Report to Charity Commission of England and Wales
Elders for Social Entrepreneurship
Summary
Over the course of the year from1[st] November 2023 to 31[st] October 2024, the organisation has experienced growth in governance, programming, and strategic development. We developed new leadership, broadened our activities and partnerships, and clarified our mission through a refreshed strategic framework for 2024–2026. A series of significant webinars, several mentoring partnerships, and participation in international forums have bolstered our presence and deepened our engagement across the social entrepreneurship community.
Governance and Leadership Transitions
Leadership changes during the year in question have proved very helpful. In May 2024, Andrea Coleman stepped into the role of Chair and Therese Drammeh joined the Board of Trustees transitioning from the Global Advisory Board. June saw the decision to appoint Chris Underhill to the part-time role of CEO which he took up after Mel Young, trustee, was admitted to the organisational bank account which occurred a little later in the same year. This allowed for the separation of duties with trustees making decisions about financial matters and allocating the funds accordingly and with staff being authorised to spend under trustee supervision.
Sta�ing and Operational Growth
In January 2024, we appointed Katelynne Kirk to the post of Communications Officer. She is working for the organisation two days a week and we now have Chris Underhill working approximately one day a week as our CEO. This staff growth marks the beginning of a more formalised organisational structure and strengthens our communications and outreach efforts.
Membership and Learning Initiatives
Membership grew to nearly 300 by March 2024. The peer-to-peer learning model continued to evolve with mentoring partnerships and knowledge exchange taking centre stage. Participation at leading sector events, see below, enabled further connections with global changemakers and affirmed our role as a convening space.
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Programme Delivery and Convenings
Throughout the year, the organisation designed and delivered a series of really useful webinars addressing core themes within social entrepreneurship. Topics included trauma awareness, succession planning, founder transition, storytelling and legacy.
Webinars
In November 2023 we hosted “Recognising trauma in ourselves and in our systems,” guest edited by Katherine Milligan and featuring speakers Tracey Chambers and Dr. Vinya Ariyaratne.
In December 2023 we launched the Wisdom Bank with two time-zone sessions: a morning webinar with Mark Cheng, Andrea Coleman, and Wietse van der Werf, and an afternoon webinar with Marc Freedman, Kathryn Hall-Trujillo, and Valeria Duflot; both included a specially recorded message from Jeroo Billimoria
In February 2024 we convened “Succession: Planning for Success,” and continued the theme across the year with:
“Your organisation – impact after you’ve left” (as part of Catalyzing Change Week),
This was then followed by a batch of webinars starting with:
“Social Innovation: Stories Worth Telling” with Mel Young and Cynthia Rayner
“Social Entrepreneurs Passing the Baton” with DY Suharya
Towards the end of the reporting period on 11 September 2024 we held the webinar, “Founders syndrome… why is it all about you?” with Susanna Kislenko.
All our webinars have been well attended with excellent speakers and helpful in-depth conversation.
Wisdom Bank
Work on the Wisdom Bank has begun in earnest with both a focus group being assembled and young people from Brigham Young University giving a very productive hand, relating to basic design and production.
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Partnerships and Community Engagement
Ashoka
Our programme extended to a partnership with the Friendship Bench, Zimbabwe. We took the Friendship Bench to the Ashoka Change Makers Summit in Hamburg. This involved firstly reaching an agreement with the leadership at Friendship Bench. Then the recruitment of appropriate volunteers and their training on empathic listening. Finally, the installation of the “bench” in the reception of the ACMS and the very happy result of social entrepreneurs approaching volunteers on the bench and enjoying a useful discussion.
Gründer 50 Plus
This organisation was present at our founding meeting in Aix-en-Provence and we shared a very happy workshop during the ACMS in Hamburg. The organisation especially is concerned with the retirement of German social entrepreneurs. Case studies of global and German social entrepreneur financial and transition arrangements were shared to a packed room.
Skoll World Forum – Convening
Every year, around April time, the Skoll Foundation holds a meeting over several days in Oxford: The Skoll World Forum or SWF. Awardees and other grant holders are invited to a Convening, which begins before the SWF proper, and we were very happy to be awarded a slot at the Convening. We had an excellent turnout of social entrepreneurs who, under “Chatham House rules”, talked deeply and, at times emotionally, about their transition and succession journeys.
Strategic Development and Future Planning
In addition to webinars, the team also hosted a strategic retreat in Edinburgh (July 2024) where trustees and partners revisited the organisation’s goals and crafted a forwardlooking strategy covering the two-year period through October 2026. The July retreat produced a revitalised strategy focusing on four core objectives:
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Celebrating and curating wisdom from social entrepreneurs
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Supporting transitions through mentoring and mediation
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Strengthening the member and partner network
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Streamlining operations, fundraising, and staffing
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Financial Management and Oversight
The finances during this reporting period improved due to the support of the Skoll Foundation. Further detail on the finances is provided in the financial report prepared by Laura Baverstock FMAAT of Wilson Sandford, Hove, UK who was appointed as the External Examiner.
In addition to new programming, financial governance remained a central priority. To facilitate good financial management a clear division of duties was established enabling the payment of regular expected sums to be paid by the CEO for example salary and employment expenses. Thus, one trustee setting funds aside for the payment of these well-established expenditures and another trustee approving the suggested regular expenditure with the CEO executing the arrangement. Funding from the Skoll Foundation (see accounts) has supported modest staffing and programme expansion, reinforcing financial stability during growth.
Risk and Governance Assurance
As noted above efforts to monitor and manage risk included improving signatory protocols and implementing clear reconciliation processes. Leadership transitions have been handled with care, and ongoing vigilance remains embedded within the governance framework. Generally, the departure of the CEO and Operations Manager would be a high-level risk, as would the sudden reduction of the Governance team. Finances are considerably better than at any other time but of course it is necessary to keep the fundraising operation going as much as possible.
Looking Ahead
The organisation is positioned for a strong and thoughtful expansion in the year ahead. Plans include launching a continuing programme of support to social entrepreneurs, starting to research the material for retirement security in the sector, and further developing outreach through webinars and digital platforms. The Wisdom Bank will continue to be a priority. Growth in membership and deeper partnerships will continue to be priorities as we refine the mechanisms for impact and learning.
Conclusion
This reporting year has underscored the resilience and direction of the organisation. New leadership, clearer strategy, expanded programming, and engaged partnerships have all contributed to a strong foundation. Looking ahead, we remain committed to
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honouring the legacy of social entrepreneurs while creating innovative spaces for connection, learning, and growth.
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Independent examiner's Report to the Trustees of Elders for Social Entrepreneurship
Independent examiner's report to the trustees of Elders for Social Entrepreneurship ('the Company')
I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 October 2024.
Responsibilities and basis of report
As the charity's trustees of the Company (and also its directors 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').
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 examiner's statement
connection with the examination giving me cause to believe:
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accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or
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the accounts do not accord with those records; or
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the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or
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the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for 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)).
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
Laura Baverstock FMAAT Wilson Sandford Limited Chartered accountants 85 Church Road Hove East Sussex BN3 2BB
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Date: ....29 August 2025..................
Financial Report: Receipts and Payments Accounts
Charity Name: Elders for Social Entrepreneurship Charity Number: 1196281 Financial Year Ended: 31 October 2024
Statement of Receipts and Payments
| Category | Receipts (£) Payments (£) | Receipts (£) Payments (£) |
|---|---|---|
| Donations and legacies | – | – |
| Grants received | 118,325 | – |
| Fundraising events | – | – |
| Charitable activities income | – | – |
| Travel | – | 4,449 |
| Sta� and volunteer expenses | – | 7,583 |
| O�ice supplies and admin | – | 933 |
| Marketing | – | 3,040 |
| Total | 118,325 | 16,005 |
Net Receipts for the Year: £102,320
Statement of Assets and Liabilities
| Assets | Value (£) |
|---|---|
| Cash at bank | 110,074 |
| Petty cash | – |
| Debtors (unpaid grant) – | |
| Total Assets | 110,074 |
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Liabilities
Value (£)
Unpaid invoices (utilities) –
Total Liabilities
–
Net Assets: £110,074
The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 October 2024.
The members have not required the company to obtain an audit of its financial statements for the year ended 31 October 2024 in accordance with Section 476 of the Companies Act 2006.
The trustees acknowledge their responsibilities for
(a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and
the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.
applicable to charitable companies subject to the small companies regime.
on 29[th] August 2025 and were signed on its behalf by:
Signature(s) Full name(s) Andrea Constance Coleman Position (eg Secretary, Chair Chair, etc.)
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Date 29/08/2025
Notes to the Accounts
- Accounting Basis: These accounts have been prepared under section 133 of the Charities Act 2011 (‘the Charities Act’) which allows charity’s with a gross income under £250,000 to prepare accounts under the receipts and payments basis.
2. Restricted Funds: There are no restricted funds.
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Trustee Remuneration: for the year ended 31 October 2024.
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Independent Examination: Accounts were independently examined by Laura Baverstock FMAAT of Wilson Sandford.
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