## THE RIGHT COURSE
Annual report and financial statements For twelve months to 31[st] December 2023
Registered Charity Number: 1190520 (England & Wales)
14684366v1
THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2023
Contents
||Page|
|---|---|
|Reference and Administration Details|2|
|Report of the Trustees|3 - 12|
|Independent Examiner’s Report|13|
|Statement of Financial Activities|14 -15|
|Notes to the Financial Statements|16 - 22|
1
THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2023
## REFERENCE AND ADMINISTRATION DETAILS
## Trustees _(2-year position)_
At date of approval of the financial statements
Fred Sirieix, Chairman
Chief Executive Officer
Simon Sheehan (appointed CEO 1 July 2023, Prior to this date appointed as consultant from 3 May 2021)
(appointed 22 July 2019, Reappointed 12 July 2023)
Michele Caggianese (appointed 22 July 2019, Reappointed 12 July 2023)
Beverley Campbell (appointed 21 July 2022)
Charlie McVeigh (appointed 21 July 2022)
Francesco Messinas (appointed 21 July 2022)
Ali Zaidi (appointed 22 July 2019, Reappointed 12 July 2023)
Registered Name The Right Course Registered Charity No. 1190520 (England & Wales)
Principal office The Right Course 49 Netherwood Road London W14 0BL United Kingdom
Tel: +44 7974 229 183 Email: info@therightcourse.org.uk Website: therightcourse.org.uk
Independent Examiner Berish Hoffman FCA Landau Morley LLP 325-327 Oldfield Lane North Greenford Middlesex UB6 0FX
Bankers CAF Bank Limited 25 Kings Hill Avenue Kings Hill, West Malling, Kent ME19 4JQ
2
## THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2023
## In this report and financial statement The Right Course is referred to as the “charity”.
## STRUCTURE, GOVERNANCE AND MANAGEMENT
The trustees present their report together with the financial statements of The Right Course for the 12 months to the year ended 31 December 2023.
The Right Course is constituted as a Charitable Incorporated Organisation on 22 July 2020 and is a registered charity with the Charity Commission of England and Wales (No. 1190520).
## TRUSTEES AND OTHER KEY MANAGEMENT PERSONNEL
The trustees consider that the board of trustees and the charities’ CEO comprise the key management personnel of the charity who oversee the management and control of the charity as well as running and operating it on a day-to-day basis.
The trustees who served during the period from 1 January 2023 to the date that this report was approved are listed on page 2. Trustees hold office for a period of two years and may be re-appointed. New trustees are identified and nominated by existing members.
Trustees can hold positions with any of the charities partners however they remove themselves from any decision if there is a conflict of interest. The trustees are all unpaid volunteers. A trustee may receive reasonable and proper remuneration for professional services rendered to the charity and reasonable out of pocket expenses. Payments made during the year are set out in note 5. Trustee Indemnity Insurance is in place and the premium is paid by the charity.
The Charity has a formal procedure for inducting new trustees to ensure that they are fully familiar with history and current strategies and activities. Training is provided at the request of trustees. On an ongoing basis pertinent Charity Commission briefings as well as charity updates, including budget updates, are provided to all trustees.
## ORGANISATION
The trustees meet bimonthly. Subcommittees or working groups can be formed for specific functions, including finance. Whilst the strategic direction is decided by the trustees, the day-to-day decision-making process has been delegated to the nominated consultant who acts as CEO of the charity within specific parameters.
## STAFF AND ADMINISTRATION
The charity has one member of staff. The trustees authorise the CEO to undertake the day-to day running of the charity, financial and administrative duties, as well as the oversight of the training restaurants and developing opportunities for growth. All contractual and financial decisions are shared and approved by the Board. Remuneration is bench-marked with similar charities to ensure that the remuneration set is fair and not out of line with that paid for similar roles and responsibilities (see note 5).
## PRINCIPAL FINANCIAL MANAGEMENT POLICIES
The charity prepares an annual budget, which is approved by the trustees. Accounts are prepared each quarter to ensure that variances from the budget are monitored. All payments are approved by the Trustees. Accounts are discussed at the trustee meetings.
3
## THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2023
## CHARITABLE ACTIVITY
Within the principal objects laid down by the trustees, the focus of the charity’s activities is on establishing training restaurants within prison environments to teach learners the skills and behaviours to gain employment upon release. Working with our partners to deliver The Right Course’ Curriculum and Standard Operating Procedure, the restaurants offer an authentic experience for learners. By securing employment and accessing additional support, such as housing and travel assistance, we work to enable our learners to rebuild their own lives and determine their own future career, providing alternatives to crime, and therefore reducing reoffending rates.
## FUNDRAISING POLICY
The charity does not use fundraising services, consultants, or external professional fundraisers to undertake its fundraising activities. Additionally, no data is shared with or sold to any external agencies. The charity shares information about its charitable work and fundraising activities on social media. The charity does not undertake Direct Mail. The charity invites individuals and companies to attend events, usually through its business networks or via its supporters, but does not excerpt undue pressure to attend or donate. It does not approach or pressure vulnerable people to support its work. A complaints policy is in place and is accessible on the charity’s website. No complaints were received and no failures to comply were identified in 2020, 2021, 2022 and 2023. The charity adheres to the Fundraising Code of Practice issued by the Fundraising Regulator.
Fundraising events carried out in aid of and on behalf of the charity are monitored by the Trustees, with regular meetings and contact during the preparation for, and clean up from, the event. All marketing materials and approaches are checked to comply with the Fundraising Code of Practice and a profit and loss file is kept for large events. All related income and expenditure are reported to fundraising volunteers who organise an event on the Charity’s behalf to ensure financial transparency and correct amounts raised.
## INVESTMENT POLICY
There are no restrictions on the charity’s power to invest. The trustees set the investment strategy after considering income requirements and the risk profile. The trustees do not consider high risk or speculative investments as being suitable to invest the charity’s reserves and therefore avoid such types of investments. Due to current levels, reserves are held in cash in short-term deposits that can be accessed readily.
## RESERVES POLICY
The trustees have approved a reserves policy. Its objective is to achieve a balance between the need to use voluntary income received to fulfil the charity’s strategic objectives and the need to retain funds to give sufficient financial flexibility to protect the long-term future of the charity’s operations and ensure stability of programme activity. The trustees aim to maintain free reserves in unrestricted funds at a level which equates to approximately 12 months of unrestricted expenditure. The trustees consider that this level will provide sufficient funds to continue charitable activity and ensure that support and governance costs are covered whilst seeking new income.
## RELATED PARTIES
A register is held by the charity of trustees, its key personnel, and their related party’s interests to ensure no conflict of interest with the work of the charity. This declaration is checked at every trustee’s meeting.
4
THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2023
## RISK MANAGEMENT
The trustees have assessed the major risks to which the charity is exposed, those related to the operations and finances of the charity and are satisfied that systems are in place to manage those risks.
## Risk chart
|Potential Risk|Potential Impact|Probability|Impact|Risk Rating
<5= low
>14= high|Steps to Mitigate Risk|
|---|---|---|---|---|---|
|Governance||||||
|Lack of strategy and
forward planning|•
Issues addressed without
strategic reference
•
Loss of support from
sponsors
•
Financial management
difficulties
•
Loss of reputation|1|4|4|•
Create strategic plan setting out aims
objectives and policies
•
Include alternative strategies for
maintaining income from diverse
sources in strategic plan
•
Create and monitor financial budgets
•
Monitor operational performance and
obtain volunteer and beneficiary
feedback|
|Non- renewal of Fred
Sirieix partnership/
involvement|•
No further fundraising
partnerships with Fred
Sirieix
•
Loss of publicity and industry
links through loss of Fred
Sirieix|1|4|4|•
Strategic plan to include alternative
strategies for replacing income from
other sources
•
Maintain sufficient reserves to cover
expenditure during change
•
Work with other individuals and
companies to establish similar
relationship|
|Breakdown of partnership
with Prison, Education
Providers (including Novus,
PeoplePlus) and/or Ministry
of Justice|•
Unable to continue with The
Right Course in the prison
•
Cannot offer recognised
qualifications|3|4|12|•
Regular communication with Prison,
Novus and the Ministry of Justice
•
File any reporting requirements on
time
•
Work with other education providers
to establish similar relationship
•
Built network of relationships with
multiple contacts in each organisation
to mitigate staff changes|
|Conflict of interest|•
Decisions not based on
relevant considerations
•
Impact on reputation|1|4|4|•
Policy for disclosure of potential
conflicts of interest
•
Procedures for standing down on
decisions if conflict exists
•
Trustee selection process
•
Adhering to charity commission
guidelines|
|Financial||||||
|Budgetary control and
financial reporting fraud or
error|•
Budget does not match key
objectives and priorities
•
Inability to meet
commitments or key
objectives
•
Financial loss
•
Risk to reputation
•
Regulatory action|2|5|10|•
Budgets linked to strategic plan
•
Timely and accurate monitoring and
reporting
•
Procedures to review credit control,
budgetary expenditure and treasury
management
•
Strict control of fund accounting
•
Segregation of duties
•
Financial control procedures
•
Authorisation limits
•
Review of budgets and monthly
management accounts by director
and finance committee|
|Investment policy|•
Financial loss through
inappropriate investment|1|3|3|•
Creation of adequate investment
policy
•
Adequate reservespolicy|
5
## THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2023
|Potential Risk|Potential Impact|Probability|Impact|Risk Rating
<5= low
>14= high|Steps to Mitigate Risk|
|---|---|---|---|---|---|
||•
Cash flow difficulties arising
from lack of liquidity
•
Loss incurred by trading
subsidiarycompany||||•
Regular review by trustees
•
Regular review by trustees of trading
policy, performance, profitability and
viabilityof subsidiarycompany|
|Reserves policy|•
Inability to meet
commitments or planned
objectives
•
Reputational risk|1|3|3|•
Reserve policies linked to business
plans, activities and identified financial
risks
•
Regular review bytrustees|
|Management||||||
|Employment Issues|•
Employment disputes
•
Health and safety issues
•
Claims for injury stress or
unfair dismissal
•
Equal opportunities issues
•
Recruitment costs and lead
times
•
Loss of experience
•
Low morale|1|3|3|•
Job descriptions, performance
appraisal and feedback
•
Regular health and safety and fire
training
•
Consider working conditions, training
and job satisfaction
•
Fair and open competition for key
posts
•
Interview and assessment process
•
Job training and development
•
Reference and qualification process
•
Recruitment process
•
Regular trustee and staff meetings
•
Review rates ofpay|
|Health and safety|•
Staff injury|2|2|4|•
Compliance with law and regulation
•
Statement of policy
•
Staff training|
|Disaster recovery and
planning|•
Computer system failures
and loss of data
•
Destruction of property and
records through fire or
other disaster|1|4|4|•
Data backup procedures
•
Data backup procedures
•
Insurance cover|
|Information Technology|•
Systems fail to meet
operational need
•
Failure to innovate or
update
•
Loss or corruption of data|1|2|2|•
Appraisal of system options
•
Security and authorisation procedures
•
Implementation and development
procedures
•
Disaster recovery procedures|
|Data Protection|•
Loss of data
•
Data miss used or retained
longer than needed
•
Fines, penalties or censure
from licencing or regulators
•
Reputational risks|1|5|5|•
Data Handling policies and training
•
Encryption and password protection
on all IT equipment
•
Annual review of policies and
procedures
•
Identify key legal and regulatory
requirements
•
Allocate responsibility for key
compliance procedures|
|Procedure and system
documentation|•
Lack of awareness of
procedure and policies
•
Action taken without proper
authority|1|2|2|•
Documentation of policy and
procedure
•
Audit and review of systems|
|Compliance risks including
•
Charity law
•
Data protection
•
Employment law
•
Health and safety law
•
Gambling commission
•
Bribery provisions
•
HMRC gift aid
provisions|•
Fines, penalties or censure
from licencing or regulators
•
Employee action for
negligence
•
Loss of licence to undertake
activities
•
Reputational risks|2|2|4|•
Identify key legal and regulatory
requirements
•
Allocate responsibility for key
compliance procedures
•
Compliance monitoring and reporting
•
Preparation for compliance visits
•
Compliance reports from auditors|
6
THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2023
|Potential Risk|Potential Impact|Probability|Impact|Risk Rating
<5= low
>14= high|Steps to Mitigate Risk|
|---|---|---|---|---|---|
|Volunteer Management||||||
|Bullying or
harassment/physical or
emotional abuse between
inmate and volunteer|•
Bodily or mental harm
towards either individual
•
Loss of visitation to the
prison, and more restrictions
on future volunteers|2|4|8|•
Complete vetting process and
statements of previous convictions
and/or conflicts of interest.
•
Training and mentorship offered to
volunteers before visiting the prison.
•
Awareness of safe guarding policies
before visiting.
•
Ensure there are enough staff
members supporting the volunteers
duringthe visit.|
|Data breaches|•
Exchanging of data with the
intent to communicate after
release
•
Chance of incident/abuse/
harassment through contact|2|3|6|•
Inform before visiting that
communication with inmates once
released is strictly forbidden.
•
During the visit, ensure no one is left
without a member of staff
•
Report to someone in charge if a
relationship between a volunteer and
inmate seems too familiar.|
|Data Protection|•
Unaware that we are sharing
personal data with external
partners for vetting
purposes|2|2|4|•
Confirm that the Volunteer Policy has
been read, understood and signed.|
|People targeting the charity|•
Using the visitation
opportunity to reach an
individual in the prison|2|4|8|Complete vetting process and statements
of previous convictions and/or conflicts of
interest.|
7
THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2023
## OBJECTIVES AND ACTIVITIES
The objects of the charity provide a public benefit by promoting the education of offenders, ex-offenders or those at risk of offending by providing or assisting in the provision of:
- training and qualifications in catering and hospitality skills; and
- mentoring; and
- into-work and employment advice and support.
## PUBLIC BENEFIT
The charity benefits the public by working to reduce reoffending by providing offenders and ex-offenders with the skills, behaviours and opportunities to secure employment in the hospitality sector.
Our vision is of a world where prison leavers have the aspiration, skills and opportunities to rebuild their life, away from crime, and contribute back to society. Our mission is therefore to provide them with the tools, opportunities and support to transform their own lives through experiencing authentic and relevant training in staff restaurants; facilitating employment opportunities; and industry mentoring. The trustees confirm that they referred to the guidance contained in the Charity Commissions general guidance on public benefit when reviewing the Charity’s aims and objectives and in planning future activities.
## PRINCIPAL ACTIVITIES
The trustees determined that the principal focus should be on facilitating the opening of new training restaurants in prisons across the UK; working with education providers to deliver The Right Course curriculum; arranging mentoring and training from industry volunteers; and brokering job interviews and employment.
## REVIEW OF ACTIVITIES
In 2023 we opened two new training restaurants, at HMP Lincoln and HMP Berwyn. This involved refurbishment work to mirror a high-street environment as best as possible, designing the restaurant and providing operational models. Using our industry contacts, especially at Design LSM and CCE, we have been able to enhance the design and delivery of the new kitchen and restaurant at HMP Berwyn. We also continued to support our existing sites by monitoring operations, providing industry expertise, supporting refurbishment and equipment needs as well as facilitating employer masterclasses.
Our support directed to learners included identifying aspirations, showcasing roles within the industry, facilitating interviews pre-release, support through the gate, facilitating job opportunities and financial support for work travel, uniforms and equipment.
Our aim is that over 90% of our learners will get at least one qualification and of those eligible for release over 50% secure employment in hospitality. This target allows for those learners returning to existing jobs or disappearing on release. We also signpost graduates to other jobs as required. To date 95% of our learners have secured at least one qualification. In 2023, 74% of learners achieved at least one qualification. Of those learners who have been released, 57% have secured employment (or 93% of those who are in contact post release). Working with our partners, Individual training restaurant outcomes have been:
HMP/YOI Isis – The Cookout
- Producing 250 community meals a month which are distributed to local families in need (1000 meals).
8
THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2023
- 13 learners started the course.
- 11 currently on course.
- Delivered 3,300 hrs of restaurant experience and learning (5 hours a day for 12 weeks per cohort).
- 85% achieved at least on qualification.
- 3 released, 1 secured employment (33%).
- Rebrand of the restaurant currently underway.
## HMP Wormwood Scrubs – The Escape
- 30 learners started the course.
- 45,600 hours of restaurant experience delivered across the 4 cohorts.
- 47% achieved at least one qualification.
- 8 currently on course.
- 15 dismissed before completing course due to security issue which resulted in the closure of the restaurant for a month. All other users completed the course (15).
- Two graduating learners are taking on enhanced roles and completing mentoring training.
- In 2023 6 released, 4 have secured employment (67%), 2 broke their licence terms.
- 12 masterclasses from hospitality professionals, totalling 384 learning hours (4 hour masterclass for a cohort of 8).
- 10 employer visits totalling 160 hours.
## HMP Lincoln – Bertie’s
- Refurbished space in the visits’ hall into a new training restaurant. Used at lunch time by prison staff, the restaurant also services visiting families. Enhanced prisoners can earn a meal with their family which helps to maintain family ties and helps to reduce reoffending.
- Restaurant opened on 22nd May.
- 24 Started course; 65% completed (rest removed); 7 additional learners currently on the course.
- Delivered 7,200 learning hours.
- 65% achieved at least one qualification.
- 10 released and 7 have secured employment (70%) and currently working with 1 more to secure employment.
- Masterclasses from 20 local hospitality professionals. Totalling 560 learning hours.
HMP Berwyn - Bwyty Cyfle (Restaurant Opportunity)
- Built new training restaurant and kitchen which opened 4th October 2023.
- Opening event was an afternoon tea for 60 guests. The learners were trained by the general manager of the tearoom at The Ritz.
- 10 learners have started to operate the 80-seater restaurant and café.
- Delivered 1,000 learning hours.
- 100% have achieved at least on qualification.
Numerous discussions and exploratory visits have been undertaken with prisons across the England and Wales to identify potential new project sites. Developing projects plans and preliminary budgets have identified funding requirements, which is the biggest stumbling block to further development.
9
THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2023
The Charity continued its partnership on a fundraising event at Hilton Brighton Metropole with 4 other charities. Net profits were proportionally split between the partner charities based on contributions. The Right Course was responsible for all the financial processes and collected in all the income from the event. The net profit to the Right Course from this partnership in 2023 was £3,546 (5% of the gross income of the event). The Trustees where aware of the impact on the charity’s percentage spent on charitable activities with this arrangement however, they welcomed the additional income by entering the partnership.
|Objective|Strategy|Update|
|---|---|---|
|Employment: Secure
employment for over
75% of graduating
learners that have been
released. Increased
learners participating on
course.|Build networks and regular
communication channels
with project sites to
ensure links and
opportunities are
established prior to
release. Current average
employment rate is 75%.|In 2023, 74% of learners achieved at least one
qualification. Of those learners who have been
released, 57% have secured employment (or 93% of
those who are in contact post release). Work still
needs to be done in encouraging graduates keeping in
contact post release. Though our partnership with
Only A Pavement Away we have developed access
to a network of employers. Additionally, we have our
own network of engaged employers who help with
job opportunities as well as masterclasses. We have
also been working on expanding our employers
geographical spread to accommodate learners being
released into different areas.|
|Training restaurants:
Expand from two
training restaurants to
four restaurants open
and three further prisons
under discussion.|Build networks with the
Ministry of Justice, Prisons,
New Future Networks and
education providers to
identify potential new sites
and budgets required.
Develop business case and
operational model
required to run the
training restaurants.
Currently two operational
trainingrestaurants.|Two new training restaurants opened at HMP
Lincoln and HMP Berwyn. In addition, exploratory
discussions have been undertaken with 13 prisons.
Two are progressing to design stage in 2024.|
|Fundraising support:
secure a pipeline of
support to build up a
year’s reserves and allow
for employment of
programme staff to
enable expansion to
more training sites.|Regular applications to
Trusts and Foundations;
explore fundraising events,
balancing the ROI on time
and effort involved; and
identify opportunities to be
charity of choice or
recipient of donations.|We have focussed on strategic funding partners and
been able to gain support from some hight net-
worth individuals who gave their support after visiting
one of our training restaurants. As well as supporting
named projects donors are asked to contribute to
central cost. We have secured enough funds to cover
current operations and for new projects as well as to
cover expansion of our team. Recruitment for a
Training and Operations Manager to improve delivery
and consistency as well as lead learner and employer
links.|
10
THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2023
|Storytelling: improve
storytelling and sharing
impact with key
audiences: new prisons,
employers, existing
learners and potential
learners.|Working with branding
experts we will undertake
a review of our
communications and
develop a suit of materials
that articulates the impact
of our work.|We secured pro-bono support from the branding
agency, WITHOUT as well as help with articulating
our vision and values from Larkenby. This has
resulted in a new logo and brand identity which will
be implemented in 2024. The Right Course also
worked with the MOJ to film the processes of
opening our new training restaurant at HMP Lincoln.
The resulting documentary, SERVED, is the highest
viewed MOJ film and won “Best Use of Social Media
and/or Influencers in a Campaign” at the PRCA’s
Public Affairs Awards.|
|---|---|---|
## FINANCIAL REVIEW
Income from restricted and unrestricted grants as well as fundraising activities totalled £251,968 of which £195,688 was restricted (2022: £151,294 of which £101,000 was restricted).
Expenditure totalled £198,619 of which £79,606 (40%) was on charitable activities (for 2022 £129,835 of which £43,682 (34%) was on charitable expenditure). However, excluding the expenditure on the fundraising event, which was restricted income and a partnership with four other charities (held in the restricted Hilton Event Fund See Note 9), expenditure totalled £132,635 of which £79,606 (60%) was on charitable activities (for 2022 £70,279 of which £43,682 (62%) was on charitable activities) _._ At 31 December 2023 the charity’s total fund balance was £110,179 an increase of 94% on 2022 (2022: £56,830 an 65% increase on the previous year).
## RESTRICTED FUNDS
Due to grant restrictions, the following restricted funds exist (see Note 9 of Notes to the Financial Statements for more details):
-
- The Worshipful Company of Fishmongers
- NOVUS Cumbria
- Southampton Row Trust
- Hilton UK Foundation
- Luke Johnson Grant
- Charles Gladstone
- Hilton Event
## _GENERAL RESERVES_
The trustees consider that the average level of unrestricted funds not committed or invested in tangible fixed assets should represent at least 6 months of unrestricted expenditure. The trustees review the reserves policy annually as part of the consideration of the budgetary parameters for the forthcoming financial year.
11
## THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2023
## _FUTURE DEVELOPMENTS_
|Objective|Strategyand measure|
|---|---|
|Learners inspired to work in hospitality industry.
Increased learners participating on course with over
80% securing at least one qualification. Secure
employment for over 75% of graduating learners
that have been released.|Improve curriculum, menu and implement a regular
series of masterclasses from hospitality professionals
to inspire learners. Build networks and regular
communication channels with project sites to ensure
links and opportunities are established with learners
prior to release. Encourage graduates to remain in
contact post release Current average employment
rate is 53%.|
|Training restaurants: Expand training restaurant
network, especially in women’s prisons. Improve
consistency of delivery and learner journey.|Build networks with the Ministry of Justice, Prisons,
New Future Networks and education providers to
identify potential new sites and budgets required.
Develop business case and operational model
required to run the training restaurants. Currently
four operational training restaurants. Develop
standard menu for all restaurants as well as improve
the consistent implementation of the Standard
Operation Procedure.|
|Fundraising support: secure a pipeline of support to
build up a year’s reserves and specific fund for
refurbishment of new sites.|Regular applications to Trusts and Foundations;
Explore government funding to deliver training
programmes and day to day delivery of the
restaurants. Explore fundraising events, balancing the
ROI on time and effort involved; and identify
opportunities to be charity of choice or recipient of
donations.|
|Storytelling: improve storytelling and sharing impact
with key audiences: new prisons, employers, existing
learners and potential learners.|Implement new brand and develop marketing
materials for learners and the restaurant to
articulate The Right Course’ vision and values.|
The Trustees’ Report has been approved by the Trustees on 25 July 2024 and signed on their behalf by:
Fred Sirieix Founder and Chairman of the Trustees
Ali Zaidi Trustee
12
INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF THE RIGHT COURSE
I report to the trustees on my examination of the financial statements of The Right Course (the charity) for the period ended 31 December 2023.
## Responsibilities and basis of report
As the trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (the 2011 Act).
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
## Independent examiner's statement
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
1. accounting records were not kept in respect of the charity as required by section 130 of the 2011 Act; or
2. the financial statements do not accord with those records; or
3. the financial statements 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 financial statements to be reached.
## Berish Hoffman FCA
Landau Morley LLP 325-327 Oldfield Lane North Greenford Middlesex UB6 0FX
Dated: 29 Jul 2024
13
## THE RIGHT COURSE STATEMENT OF FINANCIAL ACTIVITIES FOR THE 12 MONTHS TO 31 DECEMBER 2023
|Notes
Income from
Donations & Legacies
Fundraising Events
2
Charitable Activities
Investments
3
Total Income
Expenditure on
4, 5
Raising funds
Governance
Charitable activities
Total Expenditure
Net income
Net gains/(losses) on
investments
Transfers between funds
Net movement in funds
Reconciliation of funds
Total funds brought
forward
Total funds carried
forward|Unrestricted
Funds
Restricted
Funds
Total
2023
Unrestricted
Funds 2022
Restricted
Funds 2022
Total
2022
£
£
£
£
£
£
388
128,541
128,929
136
35,000
35,136
-
67,147
67,147
-
66,000
66,000
55,673
-
55,673
50,086
-
50,086
219
-
219
72
-
72|
|---|---|
||56,280
195,688
251,968
50,294
101,000
151,294|
||49,184
65,984
115,168
24,134
59,556
83,690
3,845
-
3,845
2,463
-
2,463
26,789
52,817
79,606
22,990
20,692
43,682|
||79,818
118,801
198,619
49,587
80,248
129,835|
|||
||(23,538)
76,887
53,349
707
20,751
21,458|
||-
-
-
-
-
-
-
-
-
-
-
-|
||(23,538)
76,887
53,349
707
20,751
21,458|
||29,079
27,751
56,830
28,372
7,000
35,372|
||5,541
104,638
110,179
29,079
27,751
56,830|
All of the above results are derived from continuing activities. All gains and losses recognised in the 12 months are included above.
14
## THE RIGHT COURSE STATEMENT OF FINANCIAL ACTIVITIES FOR THE 12 MONTHS TO 31 DECEMBER 2023
|Notes
FIXED ASSETS
Tangible assets
6
Investments
CURRENT ASSETS
Cash at bank and in hand
7
Debtors
CREDITORS:
Amounts falling due within
one year
8
NET CURRENT ASSETS
FUNDS
9
Restricted funds
Unrestricted funds:
General reserves
TOTAL FUNDS|2023
£
-
-
-
102,459
12,000
114,459
(4,280)
110,179
104,638
5,541
110,179|2022
£
-
-|
|---|---|---|
|||-|
|||58,330
-|
|||58,330|
|||(1,500)|
||||
|||56,830|
|||27,751
29,079|
|||56,830|
The financial statements were approved by the trustees on 25 July 2024 and signed on their behalf by:
Fred Sirieix Ali Zaidi Founder and Chairman of the Trustees Trustee
The notes which follow form an integral part of these financial statements.
15
## THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2023
## 1. ACCOUNTING POLICIES
The principal accounting policies adopted are as follows:
- 1.1 Basis of accounting
The accounts have been prepared under the historical cost convention, as modified by the inclusion of investments at market value, and in accordance with the Statement of Recommended Practice “Accounting and Reporting by Charities, applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” and the Charities Act 2011. The Charity is a public benefit entity as defined by FRS 102.
The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern.
## 1.2 Fund accounting
The financial statements of a charity must differentiate between restricted and unrestricted funds.
- _Restricted funds_ are amounts which are subject to conditions imposed by the donor or which are collected for a specific purpose other than the general funds of the Charity.
- _Designated funds_ are amounts that have been put aside at the discretion of the trustees out of unrestricted general funds for specific future purposes or projects.
- _Unrestricted general funds_ comprise accumulated surpluses and deficits after transfers to designated funds.
The nature and purpose of each fund are set out in Note 9 to the financial statements.
## 1.3 Income recognition
All incoming resources are included in the period in which they are receivable, which is when the charity becomes entitled to the resource. Fundraising income, merchandising income and investment income are recognised on an accruals basis.
## 1.4 Expenditure recognition
Expenditure is accounted for on an accruals basis. Expenditure is allocated by reference to its functional classification and not by type of expense. The expenditure heads in the statement of financial activities include both direct costs and allocated overheads. Overheads are apportioned on a staff time basis.
Staff and office costs are divided into the areas of activity of the Charity: fundraising, charitable expenditure and governance, on the basis of the cost of related staff time. The charity’s annual leave policy states that it runs on the calendar year and no holiday can be rolled over into future years.
Fundraising activities costs are those incurred in organising fundraising events and in seeking voluntary contributions and do not include costs of disseminating information in support of the charity’s charitable activities.
## 1.5 Tangible fixed assets and depreciation
Tangible fixed assets costing £500 or more are capitalised at cost and depreciated. Depreciation is provided by the straight-line method, calculated to write off assets over their estimated useful lives at the following rates:
- Computer equipment
- Other office equipment
- Furniture and fittings
over three years over three years over four years
16
THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2023
## 1.6 Investments
Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. The statement of financial activities includes the net gains and losses arising on revaluation and disposals throughout the year.
All gains and losses are taken to the statement of financial activities as they arise. Realised gains and losses on investments are calculated as the difference between sales proceeds and their opening carrying value or their purchase value if acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value. Realised investment gains are combined with investment income in the statement of financial activities. The Charity does not acquire put options, derivatives or other complex financial instruments.
The main form of financial risk faced by the charity is that of volatility in equity markets and investment markets due to wider economic conditions, the attitude of investors to investment risk, and changes in sentiment concerning equities and within certain sectors or sub sectors.
## 1.8 Value added tax
The Charity is not registered for value added tax (VAT), and therefore input tax is not recoverable. Expenditure incurred by the Charity is therefore recorded inclusive of VAT.
## 1.9 Foreign currencies
Monetary assets and liabilities denominated in foreign currencies are translated into sterling at the rates of exchange ruling at the accounting date. Transactions in foreign currencies are recorded at an average monthly rate at the accounting reference date. All differences are charged to the profit and loss account.
## 1.10 Pensions
All staff are entitled to participate in the Charity’s pension scheme. The Charity’s contributions are restricted to the contributions disclosed in note 5 to the financial statements. The Foundation has no liability beyond making its contributions and paying across the deductions for the employee's contributions. There were no outstanding contributions at the period end.
The scheme is a defined contribution scheme managed by NEST and invests contributions made by the employee and employer in separate investment funds to build up over the term of the plan. The pension fund is converted into a pension upon the employee reaching their normal retirement age. Contributions are made at the following rates of 4% or more (employees) and 4% (employer).
## 1.11 Financial instruments
The Charity only has financial assets and liabilities of a kind that qualify as basic financial instruments, including its debtors and creditors. These are initially recognised at transaction value and subsequently valued at their settlement value.
## 1.12 Judgements and key sources of estimation uncertainty
Judgements and key sources of estimation uncertainty are detailed in the above accounting policies where applicable.
17
## THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2023
## 2. DONATIONS AND FUNDRAISING ACTIVITIES
|2.
DONATIONS AND FUNDRAISING ACTIVITIES|||
|---|---|---|
|General Donations & Campaigns
Commercial Trading Income
3.
INVESTMENT INCOME
Investment income receivable
Interest receivable|2023
£
196,076
-
196,076
2023
£
-
219
219|2022
£
101,135
-|
|||101,135|
|||2022
£
-
72|
|||72|
## 4. EXPENDITURE ON
|EXPENDITURE ON||||||
|---|---|---|---|---|---|
||Fundraising
activities|Charitable
expenditure|Investment
Costs|2023
Total|2022
Total|
||£|£|£|£|£|
|Allocated Payroll
costs|45,802|62,248|-|108,050|55,546|
|Allocated Office costs|1,406|1,718|-|3,124|10,198|
|Allocated Communication
costs|72|88|-|160|-|
|Direct
expenditure|66,082|17,358|-|83,440|61,744|
|Apportioned governance
costs|1,730|2,115|-|3,845|2,347|
|Total 2023|115,092|83,527|-|198,619||
|Total 2022|79,015|50,705|116||129,835|
Payroll (staff and consultants), communications and office costs are divided into the areas of activity based on time spent undertaking these activities.
18
## THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2023
## 4. EXPENDITURE ON (continued)
## 5.
|EXPENDITURE ON (continued)|||
|---|---|---|
|Governance Costs
Allocated Staff costs
Allocated Office costs
Legal and Professional Fees
Accountancy Fees
Trustee Meeting costs include expenses of £nil (2022: £nil) reimbursed
Net incoming/(outgoing) resources are stated
after charging:
Auditors' remuneration – audit fees
Depreciation
STAFF COSTS
Salary costs
Social security costs
Pension costs
The average headcount of employees
during the year was:|2023
£
2,159
0
66
1,620
3,845
from the Charity.
2023
£
-
-
2023
£
37,500
-
1,500
39,000
2023
Number
1|2022
£
847
-
116
1,500|
|||2,463|
|||2022
£
-
-|
|||2022
£
-
-
-|
|||-|
|||2022
Number
0|
## STAFF COSTS
## KEY MANAGEMENT PERSONNEL
No employee received remuneration amounting to more than £60,000 during the year. The Charity had one parttime member of staff for part of the year. The total value of the CEO’s remuneration package was £39,000 (2022: £nil). Prior to this the Trustees engaged a consultant to undertake some of the operations of the charity on a part-time basis. During the year, the trustees received £666 reimbursement of travel expenses (2022: £nil). No emoluments were paid to trustees in the current period.
19
THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2023
## 6. TANGIBLE FIXED ASSETS
The Charity doesn’t have any tangible fixed assets.
## 7. DEBTORS
|DEBTORS||
|---|---|
|2023
£
Prepayments and accrued
income
12,000
12,000
CREDITORS:
AMOUNTS FALLING DUE WITHIN ONE YEAR
2023
£
Accruals
4,280
4,280
AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR
2023
£
Creditors
-
-|2022
£
-|
||-|
||2022
£
1,500|
||1,500|
||2022
£
-|
||-|
## 8. CREDITORS:
## AMOUNTS FALLING DUE WITHIN ONE YEAR
## AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR
20
## THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS
## FOR THE 12 MONTHS TO 31 DECEMBER 2023
|9.
FUNDS
RESTRICTED FUNDS
Fishmongers (1)
NOVUS Cambria (2)
Southampton Row Trust (3)
Hilton UK Foundation (4)
Luke Johnson (5)
Charles Gladstone (6)
Hilton Event (7)
DESIGNATED FUNDS(8)
GENERAL RESERVES(9)
TOTAL FUND BALANCE|At 1 Jan
2023
Total
Income/GainsTotal Expenditure
Transfers
At 31 Dec
2023
£
£
£
£
£
7,886
20,000
(25,646)
(2,000)
240
13,423
4,541
(10,930)
-
7,034
-
35,000
-
(3,500)
31,500
-
65,000
(13,972)
(40,000)
11,028
-
35,000
-
(3,500)
31,500
-
20,000
(2,270)
(2,000)
15,730
6,442
71,820
(65,983)
(4,673)
7,606|
|---|---|
||27,751
251,361
(118,801)
(55,673)
104,638|
||-
-
-
-
-
29,079
607
(79,818)
55,673
5,541|
||56,830
251,968
(198,619)
-
110,179|
The purposes of the charity’s funds are detailed below:
- _(1) The Worshipful Company of Fishmongers_ - This restricted fund supports programme activities at HMP/YOI Isis, HMP Wormwood Scrubs, HMP Lincoln, HMP Berwyn and the development of new project sites, including direct expenditure. As agreed with the donor, 10% of the grant is transferred to general funds to cover administration costs.
- _(2) NOVUS Cambria_ - This restricted fund supports programme activities at HMP Berwyn, including direct expenditure and a proportion of support costs.
- _(3) Southampton Row Trust_ – This restricted fund donated by Garvin Brown via Charities Aid Foundation, supports programme activities across our portfolio of restaurants with a preference for activities at women’s prisons. As agreed with the donor, 10% of the grant is transferred to general funds to cover administration costs.
- _(4) Hilton UK Foundation_ – This restricted fund supports programme activities at HMP/YOI Isis, HMP Wormwood Scrubs, HMP Lincoln, HMP Berwyn and the development of new project sites, including direct expenditure. As agreed with the donor, 10% of the grant is transferred to general funds to cover administration costs.
- _(5) Luke Johnson_ – This restricted fund supports programme activities for the development of a training restaurant at HMP Pentonville. As agreed with the donor, 10% of the grant is transferred to general funds to cover administration costs.
- _(6) Charles Gladstone_ – This restricted fund supports programme activities at HMP/YOI Isis, HMP Wormwood Scrubs, HMP Lincoln, HMP Berwyn and the development of new project sites, including direct expenditure. As agreed with the donor, 10% of the grant is transferred to general funds to cover administration costs.
- _(7) Hilton Event_ - This restricted fund are the funds generated from the 2023 Hilton Brighton Metropole Midsummer Ball. Costs for the event, including the share for the other partner charities, are taken from this fund. The net surplus is transferred to General Reserves as a contribution to support all administration and programme activities.
- _(8) Designated Funds_ - This designation represents the net book value of assets of the charity allocated by the Trustees and is therefore not available for other purposes.
- _(9) General Reserves_ - This represents the unrestricted funds, which the trustees are free to use in accordance with the charitable objects.
21
## THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2023
## 10. RELATED PARTY TRANSACTIONS
The Trustees keep a record of related parties, which is reviewed at each meeting, and recorded no conflict of interested throughout the year. No donations or payments were made from or to related parties.
22
**SIGNATURE CERTIFICATE**
## Document
Name **Annual Report and Financial Statements 2023 - Signed by Tru** Creator **Berish Hoffman (bh@landaumorley.co.uk)** Date **29 July 2024 9:37:05 UTC** Identifier **61acb56c-f3d4-48f2-beaf-40e7c0e2837d**
## Signers
## **Berish Hoffman**
E-mail **bh@landaumorley.co.uk** Signed **29 July 2024 9:37:17 UTC** IP address **193.117.178.210**