## **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.| |---|---|---| |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|| |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.| |---|---|---| |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||| |---|---|---|---| ||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.| ||||| |||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.| |---|---|---| |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
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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**|||| ||||| ||||| ||||| ||||| |**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