## **HILLEL BRIGHT FUTURES TRUST** ## **ANNUAL REPORT AND ACCOUNTS** **For the year ended 31[st] October 2022** Registered Charitable Incorporated Organisation 1191049 ## **Hillel Bright Futures Trust** ## **Annual Report and Accounts for the year ended 31[st] October 2022** |**Index of Contents**
Aims and Objectives of the Trust
Review of Activities and Achievements
Future Plans
Finances
Trust Ethos, Strategies and Policies
Access Policy
Other Policies on Assistance
Promoting High Academic Standards
Structure, Governance and Management
Trustees and Charity Trustees
Financial Statements|Page
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17| |---|---| 2 ## **Hillel Bright Futures Trust** ## **Report of the Trustees for the year ending 31[st] October 2022** The Trustees of Hillel Bright Futures Trust present the annual report and accounts for the year ended 31[st] October 2022 and confirm they comply with the requirements of the Charities Act 2011, the trust deed and the Charities SORP (FRS 102). ## **Charitable Objects:** THE OBJECT OF THE CIO IS: TO ACT AS A RESOURCE FOR YOUNG PEOPLE UP TO THE AGE OF 18 LIVING IN CROYDON AND THE SURROUNDING LONDON BOROUGHS BY PROVIDING ADVICE AND ASSISTANCE AND ORGANISING PROGRAMMES OF PHYSICAL, EDUCATIONAL AND OTHER ACTIVITIES AS A MEANS OF: - A) ADVANCING IN LIFE AND HELPING YOUNG PEOPLE BY DEVELOPING THEIR SKILLS, CAPACITIES AND CAPABILITIES TO ENABLE THEM TO PARTICIPATE IN SOCIETY AS INDEPENDENT, MATURE AND RESPONSIBLE INDIVIDUALS; - B) ADVANCING EDUCATION; - C) RELIEVING UNEMPLOYMENT; - D) PROVIDING RECREATIONAL AND LEISURE TIME ACTIVITY IN THE INTERESTS OF SOCIAL WELFARE FOR PEOPLE LIVING IN THE AREA OF BENEFIT WHO HAVE NEED BY REASON OF THEIR YOUTH, AGE, INFIRMITY OR DISABILITY, POVERTY OR SOCIAL AND ECONOMIC CIRCUMSTANCES WITH A VIEW TO IMPROVING THE CONDITIONS OF SUCH PERSONS. ## **OUR AIMS** The Trust operates under a Declaration of Trust dated 11[th] June 2020 and a scheme which was sealed by the Charity Commissioners for England and Wales on 27[th] August 2020, which included the regulations for appointment of trustees. The objects of the Charity are the advancement of education (including social and physical training) of boys and girls, and in particular to maintain day schools at or near Croydon. We aim, through our schools and partner schools, to provide a first-class education to boys and girls from the ages of 4 to 18. We seek to provide a structured educational environment that develops our pupils’ capabilities, competences, and skills. We promote the academic, moral and physical development of our pupils through our academic curriculum, pastoral care, sporting and other activities. We provide an educational environment where each student can develop and fulfil his or her potential, building their self-confidence and inculcating a desire to contribute to the wider community. In so doing, we prepare our pupils for the opportunities, responsibilities, and experiences of later life. 3 ## **AIMS AND OBJECTIVES OF THE TRUST** Our objectives are set to reflect our educational aims and the ethos of the Charity. It is important to us that we maintain and enhance the academic success of the Charity. This objective is, however, set in the context of the broader goals we set for the Charity and its pupils. In setting our objectives and planning our activities the Trustees have given careful consideration to the Charity Commission’s public benefit guidance. Our key objectives are: - To create a culturally rich and safe space, where we fortify and strengthen the minds and hearts of the next generation of diverse leaders. - To work with a range of family units, for the best outcome for ALL diverse children, regardless of their economic circumstances. - To ensure that parents are at the forefront of the trust’s development (e.g.) parent education and well-being classes. - To use technology to allow isolated children to start to consider returning to school with a phased return in a small, compassionate, caring learning environment. - To promote education based on the FOREST school initiative (outdoor learning based on Kinaesthetic methods of learning) to support SEN learners. - To employ staff who are leaders in providing pastoral care and education in the UK Trauma-Informed school movement. To train governors and children on how to support the most vulnerable and often disadvantaged in our community. ## **REVIEW OF ACTIVITIES AND ACHIEVEMENTS** The Trust has worked in partnership with an associated not-for-profit organisation, Bright Futures 4 All, to focus on supporting the educational needs of vulnerable young people and their families in Croydon and the surrounding boroughs in South London. This has ranged from tuition provided in maths, science, English and creative writing; guidance on a successful transition for students to secondary school; spiritual development to deepen awareness of identity and faith and the confidence to articulate it; exploring arts and cultures on a series of away-days, and understanding the present through learning about history. ## **Cultural Trips** After the lockdowns of 2021 the children really appreciated a family environment outside. BF4A organised trips such as: End of Year Awards celebration at a picnic-inthe-park, a Bee Day – 4 where a Bee-keeper explained the need to conserve bees and the benefits for the environment, the Honeywood Museum, where local history was explored and new historical facts discovered and a Brighton Beach Day! ## **Cre8football – Grass2Grades** Cre8 Football is a not-for-profit football organisation based in Croydon and Lambeth. Offering children, the opportunity to take part in positive physical activity by creating an environment where children can learn, develop and enjoy. They have been working with children and young people, predominantly aged between 5 to 14 years old, since 2015 to meet sporting, social and educational needs. The pilot project Grass2Grades aims to increase the confidence, enjoyment & academic achievement in maths of the participants. In partnership with Bright Futures and Cr8football, we supported the progression of young footballers, as they transition into secondary school. 5 **Summer School Programme – 2022** We were delighted to offer children the chance to learn more about science and improve their Maths and English in the familiar grounds of Cornerstone House. The programme had a SEND focus to cater for both Free School Meal children and Special Educational Needs children. The project had 5 learning zones which comprised a mix of structured and free flow of activities that each child could opt in or out of. A designated leader was assigned to each learning zone with an additional support from other volunteers and parents. To ensure all the children benefited from the activities, a scheme of work and lesson plans together with a rota of activities was created and a timetable, ensuring the participation of each child in every activity, that ranged from The Food and Nutrition Learning Zone and Physical sporting activities. The project had two strands: one was catch-up classes, with children partaking in a formal, structured classes where English, Maths and Reasoning were taught; the other was the Science Summer Club, which had three structured Learning Zones in the morning and free play in the afternoon. The Learning Zones included: Physical / sports activity, science programme, arts and crafts, educational board games and a reading zone. Kiwanis provided healthy snacks in the form of various fruit (pears, apples etc), as well as water and juice bottles for the children during the break-times and breakfasts. Morrison’s Community Champions Project also donated some breakfast items in the form of bread and jams/spreads/marmalades etc. 6 **Stay ‘n’ Play project;** We created a relaxing friendly environment for parents and carers, whilst children explored learning and creativity in a safe place. There was trauma-informed provision led by Stephanie Brown, Theresa Louison and Salma Mirza. The project was in Croydon's Broad green area - one of the highest areas of deprivation in the UK. We aimed to meet the needs of all children in our community, where 65% of Croydon's under 25 population are BAME. We supported both LAC (Looked-After Children) and non-LAC, who needed play-based therapy, within a secure, educational setting throughout the day and weekends. Our 2-adults to 1 child service, based on the Early Learning Goals, was set-up for KS1/lower KS2 aged children (under 8 years-old), who had experienced significant trauma and have 'high needs'. ## **Raising the Next Generation - project** One of our proudest achievements is nurturing the next generation of leaders through peer support. We have been able to achieve this through collaborating with the sixth form of a leading West London school - King Solomon Academy. 6th form students from West London have successfully given social, emotional, and academic support to South London primary and GCSE students. _**Joy (Mentee)**_ ; " _I really enjoy participating in this programme. Having Julia to talk about my worries and insecurities has been a lifeline at a very difficult time. She has boosted my confidence and encouraged me to believe in myself. "_ _**Julia (Mentor);** "I decided to take part in the programme because I felt helpless during the Covid-19 pandemic and wanted to engage with a community and support it as best as I could. Participating in these tutorials did not only teach me organization and teaching skills, but also allowed me to get to know wonderful children who are hardworking and incredibly resilient despite the many challenges they face."_ ## **Parental guidance** On a Saturday afternoon in March, several parents joined a presentation (both online and in person) by Georgia Wilson, the Group Chief Financial Officer at Together Group. She is a parent of two children who had successfully navigated the education system to secure several offers from leading independent and grammar schools for her son who has SEN. Georgia generously spent two hours sharing with parents her knowledge and expertise, as well as asking copious questions on successfully navigating the 11+ landscape in the UK. 7 ## **Easter Holiday Club 2022:** Thanks to funding from Croydon Council, we were able to offer lots of free places on our first Easter Club from Monday 4th March through to Thursday 7th March. Children on Free School Meals (FSM) were provided with a day of fun and lots of healthy food and tasty snacks. All the children enjoyed learning about science through fun-food and nutrition activities, alongside taking part in sports, drama, dance, and board games. We also ran catch up classes in English and Maths for children from Year 1 to Year 9. Morrisons also gifted food and water towards our Easter Club break time provision. The children thoroughly enjoyed tucking into all the healthy food provided. Testimonial from Mrs Thompson; _"My son truly enjoyed the Bright Futures Easter school, and I have told anyone who would listen about the improvement I have seen in his math’s and reading. He did not have a natural passion for learning and was only ever interested in attending football camps during the holidays. Within 3 days of attendance at Bright Futures, his reading begun to flow better, and his grammar has improved. His confidence in learning has grown and on the last day of camp he got into the car and said, “Mum, finally I’ve found a new way of doing maths that I can understand. A huge and grateful thank you to_ _Mrs Bryson and her team, for bringing out a passion I thought I would never see. We can’t wait for Summer School!"_ 8 ## **Our leader/CEO:** The Chief Executive Karen Bryson was invited to share knowledge and wisdom on several occasions: at Coloma Covenant Girl’s School, with Croydon Churches Together, at the Christian Coalition Conference, at Black Women in Business Across Africa & Europe, and at a Meet the Heads event. **Guest Editor @ Cocoa** Mrs Bryson was also the guest Education Editor of Cocoa Girl and Cocoa Boy. This allowed her to share free tips, incentives and ideas to parents to help them support their child’s education. ## **A Special Award for Our SEND Student** A student and part-time volunteer of ours, Nathaniel Weah (a SEND student of ours) was nominated and awarded ‘Sunshine Award’ Community Champion at 14 years old. As a volunteer, he was committed to making a positive difference in the lives of the next generation of younger children. He acted as LSA - Learning Support Assistants to the main teachers in the class, teaching science and arts.Additionally, Nathaniel Weah, took daily responsibility for preparing all the educational resources in our main hall and ensuring all flooring and surfaces were kept clean without being asked. He is a shining example to his generation of how hard work will be rewarded. ## **Aiming High** We have celebrated our student’s hard work in our Newsletters, for example, Zara and Nicole were celebrated for their creative writing. BF4A holds spaces for FSM students, and in this period we had (12) students studying at a discounted / free rate (1/3[rd] of our intake). 9 ## **TESTIMONIALS FEATURED IN OUR NEWSLETTERS:** ## **Thoughts & Reflections on The Year** We are thrilled to have achieved so much in what was an economically challenging year. Like many small charities, we have had to lean on the support of our sister (cic) organisation and developed a powerful partnership that has afforded as the opportunity to offer a lot of ‘in-kind’ support to some of the most vulnerable members in our community. We are so grateful, but could not have achieved this without the support of the parents/carers within our communities. We are looking forward to the year ahead (2023-2024) and for securing greater funding for us to really leverage the impact of our charity that has at its heart the promotion of greater outcomes for young people in Croydon and neighbouring London boroughs. Founder/Chair of the charity ## _Karen M Bryson_ Mrs Karen Bryson 10 ## **FUTURE PLANS** We are excited to share our future plans aimed at expanding our impact and helping more children in need. Our main objectives include increasing the number of children accessing free tuition during the day (home schoolers - a new initiative) and after-school; and running holiday clubs that support children with special educational needs and disabilities (SEND). To ensure equal educational opportunities, we will explore avenues to expand our funding to support more students with free tuition. By seeking additional financial resources, we aim to provide personalized academic support to a larger number of children from disadvantaged backgrounds and with disadvantaged abilities, enabling them to excel academically and overcome barriers to education. Recognizing the challenges faced by families with SEND children during school breaks, we wish to organize more holiday clubs that provide a safe and inclusive environment. Through partnerships with local organizations and trained professionals, these clubs will cater to the unique needs of SEND children, fostering their social skills and creating memorable experiences. With the support of our generous donors, volunteers, and dedicated staff, we are committed to building a brighter future for these children. Together, we can make a lasting impact by providing them with the resources, support, and opportunities they deserve. ## **FINANCES** The financial statements show net outgoing resources for the year on school activities of £72 (2021 net incoming £970). The principal source of income is fees accounting for 99% of the Trust’s income. The Trustees are continuing their strategy of deploying all net incoming resources to investing in the educational purposes and fabric of our Junior and Senior schools. As a charitable incorporated organisation (CIO) the parents of our pupils have the assurance that all the income of the Trust must be applied for educational purposes. As an educational CIO the Trust enjoys tax exemption on its educational activities and on its investment income and gains provided these are applied for charitable aims. As a CIO the Trust is also entitled to an 80% reduction on its business rates on the property it occupies for its charitable purposes. The financial benefits received by the Trust from these tax exemptions are all applied for educational purposes and indirectly help to maintain our bursary policies and ‘teaching link’ programme. However, as an educational CIO the Trust is unable to reclaim VAT input tax on its costs as it is exempt for VAT purposes. It also pays tax as an employer through the National Insurance contributions it makes. In additional to the very substantial benefits that the Trust brings to our pupils, the local community and society through the education it offers, its bursary programme and the ‘teaching links’ programme create a social asset without cost to the Exchequer. ## **Developments and Maintenance** Due to circumstances beyond our control, we have moved out of Cornerstone house, into temporary premises in Charis House, the home of Grace Tabernacle Church. We have a dedicated office/classroom space and hire additional space as and when required. 11 ## **Reserves and Financial Health** The Trust has identified the need to build up a free reserve. In view of its balance sheet position, cash flows and the need of the trust to establish itself, having been incorporated very recently, there is a need to develop access to working banking facilities including online banking. ## **Investment Policy and performance** Any future investment activities will be managed in line with the requirements of the Trustee Act 2000. ## **TRUST ETHOS, STRATEGIES AND POLICIES** Our Trustees are responsible for setting a strategy for achieving the objectives they have set. The focus of our strategy is on the development of our pupils, their continued high levels of academic and co-curricular achievement and to further widen access to the education our partner schools provide. In taking forward our strategy we: - review and benchmark the schools’ academic syllabi, teaching practices and examination results - ensure the range of co-curricular activities available to our pupils is stimulating and challenging - invest in technology and the infrastructure of the schools - co-operate and share resources with local schools - continue to review and develop our methods for awarding bursaries and scholarships to ensure wider access to pupils from all backgrounds ## **Our ethos: a caring Trust serving our local community and society** HBFT is a charitable trust which seeks to benefit the public through the pursuit of its stated aims. Our partner schools fees are set at a level to ensure financial viability of and at a level that is consistent with our aim of providing a first-class education to boys and girls. Our Trust aims to welcome pupils from all backgrounds. To admit a prospective pupil, we need to be satisfied that our partner schools will be able to educate and develop a prospective pupil to the best of their potential and in line with the general standards achieved by their peers. Entrance interviews and assessments are undertaken to satisfy ourselves and parents that potential pupils can cope with the pace of learning and benefit from the education we provide. An individual’s economic status, gender, ethnicity, race, religion or disability do not form part of our assessment processes. We are an equal opportunity organisation and are committed to a working environment that is free from any form of discrimination on the grounds of colour, race, ethnicity, religion, sex, sexual orientation or disability. We will make reasonable adjustments to meet the needs of staff or pupils who are or become disabled. Our Trust is committed to safeguarding and promoting the welfare of our pupils and expects all staff and volunteers to share this commitment. Parents are given regular information about their children’s social and academic progress through parent evenings in addition to the traditional end of term and year reports. We maintain regular contact with parents throughout the year through informal contacts and through our newsletter. Older pupils will have a Form Tutor and House Tutor responsible for pastoral care and academic development. We also have a system of student champions who are involved in assisting senior teaching staff in enforcing our very vigorous no bullying policy. 12 ## **ACCESS POLICY** It is important to us that access to the education our partner schools offer is not restricted to those who can afford our fees. We believe our pupils benefit from learning within a diverse community. A great deal of learning occurs through social interaction, conversation and shared experiences which helps our pupils develop an understanding of the perspectives of other people that will be vital in their adult lives. ## **Bursary policy** The Trustees view our bursary awards as important in helping to ensure children from families who would otherwise not be able to afford the fees can access the education we offer. Our aim is to have bursary awards available (from 2024-2025) to all who meet our general entry requirements and are made solely on the basis of parental means or to relieve hardship where a pupil’s education and future prospects would otherwise be at risk for example in the case of redundancy and missing school due to poor health. In assessing means we take a number of factors into consideration including: family income, investments and savings and family circumstances - for example dependant relatives and the number of siblings. However, our partner schools do not have a large endowment and in funding our awards we have to be mindful that we must ensure a balance between fee-paying parents, many of whom make considerable personal sacrifices to fund their child’s education, and those benefiting from the awards. We also will establish a hardship fund that supplements bursary awards to pay for co-curricular activities, equipment and school trips. Information about fee assistance through bursaries is provided to all applying to the partner schools in 2024-2025. We will also advertise the awards each summer in the local press and at local libraries. Further details of our bursary policy and how to apply will be available on our website in due course. ## **OTHER POLICIES ON ASSISTANCE** ## **Financial planning policy** Timely financial planning is often the key for many parents who are hoping to send their children to Croydon, and a school fees plan is available to help those who wish to fund educational costs through regular contributions. The Trust’s Family discount policy underlines the value we place on continuity for families, by offering discounts where parents have more than one child at the Trust’s schooling partners. ## **PROMOTING HIGH ACADEMIC STANDARDS** ## **Scholarship policy** The purpose of our scholarship awards is to recognise high academic potential or the ability to excel in our cocurricular activities. Our scholarships are awarded on the basis of the individual’s academic potential or evidence of exceptional abilities which will contribute to our co-curricular activities. In addition, awards may be subject to conditions imposed by the original donor. ## **Assistance for our staff** As part of our emphasis on attracting and retaining high calibre staff, we offer a discount scheme where staff members choose to educate their children at the Trust’s partner schools. 13 ## **STRUCTURE, GOVERNANCE AND MANAGEMENT** The Trustees are responsible for the overall management and control of HBFT and meet nine times a year. The work of implementing most of their policies is carried out by the members of the Board of Trustees who normally meet monthly. The business administrator is responsible for co-ordinating the work of the Trustees, preparation of papers and management accounts and the review of matters arising. All trustees give of their time freely and no remuneration or expenses were paid in the year. No Trustee or person connected with a Trustee received any benefit from either means tested bursaries or scholarships awarded to our pupils. ## **Key management personnel** The Trustees consider that they, together with the Chief Executive, comprise the Key Management Personnel (see page 16). The Trustees give of their time freely and the pay and remuneration of the Head and senior staff is set by the Board of Trustees and is kept under annual review. A number of criteria are used in setting pay: - nature of the role and responsibilities - competitor salaries in the region - the sector average salary for comparable positions - trends in pay In recent years, flexible pay in the academy school sector has affected the ease of recruitment to certain roles. We intend to be in the median quartile for pay for senior roles in the independent school sector. The Trustees have given delegated authority to the Chief Executive to pay higher salaries for exceptional candidates where this is in the interest of the Trust. ## **Organisational Management** The Trustees determine the general policy of the Trust. The day to day running of the Trust is delegated to the Chief Executive, supported by senior staff. The Chief Executive undertakes the key leadership role overseeing educational, pastoral and administrative functions in consultation with the senior staff. The day-to-day administration of the Trust is undertaken within the policies and procedures approved by the Trustees which provide for only significant expenditure decisions and major capital projects to be referred to the Trustees for prior approval. The Chief Executive oversees the recruitment of all educational staff, whilst under delegated authority overseeing the recruitment of administrative and non-teaching support staff. The Chief Executive and Executive Assistant are invited to attend Trustees’ meetings. ## **Other Relationships** The Chief Executive is a member of the Christian School Trust and TISCA (forthcoming membership of the Head Masters’ and Mistresses’ Conference - HMMC). She has attended conferences which is an opportunity to share expertise, knowledge and experience across the independent school sector. Note: HMMC membership, also permits appropriate representation to Government and regulators of the views of the sector. ## **Risk Management** The Trustees are responsible for the overseeing of the risks faced by the partner schools. Risks are identified, assessed and controls established throughout the year. A formal review of the Trust’s risk management processes is undertaken on an annual basis. Risk is managed under the headings of financial sustainability, school safety, student welfare, employment, school trips and events and community access. 14 The main risks that the Trustees have identified and the plans to manage those risks are: - Reputation. The Trust’s success is built on its reputation for the education and well-being of our pupils. We manage this risk through safeguarding policies, staff recruitment policies, pastoral support for both pupils and staff and active identification and resolution of health and safety related issues. - Money. Our ability to continue is reliant on pupil fees and the ability to pay bills as they fall due. This risk is managing by marketing activity, having a reputation for academic excellence and active cash-flow management including access to an adequate short-term credit facility for the Trust. - Curriculum. Academic excellence requires the most able teachers with state-of-the-art facilities delivering the curriculum to able students. We manage this risk by combining attractive salaries with additional allowances paid for mathematics, science and foreign languages staff, on-going investment in our estate and an approach to enrolment that works with supportive parents whose children have an appetite for learning and a bursary scheme that recognises pupil achievement and aptitude. Through the risk management processes established for the Trust, the Trustees are satisfied that the major risks identified have been adequately mitigated where necessary. It is recognised that systems can only provide reasonable but not absolute assurance that major risks have been adequately managed. ## **Trustee Recruitment and Training** The Board of Trustees requires breadth and depth of experience to carry out its duties effectively and efficiently. When recruiting new trustees, the important attribute is a passion for the work of the Trust and an understanding of education as a holistic and rounded experience of personal growth. We advertise locally for new trustees and through our newsletter to parents. We also invite senior local business people to consider joining our Board. Where possible the Trustees consider that the skills and experience of the Board should comprise the following: - A Trustee with a legal background - A Trustee with a financial/accounting background - A Trustee with education experience - A Trustee with senior managerial or business experience - A Trustee with experience of equal opportunities or disability needs - A Trustee with lived experience of SEND - A trustee with lived experience of being BAME At least one female Trustee and at least one male Trustee One Trustee may have one or more of these skills. 15 ## **TRUSTEES AND CHARITY TRUSTEES** The Trustees are the charity trustees of HBFT. New trustees are appointed by the existing Board of Trustees. All Trustees have served throughout the year except where stated. ## **Trustees** K Bryson Appointed 1 June 2020 P Clarke Appointed 1 June 2020 B Myers-Reid Appointed 1 June 2020 A Neal Appointed 1 June 2020 ## **Chief Executive** K Bryson **Executive Assistant** J McCarthy ## **CONTACT DETAILS** Address: Charis House 195a Sydenham Road Croydon CR0 2ET **Website hillelbrightfuturestrust.com Contact enquiries@hillelbrightfuturestrust.com Registered Charitable Incorporated Organisation No.** 1191049 ## **PROFESSIONAL ADVISORS** Bankers: Lloyds Bank Plc 137 North End Croydon CR0 1TN Solicitors: To be appointed Auditors: To be appointed Investment Advisors: To be appointed Surveyors: To be appointed Insurance Brokers: To be appointed 16 ## **Financial Statements for the year ended 31 October 2022** ## **Statement of Financial Activities** |Total
Restricted
Funds
Income
£
Charitable Activities
0
Fees / Funding
0
Other
0
Total Income
0
Expenditure
Fundraising
0
Charitable activities
0
Total Expenditure
0
Net income / (expenditure) for the year
0
Reconciliation of funds
Total fund balance brought forward
0
Total fund balance carried forward
0|Total
Unrestricted
Funds
£
0
24,845
375
25,220
0
25,292
25,292
(72)
970
899|Total
Funds
2022
£
0
24,845
375
25,220
0
0
0
0
970
899|Total
Funds
2021
£
0
760
252
1,012
0
42
42
970| |---|---|---|---| The Statement of Financial Activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities. The notes on pages 19 to 22 form part of these financial statements. 17 ## **Financial Statements for the year ended 31 October 2022** ## **Balance Sheet** |Fixed Assets
Land
Buildings
Equipment
Fixtures and fittings
Total fixed assets
Current Assets
Prepayments
Cash at bank and in hand
Debtors
Total current assets
Current Liabilities
Creditors: Sums due within one year
Net Current Assets
Total Net Assets
Charitable Funds
Restricted Funds
Unrestricted Funds
Total Charitable Funds|£
0
0
0
0
2,395
899
0
2,395|2022
2021
£
£
£
0
0
0
0
0
0

0
970
0
3,294
970
0
899
970
899
970
£
£
0
0
899
970
899
970| |---|---|---| The Financial Statements were confirmed by the Trustees on 17 July 2023. BRIDGET MYERS-REID Trustee KAREN BRYSON Chief Executive The notes on pages 19 to 22 form part of these financial statements. 18 ## **Financial Statements for the year ended 31 October 2022** ## **Notes to the Financial Statements** ## 1. Accounting Policies ## a. Basis of Preparation of Financial Statements The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant notes to these financial statements. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) published on 1 January 2019 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011. The Trustees consider that there are no material uncertainties about the Trust’s ability to continue as a going concern. ## b. Statement of Cash Flows The Trustees have opted to take advantage of the amendment to Charities SORP FRS 102, where only larger charities are required to prepare a Statement of Cash Flow. ## c. Income Income represents the amount derived from the Trust’s ordinary activities. Income is recognised in the period in which the Trust is entitled to receipt and the amount can be measured with reasonable certainty. No income is stated net of any associated expenditure. ## d. Expenditure All expenditure is accounted for on an accrual basis. Charitable expenditure comprises those costs incurred by the Trust in the delivery of its activities and services to beneficiaries. Governance costs include costs associated with meeting the constitutional and statutory requirements of the Trust and are part of its activities. Expenditure is allocated to expense headings on a direct cost basis. 19 ## **Financial Statements for the year ended 31 October 2022 Notes to the Financial Statements** |2.
3.
4.|Income from Others
Total Unrestricted 2022
Total Unrestricted 2021
£
£
Fundraising
0
0
Photograph commission
0
0
Sponsored Walk
0
0
Easter Fair income
0
0
Christmas Hamper
0
0
Uniform sales
0
0
School outing collections
0
0
Other fundraising
375
252
Expenditure on Fundraising
Total Unrestricted 2022
Total Unrestricted 2021
£
£
Fundraising
0
0
Expenditure on Charitable Activities
Total Unrestricted 2022
Total Unrestricted 2021
£
£
Staff costs
0
0
Training costs
0
0
Other staff costs
0
0
Payroll service
0
0
Materials and activity supplies
0
0
New equipment decking
0
0
New equipment and books
0
0
EYPP expenditure
0
0
Refreshments
0
0
Deprivation
0
0
Disability Living Allowance
0
0
Rent
25,150
0
Utility costs
0
0
Waste disposal
0
0
Cleaning
0
0
Repairs and maintenance
0
0
Other school running costs
0
0
Reprographics, stationery & postage
0
0
Telephone & internet
0
0
Insurance and registration fees
0
0
Accountancy
0
0
Hospitality
128
0
Bank charges
(49)
42
Training materials
63
0
Committee expenses
0
0
Entertainment costs
0
0
25,292
42| |---|---| 20 ## **Financial Statements for the year ended 31 October 2022** ## **Notes to the Financial Statements** 5. Staff Costs No remuneration was paid to any of the Trustees in the year, nor were any expenses reimbursed. ||2022|2021| |---|---|---| ||£|£| |Salaries and wages|0|0| |Employers pension|0|0| ||0|0| The average number of Trustees during the year was 4.0 (2021: 4.9). No member of staff earned more than £60,000. The key management personnel of the Trust comprise the Trustees who give their time freely. ## 6. Debtors and Prepayments |Prepayments
Debtors
Creditors
Trade creditors
Taxation and social security
Accruals
Accumulated Funds
Balance at
31 October
2021
£
Restricted funds
0
Unrestricted funds
970
970
Balance at
31 October
2020
£
Restricted funds
0
Unrestricted funds
0
0|2022
£
2,395
0
2,395
2022
£
0
0
0
0
Income
£
0
26,276
26,276
Income
£
0
1,012
1,012|2021
£
760
0
760
2021
£
0
0
0
0
Expenditure
Balance at
31 October
2022
£
£
0
0
26,348
899
26,348
899
Expenditure
Balance at
31 October
2021
£
£
0
0
42
970
42
970| |---|---|---| 7. Creditors 8. Accumulated Funds 21 ## **Financial Statements for the year ended 31 October 2022** ## **Notes to the Financial Statements** ## 9. Statement of Related Party Transactions |**Name of**
**Related Party**|**Nature of**
**Relationship**|**Type of**
**Transaction**|**Value of**
**Transactions(£)**|**Nature of**
**Transactions**| |---|---|---|---|---| |None|None|None|0|None| No balances were outstanding with related parties at the accounting date and no provision for doubtful debts has become necessary. No sums have been written off during the accounting period. 22