2024-03-31-accounts

Daniella Logun Foundation (DLF)

Board of Trustees Report and Financial Statements for the year ended 31 March 2024.

kamsikesinachi

31 JANUARY 2025

Page Number

Contents

•	Objectives and Activities	2
•	Achievements and Performance	5
•	Financial Review	11
•	Structure, Governance and Management	12
•	Reference and Administrative Statements	14
•	Exemptions from disclosure	15
•	Funds held as custodian trustee on behalf of others	15

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Administrative Statement

This report presents the annual returns and independently examined financial activities for the DLF, for the year ended 31 March 2024. Paragraph and headings highlight each key disclosure required by the SORP. This trustees report has been updated for new public benefit reporting requirements. In particular, the report explains how the trustees have used our public benefit guidance to deliver services to support its beneficiaries.

Objectives and Activities

The Daniella Logun Foundation (DLF) is a childhood cancer support charity established in memory of Daniella Logun, who passed away from a brain tumour in 2016.

National location of principal office:

England.

Objects:

The objects of our CIO are:

Purpose:

“The relief of those in need, by reason of ill-health, of Children and Young People (CYP) with brain tumours, other cancers and their families through the provision of holistic wellbeing support, including talking therapies and peer support for families caring for or recently bereaved through childhood brain tumours and other cancers."

Board of Trustees:

• 1) Angela Logun-Leko

• 2) Terry Logun-Leko (resigned 2023)

• 3) Kelly Mgbor

• 4) Adeboye Ifederu

Trustee Statement of Identifiable Public Benefit

"We the trustees of the Daniella Logun Foundation (DLF) have carried out our purpose for the public benefit. Both the co-founders and trustees have had due regard to the Charity Commission’s public benefit guidance when exercising any powers or duties to which the guidance is relevant. The charity’s mission is to provide a holistic wellbeing support service to CYP with

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brain tumours, other cancers and their families, to ensure their wellbeing needs are prioritized from the point of diagnosis onwards. We wish to facilitate the practice of a holistic approach to the delivery of palliative care for CYP diagnosed with brain tumours, other cancers and their families, as standard practice across the UK’s children’s palliative healthcare sector in the future. We will work towards becoming the focal point that facilitates the development of a robust, collaborative, multi-faceted, problem-solving network around the child and their family, that is equipped to address the holistic wellbeing challenges that are uniquely faced by CYP with brain tumours, other cancers and their families.”

DLF Beneficiaries:

1. CYP aged from 0 to 18 years, diagnosed with brain tumours or other cancers

2. The parents, siblings, carers, legal guardians and close family members involved in the care of these CYP diagnosed with brain tumours or other cancers

3. The GPs, healthcare providers and NHS professionals involved in the care of the people identified in groups 1 and 2

4. The social groups connected to the people identified in groups 1 and 2

5. All religious and community groups connected to the people identified in groups 1 and 2

6. The academic institutions connected to the people identified in groups 1 and 2

7. The employers and professional institutions connected to the people identified in groups 1 and 2

8. Voluntary, Community, Social, & Enterprise (HVCSE) services connected to and supporting the people identified in groups 1 and 2

9. The employers and professional organisations involved in the lives of these people identified in groups 1 and 2

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Service Area

The London Borough of Hillingdon, and the surrounding areas

Main Activities Undertaken in Relation to The Purpose

• Offer holistic (emotional, spiritual and practical) wellbeing support to CYP diagnosed with brain tumours, other cancers, and their families to improve wellbeing outcomes from the point of diagnosis onwards.

• Collaborate with strategic partners in the Health, Community, Voluntary, Social, and Enterprise (HCVSE) sectors to develop wellbeing solutions that enhance holistic wellbeing support services. These services aim to improve palliative care standards for children and young people at local, regional, and national levels.

• Work together with strategic partners in the Health, Community, Voluntary, Social, and Enterprise (HCVSE) sectors to secure funding for the sustainable delivery of our holistic wellbeing support services and solutions.

• Provide Public Patient Insight (PPI) and work with strategic partners and academic institutions focused on healthcare research to enhance the standards of children’s palliative care services at local, regional, and national levels.

• Partner with strategic groups in the Health, Community, Voluntary, Social, and Enterprise (HCVSE) sectors to obtain funding for the creation of The Daniella Logun Hospice, a specialized facility dedicated to supporting children and young people at the end of their lives.

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Achievements and Performance

Reflections from the Coronavirus Pandemic: Impact and Recovery

The UK Charities Commission reported that 91% charities had experienced “some negative impact” from the pandemic. 57% had to cancel events or other work, 49% lost fundraising income and 32% had less access to volunteers. 60% lost income from their charitable activities, one in 100 charities had folded because Covid-19, and another 1% merged with or were in the process of merging with another organization. Covid-19 predominantly impacted 85% of charity services and delivery, 72% of their financial position and 66% of staffing and govern- - ance. (Reference: COVID 19 Survey 2021 GOV.UK)

This charity was launched in March 2020 and its wellbeing support services, recruitment, and fundraising activities were significantly affected by the March 2020 Covid-19 UK lockdown. 90% of our CYP referrals were classified as Clinically Extremely Vulnerable (CEV), placed under special restrictions or strict shielding rules, at home quarantine, to reduce the risk of transmission and to protect those undergoing cancer treatment from the COVID-19 virus. 100% of our face-to-face activities including home, hospital and hospice visits, recruitment and fundraising activities were prohibited by the lockdown rules. 90% of our income was lost and 1% of our volunteer recruitment target was achieved in period 1 (2020-2021).

The trustees report that the DLF is still encountering significant financial and service delivery challenges from the coronavirus pandemic, the 2023 Energy Price Rise, the ongoing Cost-OfLiving, and Cost-Of-Giving crisis in the UK. These conditions have further exacerbated the financial and operational impact of the coronavirus pandemic on the DLF.

As a volunteer-led, start-up holistic wellbeing support service, we showed remarkable resilience and adaptability and shifted to digital platforms, employed student volunteers, offered remote services and found new ways to support our communities in response to the critical loss of income from the coronavirus pandemic.

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Community Outreach

1. Holistic Wellbeing Support: we offered generalist and specialist support to CYP with brain tumours, other cancers and their families. This service was offered to CYP with brain tumours and other cancers, their parents and siblings living in Hillingdon and the surrounding areas. At the beginning of the year, we planned to double our outreach to make our services available to more CYP in the community but we encountered difficulties in recruiting volunteers and staff and were unable to reach this target. Nonetheless, we were able to directly help 33 CYP with cancer, 31 siblings and 43 parent carers at the end of the financial year. Our core wellbeing support offer includes:

   • Emotional

   • Food & Nutrition

   • Practical & Lifestyle

   • Special Education Needs & Disabilities (SEND) and Learning

   • Play, birthday cards and mailbox treats

   • Spiritual

   • Advocacy and Representation

2. Cherry Blossoms Bereavement Outreach: This outreach service included free flexible and responsive general and specialist support that is tailored to support the families who have lost children to a brain tumour or other cancer. we faced much difficulty with this outreach and struggled to increase our face to face and virtual offering compared

3. to 2022.

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Events and Campaigns

• Monthly Coffee & Cake Afternoon Drop-In Sessions: we opened our doors to the people connected children with brain tumours, other cancers on the last Saturday of the month between January and July 2024. We offered seven sessions to incentivize community connectedness, new friendships and offer a listening service to support parent carers and provide prayer support for those who requested it. Over 250 flyers were printed and distributed in this period. Targeted advertising is required to improve low attendance and reduce logistical challenges.

• Food Drive Programme: According to a report in 2023, the price of vegetables rose by 14 per cent on average while the price of fresh fruit went up by 7.8 per cent overall. Alistair McQueen, head of savings and retirement at Aviva said ”Over recent months the primary source of inflationary pressure has shifted from heating to eating. Food inflation remains very high, and it is a pressure we cannot easily avoid. We have to eat. The ‘cost of eating crisis’ is not yet over.” (Source)

• Access to the right nutrition plays a significant role in improving the wellbeing outcomes of CYP with cancer. Therefore, the goal of this programme is to

• embed the regular delivery of fresh fruit and vegetables into our nutrition support offering

• make fresh fruit and vegetables affordable and accessible to CYP with cancer

• support better nutrition in our CYP with cancer in the community.

• Amidst many difficulties, we worked closely with our parent carers on a 1:1 and group basis via our family WhatsApp group to empower them to try our healthy recipes and raise awareness of the general importance of a nutrient-rich diet in our CYP with cancer. Challenges were noted in the areas of recruitment, procurement, delivery, adoption and uptake and adjusting to the changing feeding abilities in many of our CYP with cancer including Avoidant Restrictive Food Intake Disorder (ARFID), dysphagia, ageusia etc. This project required many improvement, redevelopment and redesign cycles to ensure we were able to offer practical options. We successfully incorporated nutritional supplements and wholefood shakes offer more flexibility to our CYP irrespective of their all abilities.

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• Amidst the challenges of delivering the services of a reliable specialist nutrition service, we successfully extended our fresh food box offer to our parent carers. We recognise the intrinsic role parents play in the care of CYP with cancer and the inadvertent neglect of their wellbeing. We successfully delivered food boxes to CYP families living in Hillingdon, Ealing and Hounslow and over 1500 volunteering hours went into creating multiple digital campaign messages including video recipes demos aimed at increasing uptake and making our offering more accessible to our parent carers this year. We are grateful to The Foyle Foundation for a donation of £5000 to cover some of our overheads and sustain this offer as one of our core competencies. We aim to run leaner in 2024 by partnering with larger services providers, requesting sponsors and partnering with specialist nutritionists and wellbeing therapists.

• March Brain Tumour Awareness Month (BTAM): we were invited by Cllr Steve Tuckwell MP South Ruislip & Uxbridge, to participate in The Brain Tumour Charity (TBTC UK) National Brain Tumour Strategy campaign launch event at The House of Parliament in March 2024. We worked with the Hillingdon Brain Tumour and Injury Group (HBTIG) to raise awareness of the signs and symptoms of people with brain tumours and their families through social media and personal campaigns.

• April Fun Bike Ride: to raise funds to support our Cherry Blossom families. We regret to report that we experienced difficulties in organizing a bike ride in this period.

• September Childhood Cancer Awareness Month (CCAM) campaign: this was our biggest campaign and encompassed x2 sub campaigns in 2023. The cofounders, partnered with the Childhood Cancer Charity to co-produce x2 podcasts. Podcast 1 and Podcast 2 used Dannie’s story to raise awareness of the impact of a cancer diagnosis on a child and their family, highlight the inequalities in this pathway and propose solutions to improve the holistic wellbeing outcomes of CYP with cancer and their families.

• September CCAM Wear Something Yellow (WSY) Campaign: we partnered with the Childhood Cancer Charity to co-design this new campaign. We contacted the 53 councillors and 10 schools in Hillingdon. We encountered challenges in uptake and held only 13 campaign photo shoots with 13 community groups across the HCVSE sectors including THH, faith groups, local councillors and St Martin’s CoE Primary School to raise awareness of childhood cancer.

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• September CCAM Family Fun Day: we held our 3[rd] event to fundraise and raise awareness of the holistic wellbeing impact of a cancer diagnosis on a child and their family. With the support of our trustees, volunteers and Brunel University student volunteers, we ran rapid social media campaigns and printed and distributed over 600 flyers to campaign across Hillingdon. We aim to quadruple our output in 2024 to engage with the 53 councillors and 103 schools in Hillingdon.

• The fun day offered food, drink, children’s games and entertainment, live music, Disney mascots, various fundraising, market and information stalls from local businesses and local authority agencies. We recorded over 300 visitors on the day and raised £1315.20. We are grateful to our guest of honour, the London Borough of Hillingdon Mayor Cllr Shehryar Ahmad-Wallana and other close partners who enabled a successful campaign.

• December Christmas Toy & Gift Drive: this was our most popular offering and we partnered with THH and Hasbro to support the heightened emotional wellbeing of our CYP with cancer and their families at Christmas time when feelings of isolation, financial pressure mounts and emotions run very high. We delivered over 100 toys, food, and wellbeing gifts to CYP diagnosed with brain tumours, other cancers, and their families in the community. This year we extended our campaign and gifted children and families on Bumblebee ward on Christmas day, with the support of Cllr Steve Tuckwell MP South Ruislip & Uxbridge, his wife Rachel Xuereb and the Chief Medical Director of THH Mr Alan McGlennan. We ran our first Make-A-Christmas-Card Campaign with Cowley Saint Laurence CoE Primary School with the support of Rev Victoria Mendoza. We ran social media campaigns to socialise this event. We aim to engage with more local schools and business to support in this campaign in 2024.

• Online & Social Media Strategy: We continue to use social media and online social spaces to run digital adverts to promote our work and highlight the holistic wellbeing impact of childhood brain tumours and cancers to a wider online community. Current platforms:

• DLF Twitter: @DaniellaLogun

• DLF Instagram: daniellalogun

• DLF Facebook: TheDaniellaLogunFoundationDLF

• DLF WhatsApp: [phone]

• DLF Website: www.thedaniellalogunfoundation.org

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1. Family Centered Approach: we delivered our holistic wellbeing support service to our CYP and their families through a combination of family centered referrals, personal approaches and partnership working. The holistic needs of our CYP, their siblings and parent carers were captured using our comprehensive pro-forma during home visits and telephone conversations. This process was the hallmark of our approach and enabled the charity to work securely with our parent carers, to understand and capture the holistic priorities of their CYP, respond to changes that emerged in their children’s lives because of a brain tumour or cancer diagnosis. This process was valuable in preventing repetitive information capture, engendered trust and better engagement with our parent carers.

2. Our strategic focus was to complement the statutory childhood palliative care service provided by the NHS to CYP with cancer by offering specific solutions that improve the holistic wellbeing support that is available to CYP with cancer and their families from the point of diagnosis onwards.

3. We worked closely with the Paediatric Oncology Shared Care Unit (POSCU) and the general paediatric ward at The Hillingdon Hospital (THH), THH Charity and partners at the Hillingdon Brain Tumor and Injury Group (HBTIG), Carers Trust Hillingdon, Hillingdon 4 All to receive referrals and co-produce holistic wellbeing support services that support CYP with brain tumours, other cancers and their families on the ward and in the community.

4. Over 1000 flyers were printed and distributed to stakeholders across the education and HVCSE sectors in the community during our 4 core campaign seasons. Our community outreach was primarily supported by the contributions of our trustees, volunteers and these partners. We are grateful for their support.

Strategic Partnerships

• Patient Experience and Research: we continued to work closely with King’s College London and the Cecily Saunders Institute of Palliative Care in the C-POS project and with Great Ormond Street Children’s hospital in the development of the Children’s Cancer Centre, to contribute to the development of improved children’s palliative care standards through Public Patient Insights (PPI) consultation or Expertise by Experience.

• HeadSmart UK: Brain Tumour Signs & Symptoms Awareness & Training: we experienced difficulties in maintaining traction with this workstream due to staff changes at

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HeadSmart UK. We have maintained an ongoing relationship with The Brain Tumour Charity (TBTC UK).

Financial Review

Against the backdrop of limited resources and insecurities over funding, it has continued to be difficult to plan or develop services. The charity is still grappling with substantial financial and service delivery challenges due to the Covid-19 pandemic, the ongoing Cost-Of-Living, Cost-Of-Giving crisis, and the 2023 Energy Price Rise in the UK. These factors have exacerbated the financial impact of the coronavirus pandemic on the charity.

Nevertheless, the charity, with the aid of good financial management and the support of both its staff and volunteers generated a very positive financial outcome for the period with a net increase in funds of just over £39,900. Its success in obtaining funding for 2022/2023 from the London Borough of Hillingdon Mayor’s Charitable Trust, and the Foyle Foundation has provided much needed additional resources to deliver on its core purpose. The charity trustees report an income of £54,382.69 for the year ending March 2024. The breakdown of the financial activities is available in the statement of financial activities. These accounts have been independently examined by Kaycee Ikegwu, who has provided an independent report to supplement this report.

Financial Recovery Plan

As a volunteer-led charity, we have shown remarkable resilience and adaptability by transitioning to digital platforms, engaging student volunteers, providing remote services, and discovering innovative ways to support our communities in response to the significant loss of income derived from the lockdown. However, our operational challenges still remain. We continue to seek long-term strategic partnerships, sponsorship opportunities, and financial investments to support our program of work and achieve our 10-year COVID-19 recovery plan.

Principal Funding Sources

The charity relies on income from grants and independent fundraising. We are not funded by the government. There are increasing constraints on the local authority expenditure and the charity will continue to seek funding from a wider group of businesses and gran makers.

Statement of Assets and Liabilities Currently no assets or liabilities

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Structure, Governance and Management Governing Document

The DLF is a Charitable Incorporated Organization, established in November 2019 and registered as a UK charity on 8 March 2020. The charity operates a Governing Document which establishes its objects and powers and governance.

Board and Organizational Structure

The DLF board of trustees comprise of 4 members who meet quarterly and are responsible for the oversight of the direction and policy of the charity. The board of trustees consists of a diverse representation of male and female parents and person(s) with professional experience of working with CYP in the NHS in the UK and Ireland; to ensure that the needs of CYP and their parent carers are appropriately reflected through the trustee body. Governance meetings include:

• Board of Trustees meetings

• Operations (programme development) meetings

• Client support meetings

• Strategy development meetings

• R&D planning meetings

• Finance planning meetings

Recruitment and Appointment of Trustees

Trustees are recruited on a voluntary basis and retire after two-to-four-year rotation. Trustees are eligible to offer themselves for re-election. The charity trustees are volunteers who give their time voluntarily and receive no benefits from the charity. In accordance with changes in the Charity Commission guideline, a trustee payment policy was agreed in November 2023 to govern the payment of trustees for goods and services rendered on behalf of the charity, in line with section 185 of the Charity Act 2011 (as amended) in October 2022. The trustees acknowledged the limited human resources and severe post covid-19 pressures on the operational team to continue to effectively deliver the charity’s pipeline of projects, campaigns and media and engagement services. The trustees agreed on the need to identify senior executives who would focus their skills on overseeing the design, development, implementation, and monitoring of the DLF’s campaigns, holistic wellbeing projects, media and engagement services.

The trustees acknowledged the challenges, cost implications, resource requirements, and risks associated with conducting a public recruitment drive, deeming it unaffordable in this period. As a small and growing charity, the trustees agreed that it would be more advantageous to

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perform an internal skills audit to identify the right individual with the necessary competencies to effectively design and deliver the portfolio of services within the DLF programme pipeline and lead the media and public engagement effort. It was also agreed that for each identified project or programme, all payments to trustees and staff would not exceed the upper limit of £50% of the total project, programme cost or grant award for that period.

Angela Logun was found to meet the candidate selection criteria and was identified as the individual with the appropriate competencies to perform the function of Programme Manager/ Director outside of her trustee duties. The trustees agreed to financially compensate Angela Logun for the services rendered in directing and managing the charity’s portfolio of projects and programmes, which were outside of her standard trustee duties, on behalf of and for the benefit of the Daniella Logun Foundation (DLF).

Terry Logun was deemed to meet the candidate selection criteria and was identified as having the necessary skills to serve as the Media & Engagement Lead, separate from his trustee responsibilities. The trustees agreed to compensate Terry Logun for his work in leading the media and engagement effort, which was beyond his standard trustee duties, for the benefit of the Daniella Logun Foundation (DLF). The trustees decided that financial compensation for trustees would be provided on a part-time basis, per project or program of work, and at the rate agreed and specified in each individual's payment agreement. Any expenses incurred by the trustees on behalf of the charity were reclaimed as set out in the charity’s trustee expense policy.

To enhance the future pool of trustees, the charity aims to advertise trustee vacancies to parent carers of CYP with cancer who will become members of the charity and be willing to use their own experience to assist the charity.

Trustee Induction and Training

The current trustees are familiar with the practical work of the charity and members are regularly invited to 1:1 training with the Chief Executive Officer and to drop into the monthly operational meetings to understand the operational model of the charity. New trustees are encouraged to complete short training sessions on the Charity Commission website to familiarize themselves with their responsibilities.

A digital resource pack has been prepared with information obtained from the various Charity Commission publications signposted through the Commission’s guide “the Essential Trustee”. This is distributed to all new trustees along with the Governing document, the latest meeting

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minutes and the financial information. Feedback is gathered from the trustees about their training needs quarterly.

Risk Management

Major risks are regularly reviewed, recorded and managed at the monthly operational meetings. Issues are escalated to the trustees at the quarterly board of trustee meetings.

Reference and Administrative Information

Charity Name

Daniella Logun Foundation (DLF)

Charity Registration Number 1253687

Registered Office and Operational Address

St Matthew’s Church, High Street Yiewsley, Hillingdon. UB7 7QH

Independent Examiner Kaycee Ikegwu ACA, FCCA, CPFA

Bankers

• National Westminister Bank – 69 The Broadway, Southall, Middlesex UB1 1LD

• Metro Bank – 50 High Street, Uxbridge UB8 1JP

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Exemptions from disclosure None

Funds held as a custodian trustee on behalf of others

None

Acknowledgement:

We the trustees have complied with the duty in section 17(5) of the Charities Act 2011 to have due regard to public benefit guidance published by the commission.

This report was approved on 31 January 2025.

Signed

Angela Logun -Leko Chair Board of Trustees

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DANIELLA LOGUN FOUNDATION STATEMENT OF FINANCIAL ACTIVITIES - Completed FOR THE YEAR ENDED 31 MARCH 2024

FOR THE YEAR ENDED 31 MARCH 2024	FOR THE YEAR ENDED 31 MARCH 2024
Restricted funds £ £ - £ £ - £ £ - £ £ - £ £ Restricted - £ £ - £ £ - £ £ 0 0 2024 £ 0 0 0 0 3224 3224 0 3224 3224 0 0 0 0 3224 3224 Notes Unrestricted funds funds STATEMENT OF FINANCIAL ACTIVITIES Total Donations 30,170.80 £ Grants 10,000.00 £ Income and endowments from: £ Expenditure on: Other income 14,211.89 £ Total income 54,382.69 £ Charitable activities 44,952.06 £ Unrestricted Raising funds 4,343.58 £ 0 Net gains/(losses) on investments Net movement in funds 5087 0 Total expenditure 49,295.64 £ Net income before gains/(losses) on investments 5087 3224 Fund balances brought forward at 31 March 2023 -1863 Fund balances carried forward Debtors Cash at bank and in hand CURRENT ASSETS Property and equipment Investments Notes FIXED ASSETS at 31st March 2024 - Property - Support and working capital UNRESTRICTED - Grants FUNDS OF THE CHARITY RESTRICTED NET CURRENT ASSETS NET ASSETS CREDITORS:Amounts due within one year General funds TOTAL FUNDS
		2024	2023
	£ £ - £ £ - £ £ - £ £ - £ £ 30,170.80 £ 10,000.00 £ £ 14,211.89 £ 54,382.69 £	£ 30,170.80 £ 10,000.00 £ 14,211.89 £	6,433.27 5,063.19 2,959.80
		54,382.69 £	14,456.26
		2024	2023
	- £ £ - £ £ - £ £ 2024 £ 0 0 0 0 3224 3224 0 3224 3224 0 0 0 0 3224 3224 44,952.06 £ 4,343.58 £ 0 49,295.64 £ 5087 3224 -1863	4,343.58 £ 44,952.06 £	3,514.02 12,805.14
		49,295.64 £	16,319.16
		-1863 0 0 2023 £ 0 0 0 0 -1863 -1863 0 -1863 -1863 0 0 0 0 0 -1863
0 0 5087 0
Fund balances brought forward at 31 March 2023 Fund balances carried forward Debtors Cash at bank and in hand CURRENT ASSETS Property and equipment Investments Notes FIXED ASSETS at 31st March 2024 - Property - Support and working capital UNRESTRICTED - Grants FUNDS OF THE CHARITY RESTRICTED NET CURRENT ASSETS NET ASSETS CREDITORS:Amounts due within one year General funds TOTAL FUNDS

5 Support costs are allocated on the basis of charity expenditure and comprising the following:	5 Support costs are allocated on the basis of charity expenditure and comprising the following:
	Cost (2023 -
Item Description	2024)
Core costs
	£ 1,099.68
Promotional, Advterising & Social Media	£ 842.75
Building,Facilities & Utilities	£ 2,664.95
Travel & Logistics	£ 1,740.83
Campaigning	£ 1,760.00
Conferencing & training	£ 686.00
Wellbeing Support	£ 22,791.92
Charitable Donations	£ 415.00
Staffing	£ 14,197.58
Volunteer Costs	£ 3,096.93
Total:	£ 49,295.64

Independent examiner's report on the accounts

Section A Independent Examiner’s Report

Report to the Charity Name trustees/directors/ The Daniella Logun Foundation (DLF) members of On accounts for the year 31 March 2024 ended Charity no.: 1189746 Company no.: Set out on pages (remember to include the page numbers of additional sheets)

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31/03/2024 Responsibilities and As the charity’s trustees of the Company (who are also the directors of the basis of report company for the purposes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (“the 2006 Act”). Having satisfied myself that the accounts of the Company are not required to be audited for this year under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (“the 2011 Act”). In carrying out my examination, I have followed the Directions given by the Charity Commission (under section 145(5)(b) of the 2011 Act. Independent The company’s gross income exceeded £25,000 and I am qualified to examiner's statement undertake the examination of the accounts. I have completed my examination. I confirm that no material matters have come to my attention which gives me cause to believe that: • accounting records were not kept in accordance with section 386 of the Companies Act 2006; or

• the accounts do not accord with such records; or

• the accounts do not comply with relevant accounting requirements under section 396 of the Companies Act 2006 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 •the accounts have not been prepared in accordance with the Charities SORP (FRS102).

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.

* Please delete the words in the brackets if they do not apply.

Date: 31/01/2025

Signed: ka cee y

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Name: Kaycee Ikegwu

Relevant professional qualification(s) or body (if any):

ACCA, CIPFA, ACA

Address: 47 Thorndon Close

Orpington

Section B Disclosure

Only complete if the examiner needs to highlight material matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners).

Give here brief details of any items that the examiner wishes to disclose .

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