2025-04-05-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	6
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] April 2024 and beginning 5[th ] April 2025, 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 CIO is based in London, where our core activities and day to day operations are delivered. Working closely with communities across London has enabled us to better understand local needs, build strong relationships and develop ways of working shaped by lived experience. This local focus has helped us to build trust and refine our approaches over time, ensuring our work remains effective, sustainable and community-led. As our work continues to develop, the learning gained through our activity in London will inform our future work in other areas, allowing us to extend our reach while staying rooted in the principles that have guided our 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) Providing mentoring, facilitated discussions and practical support that engage directly with the everyday financial pressures faced by people experiencing hardship, particularly within African and African-Caribbean communities, while supporting access to relevant goods, services and assistance.

(b) Offering mentoring, skills-based sessions and guided experiences for young people from African and African-Caribbean communities, focused on developing practical abilities, confidence and decision making through consistent communitybased engagement.

(c) Coordinating culturally informed support during periods of crisis, emergency or acute hardship by delivering timely assistance, information and signposting in ways that reflect lived experience and protect dignity 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 we serve.

Volunteer Contribution

Volunteers have been central to how the CIO has operated, contributing energy, care and practical support that has shaped activity from the outset. Involvement has taken varied forms, ranging from ongoing participation to responsive support at key moments, with individuals sharing time, insight and local knowledge to strengthen collective effort. This early phase of development has prioritised listening to communities, reflecting on learning and establishing conditions that support purposeful and accountable action. Throughout this period, volunteer input has supported relationship building and helped maintain strong links with lived experience, ensuring work remains relevant and grounded. Looking ahead, volunteers will continue to play an essential role, not only in delivery but in shaping direction, supporting governance and sustaining work that is designed to achieve long-term, community rooted impact.

Successes and Challenges

Over the past period, the CIO has made meaningful progress in supporting communities by establishing itself as a trusted and consistent point of contact during times of uncertainty and pressure. Through regular presence, responsive engagement and mentoring-based support, the CIO has been able to listen carefully to concerns, respond to immediate needs and help individuals navigate challenging circumstances with dignity. This approach has strengthened relationships and ensured people know support is available, even when resources are limited. Community members have engaged not only for assistance but also for guidance, connection and reassurance, reinforcing the CIO’s role as a reliable local anchor. By remaining accessible and grounded in lived experience, the CIO has been able to adapt its activity to reflect real priorities rather than assumptions. These efforts have helped maintain continuity of support, particularly for individuals facing financial strain or social isolation, while reinforcing community trust and encouraging ongoing engagement.

Alongside these successes, the CIO has faced challenges that are common across the voluntary and community sector, particularly in relation to funding constraints and the wider impact of the cost-of-living crisis. Rising living costs have increased demand for support while simultaneously limiting the financial capacity of organisations delivering frontline work. This has placed pressure on resources, planning and sustainability, requiring careful decision making and flexibility. Despite these constraints, the CIO has continued to operate by prioritising collaboration, strengthening volunteer involvement and exploring diversified funding opportunities to reduce reliance on single income streams. Learning from this period has highlighted the importance of realistic growth, transparent governance and building long term resilience rather than short term expansion. By remaining responsive, maintaining strong community relationships and planning cautiously, the CIO is working to address these challenges in ways that protect its values while positioning the organisation to remain effective in an increasingly complex operating environment.

Achievements and Performance

During the reporting period, the CIO’s achievements have been shaped largely through direct feedback from community members, whose experiences and reflections have helped define what progress looks like in practice. Individuals consistently highlighted the value of having a visible, reliable presence that listened carefully, responded respectfully and remained available beyond one-off interactions. This feedback reflects achievements in building trust, maintaining consistent contact and ensuring support feels accessible rather than transactional. Community members have recognised the CIO’s role in offering reassurance during difficult moments, supporting navigation of services and creating spaces where concerns can be shared without stigma or judgement. These outcomes demonstrate progress not through scale alone, but through depth of engagement and relevance to everyday realities. By grounding activity in lived experience and adapting responses based on what people share, the CIO has achieved a level of connection that reinforces credibility and strengthens relationships, laying a solid foundation for continued community-led development.

Performance over the period has been defined by the CIO’s ability to operate effectively within limited resources while responding to growing and complex needs. Delivery has remained flexible, timely and grounded, allowing activity to adjust as circumstances changed, particularly in response to financial pressures affecting households and communities. Internal processes have supported consistent engagement, clear communication and responsible use of available resources, ensuring activity remains proportionate and manageable. Performance has also been reflected in the organisation’s capacity to sustain volunteer involvement, maintain accountability and make informed decisions despite external uncertainty. Rather than prioritising expansion, emphasis has been placed on stability, quality of engagement and learning from practice. This approach has supported steady delivery and reduced risk, while creating space to reflect on what works and where improvement is needed. Overall, performance has demonstrated resilience, adaptability and a continued commitment to serving communities responsibly.

Financial Review

For the financial year under review, the CIO recorded a total income of £15,000. This income was received in support of the CIO’s charitable purposes, which focus on benefiting African and African-Caribbean communities. Financial records were maintained throughout the year to track income and expenditure, and oversight was provided by the trustees in line with the governing document and regulatory requirements. The CIO did not hold designated or restricted reserves at the end of the reporting period. The trustees kept the financial position under review and ensured appropriate controls were in place to support accountability and compliance. The financial information presented reflects the CIO’s income for the year and provides an accurate overview of its financial position at the reporting date.

Fundraising

During the year, it became clear that increased attention needs to be given to fundraising to support the CIO’s ongoing work. As a result, fundraising will be a greater focus in the coming year, with time and capacity directed towards developing funding approaches that are sustainable and aligned with the CIO’s charitable purposes. This focus will support longer term planning and help ensure the organisation is able to maintain and develop its work responsibly over time.

Principal Risks and Uncertainties

Risk has been considered on an ongoing basis to ensure safeguarding and sound operational practice are embedded across all areas of the CIO’s work. Trustees and those involved in delivery have maintained an active approach to identifying and reviewing potential risks, including how activities are carried out, how people are engaged and how volunteers are supported, to maintain appropriate standards of safety and accountability. The practice of working in pairs has continued as a core measure, supporting shared responsibility and helping to protect service users, volunteers and those delivering activity. Alongside safeguarding, attention has been given to areas such as financial resilience, community relationships and the

sustainability of work over time. Regular oversight of these areas has supported informed decision making and responsiveness. As circumstances change, the CIO remains attentive to emerging risks, ensuring that assessment and management processes continue to reflect its commitment to community-led practice and long-term stability.

Going Concern

The Trustees have reviewed the CIO’s planned activities and anticipated operations to ensure that longer term sustainability remains a central consideration. This review has included forward planning around income generation, consideration of future funding routes and the ongoing development of community-led work. While emphasis has been placed on establishing strong organisational foundations before scaling financial activity, the learning from this period has supported confidence in the CIO’s future financial position. Taking account of current financial information and the approach to securing resources, the Trustees consider the CIO to have sufficient capacity and flexibility to continue operating as intended. On this basis, the CIO is regarded as a going concern, with its financial oversight and strategic planning supporting ongoing delivery and long-term 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 1203420

Receipts and payments accounts

CC16a

For the period 6/4/2024 5/4/2025 To from

Section A Receipts and payments

	Unrestricted funds		Restricted funds		Endowment funds	Endowment funds	Total funds	Last year
	to the nearest £		to the nearest	£	to the nearest	£	to the nearest £	to the nearest	£
A1 Receipts
Sport England Award		-	15,000			-	15,000		-
		-		-		-	-		-
		-		-		-	-		-
		-		-		-	-		-
		-		-		-	-		-
		-		-		-	-		-
		-		-		-	-		-
		-		-		-	-		-
*Sub total*(Gross income for AR)		-	15,000			-	15,000		-

A1 Receipts	Unrestricted funds to the nearest £ - - - - - - - - -	Restricted funds to the nearest £ 15,000 - - - - - - - 15,000	Endowment funds to the nearest £	Total funds to the nearest £ 15,000 - - - - - - - 15,000	Last year to the nearest £
Sport England Award	-	15,000	- - - - - - - - -	15,000	-
	-	-		-	-
	-	-		-	-
	-	-		-	-
	-	-		-	-
	-	-		-	-
	-	-		-	-
	-	-		-	-
*Sub total*(Gross income for AR)	-	15,000		15,000	-
A2 Asset and investment sales, (see table).	- - - - - - - - - - - - - - - - - - - - - -	- - - - - - - - - - - - - - - - - - - - - -		- - - - - - - - - - - - - - - - - - -
	-		- - -	-
	-			-	-
*Sub total*	-			-	-
*Total receipts* A3 Payments
			-	-	-

	-		- - - - - - - - - -	-	-
	-			-	-
	-			-	-
	-			-	-
	-			-	-
	-			-	-
	-			-	-
	-			-	-
	-			-	-
**Sub total **	-			-	-

A4 Asset and investment purchases, (see table)
	-		- - -	-
	-			-
**Sub total **	-			-	-
*Total payments* *Net of receipts/(payments)* A5 Transfers between funds A6 Cash funds last year end *Cash funds this year end*
			-	-	-

	-	-	-	-	-
	-	-	- -	-	-
	-	-		-	-
	-	-	-	-	-

CCXX R1 accounts (SS)

Section B Statement of assets and liabilities at the end of the period

Signature NJ Details Details *Total cash funds* (agree balances with receipts and payments account(s)) Details Details Details	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 £
		-
		-
		-
		-
		OK
		Endowment funds to nearest £
		-
		-
		-
		-
		-
		-
		Current value (optional)
		-
		-
		-
		-
		-
		Current value (optional)
		-
		-
		-
		-
		-
		-
		-
		-
		-
		When due (optional)






		Date of approval
NJ	Nathan Jackson	24/01/26

CCXX R2 accounts (SS)

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