2021-03-31-accounts

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PROJECT REPORT 2020

www.twcp.org.uk

REGISTERED CHARITY: 1189743

TWCP is a resident-led project in one of the most deprived areas in the country. This report document tells its story going forward…

Contents
Local context	4
Mission statement	7
Timeline	10
TWCP in numbers	16
TWCP 20 achievements for 2020	18
UEL evaluation interim report	20
Interim Report Concluding Statement	22
Interim Report Analysis of results	23
Final Report	26
Interview person 1	27
Interview person 2	28
Interview person 3	29
Interview person 4	30
Interview Analysis	32
Covid-19 response	36
Trustees, steering group & staff	37
Appendix 1(interview questions)	38

TWCP PROJECT REPORT 2020 | CONTENTS

Local Context

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THAMES WARD
Thames Ward Area
LONDON
CASTLE GREEN SCRATTONS FARM ORION PARK
THAMES VIEW
THAMES ROAD
RIVER THAMES
ESSEX ▶
BARKING RIVERSIDE
◀ LONDON
LONDON
SUSTAINABLE
INDUSTRIES
PARK
BARKING
POWER
STATION
MAP DATA: © GOOGLE, MAXAR TECHNOLOGIES
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Thames Ward is the site of one of the largest housing developments in Europe. Its population has doubled in recent years and will will continue to increase thereafter. Yet poverty levels are high with half of the children in the ward living in poverty.

Thames Ward Community Project (TWCP) was a response to this upheaval and the very real divisions (physical, economic and social) that may be exacerbated without a community-led response that brings people together across the entire area.

TWCP has been funded by the Big Lottery for three years (20172020) to enable positive community-led change across the whole of Thames Ward. The funding focuses on four themes: cohesion, health, employability and the environment. The project is hosted by Riverside School which employs two full time staff, a Director of Community Engagement (Matt Scott: start date October 2017) and a Community Organiser (Jamie Kesten: start date November 2017).

In 2020 the project went on to employ Amina Hussein and Michael Sarpong, having successfully secured further funding from Trust for London for part time Community Organiser and Communications Manager posts. The project has had a Resident Steering group in place since Summer 2018 and is in the process of forming a resident-led community development trust, as stipulated in the original Lottery funding. In June 2020 the project was successful in securing charitable status for the newly emerging Community Development Trust.

The first Steering Group meeting of Thames Ward Community Project (TWCP) in 2018

TWCP PROJECT REPORT 2020 | LOCAL CONTEXT

Mission statement

The project will bring together schools, community groups and residents from across the Thames Ward of the London Borough of Barking and Dagenham over a period of 3 years to develop initiatives that will:

Ensure residents have a strong voice and can
influence change in the area over the next decade
Achieve better health outcomes and quality of life for residents

Working with TWCP on Thames Ward has been a joyful and meaningful experience. They are valued community partner who have enable us to gain access train resident in the tools and skills and community organising for change on issues they care about. Through the Inclusive Growth Summits, local bus campaign, and involvement in our housing campaign, impact of our work with TWCP has been ground-breaking and has empowered residents to have a voice, be at the negotiating table with position-holders.

EMMANUEL GOTORA CITIZENS UK

Increase residents’ skills and job opportunities
Improve the local environment

By the end of 2020 the project will have established a resident-led Community Development Trust to continue this work into the future and to ensure that the initiatives that emerge over the next 3 years are sustainable.

Vision statement

TWCP aims to be a catalyst for sustainable community-led change.

Our theory of change

Long term sustainable change is only possible when it is defined and led by local people, who initiate their own agenda and build it from within the local community.

WITH THANKS TO OUR FUNDERS:

TWCP PROJECT REPORT 2020 | MISSION STATEMENT

TWCP PROJECT REPORT 2020

The development of TWCP has been remarkable over the last few years. From a standing start it has grown into a diverse organisation with broad reach and developed resident leadership from across the Ward. Moving into the area I was impressed by the appetite from people living here to engage and shape the development of the area. Whilst there is a hunger to make change there has historically been a lack of organisation in civic society in the borough.

TWCP has strategically positioned itself to harness the energy, strength and expertise of resident voices and worked systematically to equip us to lead the change we want to see. TWCP is at an exciting moment, after much groundwork, it is now poised to see even more rapid change across all areas of community life. As a resident, steering group member and local faith leader, I am hugely optimistic about the future of our community because of the presence of TWCP and the strength of relationship across all key stakeholders to make a material impact in the years to come that will have residents at its heart.

ANNA POLLARD

HEALTH & WELLBEING, TWCP STEERING GROUP

TWCP PROJECT REPORT 2020 | SUPPORTING QUOTES

TWCP timeline of events

2016: Residents get involved

2014/2015: Margaret Hodge champions TWCP

Margaret Hodge MP called for an initial feasibility study which concluded that the need for investment in the people as well as the housing of Thames Ward was vital. This led to the search for funding for the TWCP and the identification of Riverside School as host to the project.

2016: Power to Change grant

In June 2016, a six month programme of community organising was initiated via funding from a ‘Power to Change’ grant of £25,440 to do outreach and develop support for a longer term three-year programme of work. ‘Power for Change’ identified Thames Ward as a ‘cold spot’ that had traditionally lacked the forms of community infrastructure that other areas can access.

Over 75 residents indicated a willingness to be directly involved with the project and a further 300 residents agreed to be part of a database of contacts. A Citizens Action Group (CAG) of Year 10 students at Riverside School led on further outreach work and undertook a number of environmental and local history activities.

2016: Power to Change themes & conclusions

They concluded the following things

The ‘Power to Change’ work highlighted 5 themes:

were needed:

1 : A divide between the older estates and new developments.
Community organising approach
An honest broker
2 : Services under pressure
Resources
as the population expanded.
Working with young people
3 : Lack of communication and little information about existing activities.
Working with partners
Generating community business
4 : A lack of activities for young people.
(Council, Developers, etc.)
5 : Tensions between different groups as they struggle to promote their activities.

At the end of the ‘Power to Change’ project a recommendation was made to seek long-term funding. This process took over a year and was finally successful in July 2017.

TWCP PROJECT REPORT 2020 | TIMELINE OF EVENTS

2017: Big Lottery funding awarded

Funding from the Big Lottery (£311, 558) was awarded in July 2017 to fund a Director of Community Engagement and Community Organiser based at the school for three years.

The project is a catalyst that will unleash resources within the community. The aim being to ensure sustainability of the project beyond the initial 3-year period of Lottery funding, including the creation of a Community Development Trust (CDT).

The project aims to fill the following gaps:

Environmental neglect

The project is about specific projects • Overstretched services for families including gardening, volunteering, resident • Low levels of participation voice, but also a more strategic longer • Lack of community-wide voice term focus that seeks to build community • Fragmented community; isolation & fear businesses and assets that will enhance • Fragile community groups entrepreneurship and community control of • Lack of community enterprise resources and decision making.

Overstretched services for families
Lack of community enterprise

The bid submitted to the Lottery described this in the following way:

"The project activities and the people we work with will not change. But a CDT will provide a more viable, long-term framework. We hope it will be fully functioning within three years. In the meantime it will help our partners broker their investment and intentions with the whole community; help residents access new training and job opportunities; identify and support community enterprises; generate additional income for a sustainable future, and provide a strong community voice in relation to the ‘development juggernaut’ that could so easily ride rough-shod over this community."

2018: Resident Steering Group

Resident Steering Group in place and 6 thematic action groups operating including the Young Citizens Action Group which secured £1m investment in local transport campaign – persuading Transport for London to run more local buses.

Lord Kerslake addresses our first growth summit and supports our work, alongside local partners London Borough of Barking and Dagenham and Barking Riverside Limited, to achieve inclusive growth. Project gains license to occupy at Sue Bramley Centre.

2019: Securing extra funding

Project secures funding from:

London City Airport
Near Neighbours
Barking Riverside Limited
• Laureus Foundation
Trust for London

How to measure the project

There are four outcomes to measure the project by:

1 COHESION: The community will be stronger and more cohesive, with the leadership and organisational capacity to seize new opportunities and build a sustainable future.

3 EMPLOYABILITY: Residents,

especially young people, will gain skills and feel more confident about their future employability and life chances.

4 ENVIRONMENT: The image of

2 HEALTH: Residents, especially the elderly, will enjoy better physical and mental health and well-being, through exercise, better eating, reduced isolation, mutual support and better services.

Thames Ward will improve. People will perceive it to be a cleaner, more attractive environment that encourages neighbourliness and makes better use of local facilities.

2020: New charity and lockdown response

A new charity (Thames Life) is created as the new resident Community Development Trust takes shape.

TWCP organises local coordination of food deliveries during lockdown, runs online classes online classes and works with the British Red Cross to deliver hand sanitisers to 5,000 households in the ward.

TWCP PROJECT REPORT 2020 | TIMELINE OF EVENTS

TWCP has successfully transformed the ethos and culture of social action in this part of Barking to leave a legacy of sustainable altruistic social participation. There is an aesthetic impact of their work too and a glowing sense of community pride that follows.

The status of the project has been superbly led to grow in synergy with community capabilities; both initially low, with a blossoming that followed to surpass all expectations.

TWCP is now community led, with truly independent governance, charity status and is increasing its financial sustainability at a remarkable pace. It is now widely recognised that investment in this project, at this stage, will manifest exponential benefits in this community, and wider, for the foreseeable future.

ANDY ROBERTS

HEADTEACHER, RIVERSIDE SCHOOL

TWCP PROJECT REPORT 2020 | SUPPORTING QUOTES

230 residents gaining valuable experience in a range of skills TARGET EXCEEDED

220 residents taking on leadership roles TARGET EXCEEDED

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125
residents feeling more
energised by gardening
TARGET
EXCEEDED
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155

young people accessing work related training

TARGET EXCEEDED

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1905
residents involved
with the project
TARGET
EXCEEDED
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TWCP PROJECT REPORT 2020 | TWCP IN NUMBERS

TWCP 20 achievements for 2020

1: 5,000 hand sanitisers delivered to every household in Thames Ward during lockdown.

2: Locality lead partner working with BD Collective and EOED delivering food & essentials in lockdown.

3: Developing resident-led projects and supporting them via online classes – ESOL (English for Speakers of Other Languages), yoga, cooking, music and drawing. Pierre Epoh Moudio wins two awards for ESOL for Parents.

4: Holding four growth summits attended by 300+ people. 3,000 conversations contributing to our Resident Charter.

~~5:~~ ~~£90,000 successful bid to~~ Trust for London.

~~6:~~ ~~£1M investment won by~~ Young Citizens Action Group for increased bus services from Transport for London.

7: Community Garden for Riverside secured by Young Citizens Action Group.

8: Chairing Sports 4 Good Barking and winning £30,000 for resident-led projects.

9: Riverside News funding secured for community stories and future editorial board.
10: [Bringing together the three ] local Resident Associations
11: Weekly Young Citizens Action Group 16: [Digital explorer project in ] and Young Organiser leadership and collaboration with Digilabs, EOED, planning classes. Just Map, British Red Cross, LBBD Data Explorer & BRL.

12:

Case studies of best practice featured in Town & Country Planning Association, Compass and Citizen School publications.
17: Young activist project led by our youngest steering group member Emmanuel Oreyeni receives a funding grant from BD Renew.

13:

Five workshops on emergency planning convened with the British Red Cross.
18: [License to occupy and activation ] of Sue Bramley Centre as site of community events.
14: [Key involvement and adviser ]
19: [ Collaboration with Be First and ] Community Led Housing London on small sites programme.
role with Barking Riverside CIC Learning Forum

15:

Lead role on Thames Locality Board working group. Shaping new model 20: [Steering Group meetings with LBBD ] of care and partnership working with Leader and Deputy Leader, BRL BRL, CCG, LBBD and Health Watch. director, LBBD CEO, MP and senior stakeholders to embed collaboration.

TWCP PROJECT REPORT 2020 | 20 ACHIEVEMENTS FOR 2020

UEL evaluation

JUNE 2019 INTERIM REPORT

UEL Sustainability Research Institute (SRI) has been appointed by TWCP to act as independent evaluators to this Big Lottery-funded project, running from 2017-2020.

METHODS

UEL have undertaken the following activities since our contract began in February 2018:

1. Worked with TWCP staff to identify tools for measurement and documentation

2. Attended a range of events – both organised by TWCP and in which TWCP has been a partner

3. Had in-depth meetings with staff to discuss and review progress, challenges and successes

4. Undertaken an online survey

5. Provided the steering group with training on self-evaluation and partnership working

ONLINE SURVEY

In March 2019 we circulated an online survey by email to residents and partners. The aim was to understand how TWCP progress is viewed including progress made to establish a Community Development Trust.

A Leichardt scale was used for some questions, others allowed free text. Responses were anonymous, though we are able to break down by residents (Thames View, Barking Riverside) and partners. In addition, we can identify who is associated directly with the project, such as a steering group or founder.

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SCALED RESPONSES RECEIVED:
Where do you live? How often do you engage
with the Thames Ward
Community Project?
Thames
View
Estate Barking
Riverside
Outside
Thames Ward 0 1 2 3
How likely do you think it is that How likely is it that you
a Community Development will play an active role
Trust can support all residents in a future Community
of Thames Ward? Development Trust?
KEY
Outside
Thames
Ward
Thames
View Estate
Barking
Riverside
0 1 2 3 4 0 1 2 3 4 5
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TWCP PROJECT REPORT 2020 | UEL EVALUATION

INTERIM REPORT CONCLUDING STATEMENTS:

The quantitative responses show that TWCP is largely seen as having a positive impact among engaged residents. The qualitative responses provide further useful feedback that adds depth to the results outlined above. A sample of comments received are shown below, split between residents and non-residents.

I think Thames Ward Community project (TWCP) is doing well to improve social cohesion and generally engaging with the community in Thames Ward. I think the project is focusing strongly on improving health. I think there has been less improvement in improving residents skills.

TWCP has made sure various groups within the ward meet regularly, provide training to residents to build up their . skills and confidence

TWCP has brought together the three residents associations

in the ward and tried to forge a sense of unity and purpose through campaigns to engage the residents with the other stakeholders such as councillors and leading council executives, on issues important to residents.

The project is focused on enabling members of the community to be able to c ontribute to decisions that are being made about the community.

ANALYSIS OF RESULTS

TWCP is the first local civil society organisation to be established in Thames Ward and came out of the identified need (by a previous project) to support existing and new local residents by championing inclusive growth in a rapidly changing environment and building capacity of local residents to articulate needs and aspirations with larger, more powerful institutions such as the local authority, strategic developer and strategic health partners.

Such work has not been previously undertaken by civil society groups and this has, inevitably, often placed TWCP in a position of challenge to the status quo.

Given the vacuum of community activation when TWCP was established, the fact that, in the first eighteen months of the project, the two staff have brought together a broad demographic range of residents across Thames Ward who have become established as a core Steering Group is a significant achievement for TWCP. Another notable success in terms of social cohesion has been in bringing the three separate location-based TRAs together on a regular basis for joint meetings.

The Steering Group has, as a result of the ongoing engagement and support, received capacity and skills building which is enabling them to become more confident and proactive in the local community.

The methodology adopted by TWCP staff has focused on holding resident workshops to build skills and networks, the twice yearly growth summit, the ongoing development of a citizen charter and the engagement of a core group of young students in community activation through Riverside School. The Director has also attended many partner meetings and is routinely invited to events and processes.

Therefore, In terms of empowering a small core of individuals to become engaged in discussing the future of Thames Ward and the Barking Riverside development, and creating visibility for this new organisation, TWCP appears to have been successful in a short period of time.

TWCP PROJECT REPORT 2020 | UEL EVALUATION

TWCP has played an important role in helping local people in the Barking Riverside area bring their energy and voice to bear on long term local developments.

In the two years of our involvement with them, TWCP has made quite an impact in creating valuable connections between local people and in generating a growing pool of knowledgeable professional outsiders who supplement local resources.

The role that TWCP is playing is much needed. It is hard to imagine how the developments of the past few years could possibly have happened without such an organisation.

A great start has been made and the confidence of the community is visibly growing, but there is a long road to go in the development of Barking Riverside and an

organisation such as TWCP is absolutely vital.

MARIAN LARRAGY UNIVERSITY COLLEGE LONDON

TWCP PROJECT REPORT 2020 | SUPPORTING QUOTES

Final report

SEPTEMBER 2020

PERSON ONE:

Public health professional and Thames View resident.

interested in improving mental and physical health.

EVALUATION SCOPE AND RATIONALE

UEL Sustainability Research Institute (SRI) has used the Evaluation Guide by the Joseph Rowntree Foundation (JRF) to present the final evaluation report. The concept of self-evaluation is particularly transformational and encouraged for sustainability.

SRI EVALUATION STEPS

In addition to 2019 interim report work the SRI has had to adapt work due to the constraints of the 2020 pandemic and thus undertaken 4 qualitative interviews with members of the Steering Group.

We focused on semi-structured interviews to reflect on the visions and outcomes of the project. The conditions of lockdown have limited face to face interaction but have provided space for reflection and opportunities to explore other ways that the project outcomes can be met. It is a unique time in which the evaluation is taking place and this is taken into account as the project is evaluated for its impact over the last 2.5 years.

In March 2020 we attended a virtual Steering Group meeting to bring forward the idea and benefits of evaluation and self-evaluation in holding the project accountable to its long-term vision. We discussed evaluation as a learning process and an opportunity of reflection and re-focus. During this process, the steering group was asked about their own ideas of what evaluation should be and how best to gather evidence.

He sees in Barking the need for ‘people to be happier’ and described how TWCP can be the ‘catalyst’ of change in the community, in the form of energy.

He sees the work of TWCP in bringing in funding and resources to the community as vital for this.

TWCP’s biggest achievements are identified as: partnership working with local government and stakeholders, building resident skills, employability and confidence, creating the Young Citizen Action Group. fundraising and access to a community garden.

The diversity of the TWCP Steering Group makes it more

approachable and relatable to the community.

His participation in the Steering Group has given him a ‘sense of achievement’ and has improved his own thinking and planning skills as well as his confidence in approaching people in key positions.

Their suggestions on ways of gathering qualitative and quantitative data came down to a key word- ‘storytelling’. As external evaluators, we take the idea of storytelling on board and aim to understand the project through the eyes of the steering group, community members and project participants.

INTERVIEW METHODOLOGY

Using the Joseph Rowntree Foundation’s guide to evaluations, and in conjunction with the project’s bid and proposed outcomes, we prepared a list of interview questions for the purpose of leading semi-structured interviews with members of the steering group.

4 interviews were scheduled and recorded in the first weeks of April 2020. The analysis below presents the data to tell the story of the TWCP, evaluate the project’s achievements in terms of its indicators and identify opportunities for future improvement.

The interviewees, all proud members of the TWCP steering group and residents of Thames Ward, have different motivations and interests for joining the project, but they all have collaboration and empowerment as a common theme.

TWCP PROJECT REPORT 2020 | FINAL REPORT

PERSON TWO:

A financial journalist and Barking Riverside resident

Identifies the main problem in the area to be its fragmentation.

She is passionate about community and making sure that residents’ voices are heard, which is why she joined as a steering group member from the beginning.

She has seen things changing through the efforts of TWCP.

The fragmentation issues between the different stakeholders and residents and within the wider resident community itself are far from being solved.

TWCP has helped in terms of engagement and in bringing residents of different areas together. The TWCP growth summits in particular are a major step towards creating a space for this. Such public meetings work very well into also communicating some of the achievements of the project because they can be told through different means such as art or theatre.

As continuous growth in the area for the near future is predicted it is important that residents have established a relationship which will continue to be empowered by the resources provided by TWCP to create a strong and resilient community.

She identifies ‘people power’ as the most important thing that makes change happen.

Another major achievement of TWCP is the funding and investment brought in, either by TWCP itself or by projects backed up by it, such as the new TFL bus route requested by the Young Citizen Action Group.

PERSON THREE:

Grown up in Thames view, the third participant has a lifelong experience of the area as a young man and now as a professional music producer, DJ, musician and youth worker.

As a coach and a Steering Group member he is interested in creating spaces and facilities for youth to focus their energy in learning soft skills.

As a young man growing up in the area he was conscious of the lack of services and opportunities in an area he describes as having its dangers. Following his return from university he has taken a mentoring role, teaching young students how to DJ and advocating for vulnerable members of the community.

He feels it is important for young people to see ‘what is possible’ from a member of their own community- ‘they don’t have to go far away to find influence’, ‘I was once in your shoes’.

He wants to empower and train young males to communicate in a way that they will be heard- to ‘build a legacy for themselves’.

It is important, he says to listen to the right people, and to make sure voices are heard. This is why the diversity of the steering group is one of the biggest achievements of the TWCP- they are from different residential areas and backgrounds but they are ‘all in together’ ‘fighting everyone’s corner’.

The growth summits and the response to the fire are the best examples of working collectively and bringing the community together.

The interviewee identifies that now is the time when all the projects are in fruition- ESOL, Yoga, Art and DJ lessons, all projects brought to TWCP by residents, are established and continuing during the lockdown.

TWCP also trained and supported residents following the Barking fire last summer in collecting testimonials and starting a resident-led enquiry.

TWCP PROJECT REPORT 2020 | FINAL REPORT

PERSON FOUR:

Youngest member of the steering group, at 17. Has been a resident of Barking Riverside for 8 years.

As a college art student part of his role is to ‘visually represent the amazing work that residents are doing in the community’, some examples of which include the local hero series (drawing local activists as superheroes) and a comic book (illustrating the success stories of the TWCP).

As a young person himself, he feels it is important for youth to be taken seriously in decision-making as they will be the ones inheriting the area. He wants to take away stereotypes attached to youth, and that are created by the lack of resources for them.

By bridging the generational gap within the community he hopes to see more social cohesion. ‘There is nothing to do in the area’ and this is where the TWCP can contribute through its support of YCAG and the various projects.

He describes one of their biggest achievements as finally getting the community garden keys form the developer; after years of waiting and trying, school children sang their song ‘All we want for Christmas is keys’ which he included in his comic. The keys were recently handed to them. He says most people in the area have heard of the TWCP, through the various events and discussions and that everyone is invited to be part of it.

TWCP PROJECT REPORT 2020 | FINAL REPORT

When invited to evaluate TWCP’s visions and goals the interviewees focused on two main themes:

COMMUNITY-LED

It is community led because the residents are the ones bringing in projects and developing them, and the role of TWCP has been to support them and make things happen through resources and providing a platform
The steering group is made up of a diverse group of residents
The role of TWCP has been to empower and offer resources to the community (in the response to the fire for example)
‘Giving ownership to the community’
Residents take up roles of teachers, trainers, coaches etc
Residents are learning how to write bids and to reach for things they want
The role of the community workers of TWCP is to help and guide residents to lead, now and in the long term through the CDT

COMMUNITY ENGAGEMENT

The Steering Group represents the demographic and is thus approachable and appealing to residents
The Steering Group is empowered and given confidence to interact with the community by talking to neighbours within and across the three residential areas.
TWCP has become a mediator in the area between different
stakeholders and resident associations, breaking silos and creating a platform for engagement
TWCP offers the opportunity to residents to represent themselves while tapping into local networks.
Events large and small (from the growth summits to skills training) are held locally and attended by local people- mainly students and active community members as well as local stakeholders
Young and elderly are included

The interviewees were also asked to reflect on the four specific outcomes of TWCP, here are the key points from their responses:

ANALYSIS

The interviewees are able to reflect on the changes in the community, on the ongoing efforts and on their visions as a community group. Progress and success, in this case, is measured through their primary experiences with TWCP and within their residential community. Their valued feedback paints a picture of success and goal-oriented optimism.

The interviewees stress Lottery funding and subsequent funds brought in by TWCP has made a great difference to their community.

The first years of TWCP have been a process of establishing itself and planting roots (literally and figuratively) within the community, the responses have indicated that this is a time-consuming process but that TWCP has remained focused on its vison and outcomes throughout and is currently in a phase where those roots are producing fruit.

The participants of this research are positive about the developments in the area so far and, as members of the steering group, have hopes and ideas about its future. For this to be a possibility, more funding will be necessary to continue to support ongoing projects and to be able to establish a sustainable strategy for the future.

Interviewees describe Thames Ward before TWCP as a divided community, with the lack of communication and empathy between the different residential groups one of the major problems. The interviewees have illustrated through their testimonies how this is no longer the case, and this is seen as one of the biggest achievements.

Interviewees have expressed how the group's response to the Barking Riverside fire is an indication of the cohesion created by the perseverance in establishing the concept of the Ward as a single strong group.

The individuals interviewed feel that their role as a Steering Group member has empowered them to achieve more, and they are bonded by common motivation and commitment to their values. They understand the process of evaluation and are interested in self-evaluation training.

Under the current circumstances of uncertainty, difficulties as well as opportunities might change processes, the following section is a reflection on this.

TWCP PROJECT REPORT 2020 | FINAL REPORT

I want creative, strategic thinkers with real expertise. I also want people who have got the passion and the energy to turn those ideas into action to make a real difference. People who can build alliances, problem solve and get things done.

GRAEME COOKE

DIRECTOR FOR INCLUSIVE GROWTH, LONDON BOROUGH OF BARKING AND DAGENHAM

TWCP PROJECT REPORT 2020 | SUPPORTING QUOTES

COVID-19 AND TWCP

While some systems put in place prior to the lockdown have had a positive impact, it was the quick response of TWCP to lockdown measures which is impressive. As the dangers of Covid-19 make Barking and Dagenham a high risk area, the lockdown has provided TWCP opportunity for reflection and organization. The interviews allowed space for consideration of current events and their effect.

TWCP has invested in a various platforms and social media including a Zoom account to make sure that meetings may be continued without interruption. The evaluator participated in a number of these, including the interviews undertaken particularly for the evaluation. Their planned video project has also taken advantage of online video recording to continue production. One of the important responses to social isolation was to support the continuation of projects and the introduction of daily scheduled courses that residents are invited to participate in during lockdown. For example, one interviewee spoke to us about teaching online art lessons.

While projects will inevitably be affected, there is an urgency to be responsive to the daily changes. The response to changing circumstances has indicated an adaptability and resilience. While the fundamentals remain the same for TWCP, the emphasis has shifted into a response mode for recovery. The main focuses of skills-building and health and well-being are thinking beyond the current situation and into future where these will become even more important in the post-lockdown world.

Continuing communication on WhatsApp, Facebook, Twitter, Instagram and Zoom is positive. One interviewee highlights that this situation is difficult for those with no or limited access to internet or a computer, but unfortunately this is a wider societal problem. The interviewee stated that the community is doing its best to reach out to vulnerable people. Whether initiated by TWCP or not, this indicates the importance of steps taken towards social cohesion, and might be a direct result of these.

ONGOING ACTIONS DURING COVID-19:

5,000 resident surveys and hand sanitiser distributed
Leading the coordination and distribution of food across Thames Ward as part of BD CAN

TRUSTEES AND STEERING GROUP MEMBERS

Khushnnod Ahmed Serena Madhvani Anna Pollard Siji Alonge Pierre Epoh Moudio Vanessa Raimundo Venilia Amorim Lai Ogunsola Nikhil Rathore Kelly Cooper Emmanuel Oreyeni Anusha Shah Steven Gaman Josiah Oyekunle Allan Thacker Yasir Imran Pauline Phoon

Holding resilience workshops with the British Red Cross
Forming a resident digital explorer group and mapping the Ward via a geo map (Create Streets)

TWCP arranged meetings with members of the council to examine

available Ward data spanning recent years that could be used to support the evaluation but beyond a few headline figures information was hard to come by so we have chosen to mediate this with in-depth observations on individual experiences from representatives of the community

STAFF

Amina Hussein Jamie Kesten Michael Sarpong Matt Scott

TWCP PROJECT REPORT 2020 | COVID & TWCP

TWCP PROJECT REPORT 2020 | TRUSTEES, STEERING GROUP MEMEBERS & STAFF

APPENDIX 1 TWCP evaluation – semi-structured interview questions

Please introduce yourself
What is your role in TWCP?
Tell us about why you joined

As a community member:

What problems did you want to solve?
What problems do you want to solve?
What do you think makes change happen?
Which do you think have been the biggest achievements of TWCP?
Can you tell us a story that illustrates these?
What do you think is the best way to tell this story to the world and to the community?

As a member of TWCP:

It was great working with Thames Ward Community Project over the past two years. Project leads worked closely with residents to motivate and organise the community – something much needed in this area. Some of TWCP’s community champions worked with Sustrans to steer a park regeneration scheme which has now been successfully delivered.

What are the visions and goals of TWCP?
How does TWCP achieve community engagement?
Can you tell me more about how it is a community-led project?
Who has been participating in events and projects?
How has TWCP made change happen?

This is testament to the capacity building that the project enabled. It is great to hear that a Community Development Trust has now been established.

TWCP has received funding to achieve specific outcomes,
how do you think these are met?
- Social cohesion
- Health

SIMON WASSER

SENIOR PROJECT OFFICER, COLLABORATIVE DESIGN SUSTRANS

Employability
Environment
What do you think the future of TWCP is? And what would you like it to be?
How is it going to achieve its vision and outcomes
Lockdown reflections on community engagement?
Any final comments?

TWCP PROJECT REPORT 2020 | APPENDIX 1

TWCP PROJECT REPORT 2020 | SUPPORTING QUOTES

PROJECT REPORT 2020

TWCP Riverside Campus, Renwick Road, Barking, IG11 0FU Tel: 020 3946 5898 Email: info@twcp.org.uk www.twcp.org.uk

REGISTERED CHARITY: 1189743

THAMES LIFE

REPORT AND FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

Registered Charity No. 1189743

Azets Limited Accountants Greytown House 221/227 High Street Orpington Kent BR6 0NZ

THAMES LIFE

_______________

	Page
Charity Information	1
Trustees Report	2
Independent Examiner’s Report	7
Statement of Financial Activities	8
Balance Sheet	9
Notes to the Financial Statements	10

THAMES LIFE

CHARITY INFORMATION

_______________

Trustees	Anusha Shah (appointed 1 June 2020)
	Venilia Batista (appointed 1 June 2020)
	Allan Thacker (appointed 1 June 2020)
	Lai Ogunsola (appointed 1 June 2020)
	Anna Pollard (appointed 6 May 2021)
	Yasir Imran (appointed 1 June 2020)
	Steven Gaman (appointed 1 June 2020)
	Siji Alonge (appointed 1 June 2020)
	Josiah Oyekunle (appointed 1 June 2020)
	Nikhil Rathore (appointed 1 June 2020; resigned 8th
	November 2021)
	Khushnood Ahmed (appointed 1 June 2020; resigned
	8thNovember 2021)
	Pierre Epoh Moudio (appointed 1 June 2020; resigned
	8thNovember 2021)
	Kelly Cooper (appointed 1 June 2020; resigned 8th
	November 2021)
	Vanessa Raimundo (appointed 1 June 2020; resigned
	10thJune 2021)
Charity Registration Number	1189743
Principal Office	Riverside Campus
	Renwick Road
	Barking
	IG11 0FU
Independent Examiner	C Cooper (FCCA)
	Azets Limited
	Greytown House
	221- 227 High Street
	Orpington
	Kent
	BR6 0NZ
Banker	Natwest
	Camberwell
	London
	SE5 8TT

THAMES LIFE

TRUSTEES REPORT

_______________

The Trustees are pleased to present their annual report together with the financial statements of the charity for the period ending 31 March 2021.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charity’s trust deed, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland published on 16 July 2014.

Our purposes and activities

The object of Thames Life (CIO) is, for the public benefit, the promotion of urban regeneration in areas of social and economic deprivation in particular, but not limited to, Thames Ward in Barking and Dagenham by all or any of the following means:

a) the relief of poverty or financial hardship;
b) the advancement of education, training or re-training, particularly amongst unemployed people and providing unemployed people with work experience;

c) the provision of financial assistance, technical assistance or business advice or consultancy in order to

provide training and employment opportunities for unemployed people in cases of financial or other charitable need through help

(i) in setting up their own business or
(ii) to existing businesses;
d) the provision of recreational facilities for the public at large or those who by reason of their youth, age, infirmity or disability, financial hardship or social and economic circumstances have need of such facilities;
e) the protection of conservation of the environment; and
f) such other means as may from time to time be determined subject to the prior written consent of the charity commission

Our activities have included training and support of residents and community groups, participation in and convening of partnership meetings with statutory partners, residents and community groups. Outreach into the community to research support needs and ensure we are inclusive and meeting needs appropriately. Support of new and existing community groups to access and manage resources and deliver services. Strategic planning and internal governance of the CIO. More complete details of the wide range of activities can be found on our website www.twcp.org.uk

Public Benefit

The Trustees have referred to the Charity Commission’s general guidance on public benefit when reviewing the charity’s purposes and objectives and in planning its activities for the year. In particular, they have considered how planned activities will contribute to the purposes and objectives detailed above. The trustees are satisfied that the charity meets the Charity Commission’s guidelines with regard to delivering public benefit.

THAMES LIFE

TRUSTEES REPORT

_______________

Review of the year

Thames Life continues to develop and expand its resident-led work via a range of thematic action groups, forums, workshops and partnership events. We want residents and community groups to lead activities and work effectively with wider partners – this entails significant outreach and community development to build relationships of trust and peer support, from which further organisational development and support with planning follows, in order to deliver resident-led services and projects. We also are keen to ensure longer term sustainability and for resident-led work to have a social enterprise focus hence our support includes social business development, bringing forward not-for-profit social enterprises.

We work in close co-operation with the London Borough of Barking & Dagenham, Barking Riverside Limited and Barking & NHS health partners including the Dagenham Clinical Commissioning Group to ensure effective and sustainable regeneration and services are delivered locally. We work closely with these partners because we share common goals of improving the social, physical and economic development for residents of the ward and surrounding area, which is among the most socially deprived communities in the UK. In addition, we maintains strong links with other statutory and voluntary local groups working in similar areas, for example BD Collective, BD Giving, Barking Sports 4 Change, the British Red Cross, Planning Aid London, Social Spider CIC etc. The sheer scale of development is noteworthy and has been described as the largest growth area in Europe, in terms of housing units. Hence our work relates to this context. The physical building and rebuilding of various estates has continued apace over the year, and we have supported efforts towards community place shaping and codesign of spaces and buildings. Securing the best outcomes for residents and wider partners is central to our work and we feel we have made considerable progress in convening partnerships, delivering activities, providing support and advice and building strong working relationships – with this in mind we have dedicated a lot of time to both internal resident trustee strategic discussions and wider dialogue with civil society groups, statutory partners and developers.

2020-2021 was defined both by the pandemic and in our steps towards charity status (June 1[st] 2020) and securing of longer term funding. Lockdown changed how we delivered support – by necessity we invested in online communication and delivered a range of resident-led training around wellbeing including yoga, fitness classes and socially distanced cycling. We consolidated our partnership with the Red Cross, developing emergency planning workshops. We also co-ordinated the local BD CAN network, delivering packages of food and related provisions to residents and also distributed hand sanitizer and details of our online training to every household in the ward. We have spent a lot of time strengthening our understanding of governance, consolidating our policies and systems, as a new charity, drawing on external advice and support. Staff continue to be employed Riverside School with a TUPE process set for early 2022 and it envisaged staff would be formally employed by the charity at this point – noting that charity trustees have provided significant oversight of staff up to this point. Our board of Trustees is made up of an equal split of residents from the old and new estates, with proportionate representation of gender and BAME relative to local demographics.

Achievements and performance

Some of the projects undertaken in the year include:

Resident planning and place shaping meetings with UCL Bartlett School of Planning forum to raise awareness of the planning process and how to engage effectively with further support and advice from LBBD and BRL

Planning, support and design meetings for our new community garden site (Barking Food Forest) drawing on funding applications to London City Airport and LBBD

Weekly resilience planning meetings with British Red Cross, supporting online workshops and recruitment of advocates

Participation and regular reports to the Thames Locality Board, supporting the new model of care (health and wellbeing)

THAMES LIFE

TRUSTEES REPORT

_______________

Achievements and performance (continued)

Support of Young People’s empowerment and leadership at Riverside School – via online sessions

Supporting resident-led English as a Second Language (ESOL classes) securing funds from L&Q

Joint co-ordination of a resident inquiry focusing on fire safety, working with Eastside Community Heritage and local groups

Delivery of sport and active lifestyle activities via Barking Sports 4 Change coalition, including sports for development support provided to x6 local groups

Development of an e-newsletter and social media postings

Financial review

Total income for the year was £181,756 of which all was deemed as restricted funding.

Total expenditure for the year was £103,813 of which all was spent on restricted activities. .

Restricted reserves carried forward at 31 March 2021 were £77,943.

Reserves policy

As a new organisation we are developing our reserves with a commitment to review the viability of a specified amount of financial reserves to be set aside in June 2022 and which we estimate to be equivalent to six months’ operating expenditure.

The charity is able to meet its current working capital requirements based on the cash flow generated and modest operational surpluses. There are sufficient cash reserves to manage cash flow on a day to day basis

Going Concern

The trustees believe that no material uncertainties exist even after taking Covid into consideration. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.

Risk Management

The trustees have reviewed the major and financial risks that impact on the work of the charity. The systems that have been established enable the trustees to review and take necessary steps to lessen these risks. The trustees consider the following to be the principal risks that the charity faces:

Main risk #1: securing funding to maintain core activities. In mitigation trustees review finances at board meetings and monthly executive meetings to ensure strategies and actions are undertaken. Trustees and staff are also proactive in seeking a balanced portfolio of funding sources as a progression from heavy reliance on one single funder, i.e. the Lottery Reaching Communities Programme.

THAMES LIFE

TRUSTEES REPORT

_______________

Risk Management (continued)

Main risk #2: turnover of staff and trustees. In mitigation regular support, supervision and one to one meetings are planned with both staff and trustees to ensure good communication, a relational culture and speedy identification of people disengaging. We also seek to broaden and diversify our staff and trustee cohort by reaching out to less represented groups.

Plans for future periods

We are currently developing our strategic and business plan to reaffirm vision, mission and outcomes and also explore options for long term income streams from the Council, NHS, Barking Riverside Ltd and other grant making bodies, which will help shape the development of our resident-led Community Development Trust (CIO) and provide a strong community anchor organisation for the area.

We will continue to work closely with all strategic partners to ensure residents are at the forefront of local decision making and able to contribute actively to local opportunities and services.

In light of the pandemic the short-term future is challenging for the residents of the area, notably in the impact on health and wellbeing, including mental health and also in regard to the cost of living and impact on employment. The charity will continue to support those in most need who are directly affected by local development and regeneration, which also offers unprecedented opportunities for local people. We will continue to develop our social enterprise offer, health outreach work and resilience activities to help maximise the economic advantages the development will bring.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Constitution

The Charity is a charitable incorporated organisation in the United Kingdom, governed by a constitution dated 1 June 2020. It is a registered charity, number 1189743.

Prior to the CIO being established the charity ran as Thames Ward Community Project, this ceased activities on 1 October 2020 and transferred all funds to Thames Life.

Trustees

The following have served as Trustees during the period to date:

Anusha Shah (appointed 1 June 2020) Venilia Batista (appointed 1 June 2020) Allan Thacker (appointed 1 June 2020) Lai Ogunsola (appointed 1 June 2020) Anna Pollard (appointed 6 May 2021) Yasir Imran (appointed 1 June 2020) Steven Gaman (appointed 1 June 2020) Siji Alonge (appointed 1 June 2020) Josiah Oyekunle (appointed 1 June 2020) Nikhil Rathore (appointed 1 June 2020; resigned 8[th] November 2021) Khushnood Ahmed (appointed 1 June 2020; resigned 8[th] November 2021) Pierre Epoh Moudio (appointed 1 June 2020; resigned 8[th] November 2021) Kelly Cooper (appointed 1 June 2020; resigned 8[th] November 2021) Vanessa Raimundo (appointed 1 June 2020; resigned 10[th] June 2021)

THAMES LIFE

TRUSTEES REPORT

_______________

Executive Committee

The following have served on the Management Committee during the year to date:

Venilia Amorim Lai Ogunsola Kelly Cooper Josiah Oyekunle

The Executive Committee shall consist of at least 3 members and not more than 6 members and consists of the co-chair, treasurer and secretary roles. The Executive Committee shall meet at least 4 times a year.

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England & Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the trustees are required to:

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP 2015 (FRS 102);
make judgements and estimates that are reasonable and prudent;
state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities

Approved by the Trustees and signed on their behalf:

L Ogunsola A Pollard Trustee Trustee

Date: 29/01/22

THAMES LIFE

INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES

_______________

I report to the charity trustees on my examination of the accounts of the charity for the period ended 31 March 2021 which are set out on pages 8 to13.

Responsibilities and basis of report

As the charity’s trustees 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 charity’s accounts carried out under section 145 of the 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 examiner's statement

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

accounting records were not kept in respect of the charity as required by section 130 of the Act; or
the accounts do not accord with those records; or
the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination.

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

C. Cooper (FCCA)

For and on behalf of Azets Limited Accountants Greytown House, 221/227 High Street Orpington, Kent, BR6 0NZ

Date 30/01/22

THAMES LIFE

STATEMENT OF FINANCIAL ACTIVITIES For the period to 31 March 2021

_______________

		Restricted	20 June- 31
	Notes	Funds	March 2021
			Total
		£	£
Income from:
Charitable activities:
Grants receivable	2	171,503	171,503
Transfer in	3	10,253	10,253
		____	____
Total income		181,756	181,756
		____	____
Expenditure on:
Charitable activities:
Community projects	4	103,813	103,813
		____	____
Total expenditure		103,813	103,813
		____	____
Net income		77,943	77,943
Reconciliation of funds:
		____	____
Total funds carried forward		77,943 ______	77,943 ______

All transactions are derived from continuing activities.

All recognised gains and losses are included in the Statement of Financial Activities.

THAMES LIFE

BALANCE SHEET As at the 31 March 2021

_______________

Notes Current assets Cash at bank and in hand Prepayments & Accrued income _ Creditors:Amounts falling due within one year 6 Net Current assets Net assets FUNDS Restricted Funds	_	2021 £ 101,050 20,000 __ 121,050 (43,107) __ 77,943 _____ 77,943 ____
		77,943 __ 77,943 _

The financial statements were approved on 29/01/22 and signed on behalf of the Board by:

L Ogunsola A Pollard Trustee Trustee

THAMES LIFE

NOTES TO THE FINANCIAL STATEMENTS For the period ended 31 March 2021

1. ACCOUNTING POLICIES

1.1 Basis of preparation

Thames Life is a charitable incorporated organisation in the United Kingdom, registered with the Charity Commission on 1 June 2020. The address of the registered office is given in the charity information on page 1 of these financial statements. The nature of the charity’s operations and principal activities are detailed on page 2.

The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011 and UK Generally Accepted Practice as it applies from 1 January 2015. Updated by Bulletin 1 & 2.

The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are prepared in sterling which is the functional currency of the charity.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

1.2 Income

All income is included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.

Income from government and other grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.

1.3 Expenditure

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. It is categorised under the following heading:

Expenditure on charitable activities includes those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs allocated directly to such activities and those costs of an indirect nature necessary to support them.

THAMES LIFE

NOTES TO THE FINANCIAL STATEMENTS For the period ended 31 March 2021

_______________

1.4 Funds

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements. .

1.5 Support costs allocation

Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs, administrative payroll costs. They are incurred directly in support of expenditure on the objects of the charity and include project management carried out at Headquarters. Where support costs cannot be directly attributed to particular headings they have been allocated to expenditure on charitable activities on a basis consistent with use of the resources.

1.6 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.

1.7 Debtors and creditors receivable / payable within one year

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.

1.8 Corporation Tax

The charity is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

1.9 Going concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist even after taking Covid into consideration. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient, after taking into consideration the change in staff and using apprentices to save money and cost reductions, with the level of reserves for the charity to be able to continue as a going concern.

1.10 Judgements and key sources of estimation uncertainty

Accounting estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

No judgements or estimates have been used in preparing these financial statements.

THAMES LIFE

NOTES TO THE FINANCIAL STATEMENTS For the period ended 31 March 2021

2. INCOME FROM CHARITABLE ACTIVITIES

Big Lottery London Borough of Barking and Dagenham BRL Trust for London Barking Reach Association London Sport Youth Support Trust Rotary Club	2021 £ 72,096 40,000 27,427 15,000 10,000 4,980 1,500 500 _ 171,503 _

3. TRANSFER IN

The CIO was set up on the 1 June 2020.

Thames Ward Community Project was an unregistered charity that continued supporting the community until 30 September 2020 when it transferred the remining funds into Thames Life. The total funds transferred at this date were £10,253.

4. CHARITABLE EXPENDITURE

Staff costs Consultancy Coaching fees Computer costs Subscriptions Health and safety General costs Governance costs – Independent examination STAFF COSTS Wages and salaries	2021 £ 56,244 20,294 16,132 2,081 1,748 457 4,407 2,450 _ 103,813 _
	2021 £ 56,244 _ 56,244 _

5. STAFF COSTS

The average number of employees during the financial year was 3. No employees earned more than £60,000 during the period.

None of the Trustees received any remuneration during the year, see note 7, Related Parties for details of transactions with Trustees.

THAMES LIFE

NOTES TO THE FINANCIAL STATEMENTS For the period ended 31 March 2021

_______________

6. CREDITORS: Amounts falling due within one year

Accruals Other Creditors	2021 £ 2,450 40,657 __ 43,107 __

7. RELATED PARTY TRANSACTIONS

During the year some of the Trustees ran classes or events for the community which were supported by Thames Life. The following amounts were paid during the year:

Trustee name	Class/event	Amount (£)
L Ogunsola	Mental Health Foundation	500
N Rathore	Resident yoga classes	3,524
K Ahmed	Women’s fitness including cycling	2,262
P Moudio	English as a second language classes	146
V Raimundo	Women’s exercise classes and boxing	3,994
J Oyekunle	Dance classes	2,585

THAMES LIFE

REPORT AND FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021

Registered Charity No. 1189743

Azets Limited Accountants Greytown House 221/227 High Street Orpington Kent BR6 0NZ

THAMES LIFE

_______________

	Page
Charity Information	1
Trustees Report	2
Independent Examiner’s Report	7
Statement of Financial Activities	8
Balance Sheet	9
Notes to the Financial Statements	10

THAMES LIFE

CHARITY INFORMATION

_______________

Trustees	Anusha Shah (appointed 1 June 2020)
	Venilia Batista (appointed 1 June 2020)
	Allan Thacker (appointed 1 June 2020)
	Lai Ogunsola (appointed 1 June 2020)
	Anna Pollard (appointed 6 May 2021)
	Yasir Imran (appointed 1 June 2020)
	Steven Gaman (appointed 1 June 2020)
	Siji Alonge (appointed 1 June 2020)
	Josiah Oyekunle (appointed 1 June 2020)
	Nikhil Rathore (appointed 1 June 2020; resigned 8th
	November 2021)
	Khushnood Ahmed (appointed 1 June 2020; resigned
	8thNovember 2021)
	Pierre Epoh Moudio (appointed 1 June 2020; resigned
	8thNovember 2021)
	Kelly Cooper (appointed 1 June 2020; resigned 8th
	November 2021)
	Vanessa Raimundo (appointed 1 June 2020; resigned
	10thJune 2021)
Charity Registration Number	1189743
Principal Office	Riverside Campus
	Renwick Road
	Barking
	IG11 0FU
Independent Examiner	C Cooper (FCCA)
	Azets Limited
	Greytown House
	221- 227 High Street
	Orpington
	Kent
	BR6 0NZ
Banker	Natwest
	Camberwell
	London
	SE5 8TT

THAMES LIFE

TRUSTEES REPORT

_______________

The Trustees are pleased to present their annual report together with the financial statements of the charity for the period ending 31 March 2021.

Our purposes and activities

a) the relief of poverty or financial hardship;
b) the advancement of education, training or re-training, particularly amongst unemployed people and providing unemployed people with work experience;

c) the provision of financial assistance, technical assistance or business advice or consultancy in order to

provide training and employment opportunities for unemployed people in cases of financial or other charitable need through help

(i) in setting up their own business or
(ii) to existing businesses;
d) the provision of recreational facilities for the public at large or those who by reason of their youth, age, infirmity or disability, financial hardship or social and economic circumstances have need of such facilities;
e) the protection of conservation of the environment; and
f) such other means as may from time to time be determined subject to the prior written consent of the charity commission

Public Benefit

THAMES LIFE

TRUSTEES REPORT

_______________

Review of the year

Achievements and performance

Some of the projects undertaken in the year include:

Planning, support and design meetings for our new community garden site (Barking Food Forest) drawing on funding applications to London City Airport and LBBD

Weekly resilience planning meetings with British Red Cross, supporting online workshops and recruitment of advocates

Participation and regular reports to the Thames Locality Board, supporting the new model of care (health and wellbeing)

THAMES LIFE

TRUSTEES REPORT

_______________

Achievements and performance (continued)

Support of Young People’s empowerment and leadership at Riverside School – via online sessions

Supporting resident-led English as a Second Language (ESOL classes) securing funds from L&Q

Joint co-ordination of a resident inquiry focusing on fire safety, working with Eastside Community Heritage and local groups

Delivery of sport and active lifestyle activities via Barking Sports 4 Change coalition, including sports for development support provided to x6 local groups

Development of an e-newsletter and social media postings

Financial review

Total income for the year was £181,756 of which all was deemed as restricted funding.

Total expenditure for the year was £103,813 of which all was spent on restricted activities. .

Restricted reserves carried forward at 31 March 2021 were £77,943.

Reserves policy

Going Concern

Risk Management

Main risk #1: securing funding to maintain core activities. In mitigation trustees review finances at board meetings and monthly executive meetings to ensure strategies and actions are undertaken. Trustees and staff are also proactive in seeking a balanced portfolio of funding sources as a progression from heavy reliance on one single funder, i.e. the Lottery Reaching Communities Programme.

THAMES LIFE

TRUSTEES REPORT

_______________

Risk Management (continued)

Main risk #2: turnover of staff and trustees. In mitigation regular support, supervision and one to one meetings are planned with both staff and trustees to ensure good communication, a relational culture and speedy identification of people disengaging. We also seek to broaden and diversify our staff and trustee cohort by reaching out to less represented groups.

Plans for future periods

We will continue to work closely with all strategic partners to ensure residents are at the forefront of local decision making and able to contribute actively to local opportunities and services.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Constitution

The Charity is a charitable incorporated organisation in the United Kingdom, governed by a constitution dated 1 June 2020. It is a registered charity, number 1189743.

Prior to the CIO being established the charity ran as Thames Ward Community Project, this ceased activities on 1 October 2020 and transferred all funds to Thames Life.

Trustees

The following have served as Trustees during the period to date:

THAMES LIFE

TRUSTEES REPORT

_______________

Executive Committee

The following have served on the Management Committee during the year to date:

Venilia Amorim Lai Ogunsola Kelly Cooper Josiah Oyekunle

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP 2015 (FRS 102);
make judgements and estimates that are reasonable and prudent;
state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

Approved by the Trustees and signed on their behalf:

L Ogunsola A Pollard Trustee Trustee

Date: 29/01/22

THAMES LIFE

INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES

_______________

I report to the charity trustees on my examination of the accounts of the charity for the period ended 31 March 2021 which are set out on pages 8 to13.

Responsibilities and basis of report

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

Independent examiner's statement

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

accounting records were not kept in respect of the charity as required by section 130 of the Act; or
the accounts do not accord with those records; or
the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination.

C. Cooper (FCCA)

For and on behalf of Azets Limited Accountants Greytown House, 221/227 High Street Orpington, Kent, BR6 0NZ

Date 30/01/22

THAMES LIFE

STATEMENT OF FINANCIAL ACTIVITIES For the period to 31 March 2021

_______________

		Restricted	20 June- 31
	Notes	Funds	March 2021
			Total
		£	£
Income from:
Charitable activities:
Grants receivable	2	171,503	171,503
Transfer in	3	10,253	10,253
		____	____
Total income		181,756	181,756
		____	____
Expenditure on:
Charitable activities:
Community projects	4	103,813	103,813
		____	____
Total expenditure		103,813	103,813
		____	____
Net income		77,943	77,943
Reconciliation of funds:
		____	____
Total funds carried forward		77,943 ______	77,943 ______

All transactions are derived from continuing activities.

All recognised gains and losses are included in the Statement of Financial Activities.

THAMES LIFE

BALANCE SHEET As at the 31 March 2021

_______________

Notes Current assets Cash at bank and in hand Prepayments & Accrued income _ Creditors:Amounts falling due within one year 6 Net Current assets Net assets FUNDS Restricted Funds	_	2021 £ 101,050 20,000 __ 121,050 (43,107) __ 77,943 _____ 77,943 ____
		77,943 __ 77,943 _

The financial statements were approved on 29/01/22 and signed on behalf of the Board by:

L Ogunsola A Pollard Trustee Trustee

THAMES LIFE

NOTES TO THE FINANCIAL STATEMENTS For the period ended 31 March 2021

1. ACCOUNTING POLICIES

1.1 Basis of preparation

1.2 Income

1.3 Expenditure

Expenditure on charitable activities includes those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs allocated directly to such activities and those costs of an indirect nature necessary to support them.

THAMES LIFE

NOTES TO THE FINANCIAL STATEMENTS For the period ended 31 March 2021

_______________

1.4 Funds

1.5 Support costs allocation

1.6 Cash at bank and in hand

1.7 Debtors and creditors receivable / payable within one year

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.

1.8 Corporation Tax

1.9 Going concern

1.10 Judgements and key sources of estimation uncertainty

No judgements or estimates have been used in preparing these financial statements.

THAMES LIFE

NOTES TO THE FINANCIAL STATEMENTS For the period ended 31 March 2021

2. INCOME FROM CHARITABLE ACTIVITIES

Big Lottery London Borough of Barking and Dagenham BRL Trust for London Barking Reach Association London Sport Youth Support Trust Rotary Club	2021 £ 72,096 40,000 27,427 15,000 10,000 4,980 1,500 500 _ 171,503 _

3. TRANSFER IN

The CIO was set up on the 1 June 2020.

4. CHARITABLE EXPENDITURE

Staff costs Consultancy Coaching fees Computer costs Subscriptions Health and safety General costs Governance costs – Independent examination STAFF COSTS Wages and salaries	2021 £ 56,244 20,294 16,132 2,081 1,748 457 4,407 2,450 _ 103,813 _
	2021 £ 56,244 _ 56,244 _

5. STAFF COSTS

The average number of employees during the financial year was 3. No employees earned more than £60,000 during the period.

None of the Trustees received any remuneration during the year, see note 7, Related Parties for details of transactions with Trustees.

THAMES LIFE

NOTES TO THE FINANCIAL STATEMENTS For the period ended 31 March 2021

_______________

6. CREDITORS: Amounts falling due within one year

Accruals Other Creditors	2021 £ 2,450 40,657 __ 43,107 __

7. RELATED PARTY TRANSACTIONS

During the year some of the Trustees ran classes or events for the community which were supported by Thames Life. The following amounts were paid during the year:

Trustee name	Class/event	Amount (£)
L Ogunsola	Mental Health Foundation	500
N Rathore	Resident yoga classes	3,524
K Ahmed	Women’s fitness including cycling	2,262
P Moudio	English as a second language classes	146
V Raimundo	Women’s exercise classes and boxing	3,994
J Oyekunle	Dance classes	2,585

PROJECT REPORT 2020

Contents

Mission statement

Vision statement

Our theory of change

WITH THANKS TO OUR FUNDERS:

ANNA POLLARD

2016: Residents get involved

2014/2015: Margaret Hodge champions TWCP

2016: Power to Change grant

2016: Power to Change themes & conclusions

The ‘Power to Change’ work highlighted 5 themes:

were needed:

2017: Big Lottery funding awarded

The project aims to fill the following gaps:

The bid submitted to the Lottery described this in the following way:

2018: Resident Steering Group

2019: Securing extra funding

Project secures funding from:

How to measure the project

There are four outcomes to measure the project by:

3 EMPLOYABILITY: Residents,

4 ENVIRONMENT: The image of

2020: New charity and lockdown response

ANDY ROBERTS

12:

13:

15:

UEL evaluation

JUNE 2019 INTERIM REPORT

METHODS

ONLINE SURVEY

INTERIM REPORT CONCLUDING STATEMENTS:

ANALYSIS OF RESULTS

Final report

SEPTEMBER 2020

PERSON ONE:

EVALUATION SCOPE AND RATIONALE

SRI EVALUATION STEPS

In addition to 2019 interim report work the SRI has had to adapt work due to the constraints of the 2020 pandemic and thus undertaken 4 qualitative interviews with members of the Steering Group.

He sees the work of TWCP in bringing in funding and resources to the community as vital for this.

The diversity of the TWCP Steering Group makes it more

approachable and relatable to the community.

INTERVIEW METHODOLOGY

Using the Joseph Rowntree Foundation’s guide to evaluations, and in conjunction with the project’s bid and proposed outcomes, we prepared a list of interview questions for the purpose of leading semi-structured interviews with members of the steering group.

PERSON TWO:

A financial journalist and Barking Riverside resident

PERSON THREE:

PERSON FOUR:

When invited to evaluate TWCP’s visions and goals the interviewees focused on two main themes:

COMMUNITY-LED

COMMUNITY ENGAGEMENT

ANALYSIS

GRAEME COOKE

COVID-19 AND TWCP

ONGOING ACTIONS DURING COVID-19:

TRUSTEES AND STEERING GROUP MEMBERS

TWCP arranged meetings with members of the council to examine

STAFF

APPENDIX 1

TWCP evaluation – semi-structured interview questions

As a community member:

As a member of TWCP:

SIMON WASSER

PROJECT REPORT 2020

THAMES LIFE

CONTENTS

CHARITY INFORMATION

TRUSTEES REPORT

Our purposes and activities

Public Benefit

TRUSTEES REPORT

Review of the year

Achievements and performance

TRUSTEES REPORT

Achievements and performance (continued)

Financial review

Reserves policy

Going Concern