. Donor data is handled in line with our privacy policy and applicable data protection legislation.

Leader Policy

SEJA provides funding and in-kind support to grassroots leaders in furtherance of its charitable purposes. All partnerships follow a documented assessment process, with due diligence proportionate to funding size and risk. Funding is monitored through reporting, site visits (where feasible), and ongoing mentorship. Funds are distributed monthly to mitigate risk.

Reserves Policy (add to Financial Overview)

The trustees aim to maintain free reserves equivalent to 3–4 months of core operating costs to ensure continuity in the event of income shortfalls or unexpected expenditure. As at 2nd January 2025, free reserves were £30,000, which the trustees consider broadly in line with the target range given current commitments and pipeline.

Going Concern Statement

The trustees consider the charity to be a going concern for at least 12 months from the date of approval of these accounts. This assessment reflects committed income, prudent cost controls, and cash-flow forecasts, as well as a major donor commitment made in late 2024 and received on 1 January 2025, which strengthens liquidity.

Statement of Trustees’ Responsibilities

The trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and the charity’s constitution. The trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of the charity’s affairs and of its income and expenditure for the year. The trustees are responsible for keeping proper accounting records, safeguarding the assets of the charity, and taking reasonable steps for the prevention and detection of fraud and other irregularities.

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Trustees' Report

The Trustees present their annual report and financial statements for the year ending 31st December 2024.

This report has been prepared in line with the Charities SORP (FRS 102) and Charity Commission guidance (CC16), and is intended to provide a clear and transparent account of SEJA’s activities, governance, and impact.

Charity Overview

Structure, Governance, and Management

SEJA is governed by its CIO Constitution. Trustees serve three-year terms, renewable by vote at the AGM. The Board meets periodically, supported by subcommittees for finance and strategy.

Trustees bring expertise from philanthropy, law, communications, and grassroots organising, ensuring balanced oversight. In July 2024, trustee Brita Fernandez Schmidt stepped down after nearly two years of valued service, leaving the Board with strengthened systems for governance and accountability.

Risk Management :

The Trustees regularly review the charity’s risk register and implement strategies to mitigate operational, financial, and reputational risks. In 2024, particular attention was given to managing uncertainty in global markets and the potential impact on SEJA’s income streams. Actions taken included diversifying sources of income, strengthening financial management systems, and maintaining a designated reserves fund. The Trustees also monitored risks related to the roll-out of SEJA’s new digital platform, ensuring that safeguarding, accessibility, and data security were properly addressed.

Charitable Objectives

SEJA’s mission is to support children and young people living below the poverty line, particularly those in communities facing violence, inequality, or exclusion. Our objectives are to:

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SEJA Report & Accounts 2024 1182685

  1. To advance in life and relieve needs of children and young people aged between 3-18 living below the poverty line in the developing world through:

  2. a. The provision of recreational and leisure time activities provided in the interests of social welfare, designed to improve their conditions of life;

  3. b. Providing support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals; and

  4. c. Advancing their education in particular but not exclusively by the provision of native and English language classes, geography classes and the study of art, dance, photography and media.

  5. d. Preserving and protecting of health and mental well-being of such children and young people, experiencing emotional, behavioural and other challenges and complex needs by providing art-as-therapy programmes and family therapy sessions, that, amongst other things, promote engagement with learning and inclusion in schools and communities, for the public benefit.

  6. e. The advancement of education for the public benefit by providing training and support for those who work with children and young people experiencing challenges in their lives.

Impact Overview for 2024

2024 was a year of expansion, resilience, and innovation for SEJA. Building on six years of grassroots support, SEJA modelled and visioned its impact digitally, enabling us to connect new local leaders worldwide while continuing to deliver deep, place-based programmes in Brazil and London. The launch of the Digital Impact Hub was a milestone in our journey-designed to give changemakers access to professional development, mentoring, and donor connections no matter where they are.

At the same time, our cultural programmes remained central to SEJA’s DNA. KEBRA 2024 was one of the year’s standout successes. What began in 2019 as a small grassroots dance battle has grown into a major international cultural festival, celebrating Hip Hop as a tool for identity, resistance, and transformation. In 2024, KEBRA brought together more than 100 dancers and over 1,000 spectators, featuring some of Brazil’s most renowned breakers, poets, and artists. It showcased Hip Hop’s role as a global social movement while remaining deeply rooted in Brazil’s vulnerable communities. Led by SEJA’s cultural team-Dani, Ayesca, Samuel, and JP-the festival embodied leadership from within the culture, proving that Hip Hop is not just entertainment, but a driver of long-term opportunity. One example was B-Boy Kley, who after winning KEBRA built

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SEJA Report & Accounts 2024 1182685

a sustainable career on the international stage, a story that reflects the festival’s power to change lives.

Alongside large-scale cultural moments like KEBRA, SEJA continued to invest in individual leaders and their communities. Our programmes in 2024 included:

Stories from the Field

VUSS Surf Project, Rio de Janeiro

Over the past six years, SEJA has empowered changemakers to grow and sustain their impact, with partners increasing their reach by an average of 120% and raising 300% more funds annually compared to before their partnership with SEJA. Among the many inspiring stories is the journey of VUSS, a surf school founded by Mistre in Rio de Janeiro.

When SEJA first connected with Mistre, his project was little more than a dream. Today, VUSS is thriving, supported by DHL, a major international brand. “The workshops helped us grow and believe in ourselves. Winning our first grant was a milestone moment. Before SEJA, grants felt out of reach-they existed, but not for us. SEJA gave us the skills and confidence to make it happen,” Mistre explains. VUSS now provides hundreds of children with safe, positive spaces on the shoreline of Rio’s favelas, offering not just surfing lessons, but a sense of belonging and future opportunity.

Grupo Favela Dance Company, Complexo do Alemão

Another story of transformation is that of Samuel, who grew up in one of Rio’s most violent favelas. Initially, breakdancing saved his life, giving him a form of self-expression that opened new doors. But tragedy struck when his brother-an emerging dancer-was killed in a shootout. Samuel spiralled into despair until he found SEJA, which equipped him with the tools to channel his pain into purpose.

He went on to found Grupo Favela, a contemporary dance company now performing across Brazil. With SEJA’s support, the group has taken shows like Motirõ and Corpo Negro to national festivals, receiving standing ovations and recognition as professionals. For Samuel, the journey has been deeply personal: “SEJA gave me the belief that I could turn my dream of starting a favela-based contemporary dance company into reality.” Today, Grupo Favela offers young

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SEJA Report & Accounts 2024 1182685

people the opportunities his brother never had-the chance to be seen, heard, and valued before it is too late.

Founder’s Letter – Dylan Brown

Dear Friends,

2024 was a milestone year in every sense. We celebrated six years of SEJA’s journey, a journey that began in the favelas of Rio and has now grown into a platform with global reach.

These six years have taught us resilience. From supporting leaders during the pandemic to expanding into new cities like Salvador and London, we’ve learned that grassroots leadership can thrive anywhere when given the right support. Our Professional Development Programme alone has delivered over 43,000 hours of workshops and 23,000 hours of mentorship since inception, helping leaders grow their projects by more than 120% and raise 300% more funds than before. Those numbers are powerful, but the true impact lies in the children whose lives have been redirected-from the football pitch in Lewisham to the surf schools of Rio.

This year, we also dreamed up the Digital Impact Hub, demonstrating that our model is not only effective on the ground but also scalable through technology. For me, this milestone symbolises the bridge SEJA has always aimed to be: linking donors to changemakers, local leaders to global resources, and community dreams to real opportunities.

Six years on, we are only just beginning. We have built a foundation strong enough to carry us into a new chapter, one defined by growth, solidarity, and impact at scale.

Thank you for believing in this journey.

Dylan Brown Co-Founder

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SEJA Report & Accounts 2024 1182685

Marking Six Years of SEJA

2024 marked an extraordinary milestone for SEJA: six years of impact, growth, and transformation. What began in 2019 with two young founders running between favela projects in Rio de Janeiro has grown into a recognised charity with global reach, an ambitious digital platform, and a community of donors, partners, and changemakers spanning continents.

From Humble Beginnings to Organised Impact

The vision for SEJA was rooted in a simple but profound idea: that the best solutions to poverty and inequality come from the people who live closest to them. From our earliest days, we sought to stand alongside grassroots leaders, equipping them with funding, tools, and visibility. In 2018, we backed our first changemakers in Rio’s favelas-leaders like Tio Lino, PlayLife, and Escolinha de Tênis Rocinha-ensuring children had safe places to learn and play.

The turning point came in 2019, when our first charity dinner in London raised over £100,000. Just days before the pandemic began, this event gave SEJA the resources and confidence to move forward. It also introduced us to a circle of supporters and partners who continue to shape our story today.

Resilience in the Face of Crisis

When the COVID-19 pandemic struck, SEJA’s model was put to the test. Overnight, the communities we served faced an existential crisis, with schools closed, jobs lost, and violence escalating. Working through our local leaders, we pivoted quickly-delivering food parcels, hygiene kits, and remote learning opportunities to over 500 families. These were moments of deep hardship, but they also demonstrated the resilience of grassroots leadership. SEJA’s role was not to take over, but to enable and amplify.

Growth Across Brazil and Beyond

As restrictions lifted, SEJA entered a period of expansion and innovation. In 2021, we launched our first London hub, testing our model in a new context and proving that grassroots challenges-and solutions-exist everywhere. In 2022, we expanded into Salvador, one of Brazil’s most culturally significant cities, where systemic inequality meets a powerful spirit of resistance. By 2023, SEJA had formalised its cultural programming with the creation of KEBRA Festival, a celebration of Hip Hop’s power to transform lives. KEBRA quickly became a flagship moment, drawing over 1,000 spectators and the best of Brazil’s breaking scene. It was more than a festival-it was a platform for identity, belonging, and opportunity.

Building Capacity Through Professional Development

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Central to SEJA’s impact has been our Professional Development Programme. Over six years, we have delivered more than 43,000 hours of workshops and 23,000 hours of one-to-one mentorship, supporting leaders in areas such as governance, safeguarding, fundraising, and project management. These investments have allowed changemakers not only to grow their own impact but to become independent. Leaders once reliant on SEJA are now raising funds from major brands, securing government contracts, and employing staff from within their communities. Projects like Sports Fun 4 All, Estrelas de Amanha, and Ballet da Rale are just three examples of grassroots initiatives that have scaled far beyond their beginnings.

Measurable Impact at Scale

The numbers from SEJA’s first six years are a testament to the power of this model:

Behind these statistics are stories of real transformation-young people diverted from gangs into dance classes, girls building confidence through football, children finding mentors who believe in them, and communities united by cultural expression.

Powered by Partnership

SEJA’s journey has only been possible thanks to a community of visionary partners.

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These funders, alongside hundreds of individual donors, have not only resourced SEJA’s work but have become part of the SEJA family, walking alongside us as we reimagine what philanthropy can look like.

SEJA (UK) Financial Overview (2024)

In 2024, SEJA recorded total income of £148k , derived from corporate donations (£75k), grants (£31k), Gift Aid (£8k), major donor contributions (£18k), online donations (£16k), and a small amount of interest income.

Expenditure on charitable activities totalled £108k , covering Brazil impact delivery, cultural and sports programmes in London, freelance support, and was offset slightly by donations returned.

Administrative costs were £49k , comprising staffing and fundraising (£47k) alongside other necessary operating costs (£2k) such as accountancy, consultancy, IT, bank and payment fees, subscriptions, and interest. This gave a net operating deficit of £9k for the year. Despite this shortfall, SEJA closed 2024 with sufficient reserves to maintain operations, and the Trustees consider the organisation to be a going concern.

It should be noted that in November 2024 SEJA secured a commitment of £40k from a private funder . This donation was received in January 2025 and is therefore not reflected in the figures above, but the Trustees consider it raised in 2024.

Notably, 76% of global expenditure was directed toward impact-focused work. These UK accounts reflect only the registered UK entity, but SEJA operates as a consortium with sister organisations in Brazil and the USA. Taken together, the consortium ensured that the majority of resources were committed to local projects and community-led delivery.

The Trustees acknowledge with gratitude the role of Watson Asset Management , a principal funder of SEJA’s new digital vision, whose support has been central to our financial and strategic stability.

Challenges Faced (2024)

2024 was not without difficulty. Global economic uncertainty placed pressure on fundraising, and the roll-out of our digital platform required careful safeguarding, technical adaptation, and cultural sensitivity across contexts. Despite these challenges, SEJA delivered strong results, ending the year with a modest surplus and increased reserves.

Importantly, a major donor commitment made in late 2024-though not received until 1 January 2025-is included within these reserves, giving SEJA the stability and confidence to enter 2025 with momentum.

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Volunteers and Team Contributions 24

Our impact is fuelled by people. In 2024, 6 volunteers gave their time and skills, and our staff-largely recruited from the communities we serve-ensured SEJA’s work remained authentic and grounded. Representation matters, and our commitment to employing from within continues to dismantle barriers and showcase the talent inherent in favela and estate communities.

Core Team

Looking to the Future (2025)

Six years in, SEJA has proven that when you invest in local leaders, you create lasting change. What began with small donations and local battles has grown into an ecosystem of changemakers connected to global resources.

The launch of our Digital Impact Hub in 2025 will mark the start of a new chapter. By combining grassroots trust with digital innovation, we are creating a global platform for change-bringing the same trust-based, community-led model that has transformed lives in Rio and London to changemakers across the globe.

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As we reflect on our journey so far, we are filled with gratitude-for the leaders who inspire us daily, for the donors and partners who have made this work possible, and for the young people whose courage reminds us why SEJA exists.

Our story is still being written, but one thing is clear: the first six years of SEJA have laid the foundation for a global movement that puts local leadership at the heart of change. With this strong base, SEJA now enters its most ambitious chapter yet. Our commitment to youth, culture, and local leadership remains steadfast, and our vision for 2025 is one of growth, solidarity, and impact at scale.

Strategic Objectives for 2025

Looking ahead, SEJA’s strategic priorities for 2025 build directly on the achievements of 2024:

Chair’s Letter – Mimma Viglezio

Dear Friends of SEJA,

This past year was once again marked by political turmoil, wars, and hardship. It has been especially challenging for small charitable organisations like ours, since our resources were stretched to the limit. We urgently needed to find innovative solutions.

The challenges have driven us to think creatively, whilst remaining committed to ensuring that grassroots change makers receive the support they need to uplift those most marginalised in society.

I’m delighted to announce the launch of our Digital Impact Space, a transformative platform that will modernise giving, connect local leaders to global resources, and unlock opportunities for change-makers everywhere.

This bold step forward will scale SEJA’s proven model to new heights, breaking barriers and ensuring donations go directly to where they are needed most. The Digital Impact Space

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represents not just SEJA’s future, but the future of grassroots empowerment and meaningful philanthropy.

Thank you, as always, for standing with us. Your support fuels our vision, and I truly believe that, together, we can achieve something extraordinary.

With gratitude,

Mimma Viglezio

Chair

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Independent Examiners Report

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Docusign EnvelopÈ ID." 19B2BAD(kF704488B-BD16-14792E36DC18 CHARITY COMMISSION FOR ENGLAND AND WALES Independent examiner's report on the accounts Section A Independent Examiner's Report Report to the trustees SEJA (previously ACE Projec18) On accounts for tha yèar èndod Charlty no {If any) 31 December 2024 1182685 Sot out on pages 18-19 I report to the truslees on my examination of the a¢¢ounts of the abov6 charity (°Ihe Trust") for th8 year ended 31 December 2024. Responsibilities and basls of report As the charily's trustees, you are responsible for Ihe 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 2011 Act and in carrying out my examination, I have followed all the applicable Directions given by the Charity Commission under section 145{5){b) of the Act. Independent I have completed my examination. I confirm that no material matters have examiner's statsment come to my attention in Gonne¢lion with the exarnination which gives me cause to believe that in, any material respect.. the accounting records were not kept in accordance with section 130 of the Charities Act., or the accounts did not accord with the accounting records., or the accounts did not comply with the applicable requirements concerning the form and content of accounls set out in the Charities (Accounts and Reports) Rogulations 2008 other than any requirement that the ac¢ounts 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 olher malters in conneGtion 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. Slgned: Date: zglic) Jo Shenton Relevant professional qualification(s) or body {if any): BA ACA 8459903 Addrèss: J Leon & Company Limited 32 Hampstead High Street London NW3 1JQ IER Oct 2018

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Accounts (prepared on receipts and payments basis)

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Charity Name Charity Name Charity Name No (if any) No (if any) No (if any) CC16a
For the period
from		 Period start date To Period end date
Section A Receipts and payments
A1 Receipts Unrestricted
funds
to the nearest £
15,872
17,750
20,100
6,000
8,175
20
67,918
-
-
-
67,918
28,921
1,500
1,423
575
20,042
-
832
16
-
53,309
-
-
-
53,309
14,609
- 28,383
15,081
1,306		 Restricted
funds
to the nearest £
-
-
58,275
25,000
-
-
83,275
-
-
-
83,275
10,000
-
11,775
88,493
1,390
-
-
-
111,658
-
-
-
111,658
- 28,383
28,383
-
-		 Endowment
funds
to the nearest £
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Total funds
to the nearest £
15,872
17,750
78,375
31,000
8,175
20
151,192
-
-
-
151,192
38,921
1,500
1,423
12,350
108,535
1,390
832
16
-
164,967
-
-
-
164,967
- 13,775		 Last year
to the nearest £
Individual Donations 15,872 1,742
Major Donor 17,750 61,350
Corporate Donations 20,100 50,362
Grants 6,000 73,918
Gift Aid 8,175 11,136
Other Income 20 214
Sub total(Gross income for
AR)		 67,918 198,722
A2 Asset and investment sales,
(see table).
-
- -
Sub total - -
Total receipts
A3 Payments
198,722
Staff Costs 28,921 78,317
Marketing/Website 1,500 -
General Administration 1,423 1,357
FundraisingCosts 575 9,466
Impact Costs Brazil 20,042 164,846
Impact Costs London - 22,370
Bank Fees 832 181
Interest Paid 16 -
- -
**Sub total ** 53,309 276,537
A4 Asset and investment
purchases, (see table)
-
-
**Sub total ** - -
Total payments
Net of receipts/(payments)
A5 Transfers between funds
A6 Cash funds last year end
Cash funds this year end
276,537
14,609 - 28,383 - - 13,775 - 77,815
- 28,383 28,383 - - -
15,081 - - 15,081 92,896
1,306 - - 1,306 15,081

03/10/2025

CCXX R1 accounts (SS)

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Section B Statement of assets and liabilities at the end of the period

Categories
Signed by one or two trustees on behalf
of all the trustees
Signature
B5 Liabilities
Details
Details
B4 Assets retained for the
charity’s own use
Computer
Website
Details
B3 Investment assets
Details
B2 Other monetary assets
B1 Cash funds
ACE Projects
Total cash funds
(agree balances with receipts and payments
account(s))
Details		 Unrestricted
funds
Restricted
funds
to nearest £
to nearest £
1,306
-
-
-
-
-
1,306
-
OK
OK
Unrestricted
funds
Restricted
funds
to nearest £
to nearest £
-
-
-
-
-
-
-
-
-
-
-
-
Fund to which
asset belongs
Cost (optional)
-
-
-
-
-
Fund to which
asset belongs
Cost (optional)
Unrestricted
3,557
Unrestricted
1,500
-
-
-
-
-
-
-
Fund to which
liability relates
Amount due
(optional)
-
-
-
-
-
Print Name		 Endowment
funds
to nearest £
-
-
-
-
OK
Endowment
funds
to nearest £
-
-
-
-
-
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Current value
(optional)
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Current value
(optional)
-
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-
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-
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When due
(optional)
Date of
approval

03/10/2025

CCXX R2 accounts (SS)

2