Trustees’ Annual Report for the period
From Period start date: 01/04/2023 To Period end date: 31/03/2024
Charity name: Do what you Love
Charity registration number: 1200300
Objectives and Activities
| SORP reference | ||
|---|---|---|
| Summary of the purposes of the charity as set out in its governing document |
Para 1.17 | The charity is dedicated to supporting young people aged 7-18 years old, living in Brent and the surrounding areas, by offering advice, assistance, and organising a range of physical, educational, and social activities. These initiatives are designed to help young people develop the skills and confidence they need to participate fully in society, and to become independent, mature, and responsible individuals. The charity’s work focuses on several key areas: 1. Advancing in Life: By helping young people develop their skills, capacities, and confidence, the charity enables them to thrive and contribute meaningfully to society. 2. Advancing Education: We offer a variety of educational programs to promote learning and personal development. 3. Relieving Unemployment: The charity provides opportunities to help young people build the skills needed to gain employment or engage in further education. 4. Recreational and Leisure Activities: Organising recreational and social activities that cater to the interests and needs of young people, promoting their well-being and sense of community. In addition to these core activities, the charity also works to address issues such as poverty, social and economic exclusion, and disabilities, aiming to improve the quality of life for those facing challenges in their |
| communities. For anyone joining, they should be aware that the charity operates with a focus on inclusivity, offering support to all young people who face barriers to participation. |
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|---|---|---|
| Summary of the main activities in relation to those purposes for the public benefit, in particular, the activities, projects or services identified in the accounts. |
Para 1.17 and 1.19 |
Over the past year, the CIO has made significant progress in building the foundations needed to achieve its charitable purposes for public benefit. A key milestone has been the successful recruitment of trustees with the skills and expertise required to ensure effective governance and strategic oversight. This has created a strong leadership framework to guide the organisation forward. Considerable effort has gone into developing a comprehensive fundraising strategy, with a focus on identifying diverse income streams to sustain future activities. These efforts have laid the groundwork for securing the resources needed to deliver on the CIO’s mission. The organisation has also prioritised the recruitment of volunteers to support its objectives and is building a dedicated team to help deliver impactful programmes. Additionally, the trustees have actively worked to identify a suitable venue, ensuring the organisation is well-positioned to host its activities in a way that meets the needs of its beneficiaries. The CEO has made significant strides in establishing relationships with key stakeholders across statutory, business, and community sectors. These partnerships are designed to strengthen the organisation’s profile, create opportunities for collaboration, and ensure future activities align with community needs. While activities have not yet commenced, these foundational steps are crucial to ensuring the CIO’s readiness to deliver its charitable purposes effectively and sustainably. |
| Statement confirming whether the trustees have had regard to the guidance issued by the Charity Commission on public benefit |
Para 1.18 | We confirm that the trustees have reviewed and understood the statement on public benefit. |
| Additional information (optional) You may choose to include further statements where relevant about: |
Additional information (optional) You may choose to include further statements where relevant about: |
Additional information (optional) You may choose to include further statements where relevant about: |
|---|---|---|
SORP reference |
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| Policy on grant making | Para 1.38 | |
| Policy on social investment including program related investment |
Para 1.38 | This will be included in the CIO fundraising strategy. |
| Contribution made by volunteers |
Para 1.38 | Since activities have not yet commenced, the charity has not yet engaged volunteers in delivering programmes or services. |
| Other |
Achievements and Performance
| SORP reference | ||
|---|---|---|
| Summary of the main achievements of the charity, identifying the difference the charity’s work has made to the circumstances of its beneficiaries and any wider benefits to society as a whole. |
Para 1.20 | While the charity has not yet delivered direct services to beneficiaries, significant progress has been made in establishing a strong foundation to ensure future success and sustainability. Over the past year, the organisation has: ● Strengthened its governance by recruiting skilled and diverse trustees, ensuring the charity has the strategic leadership necessary to fulfil its objectives effectively. ● Developed a comprehensive fundraising strategy to secure diverse income streams, which will support long-term operations and the delivery of services. ● Prioritised volunteer recruitment to build a committed team that will assist in executing activities aligned with the charity's mission. ● Actively sought a suitable venue to serve as the hub for delivering its programmes and initiatives. ● Established partnerships with stakeholders across the statutory, public, business, arts, and community sectors, fostering relationships that |
will enhance the charity’s capacity to deliver meaningful impact.
These achievements, while foundational, are critical steps in ensuring that the charity will make a lasting difference to its beneficiaries and contribute positively to society as a whole. By building this strong base, the organisation is positioned to deliver transformative services that address the needs of its community in the near future.
Additional information (optional) You may choose to include further statements where relevant about:
| Achievements against objectives set |
Para 1.41 | See business plan |
|---|---|---|
| Performance of fundraising activities against objectives set |
Para 1.41 | See fundraising strategy |
| Investment performance against objectives |
Para 1.41 | N/A |
| Other | ||
Financial Review
| Financial Review | ||
|---|---|---|
| Review of the charity’s financial position at the end of the period |
Para 1.21 | Currently at nil |
Statement explaining the policy for holding reserves stating why they are held |
Para 1.22 | N/A |
Amount of reserves held |
Para 1.22 | 0 |
| Reasons for holding zero reserves |
Para 1.22 | No income generated so far |
| Details of fund materially in deficit |
Para 1.24 | None. The charity does not have any funds in deficit as no income has been generated to date. |
| Explanation of any uncertainties about the charity continuing as a going concern |
Para 1.23 | There are no uncertainties about the charity continuing as a going concern. While income has not yet been generated, the charity is focused on establishing a robust fundraising strategy and building partnerships to support its long-term sustainability. |
| Additional information (optional) Youmay choose toincludefurtherstatementswhererelevant about: |
Additional information (optional) Youmay choose toincludefurtherstatementswhererelevant about: |
Additional information (optional) Youmay choose toincludefurtherstatementswhererelevant about: |
|---|---|---|
| The charity’s principal sources of funds (including any fundraising) |
Para 1.47 | At the moment the CIO is working on a detailed fundraising strategy. |
| Investment policy and objectives including any social investment policy adopted |
Para 1.46 | None |
| A description of the principal risks facing the charity |
Para 1.46 | The principal risks facing the charity include the challenge of securing sustainable funding to support its activities and achieve its objectives. Additionally, there is a risk associated with building awareness and engagement with key stakeholders in the early stages of development. To mitigate these risks, the charity is focused on implementing a robust fundraising strategy, forming strategic partnerships, and establishing a strong governance framework to ensure stability and growth. |
| Other |
Structure, Governance and Management
| Description of charity’s trusts: |
Currently, the charity is in its early stages and has three trust members who are integral to its governance structure. These trust members have been appointed to help guide the charity in its foundational development, which includes establishing the necessary policies, frameworks, and strategies to support its mission. While the charity has not yet begun its activities, these trust members play a key role in ensuring that all future actions align with the charity's goals. They will continue to provide oversight and contribute their expertise in areas such as governance, legal compliance, and fundraising as the charity progresses. As the charity moves forward, it plans to formally document and manage its governance, including the role of the trust members, and will ensure transparency and accountability in all its activities. Any future additions to the trust or changes to its structure will be carefully considered and aligned with the charity’s objectives and legal obligations. |
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|---|---|---|
| Type of governing document (trust deed, royal charter) |
Para 1.25 | CIO Foundation |
| How is the charity constituted? (e.g unincorporated association, CIO) |
Para 1.25 | CIO |
Trustee selection methods including details of any constitutional provisions e.g. election to post or name of any person or body entitled to appoint one or more trustees |
Para 1.25 | The charity follows a structured approach to trustee selection to ensure that individuals who join the board have the necessary skills, experience, and commitment to support the charity’s mission. As outlined in the governing document, trustees are appointed through a process that includes nomination and approval by the existing board. New trustees are selected based on their skills, experience, and ability to contribute effectively to the charity’s work. The board ensures a diverse range of expertise, including areas such as governance, finance, community engagement, youth development, and safeguarding, to meet the charity’s needs as it progresses. The governing document stipulates that the trustee board is responsible for the appointment of new trustees. Currently, there are no provisions for election to trustee positions. The board may also, as necessary, |
seek advice from external advisors or stakeholders when selecting trustees to ensure the best fit for the charity’s objectives. Once selected, trustees serve on the board and are expected to contribute their knowledge and expertise to help the charity meet its goals and fulfill its charitable purposes. The charity is committed to ensuring that all appointments are made transparently and in alignment with its strategic priorities.
Additional information (optional) You may choose to include further statements where relevant about:
Policies and procedures adopted for the induction and training of trustees |
Policies and procedures adopted for the induction and training of trustees |
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| Policies and procedures adopted for the induction and training of trustees |
Para 1.51 | To ensure that trustees are well-equipped in their roles as the charity prepares to launch its activities, we have a structured induction and training process. When new trustees join, they are introduced to the charity’s mission, vision, and governance structure. Key documents, such as the governing document, financial reports (where applicable), and strategic plans, are provided to give trustees a comprehensive understanding of the charity’s objectives and planned direction. We focus on ensuring trustees clearly understand their roles and responsibilities, including training on charity law, financial governance, and other areas relevant to the charity’s future work, such as youth development, education, and social welfare. A key part of this training is safeguarding, with a focus on protecting young people and vulnerable individuals. Trustees are made aware of the charity’s safeguarding policies, the procedures for reporting concerns, and their role in ensuring a safe and supportive environment for all beneficiaries. Trustees are also briefed on the key areas of focus for the charity, such as advancing education, relieving unemployment, and providing recreational support to young people in Brent and surrounding areas. Trustees will also have access to ongoing development opportunities, including sector-specific training and updates on legal or regulatory changes. New trustees are paired with an experienced board member who acts as a mentor to provide guidance and support during the initial stages. |
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| This approach ensures trustees will be fully prepared to fulfil their duties and contribute to the charity’s success once it begins its work, supporting young people in need and driving positive social change while safeguarding those it serves. |
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|---|---|---|
| The charity’s organisational structure and any wider network with which the charity works |
Para 1.51 | At present, the charity is in the early stages of its development, and no staff have been appointed yet. |
| Relationship with any related parties |
Para 1.51 | None |
| Other |
Reference and Administrative details
| Charity name | Do what you Love |
|---|---|
| Other name the charity uses | None |
Registered charitynumber |
1200300 |
| Charity’s principal address | Seeds Hub Empire Way Wembley HA9 0RJ |
Names of the charity trustees who manage the charity
| 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 |
Trustee name | Office (if any) | Dates acted if not for whole year Nam e of pers on (or bod y) entit led to app oint trust ee (if any) |
|---|---|---|---|
| Julian Hall | |||
| LeroyKraku | |||
| Msongo Mngwali | |||
– Corporate trustees names of the directors at the date the report was approved
Director name
Name of trustees holding title to property belonging to the charity
Trustee name Dates acted if not for whole year
| Funds held as custodian trustees on behalf of others | Funds held as custodian trustees on behalf of others |
|---|---|
| Description of the assets held in this capacity |
None |
| Name and objects of the charity on whose behalf the assets are held and how this falls within the custodian charity’s objects |
None |
| Details of arrangements for safe custody and segregation of such assets from the charity’s own assets |
None |
Additional information (optional)
Names and addresses of advisers (Optional information)
| Names and addresses of advisers (Optional information) | Names and addresses of advisers (Optional information) | Names and addresses of advisers (Optional information) | Names and addresses of advisers (Optional information) |
|---|---|---|---|
| Type of adviser Name Address |
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| Name of chief executive or names of senior staff members (Optional information) | |||
Exemptions from disclosure
Reason for non-disclosure of key personnel details
Other optional information
Declarations
The trustees declare that they have approved the trustees’ report above.
Signed on behalf of the charity’s trustees
Signature(s) Full name(s) Msongo Mngwali Position (eg Secretary, Trustee Chair, etc) Date 28/01/2025