2024-04-05-accounts

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We Build Unity Foundation Charity Registration Number: 1203420

Table of Contents
	Page
Trustees’ Report	3
Details of Trustees	3
Principle Location	3
Objects	3
Activities	4
Trustees Guidance Statement	4
Volunteer Contribution	4
Successes and Challenges	5
Achievements and Performance	5
Financial Review	6
Fundraising	6
Practical Risks and Uncertainties	7
Going Concern	7
Declaration	7

Trustees’ Report

We Build Unity Foundation, a Charitable Incorporated Organisation (CIO), presents its annual report and accounts for the year ended 6[th] June 2023 and beginning 5[th ] April 2024, confirming compliance with the requirements of its governing document, the Charities Act 2011 and the Charities SORP (FRS 102).

Details of Trustees

The Trustees of the CIO are as follows:

Nathan Jackson (Chair)
Adwua Fulani
Adenrele Bankole

Principal Location

The principal location of the CIO is London, where its activities and operations are based. With a focus on working closely with communities in London, this has provided a strong foundation for understanding needs, strengthening relationships and developing approaches that reflect lived experiences. This focus has allowed the CIO to build trust and refine its ways of working, ensuring that future efforts remain effective, sustainable and community-led. As the work continues to evolve, the insights gained in London will serve as a model for reaching and supporting people in other areas, expanding the CIO’s impact while remaining rooted in the principles that have guided its development.

Objects

The objects of the CIO are:

For the public benefit,

The relief of financial hardship among people living or working in England and Wales, particularly members of African and African-Caribbean communities, by providing such persons with grants of money, and goods, services and/or facilities which they could not otherwise afford through lack of means.
To advance in life and help young people in England and Wales, particularly members of African and African-Caribbean communities, by developing their skills, capacities and capabilities to enable them to participate in society as independent, mature and responsible individuals.
The relief of financial need and suffering among victims of natural or other kinds of disaster, trouble or catastrophe in the form of money (or other means deemed suitable) for persons, bodies, organisations and/or countries affected.

Activities

The activities of the CIO include:

(a) Understanding the financial realities of people facing hardship, particularly within African and African-Caribbean communities, by facilitating direct engagement, fostering trust and ensuring access to essential resources, goods and services that would otherwise be out of reach.

(b) Creating opportunities for young people from African and African-Caribbean communities to develop their skills, confidence and resilience through tailored interactions, practical experiences and community-driven initiatives that support their transition into independent and responsible adulthood.

(c) Responding to the needs of those affected by crises, disasters, or other hardships by ensuring timely, culturally sensitive support that reflects their lived experiences and prioritises dignity, relevance and stability.

Trustees Guidance Statement

The Trustees of the CIO confirm that they have had regard to the guidance issued by the Charity Commission for England and Wales on public benefit, ensuring that all activities are designed and delivered in ways that are equitable, accessible, and impactful. This commitment informs every decision, ensuring that resources, initiatives and engagement strategies directly address the needs of those experiencing financial hardship, social exclusion and limited opportunities. By continuously reflecting on and applying this guidance, the CIO ensures that its work remains transparent, relevant and responsive to the realities of the communities it serves.

Volunteer Contribution

Volunteers have been at the heart of the CIO, driving its work with dedication, effort and a deep commitment to making a difference. Their contributions have come in many forms - some have given their time regularly, others have stepped in when needed, offering support, knowledge and a willingness to bring people together. This has been a foundational period, focused on listening, learning, and creating the right conditions for meaningful change. Volunteers have played a crucial role in building trust, strengthening connections and ensuring that everything remains shaped by lived experiences. Their involvement has allowed the work to remain truly community-led, ensuring that decisions reflect real priorities rather than external expectations. As the CIO continues to grow, volunteers will remain central - not just as contributors, but as key figures in shaping, guiding and sustaining efforts that create lasting impact.

Successes and Challenges

This period has been defined by intentionality, focusing on deeper engagement rather than actively pursuing financial resources. Without dedicated internal or external funding, the CIO has concentrated on strengthening trust, deepening understanding and embedding itself within the communities it serves. This approach has allowed for flexibility, enabling people to shape the direction of the work based on their realities rather than predetermined external expectations. The ability to move at the pace of the community has been central to ensuring that emerging priorities are addressed in meaningful ways. One of the greatest successes has been identifying the often-overlooked barriers that prevent participation in public spaces and community life. Through direct engagement, the CIO has developed a deeper awareness of the reasons people feel unsafe or unwelcome, allowing for more thoughtful responses that reflect their lived experiences.

This period has also created space for leadership to emerge naturally, with individuals stepping forward in ways that feel organic rather than prescribed. At the same time, operating without dedicated funding has presented challenges. Expanding reach and engagement has required adaptability, ensuring that efforts remain effective while working within existing networks and relationships. Another challenge has been the expectation from some external stakeholders that measurable outputs must come from financial investment, when in reality, the focus has been on building strong foundations before introducing financial resources. Despite this, the CIO has remained committed to ensuring that future funding decisions are shaped by those who will benefit most, ensuring that resources are directed where they are most needed.

Achievements and Performance

The CIO’s most significant achievement this year has been its ability to operate in a way that remains fully aligned with the needs of the communities it serves, despite the absence of dedicated financial resources. By prioritising lived experience over external expectations, the CIO has ensured that its work remains relevant, adaptable and deeply rooted in trust. The focus has been on creating spaces where people feel safe to express their needs and shape solutions that reflect their realities. Through this approach, the CIO has successfully strengthened relationships within the community, fostering deeper connections and amplifying voices that are often unheard. By working closely with those directly impacted, the CIO has been able to support people and families in identifying and navigating the challenges they face, creating pathways for participation that feel authentic and accessible.

Another important achievement this year has been creating a deeper sense of connection between people who have historically felt isolated in their communities. Through ongoing engagement, the CIO has facilitated opportunities for people to share experiences, navigate their surroundings with greater confidence and rediscover spaces they once avoided. This has helped participants develop a stronger sense of belonging, fostering intergenerational connections and uncovering shared histories that might have otherwise remained unspoken. The CIO has also highlighted the resilience of those involved; community members who

initially felt hesitant about engaging with others have gradually become more confident in navigating their environments and forming meaningful connections. Many who previously felt disconnected have taken steps toward greater participation in their communities, demonstrating a shift in how they perceive their role within shared spaces. This marks a critical step toward long-term change, showing that when people feel valued and supported, they begin to reclaim their surroundings, build relationships and engage more fully in everyday life.

Performance is reflected not in traditional financial measures but in the strength of engagement, the depth of understanding gained and the ability to respond meaningfully to the priorities of those involved. While the absence of dedicated funding has required a more resourceful approach, it has also reinforced the importance of ensuring that financial support, when introduced, is allocated in ways that are truly reflective of community needs. This period has been about laying strong foundations, ensuring that future opportunities are shaped by those with the most at stake, and creating a model of engagement that prioritises depth, trust and long-term impact.

Financial Review

The total income for the year was £0. This was a strategic decision, reflecting the CIO’s commitment to strengthening its foundations before introducing financial resources. Rather than seeking immediate funding, the focus was on utilising existing community assets, relationships and collective knowledge to understand real needs, build trust and ensure that future financial planning is guided by lived experience. This approach has allowed the CIO to remain flexible, responsive and truly shaped by those involved, rather than being driven by external funding priorities. By prioritising people first, the CIO has gained a clearer understanding of how financial resources should be structured for long-term sustainability. Moving forward, financial strategies will be developed to align with the priorities identified during this period, ensuring that funding supports and enhances the work in a way that remains community-led. This has laid the groundwork for a model where financial sustainability is built on meaningful engagement and shared decision-making.

Fundraising

The CIO has not raised funds during the year, instead focusing on working directly with communities to understand where and how future fundraising efforts should be directed. This intentional approach has allowed for deeper insight into the most effective and ethical ways to generate financial support while ensuring that fundraising remains aligned with community priorities. By engaging with those who will ultimately benefit, the CIO has been able to explore different models of financial sustainability, identify potential funding sources and assess which approaches will best support long-term impact. This period of groundwork has ensured that when fundraising begins, it will be strategic, targeted and rooted in lived experience rather than external assumptions. Future efforts will prioritise approaches that empower rather than impose, ensuring that financial resources are secured in ways that strengthen the work without compromising the community-led nature of the CIO’s objects and activities.

Principal Risks and Uncertainties

The CIO has continuously assessed and addressed risks, ensuring that safeguarding and operational integrity remain at the core of its work. Trustees and management have taken a proactive approach to risk management, conducting regular reviews of activities, engagement methods, and volunteer participation to uphold safety and accountability. Working in pairs has remained a fundamental practice to safeguard service users, staff and volunteers, reinforcing shared responsibility and ensuring a secure environment for all involved. Beyond safeguarding, financial sustainability, community engagement, and long-term impact have been key areas of ongoing evaluation. By actively monitoring these risks, the CIO has strengthened its ability to adapt while maintaining stability. Recognising that challenges evolve over time, the CIO remains committed to flexibility and vigilance, ensuring that future risks are anticipated, assessed and managed in ways that uphold its commitment to community-led decision-making and long-term sustainability.

Going Concern

The Trustees have carefully reviewed the projected operations and activities of the CIO, ensuring that its long-term sustainability remains a priority. This assessment has included ongoing considerations of future fundraising strategies, potential funding opportunities and the continued strengthening of community-led initiatives. While the CIO has strategically focused on building strong foundations before introducing financial resources, the insights gained during this period have reinforced confidence in its future financial sustainability. Based on the available financial information and the approach taken to securing resources, the Trustees are confident that the CIO has the necessary resilience and adaptability to sustain its activities and operations. As a result, the CIO is considered a going concern, with its financial planning and strategic direction ensuring that it remains positioned for continued impact, growth and longterm viability.

Declaration

The Trustees of the CIO declare that they have approved the Trustees’ Report above. On behalf of the Trustees of this CIO, this has been signed by Nathan Jackson, the CIO’s Chair.

Nathan Jackson

We Build Unity Foundation

Receipts and payments accounts

Receipts and payments accounts CC16a For the period 06/06/2023 05/04/2024 To from

Section A Receipts and payments	Section A Receipts and payments
A1 Receipts	Unrestricted funds to the nearest £ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	Restricted funds to the nearest £ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	Endowment funds to the nearest £ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	Total funds to the nearest £ - - - - - - - - - - - - - - - - - - - - - - - - - - - -	Last year to the nearest £
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*Sub total*(Gross income for AR)	-				-

A2 Asset and investment sales, (see table).
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*Sub total*	-				-
*Total receipts* A3 Payments
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A4 Asset and investment purchases (see table)
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*Total payments* *Net of receipts/(payments)* A5 Transfers between funds A6 Cash funds last year end *Cash funds this year end*
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CCXX R1 accounts (SS)

03/02/2025

Section B Statement of assets and liabilities at the end of the period	Section B Statement of assets and liabilities at the end of the period	Section B Statement of assets and liabilities at the end of the period
Categories Signed by one or two trustees on behalf of all the trustees B5 Liabilities B3 Investment assets B2 Other monetary assets B4 Assets retained for the charity’s own use B1 Cash funds	Details Details *Total cash funds* (agree balances with receipts and payments account(s)) Details Details Details Signature N JACKSON	Unrestricted funds Restricted funds to nearest £ to nearest £ - - - - - - - - OK OK Unrestricted funds Restricted funds to nearest £ to nearest £ - - - - - - - - - - - - Fund to which asset belongs Cost (optional) - - - - - Fund to which asset belongs Cost (optional) - - - - - - - - - Fund to which liability relates Amount due (optional) - - - - - Print Name Nathan Jackson	Endowment funds to nearest £
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			OK
			Endowment funds to nearest £
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			Current value (optional)
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			Current value (optional)
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			When due (optional)






			Date of approval
	N JACKSON	Nathan Jackson	03/02/2025

CCXX R2 accounts (SS)