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2025-03-31-accounts

Laurence's Larder Trustees, Report & Financial Statements 2025

Contents

Page
A message from our patron, Zadie Smith 1
About Laurence’s Larder 2–3
People 4
Supporters 5
Report of the trustees: 6–13
Strategy 6
Fundraising activities 6–7
Grants donations and in-kind support 7
Staffing and volunteers 8
Delivery of services 8–10
Future plans 11
Financial summary 12
Financial review 13
Independent examiner’s report to the trustees 14
Financial statements 15–21
Statement of Financial Activities 15
Balance sheet 16
Notes to the accounts: 17–21
1. Basis of accounts 17
2. Accounting policies 17
3. Income from charitable activities 18
4. Expenditure on charitable activities 18
5. Trustee expenses 18
6. Analysis of funds 19–20
7. Statement of Financial Activities for the prior period 21

A message from our Patron

Everybody who comes to Laurence’s Larder is in need, and none of them, in a just society, would have found themselves where they are. We also, thank God, live in a neighbourhood full of people committed to change at the local level. And that’s the other thing Laurence’s Larder has given me – hope.

It’s truly inspiring to see what people power can achieve. I wouldn’t even call it charity – I’d call it activism. Take the way our chef, Jas, cooks, for example. He plates his delicious food like he’s working at the Ivy, because he believes everyone in the room deserves to eat like a dignified human being. That’s a radical idea. That’s activism. And everybody at Laurence’s Larder who sacrifices their time and energy is demonstrating, in action, a radical principle, namely, that people in a community owe each other time and energy.

Zadie Smith

Page 1

About Laurence’s Larder

Objectives and activities

Laurence’s Larder provides food aid, clothing, and other services to prevent or relieve poverty in the London Borough of Brent. We operate from Christ Church, Brondesbury, but are an independent secular charity. We welcome people of all faiths and none.

Our charity focuses on reducing social isolation and helping those who struggle to make ends meet. We take great care to maintain the dignity of our beneficiaries (‘guests’). Almost uniquely amongst food aid charities, Laurence’s Larder requires no referrals from other agencies to enable guests to access our services, most of whom live within Brent — specifically Kilburn, Willesden and Cricklewood.

Our origins

Laurence’s Larder, established by Stephen Chamberlain, has been operating for more than twelve years. Following a start-up donation from the church, Laurence’s Larder was registered as an independent charity on 24 October 2019, and a board of trustees now governs it.

Structure, governance and management

This financial year has seen the consolidation of the charity’s operations following a period of significant change. The board has stabilised with new trustees and the appointment of Toby York, who joined as Treasurer in June 2024.

The terms of several trustees are due for review in November 2025 and preparations are underway to ensure a smooth transition, whether through reappointment or recruitment. We continue to strive to ensure that the board is as diverse as the communities we serve but acknowledge there is more to accomplish.

During the year, the board streamlined its meeting structure, moving from bi-monthly to quarterly board meetings to reduce administrative burden, while maintaining effective oversight. The Finance & Risk sub-committee continues to operate, while the responsibilities of other sub-committees have been incorporated into the main board meetings.

Page 2

Legal and administrative information

Charity constitution Charitable Incorporated Organisation (“CIO”)
Company number CEO19316
Charity number 1185983
Governing document CIO Constitution
Appointment of trustees Current trustees vote on the election of trustees to the charity,
following an open recruitment process.

Significant risks and risk register

We maintain a robust risk register that is regularly reviewed. Significant risks that have been identified and monitored throughout the year include:

Page 3

People

Patron

Zadie Smith

Trustees

Mark Wakefield, Chair Sally Burrell, Vice chair Karen Barke (until 16 June 2024) Victoria Bentley Chloe Court Michael Krzyzanowski Louise Pudney Anne Taylor Saul Venit, Chair of Finance and Risk

Toby York, Treasurer (from 17 June 2024)

In attendance at trustee meetings (not a trustee)

Sara Jade-Hussein, Operations Director

Tamsin Grant, Operations Manager (from 16 September 2024)

Independent examiner

Keith Stephenson MA, FCMA, MBA, DipHE

Page 4

Supporters

Our thanks go to the many supporters of Laurence’s Larder who have contributed, whether through financial donations, equipment, food, clothing, services or simply their time. We especially acknowledge:

Alexandra Shulman

Mary Pritchard

Annie Edmonds and F45 Kensal Rise Matilda Goad B3 Brent Council Community Fund Brent Talking Therapies The NHS Roving Team Cadent Gas ParkLife Singers City Harvest Cllr Ryan Hack, Deputy Mayor of Brent Brondesbury Diocese of London (Willesden area) Quality Chophouse / Quality Wines Eliza Halling Queens Park Books Felix Project Georgia Gould, MP Queens Park Singers GIFT Quinine Giles Deards Sainsbury’s Kilburn High Road Hampstead Garden Suburb Fellowship Ida Sainsbury’s Willesden Green Jess Dunford Wood and The Parlour Scarlet & Violet John Morrison Sufra Kingsbury Charity Supra Lawstop Synergy Vision The Lexi Cinema Walmer Castle Lusa Nsemba-Ngoy, Bishop of Willesden Wenzel’s Bakery Maida Vale School Willesden Consolidated Charities Mapesbury Residents Association Zadie Smith (MapRA)

The Mayhew Animal Home National Lottery Community Fund

The PCC of Christ Church with St. Laurence, Brondesbury

Quality Chophouse / Quality Wines

Queens Park Books Queens Park Residents Association (QPARA)

We sincerely apologise for any inadvertent omissions of individuals or organisations.

Page 5

Report of the trustees

Strategy

Throughout the year, we continued to implement and develop our strategy. Our focus on addressing both food insecurity and social isolation has been evident in our expanded services and partnerships.

A significant development was increased collaboration with the Parochial Church Council (PCC). Following the appointment of a joint working group in September 2024, we have successfully developed a shared vision for the future of the Christ Church site. This vision encompasses creating a welcoming, nurturing, vibrant, inclusive, creative, and safe place that reflects values of respect, compassion, generosity, and service to others.

In March 2025, the working group held a productive workshop to transform this vision into actionable plans. While the Church of England’s decision on the future of Christ Church as a place of worship is still pending, our proactive approach ensures we are well-positioned to adapt to any outcome.

Fundraising activities

Although total income from fundraising declined this year, we have significantly expanded our fundraising activities:

Page 6

Community and corporate support:

We have benefitted too from support in kind:

We thank everyone for their support, in whatever form, and sincerely apologise if we have missed anyone. We are deeply grateful to you all.

Once again, we express our particular thanks to our host, Christ Church with St. Laurence. The PCC and congregation are loyal supporters, providing us with the space to deliver our services at minimal cost.

Grants, donations & in-kind support

The financial year has been positive, with continued support from established funders and new relationships formed. Major grants received include:

lationships formed. Major grants received include:
Unrestricted Restricted
Kingsbury Charity £50,000
National Lottery Community Fund £20,000
The Talent Fund £10,000
Brent Health Matters £9,400
Hampstead Garden Suburb Fellowship £8,000
Brent Community Grant £7,000
Pilkington Trust £2,000
Queens Park Area Residents Association £1,000
Watling Gardens Estate Group £850
Willesden Consolidated Charities £650
£10,650 £98,250

Page 7

Staffing and volunteers

Paid staff

Our team evolved this year with Jono Ayling’s departure and Tansy Grant’s appointment as Operations Manager in September 2024. Following a successful period as a part-time staff member, we expanded Tansy’s role to four days per week in April 2025, enabling us to develop additional services and improve our operational capacity.

Volunteers

Our volunteer base continues to grow, with approximately 70 active volunteers contributing their time and skills across our services. We have successfully integrated volunteers from corporate partnerships, including Natwest, Rekki, Quinine, and Matilda Goad, alongside our regular volunteers. Student volunteers from Maida Vale School and other local institutions have added valuable energy and fresh perspectives to our team.

Staff development

With the development of Laurence’s Larder has come the need to ensure

that our operation is as safe and effective as possible. We have made significant investment in training and development, with staff and volunteers trained in areas such as conflict resolution and de-escalation, first aid, safeguarding and food safety and hygiene.

All staff and volunteers undertake full Disclosure and Barring Service (DBS) checks and we plan to provide safeguarding training for staff and volunteers.

Delivery of services

Our services continue to evolve in response to the diverse needs of our community. Here’s a summary of our core activities:

Food Bank (Wednesdays)

Our weekly food bank provides vital nutrition to those facing food insecurity. Each Wednesday, we distribute food parcels containing a balanced mix of non-perishable staples, fresh fruit, vegetables, and bakery items from our generous donors. Numbers reached a record high of 154 food bags in November

----- Start of picture text -----
Nearly
6000
meals and
5500
food parcels
over the year
----- End of picture text -----

Page 8

2024, with an average of 120-130 guests per week. We continue to operate without a referral system, making our service accessible to anyone in need.

Our volunteers carefully assemble food parcels, paying particular attention to nutritional content and dietary requirements. For the Christmas and Easter breaks, we provide enhanced food parcels that include special items like cheese, butter, and festive treats.

Community Lunch (Thursdays)

Our Thursday community lunch offers more than just a hot meal – it provides a warm, welcoming space where guests can socialise and connect. Each week, our volunteer team, led by chef Jasvinder Singh (seconded from Sufra), prepares a nutritious two-course meal served restaurant-style at tables. Attendance has ranged from 80 to 111 guests per week.

Special events such as our Christmas lunch are particularly significant, with up to 150 guests attending. This year’s Christmas lunch benefited from generous donations from Hampstead Kitchen and Brooks Butchers. Our commitment to quality was validated when we retained our 5-star food hygiene rating following a surprise inspection in January 2025.

Clothes Bank (Mondays and Thursdays)

The clothes bank provides essential clothing to those in need, with approximately 90 visitors per week and up to 100 items distributed. We’ve implemented a sign-in process to create a more orderly and dignified experience for our guests. Our partnership with Care4Calais enables refugees to access the clothes bank by appointment, allowing them to take more time and receive additional assistance.

Community Art Cafe (Mondays)

Launched in 2024, our Community Art Cafe addresses social isolation by offering a creative and social space. Guests enjoy refreshments, light lunches, and participate in arts and crafts activities led by our volunteers. The cafe has grown steadily to around 45 guests per week. We’ve enhanced the experience with “guest lecturers” in crafts such as gelli printing and ceramics, and with funding from QPARA, we now provide newspapers for guests to enjoy.

Advice and guidance services

We have expanded our range of partnership services to address the underlying causes of food insecurity and social isolation:

Page 9

New initiatives

Our strategic focus on addressing both immediate needs and underlying causes of poverty and social isolation has led to the development of several new initiatives:

beyond food insecurity. We hope to incorporate English lessons and playgroups alongside expert advice services, to help foster a sense of community for our family guests who rarely have time to socialise during regular services. Expanding our Operations Manager’s hours to four days per week from May 2025 will support the development of these familyfocused services.

Page 10

Future plans

Looking ahead to 2025/26, our key objectives include:

Page 11

Financial Summary

Total income Total expenses

$9% £160,652

(2024: £177,161)

! 0% £126,694 (2024: £126,834)

Major grants received

Income from donations

$13% £98,250 (2024: £112,974)

22% £44,957 (2024: £36,829)

Income from fundraising events

Spending on charitable activities

$43% £15,341 (2024: £26,776)

! 0% £123,930 (2024: £124,264)

Net surplus for the year

Funds available at the year end

$33% £33,958 (2024: £50,327)

29% £149,328 (2024: £115,370)

Page 12

Financial Review

Funds brought forward at the beginning of the year were £115,370, and at the end were £149,328. The surplus for the year of £50,327 compared to a deficit in 2024 of £21,612.

This is a summary of funds for the year. The notes to the financial statements provide a more detailed analysis.

more detailed analysis.
31 March
Unrestricted Restricted 2025
Funds brought forward 81,115) 34,255) 115,370)
Surplus for theyear 936) 33,022) 33,958)
Total funds on 31 March 2025 £82,051) £67,277) £149,328)

Income

Total income for the year to 31 March 2025 was £160,652 (2024: £177,161). Two grants exceeding £10,000 were awarded during the year: £50,000 from Kingsbury Charity and £20,000 from the National Lottery Community Fund (NLCF). The NLCF grant is treated as a government grant.

Expenditure

The year’s expenditure was £126,694 (2024: £126,834). Expenses related to raising funds were £2,764 (2024: £2,570), and the costs of charitable activities were £123,930 (2024: £124,264). This is analysed in more detail in Note 4 to the accounts on page 18.

Reserves policy

The charity’s income is uncertain and sporadic, so the trustees aim to reserve the equivalent of six months’ running costs in unrestricted funds. Unrestricted funds on 31 March 2025 were £82,051. This represents just under six months of the planned expenditure to 31 March 2026.

Included in the reserve is £28,260 Facilities Development Fund, a designated fund created in the year ending 31 March 2024 for costs relating to the continued use of the premises. See Significant risks and risk register on page 3 .

Declaration

This report was approved by the trustees on 22 July 2025 and signed on its behalf by:

Mark Wakefield TSYork
Mark Wakefield Toby York
Chair Treasurer

Page 13

Independent examiner’s report to the trustees

I report to the trustees of Laurence’s Larder on my examination of the accounts of the CIO for the year to 31 March 2025 set out on pages 15 to 20.

As the CIO’s trustees, you are, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).

I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 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.

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

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.

KeithStephenson

Keith Stephenson MA FCMA MBA DipHE

25B Montpelier Road London W5 2QT

22 July 2025

Page 14

Financial Statements For the year ended 31 March 2025

Statement of Financial Activities

For the year ended 31 March 2025

Note
Unrestricted
Funds
£
Restricted
Funds
£
2025
£
Income from:
Donations and legacies
44,957)
–)
44,957)
Charitable activities
3
15,342)
98,250)
113,592)
Interest received
2,103)
–)
2,103)
62,402)
98,250)
160,652)
Expenditure on:
Raising funds
2,764)
–)
2,764)
Charitable activities
4
58,702)
65,228)
123,930)
61,466)
65,228)
126,694)
Net income /
movement in funds
936)
33,022)
33,958)
Balances at 1 April 2024
81,115)
34,255)
115,370)
As at 31 March 2025
82,051)
67,277)
149,328)		 2024
£
36,829)
139,750)
582)
177,161)
2,570)
124,264)
126,834)
50,237)
65,043)
115,370)

Page 15

Balance sheet

As at 31 March 2025

Note
Unrestricted
£
Restricted
£
2025
£
Current assets
Debtors
Cash at bank
914)
82,589)
–)
67,589)
914)
150,178)
83,503)
67,589)
151,092)
Liabilities: amounts falling
due within one year
(1,452)
(312)
(1,764)
Net assets
82,051)
67,277)
149,328)
Funds
Unrestricted funds
Restricted funds
6
6
82,051)
–)
–))
67,277)
82,051)
67,277)
82,051)
67,277)
149,328)		 2024
£
170)
119,246)
119,416)
(4,046)
115,370)
81,115)
34,255)
115,370)

Approved by the trustees on 22 July 2025 and signed on its behalf by:

Mark Wakefield TSYork Mark Wakefield Toby York Chair Treasurer

Page 16

Notes to the accounts

For the year ended 31 March 2025

1 Basis of accounts

These accounts have been prepared on the accruals basis and under the historical cost convention with items recognised at cost or transaction value. The accounts have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 and with the Charities Act 2011.

2 Accounting policies

Recognition of income

Income, including that from grants and donations, is included in the Statement of Income and Expenditure only when the charity becomes entitled to the resources, the monetary value can be measured with sufficient reliability and it is more likely than not that the trustees will receive the resource.

Liabilities

Liabilities are recognised when it is more likely than not that there’s a legal or constructive obligation committing the charity to pay out resources and the amount of the obligation can be measured with reasonable certainty.

Tangible fixed assets

There were no fixed assets brought forward or acquired during the year.

Page 17

Notes to the accounts

For the year ended 31 March 2025

Unrestricted Restricted Funds Funds 2025 2024 £ £ £ £

3 Income from charitable activities

Fundraising events
Performance-related grants		 15,342
–)
–)
98,250
15,342
98,250
15,342
98,250 113,952		 26,776
112,974
139,750

Performance-related grants comprise ten grants and more details are provided in the Report of the Trustees on page 7.

4 Expenditure on charitable activities

Delivery of services
Salaries and pension costs
Volunteer and staff development
Occupation of premises
Repairs and improvements
Other operating expenses		 27,846
14,469
1,914
9,300
1,740
3,433
9,427
52,697
2,109
600
195
200
37,273
67,166
4,023
9,900
1,935
3,633
58,702
65,228 123,930		 31,710
38,327
6,132
7,050
30,506
10,539
124,264

5 Trustee expenses

During the year, one trustee was paid £55 for travelling to meetings.

Page 18

Notes to the accounts

For the year ended 31 March 2025

6 Analysis of funds

Current period – 31 March 2025

Restricted funds
Kingsbury Charity
Brent NCIL
Brent Health Matters
National Lottery
Watling Gardens
The Talent Fund
Queens Park Residents Assoc.
Unrestricted funds
General funds
Facilities development fund
All funds		 As at
1 April
2024
£
Income
£
Expenditure
£
As at
31 March
2025
£
34,255)
–)
–)
–)
–)
–)
–)
50,000)
7,000)
9,400)
20,000)
850)
10,000)
1,000)
(46,428))
(7,000))
(9,400))
(1,787))
(598))
–)
(15))
37,827)
–)
–)
18,213)
252)
10,000)
985)
34,255)
98,250)
(65,228)
67,277)
51,115)
30,000)
62,402)
–)
(59,726)
(1,740)
53,791)
28,260)
81,115)
62,402)
(61,466)
82,051)
115,370)
160,652)(126,694)
149,328)

The facilities development fund is designated for anticipated costs relating to the continued use of the premises. See Significant risks and risk register on page 3 .

Page 19

Notes to the accounts

For the year ended 31 March 2025

6 Analysis of funds (continued)

Prior period — 31 March 2024

Restricted funds
Kingsbury Charity
Brent Food Aid
National Lottery – COLC
Unrestricted funds
General funds
Facilities development fund
All funds		 As at
1 April
2023
£
Income
£
Expenditure
£
Transfers
£
As at
31 March
2024
£
7,598)
4,893)
–)
45,000)
–)
67,974)
(18,343)
(4,893)
(67,974)
–)
–)
–)
34,255)
–)
–)
12,491)
112,974)
(91,210)
–)
34,255)
52,552)
–)
64,187)
–)
(35,624)
–)
(30,000)
30,000)
51,115)
30,000)
52,552)
64,187)
(35,624)
–)
81,115)
65,043)177,161)(126,834)
–)
115,370)

Page 20

Notes to the accounts

For the year ended 31 March 2025

7 Statement of Financial Activities for the prior period

Note
Unrestricted
Funds
£
Restricted
Funds
£
2024
£
Income from:
Donations and legacies
36,829)
–)
36,829)
Charitable activities
3
26,776)
112,974)
139,750)
Interest received
582)
–)
582)
64,187)
112,974)
177,161)
Expenditure on:
Raising funds
2,570)
–)
2,570)
Charitable activities
4
33,054)
91,210)
124,264)
35,624)
91,210)
126,834)
Net income /
movement in funds
28,563)
21,764)
50,327)
Balances at 1 April 2023
52,552)
12,491)
65,043)
As at 31 March 2024
81,115)
34,255)
115,370)		 2023
£
13,949)
16,550)
88)
30,587)
334)
56,864)
57,198)
(26,611)
91,654)
65,043)

Page 21

Registered charity 1185983

Registered address: 233 Fordwych Road, London NW2 3LY info@laurenceslarder.org.uk laurenceslarder.org.uk