2024-08-31-accounts - Fast London

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FAST LONDON

(Charitable Incorporated Organisation no. 1189525)

REPORTS AND UNAUDITED ACCOUNTS

FOR THE YEAR ENDED 31[ST] AUGUST 2024

CONTENTS PAGE

LEGAL AND ADMINSTRATIVE DETAILS ................................................................................. 3 A FOREWORD FROM THE CHIEF EXECUTIVE OFFICER ........................................................... 4 TRUSTEES’ ANNUAL REPORT ............................................................................................... 5 Objects of the charity ................................................................................................................. 5 PRINCIPAL ACTIVITIES ......................................................................................................... 6 Our mission and goals ................................................................................................................ 6 Community programme .............................................................................................................. 7 Exploring Christianity.................................................................................................................. 8 ACHIEVEMENTS AND PERFORMANCE .................................................................................. 9 Output Statistics for the year ...................................................................................................... 9 Outcomes and Impact for the year .............................................................................................. 9 Wider community impact ......................................................................................................... 11 Funding Support ....................................................................................................................... 11 PLANS FOR THE FUTURE ................................................................................................... 13 FINANCIAL AND RISK REVIEW ........................................................................................... 14 Financial position ..................................................................................................................... 14 Reserves policy ......................................................................................................................... 14 Risk management ..................................................................................................................... 14 STRUCTURE, GOVERNANCE AND MANAGEMENT .............................................................. 15 Constitution and Governing document ...................................................................................... 15 Method of appointment or election of the Trustees .................................................................. 15 Policies adopted for the induction and training of Board of Trustees.......................................... 15 Related party relationships ....................................................................................................... 15 Statement of public benefit ...................................................................................................... 16 INDEPENDENT EXAMINER’S REPORT TO THE BOARD OF TRUSTEES .................................... 17 STATEMENT OF FINANCIAL ACTIVITIES .............................................................................. 19 BALANCE SHEET ................................................................................................................ 20 STATEMENT OF CASH FLOWS ............................................................................................ 21 NOTES TO THE FINANCIAL STATEMENTS ............................................................................ 22

LEGAL AND ADMINSTRATIVE DETAILS

Address for Correspondence Yvonne Carr Centre, 2 Thessaly Rd, London SW8 4HT

Governing Documents Registered Charity Incorporated Organisation No.1189525 Registration 18th May 2020

Trustees David Langton Omowonuola Adefala (resigned 16/04/24) Samuel Alebioshu Stephanie Li Joel Robinson (appointed 19/11/24)

Chief Executive Kafui Brese

Bankers The Co-operative Bank PLC Independent Examiner Matthew Upex 103 Wellesley Road, Ilford Essex IG1 4LJ

A FOREWORD FROM THE CHIEF EXECUTIVE OFFICER

As we take a moment to stop and reflect over the last year we are hit with mixed emotions of gratitude and heartache at the memories of the previous year. However, we also get the opportunity to look forward at the year ahead with excitement at what could be!

The last year has been difficult from global issues of war and political change to local issues of mental health crises and youth violence which has claimed the lives of two men in the local community. Granted, our community has faced tough times. Both global and national issues have contributed to an economic lull which has affected our community, young people and FAST as an organisation. Redundancies have impacted many in our community which has contributed to tensions in the home and the community, as well as in schools. As young people have grappled with the impact of these changes we have seen their behavioural issues spike in the following ways: a lack of engagement in schools, unexplainable antisocial behaviour and an increase in mental health issues. One of the biggest changes we have seen is the need to support parents which has been at an all-time high.

In addition to this, the economic stagnation and community changes has had organisational implications as our staff seek to persevere in supporting young people and their families. Meanwhile funding sources are drying up as many have paused their giving or closed completely.

However, regardless of the tough climate we are filled with gratitude as we have survived another year when many charities were unable. We have been inundated with referrals and requests from schools, parents and most encouragingly young people highlighting that the relationships and the work we have in the community is highly valued. Also, the young people’s personal desire to engage is where we know there is serious opportunity to transform lives. Although many of them are at risk of exclusion and their behaviour is negatively impacting their mental health, education and relationships, we are committed to working with them.

We were grateful to deliver our first paid mentoring project in school which was a great success. We have seen increases in the number of young people we have reached and consistency in attendance across the board which has been encouraging.

In addition to this, we have been able to financially weather the tough financial climate thanks to all those who have chosen to invest in us whether monetarily, in expertise and in prayer. We look forward with anticipation and are committed to being a safe encouraging space for young people for as long as we can.

Kafui Brese, Chief Executive Officer

TRUSTEES’ ANNUAL REPORT

The Trustees Annual report (as required by charity law), together with the financial statements of FAST London for year ended 31 August 2024. The trustees confirm that the annual report and financial statements of the charity comply with current statutory requirements, the requirements of the charity's governing document, and the provisions of the Statement of Recommended Practice (SORP), applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102). The reference and administrative information set out on page 3 forms part of this report.

OBJECTIVES AND ACTIVITIES FOR THE PUBLIC BENEFIT

Objects of the charity

The charity was established as FAST Project London in 2012 (Charity No. 1149513) in response to neglect and a lack of investment in young people on the Patmore Estate. The estate was seen as a no-go area by council workers and the wider community and ranked in the top 5% of most economically deprived neighbourhoods. Young people were at high risk of all forms of abuse, being involved in criminal activity, with a high percentage not in education, employment, or training. FAST Project London merged with e:merge (Charity No. 1152146) in April 2015 before registering as an independent CIO on the 18[th] May 2020 in its current form.

The charity is a charitable incorporated organisation and is governed by its Constitution. The objects of the charity, as set out in the governing document are undertaken with a Christian ethos for the public benefit specifically restricted to the following: -

1) To act as a resource for young people living in London by providing advice and assistance and organising programmes of physical, educational and other activities within a Christian ethos as a means of:
(a) advancing in life and helping young people by developing their skills, capacities and capabilities to enable them to participate in society as independent, mature and responsible individuals;
(b) advancing education;
(c) relieving unemployment;
(d) providing recreational and leisure time activity in the interests of social welfare for people living in the area of benefit who have need by reason of their youth, age, infirmity or disability, poverty or social and economic circumstances with a view to improving the conditions of life of such persons.

PRINCIPAL ACTIVITIES

Our mission and goals

FAST London is a youth charity that works with people aged 10-19 on the Patmore Estate and the surrounding areas of Battersea and South Lambeth in London. We primarily focus on frontline youth work delivery to support young people but have realised facilitating conversations between young people and other stakeholders in their life and advocacy work can enable us to impact the issues our young people face on a wider scale (council wide rather than just within the ward).

At FAST London we invest time, resources and opportunities into young people who live in areas of high deprivation to empower them to complete education, develop healthy relationships and a pathway for an aspirational future. We prioritise relationships living by the mantra: "People care what you know only when they know how much you care."

We have three goals we hope for young people:

To support young people to stay in education, employment and training.
To support people to grow in holistic health which we split into four areas: a. Socio-emotional health - good relationships with authority figures and peers.
b. Mental health
c. Physical health
d. Spiritual health - an optional opportunity to explore the Christian faith.
Community engagement - learning to contribute to society, rather than just taking.

FAST’s main activities and service users are described below. Our focus is on investing time and resources into young people to see them flourish holistically (academically, physically, socio-emotionally, and spiritually), and in education, employment and training. We focus on the socio-emotional wellbeing of young people, so they are equipped to deal with the challenges of life. Our founder and key partners were inspired to start the charity in response to the needs of the community and as an act of obedience to the Christian teaching to care for the vulnerable, marginalised and oppressed. The name FAST comes from book of Isaiah (chapter 58) in the Bible where God challenges people to devote themselves to care for the vulnerable rather than exploit them. Consequently, due to the founding partners personal experiences of how the Christian faith transformed their lives we offer an optional project called “Exploring Christianity” for young people to learn more.

All our work is underpinned by our Christian values of prioritising the value and dignity of young people (10-19 years old), investing in them long-term with unconditional love to see them reach their potential. Relationship building is essential to this approach as well as modelling healthy attitudes and behaviours for young people. Our theory of change consists of three key stages:

Engagement - initiatives with young people that focus on building relationships and trust with young people by doing activities and in places they feel most comfortable.
Development - initiatives that target particular needs, develop skills, increase resilience and confidence in young people.
Performance - initiatives where young people can test and showcase their talents and skills.

Our direct engagement with young people falls between open access group sessions and small group or one to one mentoring and coaching sessions.

Community programme

Our community programme is split by term-time and holiday activities. Our term-time activities consist of open access group sessions which focus on engagement and development initiatives. These include:

FAST football sessions twice a week, in partnership with Street Soccer London to engage and develop young people. In these sessions, football is used as a vehicle to build relationships, develop character and teambuilding skills in young people.
Our weekly 10-12 youth club session was set up in Jan 2023 in recognition of the need to support transition of students from primary to secondary school. It is open to any young people in years 5 to 7. We also consult teachers to identify vulnerable children they believe may struggle in secondary school to help them with the transition. We provide a safe space for young people to build relationships with trusted adults and peers as well as discuss their concerns about transitioning to secondary school.
Our weekly 13-16 youth club session is focused on providing a safe space for young people to engage in fun activities, develop new skills and engaging in discussions and ask questions. In these sessions we have team games, open conversations on issues such as role models, mental health and other topics young people want to cover.
Weekly Learning hub sessions that emphasise the importance of learning as an approach for life and to raise aspirations. Activities in these sessions range from helping them with academic schoolwork, CV writing and employability support, to other niche skills of public speaking.
One-to-one and small group mentoring, and coaching are the most intensive interventions we have throughout the week with young people that staff identify will most benefit from it. These sessions take a child-centred approach and consequently each session varies from person to person. The focus is to equip and empower young people to set and achieve life goals in but not limited to education, relationships, and behaviour.

Holiday projects

When young people are on holiday from school, we provide extended sessions, field trips and workshops as the young people do not have school and have more free time. We try to capitalise on these opportunities to deepen relationships and give young people new experiences and fun to enrich their lives, ranging from go-karting, football tournaments, tiedye workshops, to other creative endeavours. This provides an opportunity for young people to explore their interests, develop new skills, and forge meaningful connections within the community. Also, statistics show this is a high-risk period for the most vulnerable young people as it is harder for child professionals like teachers and social workers to keep in touch and check up on their wellbeing.

Exploring Christianity

Inspired by our Christian Ethos, we provide an opportunity for young people who are interested in exploring what the Christian faith is about and what it has to say about the big questions about life.

This Christian project is separate to our community programme, which is open to children and young people of all other faiths or no faith. Parents or young people themselves can self-refer to our Christian faith sessions, with a separate consent form signed by the guardians of the children to give permission to explore the Christian Faith.

We were able to have great moments and conversations with young people about the Christian faith which organically took place because of the challenges people had. However, we have not been able to nurture a group to meet regularly which is a priority going forward.

Youth Battersea

FAST is a founding member of a 5-youth organisation consortium which was organically formed during the Covid-19 lockdown in 2020. With good relationships between our organisations and different skills we decided to see how we can work together and pool our resources to help the wider community choosing to collaborate. We were able to join our voices together and advocate for more support and opportunities for young people going forward, and we are hopeful this will open doors for the future.

ACHIEVEMENTS AND PERFORMANCE

Output Statistics for the year

Numbers worked with:

296 registered participants attended at least one session.
52 new registered participants to FAST during this time
We estimate we have engaged a minimum of 120 participants through school and community events we have run.

Gender breakdown

Male –263 (89%)
Female – 33 (11%)

Activity	Number of	Number of	Number of	Hours
	people	visits	sessions
Football	231	2369	162	341.5
10-12 Youth Club	59	343	38	76.5
13-16 Youth Club	76	259	38	70
Learning Hub	94	540	35	69
One to one and smallgroup	51	197	96	122
Holiday project	186	1264	72	278
Exploring Christianity	16	65	26	43
Total	296	5037	467	1000

Our last annual report was over a 17-month period (April 2022-August 2023). In comparison this year, saw the following outputs:

An increase in the number of sessions delivered (467) in a calendar year
An increase in the number of participants who attended our learning hub
We almost equalled the number of visits this year than we did on the 17-month period in the previous report.

Outcomes and Impact for the year

This year has been one of growth, achievement, and strengthened community impact across all FAST London programmes, reaching more young people and delivering meaningful, lifechanging opportunities.

Engagement outcomes

Our last annual report was for a 17-month period, this year we have seen the following outcomes for engagement:

Increased participation in youth activities- we have worked with through the year over 400 (the most so far)

Young people understanding the importance of being in education, employment and/or training
Number of young people attending learning hub increased from 36 to 94
The number of visits almost tripled from 188 to 540
Young people who have a sense of belonging and connection to their community o More young people are attending several sessions.
Young people understand the importance of socio-emotional health.
We have seen an increase in young people open to talking about their wellbeing and challenges they face.

Development outcomes

Below are some of the progress and challenges we have had with our development outcomes:

Delivered the first-ever school-based mentoring programme at St. George’s School, supporting the transition to secondary school of young boys at risk.
The boys reported feeling more equipped for secondary school
Having more confidence to ask for help if they need support
Growth in work to support

Performance outcomes

This year we are delighted to celebrate the following performance outcomes:

Young people performing in education, employment and/or training
4 young people secured their first employment
All three young people who attended university continued to second year
A former participant and current apprentice recently qualified with a level 3 Youth Support Worker
Young people demonstrating leadership and contributing to their community
Young people helped to organise and package 200 to vulnerable residents in partnership with St. Mark’s Church and other community organisations for the Christmas giving initiative.
A young person and local resident participated in raising £4,200 for FAST through a sponsored Tough Mudder Challenge.

Case study of Nick:

Nick, was invited to join our community football session by a school friend in 2018. He was 17 at the time, lived locally with both his parents and was in sixth form doing sports BTEC and an aspiring footballer. However, unbeknown to most, injuries had derailed his football dreams and Nick was losing hope in not only achieving this dream but he was even considering giving up schooling as he had a negative view on education. Football was not only a career aspiration but also a safe space for him to release the stresses of life as he struggled to open up and share how he felt with others. Football teams had also provided a sense of community which he was now missing.

Initially FAST had just offered him a free football session in the community with friends. However, as he came consistently for months, he began to develop trusted relationships with more young people and with our youth workers and our sessions became a safe space for him. He shared part of his story with them and made the decision against the advice of the youth workers to drop out of sixth form.

In efforts to support him, youth workers offered him volunteering opportunities at FAST as well as paid football coaching through personal contacts. Coaching and mentoring sessions gave him new hope of developing his own community football club for young people in the area, so FAST looked for opportunities to help him further develop this passion and receive coaching qualifications and experience, to help him ultimately achieve this goal. As part of his development, he took the opportunity to do an apprenticeship in youth work specialising in sport. However, the Covid-19 lockdown happened, and the apprenticeship got cancelled meaning he would then have to again.

With negative experiences in education and fear of failure Nick was hesitant to restart but with the support of FAST youth workers he followed through, and even in the face of personal family challenges he went on to qualify as a level 3 Youth Support Worker.

During the apprenticeship Nick grew in many ways. He learned to lead youth sessions, and he grew in learning to open up about this emotional wellbeing and asking for help, which led to him taking a much-needed break during the apprenticeship due to a personal tragedy. He also took the opportunity to do the Alpha course, where he got to learn and have a conversation about the Christian faith, life and God. He had the following to say about his experiences and FAST London:

“ FAST is like a lighthouse to this community, they direct ships to their destination. When I came to FAST, I didn’t know what I wanted to do and FAST helped me reach my full potential. I hadn’t explored the (Christian) faith until I came to FAST, they were very patient with me…and were always there when I needed questions answered and supported me…They never gave up me, even when they gave me a hard time and I tried to push them away !”

Wider community impact

As a community-based youth organisation we recognise we are part of a wider community ecosystem. Here are some of the key events and celebrations within our local area:

Theo Porteous Cup- In August 2024 FAST launched the inaugural Porteus Cup, a football tournament commemorating local footballer Theo Porteus , tragically lost to knife crime, a key figure who helped our founder see the need for youth work in the area and playing a role in relationship building within the community.
As part of Youth Battersea, we were recognised with the Battersea Community Champions Youth Project award in Parliament by our local MP for the joint work we have done to support young people.

Funding Support

We would like to thank our generous funders who helped us to reach and support our young people in London. Our grant funders this year were:

The National Lottery, LB Wandsworth, Wimbledon Foundation and South London Foundation through the London Community Foundation, Jack Petchey, Sir Walter St John’s Educational charity, SWL ICB.

Others who invested in our work include:

Holy Trinity Clapham Church
Arcus Infrastructure partners- who chose us as their charity partner.

We were grateful to have raised from £42,030, which included a £4,200 raised through our Tough Mudder fundraiser sponsored by Arcus Infrastructure partners. Consequently, thanks to the many people in the community that chose to invest in our young people it makes the world of a difference!

PLANS FOR THE FUTURE

This was year one of our three-year plan focused on creating stability so that we have a solid foundation as an organisation to ensure longevity. As an organisation who seeks to deliver long-term impact, working with young people for a maximum of 9 years (1019 years old) it is essential that we are set up to be around for the long haul.

Our three primary goals for September 2023 to August 2026 are:

To increase the number of YP that are in Education, Employment and Training (EET) & Holistically Healthy - this is focused on helping to develop healthy young people. We currently build trusted relationships and want to leverage our relationships more to have a larger impact on young people’s lives.

This year we have helped young people stay in school, supported some to secure their first jobs and checked up on those in their first year of university.

Produce healthy staff - equipped, empowered, well-paid, and well looked after- this is focused on ensuring staff are healthy who are in the best position to support young people.

In addition to the weekly team check-ins and monthly line management meetings, we have introduced external check-ins to ensure staff have a safe space to offload the challenges of work

To be an organisation that provides excellent and purposeful volunteering opportunities which is a great use of people’s time and expertise and provides training to help them develop. This is focused on developing a healthy organisation to enable this.

The three-year plan includes developing a robust theory of change, reviewing our policies, procedures, and systems to minimise risks and implement best practice. We are developing a website where more information can be found on this.

This year we have made some great headway in developing a clear theory of change, launching an up-to-date website and are working through an independent quality mark to ensure we are operating at a recognised high standard in the youth work sector.

FINANCIAL AND RISK REVIEW

Financial position

FAST London incurred net expenditure in the year of £11,601 (2023- net income of £30,035), details of which are shown in the Statement of Financial Activities on page 14.

Total income for the year amounted to £185,102, a reduction of £14,032 on the previous year (although this was a 17-month period), and total expenditure amounted to £196,703, an increase of £27,604 on the previous year.

Reserves policy

FAST London aim is to ensure that there are reserve funds available to run the basic operations of the charity for a minimum of three months. At the balance sheet date, the Trustees estimate this would require reserves of £49,000. At the year end, the charity had unrestricted reserves of £34,805, which is below the required level. The Trustees and management will continue their fundraising efforts to improve the Charity's reserves.

Risk management

The CEO is supported by the board of trustees to identify and monitors strategic, project and operational, governance (inc. regulatory), and financial risks. We capture risks and issues on a log and risks that pose a severe financial, safeguarding or reputational risk are discussed at board meetings.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Constitution and Governing document

FAST London was registered as a Charitable Incorporated Organisation (CIO) in England and Wales, registered with the Charity Commission in England and Wales on 18 May 2020, registration number 1189525. The charity is governed by its Constitution, lodged with the Charity Commission upon registration.

The governance of FAST London (FAST) is the responsibility of the Trustees who set policy and determine the parameters within which the charity operates in. Day to day management is by the Chief Executive, who draws on the support and expertise of the highly experienced Board of Trustees as needed.

Method of appointment or election of the Trustees

Trustees are elected and co-opted under the terms of the Constitution. Regular reviews are held to identify any expertise gaps within the Board of Trustees and appointments are made where required to strengthen the Board of Trustees, subject to all trustees’ approval.

When it is necessary to appoint new trustees, due to either a trustee stepping down or a gap of expertise in the board is identified, recruitment will initially begin through the networks of the board and management team. Applicants will be reviewed by trustees and the successful applicant will be invited to attend a trustee meeting. Following this, on the provision that the board are satisfied and the applicant still wishes to join the trustee board, they will be appointed. The trustees meet a minimum of four times a year to monitor the activities of the charity, hold to account and give strategic guidance to the charity and met five times during the financial period.

No other person or external body is entitled to appoint any trustees of the charity. The Trustees who served during the period and after the year end are shown on page 3.

Policies adopted for the induction and training of Board of Trustees

The charity provides new trustees with an induction pack and mentoring from the Chair. The charity has limited resources for formal training of the trustee body. However, on-going training opportunities are announced to trustees when these become available pro bono.

Related party relationships

The Charity has considered the disclosure requirements of the SORP for related party relationships. The charity has no related party connections with other organisations. The trustees consider that the members of the board and their close connections to be the only related parties of the charity. Trustee Samuel Alebioshu has expertise in marketing and Web design and with the charity being in need of a website, the trustee’s commissioned to develop our website and paid him £300 in two payments for this service.

Trustees are required to disclose all relevant interests and register them with the Chief Executive and to withdraw from decisions where a conflict of interest arises.

Remuneration policy for key management personnel

The pay of the charity’s Chief Executive is reviewed annually and due to another successful year financially we have been able to increase the salary of the Chief Executive to a more competitive rate. We hope to increase it further next year again if funds allow. The trustees also draw on their knowledge of the sector and common practice in other charities of similar size to ensure that the remuneration set is fair and not out of line with that generally paid for similar roles.

Statement of public benefit

The Board of Trustees confirm that they have complied with their duty to have due regard to the guidance on public benefit published by the Charity Commission in exercising their powers or duties.

Approval

This report was approved by the Trustees on 27[th] June 2025 and signed on their behalf by: D Langton (Chair)

FAST LONDON

INDEPENDENT EXAMINER'S REPORT TO THE BOARD OF TRUSTEES

For the year ended 31 August 2024

I report on the accounts of the charity for the year ended 31 August 2024.

Respective responsibilities of the Trustee and examiner

The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144 of the Charities Act 2011 (the Charities Act) and that an independent examination is needed.

It is my responsibility to:

examine the accounts under section 145 of the Charities Act,
•• follow the procedures laid down in the general Directions given by the Charity Commission (under section 145(5)(b) of the Charities Act, and
•• state whether particular matters have come to my attention.

Basis of independent examiner’s statement

My examination was carried out in accordance with general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below.

Independent examiner’s statement

In connection with my examination, no material matters have come to my attention which gives me cause to believe that in, any material respect:

1.(1) accounting records were not kept in accordance with section 386 of the Companies Act 2006; or
2.(2) the accounts do not accord with such records; or
3.(2) the accounts do not comply with the accounting requirements of section 396 of the 2006 Act 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.(2) the accounts have not been prepared in accordance with the Charities SORP (FRS102).

/Continued…

FAST LONDON

INDEPENDENT EXAMINER'S REPORT TO THE BOARD OF TRUSTEES

For the year ended 31 August 2024

…/Continued

I understand that the financial statements have been prepared to give a 'true and fair' view, and have departed from the Charities (Accounts and Reports) Regulations 2008, only to the extent required to provide a 'true and fair view'. This departure has involved following SORP 2015 FRS102, rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 (SORP 2005), which is referred to in the exitent regulations, but has since been withdrawn.

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.

Charles Ssempijja, FCA NfP Accountants Ltd Chartered Accountant 3rd Floor, 86-90 Paul Street London

EC2A 4NE Date: ………………………….

FAST LONDON

STATEMENT OF FINANCIAL ACTIVITIES For the year ended 31 August 2024

Unrestricted Funds Notes 2024 £ INCOME FROM Donations and legacies 2 61,007 Charitable activities PRU & Mentoring 1,250 - Other 961 TOTAL INCOME 63,218 EXPENDITURE ON: Charitable activities 3 Youth activities 49,686 49,686 Raising funds 3 30,785 TOTAL EXPENDITURE 80,471 NET MOVEMENT IN FUNDS (17,253) RECONCILIATION OF FUNDS 53,558 36,305 £ Investments TOTAL FUNDS AT 1 SEPTEMBER 2023 TOTAL FUNDS AT 31 AUGUST 2024	Restricted Funds 2024 £ 121,884 - - - 121,884 116,232 116,232 - 116,232 5,652 8,668 14,320 £	TotalUnrestricted Funds Funds 2024 2023 £ £ 182,891 131,676 1,250 3,127 - - 961 - 185,102 134,803 165,918 102,580 165,918 102,580 30,785 - 196,703 102,580 (11,601) 32,223 62,226 21,335 50,625 £ 53,558 _£ _	Restricted Funds 2023 £ 64,331 - - -	Total Funds 2023 £ 196,007 3,127 - -
			64,331	199,134
			66,519	169,099
			66,519 -	169,099 -
			66,519	169,099
			(2,188)	30,035
			10,856	32,191
			8,668 _£ _	62,226 _£ _

The annexed notes form part of these financial statements

FAST LONDON

(Registered Charitable Incorporated Organisation number 1189525)

BALANCE SHEET As at 31 August 2024

Notes FIXED ASSETS Tangible assets 8 CURRENT ASSETS Cash at bank and in hand CREDITORS: amounts falling due within one year 9 NET CURRENT ASSETS NET ASSETS FUNDS Restricted funds 10 Unrestricted funds: General fund 10	2024 £ £ 505 51,626 (1,506) 50,120 50,625 £ 14,320 36,305 50,625 £	£ 62,181 (960)	2023 £ 1,005 61,221

			62,226 _£ _
			8,668 53,558
			62,226 _£ _

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime and in accordance with the provisions of FRS 102 Section 1A – small entities.

The financial statements were approved, and authorised for issue, by the Trustee on 27th June 2025 and signed on their behalf by:-

REV DAVID LANGTON, Chair

The annexed notes form part of these financial statements

FAST LONDON

STATEMENT OF CASH FLOWS For the year ended 31 August 2024

£ £ Cash flows from operating activities (11,601) Add back depreciation 500 Net cash provided by / (used in) operating activities (Increase)/decrease in debtors - Increase/(decrease) in creditors 546 546 Cash flows from investing activities Purchase of fixed assets - Cash flows from financing activities - Change in cash and cash equivalents in the year (10,555) Cash and cash equivalents at the beginning of the year 62,181 Cash and cash equivalents at the year end 51,626 2024	2023	2023
	£ 2,532 685	£ 30,035 495 3,217 (1,500) -
		32,247 29,934
		62,181

FAST LONDON

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 August 2024

1. ACCOUNTING POLICIES

Basis of preparation of financial statements

The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The financial statements 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) (effective from 01 January 2019), and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

The financial statements have been prepared to give a 'true and fair' view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a 'true and fair view'. This departure has involved following SORP 2015 rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 (SORP 2005) which has since been withdrawn.

Public benefit entity

The charity meets the definition of a public benefit entity under FRS 102.

Going concern

The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern.

Income

Income is recognised when the charity has entitlement to the funds: this is when any performance conditions attached to the income have been met, it is probable that the income will be received, and that the amount can be measured reliably.

Income is only deferred when: The donor specifies that the grant or donation must only be used in future accounting periods; or for performance related grants, where these are received in advance of the performances or specific event to which they relate.

Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes.

FAST LONDON

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 August 2024

Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is considered all to relate to Charitable activities and includes the costs of delivering services undertaken to further the purposes of the charity and their associated support costs.

Allocation of support costs

Support and governance costs have been allocated between charitable activities based on estimated staff costs. The allocation of support and governance costs is analysed in note 3.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

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 with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

Judgements and key sources of estimation uncertainty

No significant judgements have been made in the process of applying the above accounting policies and there are no key sources of estimation uncertainty.

FAST LONDON

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 August 2024

2. DONATIONS AND LEGACIES

DONATIONS AND LEGACIES	DONATIONS AND LEGACIES
Unrestricted Funds 2024 £ Donations - HTC Church 14,025 - One-off donations 12,538 - Monthly donations 9,635 - Local giving 20,809 Grant income - Jack Petchy Foundation - - Wandsworth council - VCS - - National Lottery Cost of Living - - London Community Foundation 1,500 - Wandsworth Council - Summer HAF - - Wandsworth Council - Easter HAF - - Money4You 2,500 - Sir Walter St. John - - Wandsworth - HAF 2022/23 - - Education and Skills Funding Agency - - Battersea Power Station Foundation - - Garfield Weston Foundation - - SWLICS Inequality Fund - - Postcode Society Trust - - Shaftesbury Young People Trust - - Arcus Infrastructure Partners - 61,007 £		Restricted Funds 2024 £ - - - - 1,800 16,000 74,172 - 14,728 3,684 - 2,500 - - - - 9,000 - - -	Total Funds 2024 £ 14,025 12,538 9,635 20,809 1,800 16,000 74,172 1,500 14,728 3,684 2,500 2,500 - - - - 9,000 - - -	Total Funds 2023 £ 5,665 38,204 12,005 - - - - 30,000 11,765 5,280 2,500 4,000 16,786 1,500 5,000 15,000 8,500 25,000 9,802 5,000
	61,007 £	121,884 £	182,891 £	196,007 _£ _

FAST LONDON

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 August 2024

3. ANALYSIS OF EXPENDITURE Current year Staff / consultant costs £ Charitable activities 88,482 88,482 Fundraising costs 17,824 Support & governance costs 62,881 169,187 £ Prior year Staff / consultant costs £ Charitable activities 137,518 137,518 Fundraising costs - Support & governance costs - 137,518 £ Youth delivery activities Youth delivery activities	Direct costs £ 13,991	Support & governance costs £ 63,445	Total 2024 £ 165,918	Total 2023 £ 169,099
88,482 17,824 62,881	13,991 180 13,345	63,445 12,781 (76,226)	165,918 30,785 -	169,099 - -
169,187 £	27,516 £	Nil £	196,703 £	169,099 _£ _
Staff / consultant costs £ 137,518	Direct costs £ 20,549	Support & governance costs £ 11,032	Total 2023 £ 169,099
137,518 - -	20,549 - 11,032	11,032 - (11,032)	169,099 - -
137,518 _£ _	31,581 _£ _	Nil £	169,099 _£ _

Of the total expenditure of £196,703 (2023 - £169,099), £80,471 (2023 - £102,580) was unrestricted expenditure, and £116,232 (2023 - £66,519) was restricted expenditure.

FAST LONDON

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 August 2024

4. STAFF COSTS AND NUMBERS

Unrestricted Funds 2024 £ Salary costs Wages and salaries 143,982 Social security costs 8,167 Employer pension 3,793 155,942 Other staffing costs Sessional and consultancy staff 11,495 Staff training & resources 1,427 Volunteer expenses 323 169,187 £	Unrestricted Funds 2024 £ Salary costs Wages and salaries 143,982 Social security costs 8,167 Employer pension 3,793 155,942 Other staffing costs Sessional and consultancy staff 11,495 Staff training & resources 1,427 Volunteer expenses 323 169,187 £	Restricted Funds 2024 £ - - -	Total Funds 2024 £ 143,982 8,167 3,793	Total Funds 2023 £ 112,966 8,008 2,349
	155,942 11,495 1,427 323	- - - -	155,942 11,495 1,427 323	123,323 8,333 5,862 -
	169,187 £	Nil £	169,187 £	137,518 _£ _

The average weekly number of staff on a head count basis was 4 (2023 - 3).

No staff received payments in excess of £60,000 (2023 - the same).

The total employee benefits of the key management personnel were £43,154 (2023 - £37,802).

5. TRUSTEES' REMUNERATION AND EXPENSES

No Trustee received any remuneration or payments for services rendered to the charity.

No trustees received any reimbursement of expenses, travel and subsistence or otherwise (2023 - £300 was paid to We are Grounded, a company which one of the trustees has a controlling interest).

6. RELATED PARTY TRANSACTIONS

The trustees have found no other related party transactions to disclose in these accounts.

FAST LONDON

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 August 2024

7. SUPPORT COSTS

Governance costs: Independent Examiner's fee Other fees payable to the independent examiner Telecoms Cleaning Insurance Maintenance Depreciation Legal fees Sundry expenses Staff support costs Nil £ Nil £	2024 £ 960 546 1,203 1,090 1,054 5,173 500 1,755 1,064 62,881	2023 £ 960 - 1,385 1,440 1,022 2,123 495 - 3,607 11,032
	76,226 £	22,064 _£ _

Support costs all relate to the charitable activities as described in the Trustees' Report, and are allocated in proportion of staff time.

8. TANGIBLE FIXED ASSETS

Cost At 1 September 2023 and 31 August 2024 Depreciation At 1 September 2023 Charge for the year At 31 August 2024 Net book value At 31 August 2023 At 31 August 2024	Office equipment £ 1,500
	495 500
	995
	1,005 _£ _
	505 £

FAST LONDON

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 August 2024

9. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Brought Forward £ 8,333 335 - - - - - - -	Incoming Resources £ - 2,500 1,000 1,800 8,000 74,172 3,684 14,728 16,000	Resources Expended £ - (2,492) (1,000) (1,783) (7,832) (74,172) (3,575) (13,303) (12,075)	2024 £ 1,506	2023 £ 960
			1,506 £	960 _£ _
			Transfers and investment gains/(losses) £ - - - - - - - - -	Carried Forward £ 8,333 343 - 17 168 - 109 1,425 3,925
8,668 £	121,884 £	(116,232) £	Nil £	14,320 £
53,558 8,668	63,218 121,884	(80,471) (116,232)	- -	36,305 14,320
62,226 £	185,102 £	(196,703) £	Nil £	50,625 £

FAST LONDON

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 August 2024

Brought Forward £ - - - - - - 8,150 1,500 1,206 - -	Incoming Resources £ 5,280 11,765 16,786 1,500 20,000 2,500 - - - 4,000 2,500	Resources Expended £ (5,280) (11,765) (16,786) (1,500) (11,667) (2,500) (8,150) (1,500) (1,206) (3,665) (2,500)	Transfers and investment gains/(losses) £ - - - - - - - - - - -	Carried Forward £ - - - - 8,333 - - - - 335 -
10,856 _£ _	64,331 _£ _	(66,519) £	Nil £	8,668 _£ _
21,335 10,856	134,803 64,331	(102,580) (66,519)	- -	53,558 8,668
32,191 _£ _	199,134 £	(169,099) £	Nil £	62,226 _£ _

11. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Tangible fixed assets Net current assets	Unrestricted Funds Designated General Funds Funds £ £ - 505 - 35,800 Nil £ 36,305 £	Unrestricted Funds Designated General Funds Funds £ £ - 505 - 35,800 Nil £ 36,305 £	Restricted Funds £ - 14,320	Total Funds £ 505 50,120
	Nil £	36,305 £	14,320 £	50,625 £

12. OTHER INFORMATION

FAST London is a Charitable Incorporated Organisation (CIO), registered with the Charity Commission in England and Wales, with registration number 1189525. Its registered office address is Yvonne Carr Centre, 2 Thessaly Road, London SW8 4HT. The accounts are presented in GBP rounded to £1.